Multi-level bills of materials, work orders and operations, work centres and scheduling, production costing, quality and traceability in one system — connected to inventory, purchasing and accounting, so a unit’s cost appears when it is produced, not at year end.
Direct answers
Yes. Each product can have a bill of materials with several levels — a semi-finished product feeding a higher one — with material substitutes and a quantity per unit, plus the operations and work centres for each step. We configure that structure against your real product tree and verify the levels by running production, not on paper.
Both, and that is the point: the standard cost is built from the bill of materials and expected operation time for comparison and pricing, while the actual cost is built from what was really consumed and the time logged on operations. The gap between them shows in a per-order variance report — the first indicator that exposes a quantity or time problem rather than a price one.
Yes. Materials can be sent to an external factory and the finished product received back, with the sent and received quantities tracked and the subcontracting cost recorded; goods at the vendor show as entrusted stock rather than as in-house inventory. We configure this route where part of production genuinely happens outside your plant.
We do not build every bill of materials before go-live, because that delays the project by months. We start with the highest-impact products — by value, volume or margin — build their structures, then build the rest gradually from actual consumption during production. The point is that the most important line works correctly first, not that every BoM is perfect before the first work order.
Anatomy
Eight elements running on the same data: the bill of materials defines consumption, the operation defines time, the work centre defines capacity, and costing adds them up.
Several levels for semi-finished products, material substitutes, and a defined quantity per unit — one structure that costing and consumption both read from.
The basis of consumption and cost
The sequence of operations per product, and standard time against the time actually logged on each operation.
Standard time and actual time
Work centres with their available hours and hourly cost, so real capacity shows instead of an assumed one.
Real, not assumed, capacity
Distributing orders across centres and shifts, and seeing an order that will be late before its date rather than after.
Lateness seen early
Materials + labour + overhead, with actual against standard and a variance report per order.
A cost explained, not guessed
Inspection points and acceptance criteria tied to the operation itself, so no operation closes before its result is recorded.
Inspection tied to the step
Sending materials to an external factory and receiving the product back, with quantities tracked, the subcontracting cost recorded, and materials shown as entrusted to the vendor.
Your materials controlled off-site
From raw material to the sold unit, and from a complained-about unit back to the materials that went into it.
A precise recall when needed
The production cycle
Six steps, each with a written output — from the manufacturing order to a final cost and an explained variance.
Generated from a sales order, from planning, or from replenishing stock — with a quantity, a date and a work centre.
Output: an approved order with quantity and date
Reserving the required materials from stock per the bill of materials, and generating a purchase or manufacturing order for the shortfall.
Output: reserved materials or a supply order
Running the operations and recording what was actually consumed and scrapped, not only what the structure predicted.
Output: documented consumption per operation
Inspection at defined points, with an accept or reject result recorded before the quantity is completed.
Output: an accepted or rejected quantity with a reason
Receiving the produced quantity into stock at its calculated cost, ready to sell at a known cost.
Output: finished goods at a calculated cost
Comparing actual against standard in both materials and time, and closing the order after explaining the gap rather than burying it.
Output: a final cost and an explained variance
Inside the system
The expected set: the manufacturing overview, a bill of materials, a work order, scheduling and work centres, production cost, and inspection and quality.
The images shown now are temporary placeholders that mark each slot and what it should contain. They are replaced with real screens from the dashboard (/admin/manufacturing-screenshots) with no code change.
Controls
Operating controls we make possible in the system: who consumed what, who changed the structure, and how a unit is traced.
On a complaint or a recall, you can identify the materials and lots that went into the affected units and scope the problem precisely.
Recording what was actually consumed and scrapped at operation level, so material variances surface before they accumulate.
Who may edit or close an order is set by role and permission, so an order cannot be closed just to make a variance disappear.
Who changed a quantity or a material, when, and why — so the effect on cost shows before it surprises finance.
Every figure in a unit cost can be traced back to a specific consumption, labour hours, or overhead charge.
These are operating controls we configure in the system — not a certificate or an accreditation from any authority. Machine safety, product quality and physical count accuracy remain the client’s responsibility.
