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Modules

From the shop floor to the report, a module for every step

btg Smart Factory is a template: the core comes with every installation, and the rest is switched on or off to suit your factory. Below, each module sets out the problem it solves, what it does, who uses it and where its limits lie.

Note: the software itself — screens, reports and documents — is currently in Turkish only.

  • Leaves the machine untouchedNothing is attached to the machine, nobody goes into the control cabinet, nothing connects to the PLC. The person on the floor enters the record from their own screen.
  • Every record tied to a personWho, at which station, how long it took: performance, traceability and audit all come from the same record.
  • Runs on your factory's computerThe data stays with you, and recording carries on even if the internet goes down. Even when the licence expires, production recording does not stop.

Production

Production

Batch tracking and traceability

A batch is followed from the moment it is opened until it is dispatched: which step it is at, who is handling it, how long it took.

The problem it solves

A batch loaded into the vat lives in a notebook or in someone's memory; to answer “where is that batch now, and who worked on it?” someone has to walk the floor. Here the batch is in the system before it reaches the first station, and every step is recorded against a person.

What it does

  • A batch is opened with its product, batch number and quantity (in the product's own unit); who opened it and when is recorded automatically. A product with a defined route drops into the first station's job queue.
  • Labels print on A4 sticker sheets or on a thermal printer; if the product has a GTIN, the barcode also carries the GTIN, lot, production date and expiry date.
  • On the job tracking screen each batch is one row: step x/y, next step, the station where it was last scanned, the last person, waiting time; hold, subcontracting and dispatch details sit on the same row.
  • Open the row for the step history: who, where, how long it took and the target time; a step that overran its target shows in red.
  • A route violation (a skipped, repeated or backward step, or one not on the route) does not block the record; it is flagged.
  • The work-order card shows produced against target, waste and an “at this pace it finishes on this date” estimate; the “where the pile-up is” chart counts the work waiting in front of each step.
  • Search by batch number, product or work order; the batch production record (eBMR) as a PDF in one click for the production manager and above.

Who uses it

The foreman and the production manager follow it; the operator on the floor enters the record itself.

Linked modules

Good to know

The location is only as current as the last record entered on the floor. Even when its cases are labelled separately, a batch is tracked under one number; quantity is totalled in the product's unit, not in case counts.

All modules

Production

Operator panel

The operator enters the record on the tablet at the machine, without writing on paper, and in return sees the next job, its instructions and any alert.

The problem it solves

Paper forms get filled in all at once at the end of the shift, the times are guesses and it is unclear who did the work. The operator panel takes the record the moment the work happens, tied to a person — in a few touches, with gloves on.

What it does

  • The tablet is bound to its station once: an authorised person picks the station from a list or scans a one-time QR code. Shift sign-in is by staff number or card, then a PIN; five wrong attempts lock the account for 15 minutes. Who signed in on which tablet, and when, is recorded on the Devices screen.
  • Job queue: the batches whose next step is at this station, longest wait first — batch number, product, previous station, step x/y, quantity, waiting time and target time.
  • “Complete step” is one touch; output quantity and waste can be entered as well. A batch not on the list is handled by typing its number or scanning its barcode.
  • Digital work instructions: the step's text, up to six images and the material quantities calculated from the recipe.
  • A quality reading that is due is asked for together with its limit; an out-of-limit value is recorded and opens an alert.
  • Reporting and closing stoppages, picking the reason from the factory's own list; checklists; the station's alert strip and ready replies to messages from the office.
  • If the network connection drops, scans wait on the tablet; when it returns they are sent with no duplicate records.

Who uses it

Operators and machine staff.

Linked modules

Good to know

Every record is kept under the name of the person who entered it. A record outside a limit or off the route is not rejected but flagged: nothing is lost, and the deviation becomes visible.

All modules

Production

Overview

In the morning the manager sees the state of the line, the losses and what needs attention on one screen, without clicking through screen after screen — on the phone too.

