Assembly & Miltech

Assembly for MilTech and DefTech is high-mix, configuration-driven production: every serial number can carry its own set of specifications, executions, and engineering changes, while documentation and traceability requirements are set by military acceptance rather than by market convenience.

factory.online connects engineering changes, kitting, assembly execution, and serial-number traceability into one production model, so what is planned, what is issued to the line, and what is actually shipped always match.

Specific challenges in assembly and MilTech production:

• Detail parts and assembly units (DSO): planning must cover both manufactured detail parts and multi-level assembly units, where a delay on one part stops the whole build.
• Specifications with many executions: the same product is built in dozens of executions and modifications; each execution changes the bill of materials, routing, and test requirements, and planners must know which execution every order is for.
• Engineering changes mid-build: a revision released after the kit is picked can invalidate components already issued to the line — change impact must reach the shop floor before, not after, assembly.
• Accumulated operating time (наработка) decisions: components and units with accumulated operating time must be evaluated — whether they can be reused, need rework or overhaul, or must be scrapped; the decision and its basis are recorded against the serial number.
• Kitting and completeness control: assembly cannot start until every component of the kit is available in the right revision; missing or wrong-revision parts are discovered at the workstation, not in the warehouse.
• Route sheets for traceability: every operation, inspection, and sign-off is attached to the traveling route sheet, so the full history of each serial number — supplier lot, operation, operator, test result — is retrievable on demand.
• Distributed sites: development, detail-part production, and final assembly are often on different sites with different calendars and skills, while the master schedule must keep them in step.
• Quality gates and acceptance: military acceptance, QA holds, and customer representatives create hold/release cycles that must be planned as capacity, not treated as exceptions.
• Planned vs. actual cost with variance: defense pricing requires actual cost per serial number — labor, materials, rework, and change-related work — with variance against the planned cost of each execution.
• Paper-based records: when route sheets and completion records live on paper, actual progress reaches planners late and traceability audits take weeks.

What factory.online delivers:

• A build stops because one detail part is late → multi-level planning for detail parts and assembly units shows which serial numbers are blocked and by which part, so shortages are resolved in priority order.
• Executions and modifications mix up between orders → each order carries the bill of materials, routing, and test plan of its own execution, so the shop floor always works to the correct configuration.
• A revision arrives after the kit is picked → engineering-change impact checks flag issued components and open kits before assembly continues, and route the affected serial numbers through re-inspection.
• Operating-time decisions are made ad hoc → accumulated operating time is tracked per serial number, and the reuse / rework / scrap decision is recorded with its justification as part of the route sheet.
• Kits reach the line incomplete → completeness control checks revision, quantity, and lot status before a kit is released, and the pick list updates in real time as components become available.
• Traceability audits take weeks of archive work → every operation, sign-off, and test result is stored against the route sheet, so a full serial-number history is one query, not a search through paper archives.
• Actual cost per serial number is unknown → actual costing collects labor, materials, rework, and change-related work per operation and compares it with the planned cost of the execution.
• Progress is reported late, on paper → shop-floor terminals record the start and finish of every operation, so planners see real progress and acceptance holds live.