Discrete Manufacturing
Catch the revised drawing and the late part before they stop the job.
Revised drawings and supplier delays arrive by email. The ERP keeps the old revision and the old date. LevelOneAI connects each change to the jobs, POs and ship dates it affects, so you act before it turns into scrap or an idle line.
Where the work gets stuck
A customer emails Rev C, and the floor keeps cutting Rev B
Purchasing keeps buying material for a revision that's already changed
A supplier pushes a part three weeks, and the job stops halfway through setup
Expedites, overtime and idle operators that earlier warning would have avoided
Engineering Change Fallout & Job Impact Workbench
Stop the floor building to the old revision.
Customers email revised drawings after the order is booked. The new revision sits in an engineer's inbox while machinists cut metal to the old one and purchasing keeps buying the old parts. The workbench catches the change and shows everything it affects, before the parts hit the machine.
Doesn't PLM handle this? PLM manages the change inside engineering. Nothing tracks the fallout: the jobs, POs and customer dates the change breaks, until each one is resolved.
Drawing 7712-HSG · Rev B → Rev C · 304 → 316 stainless
Job 8021 · Lathe 3
Hold recommendedPlace engineering holdCustomer drawing
Rev C · 316 stainless
ERP job router
Rev B · 40 of 120 done
PO 6650 · bar stock
Old materialFlag to purchasingRev C material callout
316 stainless
ERP open PO
304 stainless · ships Fri
CNC program and inspection plan
Update neededAssign to engineeringCustomer drawing
Rev C
Program and QA plan
Still on Rev B
SO 3307 · Apex Robotics
Customer dateConfirm new dateProduction schedule
Rework adds 6 days
ERP sales order
Ships Nov 14
Found 4 items tied to Rev B
Approve holdIllustrative example · sample company and data
What comes in
- Updated drawing PDFs from customers
- Internal engineering change notices
- Change requests in email threads
What the workbench does
- Reads the part number, revision and material callouts
- Finds every job, PO, program and customer order tied to the old revision
- Puts the fallout in front of the lead engineer or plant manager
What goes into the ERP, after approval
- Engineering hold on the job router
- BOM lines moved to the new revision
- Purchasing flagged to change open POs
The metrics it moves
| Metric | Before | With the workbench | What it means |
|---|---|---|---|
| Scrap and rework | 3–6% of revenue | Under 0.5% of revenue | Recovered straight to EBITDA |
| Time from email to shop-floor hold | 3 to 10 business days | Under 15 minutes | Stops the floor building to the old revision |
| Jobs running an outdated revision | 8–12% of custom jobs | Caught on every open job | Old revisions stop moving down the line |
| Warranty and field failures | 1.5–3% of shipped goods | Under 0.2% | Customers stop receiving outdated parts |
Targets, not published results. We agree your baseline before setup and measure against it.
What it's worth: a $40M plant
- $40Mannual revenue, an engineer-to-order or configure-to-order plant
- $1.6Ma year in scrap and rework at 4% of revenue
- $480,000of it from changes that reached the floor late, if that's 30%
- ~$380,000back to EBITDA every year by catching 80% of those changes in time
At that rate, a setup from $20,000 pays back in about a month. Example assumptions. Use your own scrap rate and share caused by late changes.
For the VP of Operations, plant manager and engineering manager. Holds, BOM changes and PO flags happen only after approval.
Material Shortage & Production Disruption Workbench
Know which job will stall, before the setup starts.
A supplier emails that a part is backordered three weeks. The ERP still shows Tuesday, so the job starts on schedule and stops halfway through setup. The workbench reads supplier and outside-processor updates, checks them against the schedule and recommends a fix before operators sit idle.
Doesn't MRP do this? MRP plans on the promise date in the ERP. The delay is in the buyer's email, days before anyone updates it.
Disruption queue · this week
Part 882-B · Delta Bearings
Job will stallSwap with Job 4032 (all material in stock)Supplier email · Oct 6
Backordered 3 weeks
ERP PO 7088
Due Tuesday
Shop schedule
Job 4019 starts Monday
PO 7120 · Kestrel Castings
PartialSplit the jobSupplier email
50 now, 150 in 30 days
ERP PO
200 due Oct 20
Shop schedule
Job 4044 needs 200
Job 3988 · Precision Plating
Ship date at riskAsk for a firm datePlater's email
"Still in process"
ERP outside-op PO
Due back Monday
ERP sales order
Ships Nov 3
3 jobs at risk
Approve fixesIllustrative example · sample company and data
What comes in
- Supplier acknowledgments and delay notices (email, PDF)
- Partial-shipment and backorder updates
- Status replies from outside processors
What the workbench does
- Reads the part, quantity and new promise date
- Checks it against the shop-floor schedule and finds the jobs that will stall
- Recommends a fix, like running a job that has all its material
What goes into the ERP, after approval
- PO promise date updated
- Job sequence changed on the dispatch board
- Status request to suppliers who haven't confirmed
The metrics it moves
| Metric | Before | With the workbench | What it means |
|---|---|---|---|
| On-time in-full delivery | 72–82% | 94–98% | Customers kept, late-delivery penalties avoided |
| Unplanned operator idle time | 12–18% of labor hours | Under 3% | Capacity back without hiring |
| Expedited freight | $80,000–$250,000 a year | Under $20,000 a year | Fewer emergency air shipments |
| Work-in-process inventory | 42 days | 26 days | Cash freed from half-built jobs |
Targets, not published results. We agree your baseline before setup and measure against it.
What it's worth: a $40M plant
- $40Mannual revenue, 60 operators on the floor
- 18,000operator hours a year lost to waiting at 15% idle time
- ~$575,000of capacity back by cutting idle time to 3%, at $40 an hour
- ~$130,000saved each year by cutting expedited freight from $150,000 to $20,000
Example assumptions. Use your own headcount, idle time and freight spend.
For the production scheduler, supply chain manager and VP of Operations. PO dates, schedule changes and supplier requests happen only after approval.
How every workbench works
Work
The commitment: one record for each order, PO, deal or invoice, and what was promised for it.
Matches the same work across email and systems.
Context
The promise versus the evidence: what the systems say against what just arrived.
Labels each fact confirmed, conflicting, inferred or unknown, with its source.
Decision
The exposure: what the mismatch puts at risk, and who needs to decide.
Works out the impact downstream and recommends the next step.
Action
The resolution: owned, approved and tracked until the promise is confirmed or replaced.
Assigns owners and dates, drafts follow-ups for review, and records every approval.
Until it's resolved: the issue stays open until the promise is confirmed or replaced, not when a follow-up is sent.
How the Operations Engine worksStart with one workflow.
Pick the workflow that costs you the most. We'll show you a workbench on work like yours.
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