Production by matched set-up and real terms
Custom-made equipment has a customer's chosen set and often long supply components. Structurers, buyers and assemblers must match work to the same order.
The customer chooses from allowed equipment options. The approved choice is passed to order, assemble and test the components.
The design is developed during the project and coordinated with the client. The schedule of purchases and production depends on drawing up drawings and necessary approvals.
The manufacturer supplies parts according to the agreed specification. He checks the quality of his product and passes the necessary documents to the customer collecting the final equipment.
The machine manufacturer can assemble standard equipment or execute individual engineering orders. The proposed set-up determines the scope of design, procurement and testing. Reasonable terms and subsequent service are important to the buyer according to the machine actually delivered.
The sale combines requirements, permitted choices and yet-to-be-approved exceptions. For the unit project, it is clearly noted what else the engineering has to solve.
According to the approved drawings and design, lists of production parts, operations and instructions are prepared. The worker can see which technical solution they are based on.
The planner sees which construction documents are approved and which parts have already been ordered or received. He allocates production based on actual readiness.
Record what is actually installed and tested. A modified part or software version must achieve the required recheck.
An agreed set of documents is transmitted to the customer. If the manufacturer serves the equipment, subsequent work and changes to the set-up continue in the history of the same unit.
Information is mainly held in separate files or notes. Employees pass it on and reconcile it manually.
Teams record their work consistently, but sharing information with colleagues still requires considerable manual checking.
Core work is managed in systems. Some information is transferred automatically, but repeated data entry remains.
Systems deliver the required data on time. Employees can see unfinished work and know who is responsible for resolving discrepancies.
The team checks data quality, evaluates results and uses them to improve operations. Automation is applied where its value can be demonstrated.
The approved design must reach the purchase and production in time. When planning, it is important to see parts flaws and test capacity so that incomplete equipment does not accumulate in the workshop.