Six departments.
One production flow.

The situation

Laser cutting, CNC folding, fabrication, powder coating, fit-out and dispatch depend on each other. A department can be busy while the overall job is stuck.

Parts alone are not a complete handover. The receiving team needs the current revision, accepted quantity, quality status, priority and delivery requirement.

What mattered

The production plan had to account for real constraints, people and materials. I needed to see bottlenecks and work-in-progress without turning the supervisor into a full-time status chaser.

What I did

I coordinated the stages as one flow: planning and sequencing work, allocating labour, using manageable mini-batches and making departmental responsibility explicit.

I connected quality gates and handovers with clear escalation. When a job could not move, the important question became what was missing, who owned it and what happened next.

The control

A useful handover carries both the work and its state. The public diagram above captures the principle. The interactive handover demonstration shows how an incomplete release can be held until the required checks are complete.

What this demonstrates

This is experience in managing linked production with clearer ownership, bottleneck visibility and quality discipline. It demonstrates how I connect planning to what people can actually do on the floor.

I make no percentage improvement claim here; the evidence is the scope of the responsibility and the way the work was controlled.