Manufacturing
10 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
Shop floor order sheet
The problem it removes: Sales took the order over chat, and the shop floor learns about the color and packaging after the batch is done.
More detail
What it does: Builds an order sheet for the shop floor from the customer request: what, how many, by when, special requirements, and what’s missing to start.
What a person decides: Releasing the order to production.
For whom: Sales manager, shop supervisor.
How to measure: Rework from incomplete orders.
Example result: “Order sheet: Kaz Mebel Group LLP. Item: metal shelving unit 2000×1000×500, 5 shelves. Quantity: 120. Color: RAL 7035, powder coat. Packaging: stretch wrap and corrugated corner guards. Ship date: November 14. Missing to start: shelf load rating and an approved drawing — request from the customer.”
Shop floor order sequencing
The problem it removes: The shop works on whoever shouts loudest, and the urgent order gets remembered the day before it ships.
More detail
What it does: Proposes the week’s order sequence from the order table: deadlines, station load, and material availability.
What a person decides: The shop plan and pushing customer dates.
For whom: Shop supervisor.
How to measure: Orders shipped on time.
Example result: “Action: first, order No. 418 — ships October 28, 3 days of work; then No. 421. Push No. 415 — material arrives on the 30th. Risk: if the paint line goes down, No. 421 will be late. Fallback: move No. 421 to the second shift.”
Materials for orders
The problem it removes: An order was started, and the sheet metal it needs isn’t in the warehouse.
More detail
What it does: Compares material needs for orders with warehouse stock from the file: what’s short, for which order, and the order-by date.
What a person decides: Purchasing and supplier.
For whom: Procurement specialist, production manager.
How to measure: Orders stalled for lack of materials.
Example result: “Action: order 2 mm sheet today — orders No. 418 and 421 need 3.2 t, there’s 1.1 t in stock, and delivery takes 5 days. Risk: if the supplier is late, start with No. 421. Fallback: if the delay is over a week, warn the customer on No. 418.”
Defect log
The problem it removes: Defects get logged by QC, but nobody looks at which line and shift they keep coming from.
More detail
What it does: Reviews the QC log for the period from the file: which defects repeat, on which line and shift, and what to check.
What a person decides: Line fixes and batch release.
For whom: QC manager, process engineer.
How to measure: Defect rate.
Example result: “Situation: 9 defect entries this week. Key point: 6 of 9 are ‘thin coating on corners,’ all on paint line No. 2 during the night shift. Options: 1) check the spray gun and pressure on line 2; 2) inspect the night shift’s first pieces. Recommendation: both. Today: the process engineer checks line 2 before the night shift.”
Certificates and quality passports
The problem it removes: A batch is rejected on site: the certificate expired a month ago, and nobody noticed until now.
More detail
What it does: Checks the register of certificates, declarations, and test reports from the file: what’s expiring, which products it covers, and what to prepare.
What a person decides: Renewals and shipping.
For whom: Manager, QC.
How to measure: Shipments delayed by paperwork.
Example result: “Situation: 8 documents in the register, 2 need attention. Key point: the EAEU declaration for ST-200 shelving is valid until November 15, but orders for it are booked through December; the shelf test report expired October 1. Options: 1) file the declaration renewal right away; 2) retest the shelves first. Recommendation: both in parallel. Today: contact the certification body.”
Shipping readiness
The problem it removes: The truck arrives for an order that isn’t packed or has no paperwork — and leaves empty.
More detail
What it does: Shows from the order table what’s ready to ship this week, what isn’t, and why: production, packing, documents, transport.
What a person decides: Pushing a shipment and talking to the customer.
For whom: Production manager, logistics coordinator.
How to measure: Shipments missed on ship day.
Example result: “Situation: 6 shipments this week, 4 ready. Key point: order No. 421 is done but has no quality passport — QC hasn’t signed; No. 424 has no truck booked and ships Thursday. Options: 1) QC signs No. 421 today; 2) move No. 424 to Friday. Recommendation: 1, and book a truck for No. 424 right away. Today: two calls — QC and the carrier.”
Line downtime
The problem it removes: A line sits idle an hour every shift, but the report just says “80% complete,” and nobody looks for the cause.
More detail
What it does: Reviews the downtime log for the period from the file: which line is down longest, why, and what would help most.
What a person decides: Repairs, spare parts, and actions.
For whom: Production manager, chief mechanic.
How to measure: Line downtime hours.
Example result: “Situation: 11 downtime events this week. Key point: extrusion line No. 1 stopped 6 times, 4 of them for the same reason — ‘waiting for material from the warehouse.’ That’s not a breakdown, it’s supply. Options: 1) deliver material before each shift; 2) keep a buffer stock at the line. Recommendation: 1. Today: agree with the warehouse on delivery before the shift starts.”
Workstation instructions
The problem it removes: The process engineer explains machine setup to a new hire verbally, and a week later they’re doing it their own way.
More detail
What it does: Step-by-step operator instructions from the engineer’s notes: prep, settings, first-piece check, and safety.
What a person decides: The process engineer approves the instructions.
For whom: Process engineer, operator.
How to measure: Defects by new operators.
Example result: “Instructions: curing oven, paint shop. 1. Before the shift: make sure the exhaust is on. 2. Settings: 180 °C, 20 minutes for metal up to 2 mm. 3. First piece of the shift goes to the supervisor for a coating thickness check. 4. Never open the oven mid-cycle. Approval: process engineer.”
Shift report for the director
The problem it removes: The director reads three-page supervisor reports and can’t see where the problem is.
More detail
What it does: A short digest of the shift supervisor’s report: plan vs. actual, what got in the way, and what needs the director’s decision.
What a person decides: Decisions on people and equipment.
For whom: Director, production manager.
How to measure: Director time on reports.
Example result: “Situation: night shift, October 22 — 410 units against a plan of 500. Key point: the press brake was down 2 hours with a broken sensor; the replacement is coming from the manufacturer. Options: 1) buy a sensor from a local supplier; 2) wait a week for the original. Recommendation: the director decides today — each day without the sensor costs a quarter of a shift. Today: the chief mechanic gets a price on the local sensor.”
Wholesale buyer questions
The problem it removes: Dealers and wholesalers ask about lead times and minimum orders, and sales replies a day later.
More detail
What it does: Answers wholesale buyers about lead time, minimum order, delivery, and documents — per factory rules.
What a person decides: Price and special terms.
For whom: Wholesale buyer.
How to measure: Response time to wholesalers.
Example result: “Good afternoon, Yerlan! We make custom shelving in 10 business days after prepayment, with a minimum order of 20 units per model. We deliver within Almaty ourselves; elsewhere in Kazakhstan, to the carrier’s terminal. Every batch comes with a quality passport and an e-invoice (ESF). How many units and which model do you need?”
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.