The problem it solves

Status information is scattered across different screens and different people; the morning meeting is spent collecting data.

What it does

  • Three headline cards: On the line (number of batches, quantity with its unit, product by product), Loss (production hours lost over the last seven days, the biggest item, the three stations that lose the most), Finish and due date (a chart of open orders: estimated finish, “latest” time and due date; late in red, not going to make it in amber). If there is no data it says why; it does not make numbers up.
  • The “Watch today” strip: material bottleneck, overdue cleaning, due dates, maintenance due, quality records, work ready to dispatch, shelf life. Only red or amber items become cards, each with a small chart; each card takes you to the relevant screen.
  • The “Needs your attention” alert queue; an alert is closed by writing a reason.
  • Loss ledger: downtime, waste and slow cycles in the same unit, ranked as hours lost.
  • OEE card (today / 7 days / 30 days): a ring, a waterfall showing how much of the planned time went to stoppages, slowness and scrap, daily columns and the three lowest stations.
  • Line card: how many batches wait at each step of the route strip; alongside it, work-order completion, hourly output, “is there enough material” and messages from the floor.
  • The same dashboard on the phone: it is added to the home screen and opens without the browser bar; if the factory cannot be reached it says “the line is not affected by this” and retries by itself.

Who uses it

Production manager, plant administrator and factory owner.

Linked modules

Good to know

OEE rests on the stoppages the operator reports. Alerts land on the dashboard and the bell. Looking in from outside the factory is optional: a single authenticated address can be set up.

All modules

Production

iMES AI

iMES learns the normal time of every product at every station from the factory's own records, and reports a deviation by writing down what to do.

The problem it solves

Nobody writes down the line's “normal” pace; a slowdown goes unnoticed until it turns into a big delay. Getting this from scanned batches, without installing sensors, is iMES's job.

What it does

  • Single deviation: it alerts when a batch takes far longer than its own normal at a station. If a stoppage was recorded at the time it says “reason on record”; if not, it writes the likely cause and where to look, based on the size of the deviation.
  • Drift: it catches a slowdown that builds up batch by batch and goes unnoticed one batch at a time. A “trend” suggests planning maintenance; a “level” shift suggests checking the settings and the material.
  • The normal that drift is measured against is a fixed reference: it is built from the first batches and then does not drift by itself. If the line was changed on purpose, a manager approves a “new normal” with a written reason, and the entry goes into the audit log.
  • Shift difference: if one shift keeps finishing the same job more slowly, it shows up over thirty days. The same product is compared within the same week; the difference becomes an alert only if it is at least 10% against every other shift and too consistent to be chance. The system shows the difference; a person finds the cause.
  • Cross-correlation: looks for places in the quality record where two things coincide. Does one operator, or one supplier's material, raise nonconformities at a single station; do nonconformities rise in the last quarter of a shift? Operators and suppliers are compared with the others at the same station, the end of a shift with the rest of it; without at least 30 records on each side and a multiple-comparison correction there is no finding.
  • It counts batches, not cases. Until 12 batches have built up per product × station it gives no deviation alerts; the screen reads “Learning: 7/12 batches”.
  • Few alerts, and they get read: at most 12 new alerts in eight hours (critical ones excepted), one record for an ongoing condition, and “what to do” first in every alert.
  • Feedback: an alert is closed as “useful / unnecessary”; the single-deviation threshold is adjusted only with a manager's approval and in small steps.
  • Rule-based checks on the same screen: bottleneck (work piling up in front of a station), target time overrun, quality limit.

Who uses it

The foreman sees the alert and acts on it on the floor; a new normal is approved by the production manager or the plant administrator.

Linked modules

Good to know

iMES works with statistics; it is not a neural network, and every alert has its reasoning written down. It takes its data from scans and stoppage records. In the first days after installation it learns without giving deviation alerts. For a product and station produced so rarely that 12 batches will not be reached in thirty days, no deviation alerts are raised.

