Food & Process Manufacturing
Contain the bad lot and the late ingredient before they cost you the batch.
Lab results and supplier delays arrive by email and PDF. The ERP batch schedule doesn't know yet. LevelOneAI connects each one to the batches, lots and shipments it affects, so QA and planning act before it turns into a dump, a recall or an idle line.
Where the work gets stuck
A COA fails spec, and nobody knows which batches already used the lot
QA digs through emails, lab reports and batch records to trace a single lot
An ingredient is ten days late, and the line is staged before anyone finds out
Short-shelf-life ingredients expire while the batch waits for a late one
Quality Exception & Batch Impact Workbench
Contain a bad lot in minutes, not a day.
A COA fails a moisture spec, a lab retest comes back out of range, or a supplier sends a contamination notice. QA spends hours in emails, lab reports and batch records working out which batches used the lot, where it's staged and what's already shipped. The workbench maps the whole blast radius as soon as the result arrives.
Doesn't the LIMS or QMS handle this? They hold the test results and the procedures. The workbench connects a result to the batches, inventory and shipments in the ERP, and follows each one until it's contained.
Raw lot 9021 · Lecithin · Northfield Ingredients · out of spec
Batch ticket 10492 · Vessel 3 · 10,000 gal sauce cook
Hold requiredPlace quality holdSupplier COA (PDF)
Moisture 14.2% · spec max 12%
ERP batch record
Lot 9021 charged at 7:40 AM
Raw lot 9021 · Warehouse A · 40 drums
QuarantineQuarantine the lotLab email · retest
Confirms out of spec
ERP inventory
Status: available
Finished lot 8810 · packed yesterday
Shipment blockBlock the shipmentERP lot trace
Made with lot 9021
Shipping schedule
Leaves today, 2 PM
Batch 10492 · rework or dump?
QA decidesRework
6 hours · about $3,800
Dump (ERP batch cost)
About $42,000
1 batch, 1 lot and 1 shipment affected
Approve containmentIllustrative example · sample company and data
What comes in
- Supplier certificates of analysis (PDF)
- Lab test results by email
- Supplier quality alerts
What the workbench does
- Reads the lot code, the failing parameter and the expiry
- Traces every batch, staged lot and shipment that used it
- Shows rework against dump cost, for QA to decide
What goes into the ERP, after approval
- Quality hold on the batch ticket
- Lot status changed to quarantined
- Supplier non-conformance report drafted for the debit
The metrics it moves
| Metric | Before | With the workbench | What it means |
|---|---|---|---|
| Batch scrap and dumps | 2–5% of production volume | Under 0.4% | Recovered straight to EBITDA |
| Time to contain a quality exception | 4 to 24 hours | Under 10 minutes | Out-of-spec batches stopped before packing or shipping |
| Tracing one lot for an audit or recall | 3–5 days of digging | Minutes | Lower recall and regulatory exposure |
| Out-of-spec batches saved by rework | About 30% | 75%+ | Fewer batches scrapped |
Targets, not published results. We agree your baseline before setup and measure against it.
What it's worth: a $50M plant
- $50Mannual revenue, a food, beverage or chemical plant
- $1.5Ma year in batch scrap and dumps at 3% of production
- $450,000of it from quality exceptions contained too late, if that's 30%
- ~$360,000back to EBITDA every year by containing 80% of those 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 containment.
For the QA director, plant manager and VP of Operations. Holds, quarantines and supplier reports happen only after approval. Rework decisions stay with QA.
Ingredient & Material Disruption Workbench
Know which batch will stall, before the line is staged.
A supplier emails that the lecithin is ten days late, or delivers 200 gallons instead of 1,000. The ERP schedule doesn't change, so the team stages the line on Monday and finds out halfway through. The workbench reads supplier updates, checks them against the batch schedule and shelf life, and recommends a fix before the line sits idle.
Doesn't MRP do this? MRP plans on the dates in the ERP. The delay is in the buyer's email, days before anyone updates it.
Disruption queue · this week
Organic lecithin · Harlan Ingredients
Batch will stallAdvance Batch 3045 (all ingredients in stock)Supplier email
Delayed 10 days
ERP PO 5502
Due Friday
Batch schedule
Batch 3021 cooks Monday · needs 500 kg
Glycerin · PO 5518 · Calder Chemical
PartialRe-sequence Line 2Delivery ticket
200 gal, not 1,000
ERP PO
1,000 gal due Oct 22
Batch schedule
Batches 3030–3033 need 900 gal
Strawberry purée · lot 7740
Spoilage riskPull Batch 3040 forwardERP inventory
Expires Oct 31
Batch schedule
Batch 3040 moved to Nov 2
3 batches at risk
Approve fixesIllustrative example · sample company and data
What comes in
- Supplier acknowledgments and delay notes (email, PDF)
- Partial delivery tickets
- Revised delivery dates for raw ingredients
What the workbench does
- Reads the ingredient, quantity and new arrival date
- Checks it against the batch schedule and shelf life
- Recommends a fix, like advancing a batch that has everything in stock
What goes into the ERP, after approval
- Batch sequence changed on the dispatch board
- PO dates and expected inventory updated
- Request to suppliers for unconfirmed shipments
The metrics it moves
| Metric | Before | With the workbench | What it means |
|---|---|---|---|
| Unplanned line downtime | 8–14% of operating hours | Under 2% | 10–15% more capacity, no capital spend |
| Spoilage and expiry scrap | 1.5–3% of raw inventory | Under 0.3% | Ingredients used before they expire |
| On-time in-full delivery | 78–85% | 95–98% | Fewer missed delivery windows and retail penalties |
| Emergency sourcing premium | $100,000–$350,000 a year | Under $30,000 a year | Less spot buying and rush freight |
Targets, not published results. We agree your baseline before setup and measure against it.
What it's worth: a $50M plant
- $50Mannual revenue, about $8M a year in raw ingredients
- 8%more operating hours back by cutting unplanned downtime from 10% to 2%
- ~$170,000saved each year by cutting emergency sourcing from $200,000 to $30,000
- ~$135,000saved each year by cutting spoilage from 2% to 0.3% of raw ingredients
Example assumptions. Use your own downtime, sourcing premium and spoilage rate.
For the plant scheduler, supply chain manager and VP of Operations. Schedule changes, PO updates 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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