Funnel sales orders, stock-replenishment suggestions, R&D sample trials and custom-customer demands into a single "production work order." Every action from release to inbound — dispatching, picking, reporting, inspection, inbound — is threaded into a traceable event stream.
Covering real production scenarios: order-to-work-order, work-order changes, urgent insertions and cross-workshop coordination
Check sales-order line items to generate corresponding work orders; MTS stock orders auto-replenish by safety stock; BOMs auto-explode and picking lists are produced in sync.
Large-batch work orders split into sub-orders by equipment capacity and shift capacity; small same-model orders merge for kitted production, minimizing changeover loss.
VIP-customer rushes, quality rework and trial orders flow through an "urgent work order" channel; APS auto-reschedules and one-click alerts the affected orders.
BOM / quantity / process changes on started work orders must go through change-order approval, with before/after differences auto-compared to avoid on-site pitfalls.
Each work order's current operation, reported quantity, remaining quantity and estimated finish time display in real time, putting the whole picture on one screen for the dispatcher.
On completion, labor and material costs are settled automatically; abnormal orders can be frozen for investigation; when a customer cancels, the order is closed and materials returned in one click.
BOM & routing auto-populated by product code
In the past, after a sale, PMC had to copy order fields one by one into the MES work-order entry screen. SBK MES connects directly to CRM/inventory sales orders; PMC checks line items in the order list and clicks "convert to work order" to generate them in bulk, with BOM and routing auto-populated by product code.
WO-1023 Case
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WO-1099 VIP rush
Capacity on the manufacturing floor isn't evenly distributed — a CNC runs only 200 units at a time, an injection machine takes 30 minutes to change over, and urgent customers add orders anytime. Work-order management must keep up with the floor's constant "motion."
Once OEM monthly rolling orders arrive, they're split into daily production work orders by JIT time windows, strictly aligned with the OEM schedule — not one screw can be short.
10 customers, 30 models, 200–500 boards/order — merge like items to minimize changeovers, auto-merging by "placement-program reuse" to boost capacity.
One style × 5 colors × 6 sizes = 30 SKUs; each SKU has an independent work order under the parent style, for independent scheduling and reporting by color/size.
An 800,000 non-standard equipment work order hangs under a project, with part-level sub-orders covering purchased, outsourced and in-house sources — the project manager sees it all on one screen.
A work order isn't an isolated document — behind it is a complete chain of BOM, APS, dispatching and reporting
Creating a work order auto-explodes the multi-level BOM and generates the picking list
Work orders enter the scheduling queue, with start dates set automatically under multiple constraints
Work orders split into operation cards by routing, dispatched to equipment / teams / workers
PDA / tablet reporting feeds progress back to the work-order board in real time
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