All modules

ProductionOptional

Scheduling

It sequences open work orders across machines, minding due dates and product changeover times; when a machine breaks down it rebuilds the plan.

The problem it solves

Sequencing happens in the planner's head or in Excel; when a machine breaks down the plan is rebuilt by hand, and the setup time lost at product changeovers never makes it into the sums.

What it does

  • It proposes a sequence in at most ten seconds using a mathematical solver (OR-Tools).
  • Inputs: the remaining quantity of open orders, the route, the learned time per step (or the target time if there is none), due dates and product changeover (setup) times.
  • Rules: it follows the route order, each station does one job at a time, and sequence-dependent setup time is added in between.
  • The aim is to minimise total lateness against due dates first, then the time until the line is clear.
  • A Gantt chart per station; 12-hour / 24-hour / 3-day windows; “when does the line clear”.
  • “Report a breakdown”: once the station, duration and reason are entered, the plan is rebuilt around that outage. An order that cannot fit into the plan is listed with the reason.

Who uses it

Planner, foreman and production manager.

Linked modules

Good to know

The schedule is a suggestion; the queue on the operator's screen still comes from the route. By default the plan is built for a 72-hour window; if the workload does not fit, the plan runs longer and the screen says so. Shift calendars, holidays, staffing and stock are outside the plan. In single-line or fixed-sequence production this module is switched off.

All modules

Machines and maintenance

Machines

Downtime and loss analysis

It ends the “everyone blames something else” argument with records: which reason, which machine, how many hours, and what to look at first.

The problem it solves

The reasons for stoppages and their length are left to memory; what costs the most gets discussed on guesswork.

What it does

  • The operator reports and closes a stoppage from the operator panel, with the time taken from the server; the reason is picked from the factory's own list, on buttons grouped as planned / unplanned.
  • Pareto (7/30/90 days, filtered by station and product): it writes the sentence “80% of the loss comes from these reasons”; click a reason to see when, on which machine and with which product it happened.
  • The loss ledger converts unplanned stoppages, slow cycles, waste and planned stoppages into one common unit — production hours lost — and ranks them; it shows the three costliest spots.
  • OEE = availability × performance × quality; performance is calculated against the target time on the route.
  • When a stoppage is closed with a reason marked “counts as a breakdown”, a “post-breakdown check” task opens automatically (this can be switched off in the settings).
  • The foreman can correct a record from the last two hours by writing a reason; the correction goes into the audit log.
  • Machine card: running / stopped / waiting, the reason and length of an open stoppage, OEE for the last seven days, who worked on that machine.

Who uses it

The operator reports; the production manager and the plant manager analyse. The foreman sees the machine card and corrects records from the last two hours.

Linked modules

Good to know

At a station without a camera the operator reports stoppages, and OEE rests on that declaration. Whether a machine is “running” is inferred from the latest scan. Stoppages shorter than thirty seconds are not recorded; the limit can be changed in the plant settings.

All modules

MachinesExtra setup

Camera downtime detection

Without touching the machine or going into the PLC, it catches when a stoppage starts and how long it lasts; the operator picks the reason.

The problem it solves

When a stoppage started and how long it lasted is left to the operator's memory; short, frequent stops never get written down.

What it does

  • It watches an ordinary IP camera's image for movement in a chosen area (background subtraction).
  • If there is no movement for a set time (20 s by default) a stoppage starts, backdated to the last moment of movement. When movement returns the stoppage closes. A stoppage lasting less than 30 seconds in total is not recorded (adjustable).
  • A record the camera saw is kept separately, marked “Camera saw it”; the operator only picks the reason.
  • If the camera goes silent, the panel switches back to manual reporting by itself and a “device silent” alert opens; stations with and without cameras run in the same system.
  • If the network drops, stoppages wait and are sent with the time they were detected.
  • The camera's area, threshold and stoppage time are set on the Devices screen; tablets and cameras are monitored as connected / silent.