Reporting
What management, the engineer and finance need: cost, variance, consumption, capacity and order status.
Materials, labour and overhead per order and per produced unit.
The gap in quantity, time or cost, ordered by impact rather than by date.
What was consumed and scrapped per product and operation, and where consumption exceeds the structure.
Planned against available hours per centre, to find the bottleneck before it stops the line.
What is in progress, what is late and what is closed, with the quantity actually produced per order.
From a sold unit back to the materials and lots inside it, and from a material to every unit that consumed it.
Integration
A correct cost comes from the documents that create it: a sales order, a purchase order, material consumption and a journal entry.
Materials are reserved from the warehouse and finished goods return to it, so quantity and cost come from the same movement.
A material shortfall generates a purchase order tied to the manufacturing order, showing its effect on the delivery date rather than after it.
Production cost, finished-goods inventory and variances post to accounting from the same cycle.
A make-to-order sales order creates the manufacturing order directly, so the customer is not promised an uncalculated date.
Inspection is tied to the operation, and the equipment record shows which stoppage was maintenance rather than operation.
Scope
Described scope with no published prices: cost depends on product count, BoM levels, production lines and integrations, and is quoted in a proposal.
Bills of materials for the core products, work orders and operations, consumption and output, and core production costing.
The right first step for one line
Everything in Foundation plus multi-level bills of materials, work centres and scheduling, quality, subcontracting, and lot and serial traceability.
The common single-plant scope
Everything above with several sites and lines, planning across them, per-site costing, and additional customisation and integrations.
Quoted after the needs analysis
We publish no price before the needs analysis: cost follows product count, BoM levels, production lines and integrations.
FAQ
Direct answers on scope, responsibility and what we do not do — without inflation.
Yes. Each product can have a bill of materials with several levels — a semi-finished product feeding a higher one — with material substitutes and a quantity per unit, plus the operations and work centres for each step. We configure that structure against your real product tree and verify the levels by running production, not on paper.
Both, and that is the point: the standard cost is built from the bill of materials and expected operation time for comparison and pricing, while the actual cost is built from what was really consumed and the time logged on operations. The gap between them shows in a per-order variance report — the first indicator that exposes a quantity or time problem rather than a price one.
Yes. Materials can be sent to an external factory and the finished product received back, with the sent and received quantities tracked and the subcontracting cost recorded; goods at the vendor show as entrusted stock rather than as in-house inventory. We configure this route where part of production genuinely happens outside your plant.
We do not build every bill of materials before go-live, because that delays the project by months. We start with the highest-impact products — by value, volume or margin — build their structures, then build the rest gradually from actual consumption during production. The point is that the most important line works correctly first, not that every BoM is perfect before the first work order.
Yes. In make-to-order the sales order creates the manufacturing order directly; in make-to-stock production follows reorder rules or a plan; in assemble-to-order the components are produced ahead and the product is assembled on demand. We set the policy per product rather than one policy for the whole plant, because mixing them is what breaks planning.
Installing and wiring machines, mechanical or electrical maintenance, product design or engineering changes to specifications, industrial consulting or quality accreditation with any body, and establishing accurate standard times from scratch. We configure the system and record the times you adopt, and train the team to log consumption and time.
Yes. Scrap is recorded at operation level with a specific reason, so its effect shows in material consumption and in the cost of the units that were actually good instead of being spread silently across the whole quantity. Rework is recorded as an extra operation on the same order, so its real cost appears there rather than being loaded onto another order.
Four details are enough: product count, number of production lines or work centres, current manufacturing system, and whether subcontracting is used.
Tell us your product count, production lines and current system, and we will come back with a delivery plan and a clear scope.
Request a proposalWe are a systems implementation and integration company, not a certification body. We configure the bills of materials, operations, work centres and costing rules and test them with you on real orders; machine safety, product quality, physical material counting and statutory compliance remain the client’s responsibility. We announce no cost-saving percentage before measuring it on your data, and we document the responsibility boundary in the proposal.