Five steps, from request to done

Open New request, or the link your plant shares for each kind of request: say what you need, give it a title, add details and files, and the project code, capital number and need-by date when your plant asks for them. Then Send request.

• Numbers it (R-0001 and up) and puts it with the right team’s triage, waiting there.
• Emails that team’s supervisor.

You, the team it’s with, leaders and admins; later, material, the floor and quality as the job reaches them. A capital number is seen only by you and the people who see costs.

Every step of the request in its history, with who and when: sent, routed, notes, files, the work order. Nobody can change the history, and a file is withdrawn with a reason, never deleted.

The supervisor opens Triage and sends each request to the team that does it, with Route, marking priority where it matters. On the request, Move it along adds notes, sends it on, puts it on hold or escalates it with a note.

• Routing moves it to “With the team” and emails the new team’s supervisor.
• A request type with no triage team goes to the leaders.

The same people as step 1. The supervisor of the team it’s with, any leader or an admin routes it.

Each route, priority, hold and escalation, with who, when and the note.

Open a work order and add the parts: one at a time, pasted from a spreadsheet, or for a big job, Import the parts list (.xlsx or .csv, with levels). Each part comes from stock, is bought, made, or sent from a sister plant; made parts get their operations at a machine, an outside vendor or a move. Then Release to the shop.

• An import checks every row and loads all of it or none of it.
• Release waits until there’s a part, every made part has its operations, and every made part has a drawing when the project asks for one.

Whoever sees the request. The team it’s with, leaders and admins build the work order; material sees it once it exists.

Removed parts and replaced routes are kept, not erased; removing a part after release needs a reason.

Scan the traveler at each step: on Scan, or with a plug-in scanner on a screen set to its station, one scan starts the step and the next finishes it. Send parts to a vendor with the promised-back date, and scan them back. Something wrong? Report a problem.

• The first scan starts the work order; the last step puts the part in its kit.
• Hours run from start to finish; a run over 12 hours is flagged for the supervisor.
• Each step has a due date from its estimate and your working days. Late, the owner gets an email the first morning, then their manager, then the next level up.
• An open problem holds the part until it’s dealt with.

The machine’s team, leaders and admins work its steps; material, the request’s team or a leader handle moves and vendors.

Every scan with who, when and where. You can undo your own last scan within 15 minutes (leaders any time) until the part moves on; an undone scan is marked, not erased. Corrected hours keep the clocked ones.

Quality checks the complete kit: Pass, or Fail with a note. The bay Pull the kits and marks it Built. If it needs proving, set a validation: who, when and where, then passed or failed. Then mark the work order and the request done.

• Only a complete kit can pass, and a pass holds only while the kit is unchanged. A bay can’t pull a kit that hasn’t passed.
• Validation invitees get an email with a calendar invitation; a failed validation opens a problem with the bay’s team.

Quality teams, leaders and admins check; the bay’s team builds. Everyone who sees the request sees where it is.

Every quality result, bay step and validation, with who and when.