Who uses it

The plant administrator links the camera to the station; the operator only picks the reason.

Linked modules

Good to know

The camera only catches the moment movement stops; it does not read gauges, and the operator picks the reason. No footage is stored; only the stoppage's start and end times go to the server. It needs a separate setup: an IP camera with an RTSP stream and the monitoring program.

All modules

MachinesOptional

Planned maintenance

Maintenance is not kept in anyone's head: work that falls due becomes a task by itself, and each machine's “who did what, and when” logbook sits in one place.

The problem it solves

Periodic maintenance and statutory inspections get forgotten on the calendar; nobody has a record of what was last done to a machine or which part was replaced.

What it does

  • A plan triggers every N days or every N running hours. Types: production maintenance, periodic OHS inspection, calibration; the plan holds the to-do list, the person responsible, the legal basis and the competent person.
  • A plan that falls due opens a task in task tracking (one open task per plan); a statutory inspection task opens with critical priority and also raises an alert.
  • On an older machine without an hour meter, the last maintenance date and hours are entered by hand; the due date is calculated from them.
  • Equipment scorecard: running hours, availability, MTBF, MTTR, number of breakdowns, planned-work ratio, the machine's downtime Pareto.
  • Maintenance logbook: who did it (a staff member, or an outside firm with its certificate number), the work done, parts replaced, findings, result (fit / conditional / unfit), report number, duration, cost. Entries are never deleted; “unfit” opens a critical alert.
  • Breakdown risk: the frequency and length of stoppages over the last seven days are compared with the previous three weeks using a significance test; if both get worse, a “check it” task opens. If either period has fewer than 8 unplanned stoppages no verdict is given; the screen says “not enough stoppage records”.

Who uses it

The foreman and the maintenance lead; the plan is defined by the production manager or the plant administrator.

Linked modules

Good to know

Running hours are derived from scans and stoppage records. Breakdown risk is a signal; it does not give a date. The factory defines its statutory inspection plans and their legal basis.

All modules

Quality

Quality

Quality control and HACCP

No reading is forgotten, no out-of-limit value is corrected afterwards, no corrective action is left blank. The auditor's question “what was the limit that day, and what did you do?” is answered on one screen.

The problem it solves

On a paper form readings get forgotten, out-of-limit values get corrected afterwards and corrective actions are left blank.

What it does

  • Control point: station, numeric lower/upper limit or pass/fail, unit, frequency (every batch / hourly / once a shift), whether it is critical, and “what to do when the limit is exceeded” (mandatory).
  • The operator panel asks the operator for a reading when it is due; the value is entered by hand.
  • An out-of-limit value is not rejected; it is recorded as NON-CONFORMING, with the limit in force at that moment copied into the record. A reading cannot be corrected or deleted.
  • A deviation at a critical point opens a critical alert and stays an “open finding” until a corrective action is written. Review is signed off with a PIN.
  • Conformity scorecard (7/30/90 days): number of readings, number non-conforming, conformity percentage, overdue points and limit history.
  • It uses a statistical test to find which operator × station or supplier lot × station pairing non-conformities cluster in.
  • In a food plant the screen speaks the language of HACCP (CCP/OPRP, hazard, corrective action); in other sectors the same screen says “critical / monitored” — the data stays the same, only the words change.

Who uses it

The operator measures; the foreman and the quality lead review; the plant administrator defines the control points.

Linked modules

Good to know

The HACCP plan belongs to the factory; the system keeps that plan's records and audit documents. Readings are entered by hand at the terminal. A critical deviation raises a critical alert; the foreman puts the batch on hold.

All modules

QualityOptional

CIP cleaning

“Was the line cleaned before this batch was made?” is answered from the record, not from paper; an unfinished wash does not pass as “done”.

The problem it solves

Washing records stay on forms; an unfinished clean looks complete, and in a recall nobody can find which batch was made after which wash.

What it does

  • A programme for each line: cleaning interval and ordered phases — pre-rinse, caustic, intermediate rinse, acid, final rinse, disinfection; each phase with its minimum time and its temperature and concentration range.
  • The record is entered phase by phase: time, temperature, concentration; the signed-in person signs it.
  • If a time is too short or a value is out of range or blank, the result is NON-CONFORMING. A clean with no end time or a missing phase counts as INCOMPLETE — the most dangerous result, since chemical may be left in the line. Both open a critical alert.
  • Line cards: last clean, hours since, an OVERDUE badge, 30-day counts of non-conforming results and open findings; records are reviewed with a PIN.
  • In a recall, each batch is checked for the last clean before production at every station it passed through.

Who uses it

The line lead and the foreman enter the record; the plant administrator defines the programme.

Linked modules

Good to know

Values are entered by a person; there is no connection to the CIP automation or the PLC. An overdue clean does not stop production; it raises an alert. In a factory that keeps no washing records this module is switched off.

All modules

Quality

Hold and release

A suspect batch is not set aside with a paper tag only to end up in a shipment; the record of “who released it, and why” is kept in a form that cannot be changed.

The problem it solves

Goods in quarantine are set aside with a paper tag and can end up in a shipment; who made the release decision, and why, is not written anywhere.

What it does

  • A hold is opened with a lot number or a single case barcode and a mandatory reason; even if one case is entered, the whole lot goes on hold.
  • A case on hold cannot be added to a delivery note, and such a delivery note cannot be dispatched; a raw-material lot on hold cannot be put into use on the line.
  • The batch shows as “ON HOLD” on the operator panel; a scan on a batch on hold is not rejected, but it is flagged and opens an alert.
  • Three decisions: release, destroy (the remaining quantity is written off as waste) or rework. The decision is made after re-authenticating with a PIN and is written into an approval record that cannot be changed.
  • Positive release (a product setting): when the last step of the route is finished, the batch moves to “awaiting release” by itself.
  • From the recall screen, the whole affected scope is put on hold with one button.

Who uses it

The foreman opens the hold; the decision is made by the production manager or the plant administrator.

Linked modules

Good to know

The release decision is a person's to make; the system ties it to that person and their PIN. For goods already dispatched, recall is used.

All modules

Quality

Recall and genealogy

It finds which products a suspect raw-material lot went into, which of them were dispatched and who needs a call — in one query instead of a stack of folders.

The problem it solves

On recall day, where each lot went is pieced together from folders and Excel files; every missing row either pulls back product for nothing or leaves risky product on the market.

What it does

  • Genealogy: once a raw-material lot is put into use at a station, every batch made at a recipe step is linked to that lot automatically. Silo and tank blends are traced too.
  • Forward trace: from a lot or label number the chain is followed up to 20 levels; the result is split into DISPATCHED (to be called back), IN THE FACTORY (to be held) and SCRAP.
  • The delivery notes to follow up are listed with number, customer, delivery address, vehicle plate, date and case count.
  • For each product, a summary of quality readings and line cleaning on the same screen.
  • Backward trace: start from a case and go down to its raw materials — lot, supplier, intake date, expiry date, the step where it was used.
  • The “Hold the scope” button puts all affected goods in the factory on hold at once; the Recall Scope Report downloads as a PDF.
  • The coverage badge shows, station by station, the scans that could not be linked to a raw material: a gap in traceability becomes visible before the day of the crisis.

Who uses it

Production and quality managers.

Linked modules

Good to know

It tells you who to call; notifying customers and the authorities is up to the factory. How accurate the scope is depends on raw-material lots being scanned on the floor when they are put into use — which is why the coverage badge and the mass balance exist.

All modules

Quality

Golden batch

“What does a good batch look like?” moves out of the operator's head and into the record: the fingerprint of the batches that came out well, with nothing attached to the machine.

The problem it solves

The industry assumes a “golden batch” needs sensors and a PLC; what a good batch looks like lives in an experienced operator's head, and leaves when that operator does.

What it does

  • A “good batch” is narrowly defined: production finished, no waste at all, not cancelled, and every control reading in spec.
  • The fingerprint comes from two sources: step times (with non-working hours taken out) and the numeric quality readings the operator enters.
  • The band: the median and the range that eight in ten good batches fall within (p10–p90).
  • Batches on the line are compared against this band: which step or reading is below or above it.
  • A step that does not discriminate (its band is too wide) is flagged and left out of the comparison.
  • With fewer than 12 good batches no profile is produced, and the reason is written.

Who uses it

Foreman, production and quality managers.

Linked modules

Good to know

It shows a comparison; it does not raise alerts, and leaves decisions on settings and recipes to people.

All modules

Quality

Checklists and audit log

Start-of-shift and hygiene forms are not ticked “OK” wholesale; for every change to the definitions, who made it, when and why is written down.

The problem it solves

A paper checklist gets ticked wholesale and nobody tracks which item had a problem; the auditor's “who changed this limit?” goes unanswered.

What it does

  • List types: pre-operation, start of shift, hygiene, 5S; for one station or the whole site; per shift, day or week. A list that is due appears on the operator panel.
  • Each item is answered yes / no / n/a; nothing is saved until every item is answered. A “no” on a critical item needs a note and opens an alert.
  • The office screen shows today's status per station: due, done, with issues.
  • Audit log: control-point limits, CIP programmes, routes, recipes, target times, staff permissions, module settings, iMES's approved normal — who, when, old → new value, reason.
  • The log entry is written in the same transaction as the change; it cannot be corrected or deleted. It is handed to the auditor as Excel and PDF.

Who uses it

The operator fills them in and the foreman follows up; the plant administrator defines the lists. The log is read by a manager and handed to the auditor as Excel or PDF.

Linked modules

Good to know

A checklist rests on what people declare. Since production and measurement records cannot be changed anyway, what the log records is changes to the definitions.

All modules

Materials and dispatch

Material

Stock and expiry

It shows what is left in the batches on the line, which lot has reached its expiry date and whether there is enough material for the open work orders — from scans and recipes, without keeping a separate ledger.

The problem it solves

Line stock is not the same as accounting stock, and in most factories it is not kept anywhere; people notice when the material runs out or the expiry date has passed.

What it does

  • Raw-material intake: the supplier's batch number as it is, supplier, quantity, arrival date and expiry date; if wanted, it is put into use at a station at the same time.
  • For each material: quantity on hand / reserved for work orders / free, and a “when will it run out” estimate from the rate of use.
  • Three numbers in the top strip: material that will not cover open work orders, material that runs out this week, and material at risk of expiry.
  • “If I make this much, will my material last?”: what is needed, what is on hand, what is short, and the most units this stock can produce. A lot past its expiry date does not count as on hand.
  • Finished goods: quantity in the warehouse = produced − dispatched − waste; a lot can be put on hold.
  • “Where did it go”: which product batches a raw-material lot went into, and how much.
  • Mass balance: for every batch, what came in, what was used, scrap and what is left. If more appears to have been used than came in (with a 2% margin), an alert comes up at the station where it was scanned; usually the batch ran out and the new one was scanned late. Production does not stop.

Who uses it

Foreman, production lead and warehouse lead.

Linked modules

Good to know

This is line stock, not accounting stock: the remaining quantity is calculated from scans and recipes, and becomes final when the batch is weighed at close.

All modules

MaterialOptional

Dispatch and delivery notes

The question in a recall is not “which customer” but “which dispatch slip, which delivery address, how many cases”; this module records the answer at the moment of dispatch.

The problem it solves

Cases from the same work order go to different customers on different days; without a dispatch record, a recall turns into guesswork.

What it does

  • Dispatch slip: slip number, customer, delivery address, vehicle plate, driver.
  • Customer card: trade name, tax or ID number (VKN/TCKN, with format and check digit validated), tax office, address; a card is never deleted, only deactivated.
  • Cases are picked from the warehouse list; the oldest batch sits at the top, and a batch that has waited 14 days or more is flagged. A case on hold cannot be added to the slip.
  • “Dispatch” needs manager permission; a dispatch record is written for every case and the slip is locked.
  • A dispatch-slip PDF with delivered-by / received-by signature fields, and an Excel file ready for e-İrsaliye (Türkiye's e-waybill); both can also be taken as drafts before dispatch.

Who uses it

Manager and dispatch lead.

Linked modules

Good to know

The dispatch slip is not a legal delivery note; the e-İrsaliye-ready file is uploaded to your own system. Prices and invoices are not kept in this module. For a contract manufacturer who does not ship the product themselves, this module is switched off.

All modules

Material

Subcontracting and external workshops

When a route step is done at an external workshop, the batch leaves the factory but not the tracking: how many days it has been out, how much has come back, how much waste.

The problem it solves

When steps such as coating, galvanising or heat treatment are done outside, the batch disappears from the records until it comes back.

What it does

  • Batches whose next route step is at an external workshop drop into the “to send” list; they are sent out with a vehicle plate and a note.
  • A batch that is out of sequence, already outside or on hold cannot be sent.
  • The “Outside” list shows how many days each shipment has been out; once the set day limit is passed it shows in red.
  • Returns are accepted item by item, and partially: the returned quantity and waste are entered, and the batch carries on along its route from where it left off.
  • Subcontract dispatch slip as a PDF: company, lot, quantity and signature fields for both sides.
  • Time spent outside does not count towards speed measurements or staff scorecards.

Who uses it

Manager and planning lead.

Linked modules

Good to know

The subcontract dispatch slip is not a legal delivery note; subcontracting costs and invoices are not kept on this screen. The screen appears in the menu once at least one station is defined as an “external workshop”.

All modules

Team

Team

Team, tasks and shift handover

Who worked on which shift and which machine, who was given which job, what the person taking over the shift needs to know — out of people's memories and onto the record.

The problem it solves

A sensor tells you the machine is running, not who is running it. Tasks are handed out by word of mouth, and the shift handover happens on the hoof.

What it does

  • Personnel: work blocks from scans — how many hours on which machine, shift distribution; a PDF work report per person.
  • Speed on two measures: against the target time and against the normal iMES has learned; machine downtime is taken out of the person's time.
  • Scorecard 0–100: quality, speed and consistency. With few measurements no score is given and the confidence level is shown; small differences do not count as a ranking, and there is no raw league table.
  • Task tracking: jobs are created, assigned, started and completed; priority, due date, progress; overdue and unassigned jobs, load per person. Breakdowns and maintenance falling due open tasks by themselves.
  • Shift plan: a weekly roster of who is on which shift on which day, and at which station; a week is copied with one button, rotating the shifts if you want. Rest shorter than eleven hours and undefined shifts raise a warning.
  • Shift handover: the outgoing shift's output, stoppages and alerts; the critical alerts and overdue tasks left for the person taking over. The shift cannot be handed over while an open stoppage has no reason entered. The outgoing and incoming person each sign, and nobody can take over their own handover; a handover not taken over within 36 hours stays marked “not taken over”.

Who uses it

Only the production manager and the plant administrator see individual scorecards; the task and handover screens are open from foreman level up. The production manager writes the shift plan; the foreman can see it.

Linked modules

Good to know

Personal data is treated as sensitive under data protection law (KVKK): foremen and operators do not see individual scorecards. Payroll, timesheets and leave stay in your existing system.

All modules

Reports and integration

Reports

Reports and documents

Both “what happened yesterday?” and the auditor's “where are your records?” are answered with a document you can file.

The problem it solves

Preparing reports means merging Excel files at month end; a document asked for in an audit has to be gathered from several places.

What it does

  • Period summary (end of shift, daily, weekly, monthly): output by batch, quantity and waste; downtime, quality readings, alerts and how much the system was used. PDF and Excel.
  • Batch production record (eBMR): a batch's raw materials, steps (who, where, how long), quality readings, line cleaning, electronic approvals and dispatch dates in one document.
  • Traceability document and downtime and loss analysis — PDF and Excel; recall report and personnel work report — PDF; task tracking report — Excel.
  • Scheduled reports (optional): end-of-shift, daily, weekly and monthly summary PDFs are written to a folder or sent by e-mail automatically; the weekly summary puts two weeks side by side.
  • Weekly production report: a manager enters their own e-mail address on the My details screen; every week (by default Monday 07:00) all of the previous week's batches arrive as a PDF. The numbers come from the same query as the Reports screen.
  • Import from Excel: products, stations, personnel, routes, work orders. It recognises column headings and does a dry run first; if the same file is uploaded twice, no records are duplicated.
  • End-of-day production list (xlsx/CSV); the column names can be changed to the ones your ERP expects.
  • Baseline comparison: it puts the first week after installation side by side with the latest week, and calls a difference “significant” only if it passes a statistical test.

Who uses it

Production manager and plant administrator; scheduled-report settings sit with the plant administrator.

Linked modules

Good to know

Transfer to the ERP is by file: the end-of-day list and the work-order file travel back and forth through a folder. Electronic approval means re-authenticating with a PIN; it is not a qualified e-signature. E-mail needs an internet connection and the factory's own e-mail account.

All modules

Reports

Integration and data assurance

Work orders are read automatically from the file the ERP drops into the bridge folder; the end-of-day production list is written to the same folder. If you wish, the events you choose go, signed, to an address you provide. The assurance document sets out where the data is kept.

The problem it solves

In most SMEs, connecting to the ERP is either an expensive integration project or two files carried across by hand every day. To pull data into a BI tool, someone's password gets embedded in the report file; the IT lead's question — “where is our data, and who can access it?” — goes unanswered.

What it does

  • File bridge: the ERP drops the work-order file into a folder and the system reads it using a column mapping. If a single row is faulty, nothing is written and the file goes, with a report, to the “faulty” folder; the same order is never entered twice.
  • Every day after the last shift, the end-of-day production list is written to the bridge folder as CSV or xlsx; the column headings can be changed to the names the ERP expects. The ERP never sees a half-written file; if the server was off, the last two missed days are caught up.
  • Outbound events (webhook): batch finished, alert opened/closed, stoppage started/ended and recall events go as JSON to the address the administrator provides; the body is signed with HMAC-SHA256.
  • If the receiving end cannot be reached, the event waits in a queue and is retried at growing intervals for about three days; recent deliveries and errors are shown under Management › Integration.
  • Read-only API key: one key per tool for Power BI or Excel Power Query; read access only, permitted endpoints only. Revoking a key cuts off only that tool; nobody's password changes.
  • Assurance document: where the data is kept, who has access, the backup arrangements, signed updates, the immutability of the production record and a data protection (KVKK) note — a PDF to hand to your IT lead and your auditor. Every item in it is tied to at least one automated test.
  • System status: is the backup running, where do the licence and updates stand, is there enough disk space — in one list; a row that cannot be read says “unknown” and never shows as “normal”.

Who uses it

The plant administrator manages the bridge, outbound events, API keys and System status; the assurance document goes to the IT lead and the auditor.

Linked modules

Good to know

There is deliberately no live ERP connection; the bridge works with generic CSV and xlsx, and there is no ready-made mapping yet for the Turkish ERP systems Logo, Mikro and Netsis. The bridge and outbound events are off by default, and there is no API key until an administrator creates one. Outbound events and API keys carry no names, staff numbers or personal performance data.

All modules

Contact

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