Agree who does what
Identify who supplies information, reviews samples, approves changes and authorizes production. Work with your existing suppliers where that makes sense.
Capabilities
Manufacturing Project & Supply Chain Management
Keep the work moving. Keep your team informed.
Discuss your requirementsProject coordination
Keep the interfaces connected.
- Engineering ↔ Manufacturing
- Drawings, tooling, samples and changes
- Manufacturing ↔ Quality
- Requirements, findings and corrective work
- M-Landry ↔ Your team
- Decisions, progress and open issues
We connect engineering, suppliers, production and quality so responsibilities are clear and problems don’t get lost between teams.
Keep responsibilities clear.
Keep the work moving.
EngineeringToolingComponentsManufacturingQualityClient decisions
Manage the dependencies
Build the schedule around drawings, tooling, materials, samples and approvals. Flag changes that affect costs, lead times or the next milestone.
Follow issues through to resolution
Give each issue an owner, next action and due date. Keep decisions and supporting records together so everyone knows what remains open.
Issue / dependency
What is preventing progress?
Owner / next action
Who will do what, and by when?
Decision / evidence
What will show the issue is resolved?
Structure illustration; no client project data.
What you can share
- Current schedule, suppliers and open commitments
- Responsibilities and approval requirements
- Cost assumptions, design changes and unresolved issues
What the work can deliver
- Project schedule and responsibility plan
- Cost and change log
- Issue tracker, progress updates and handover records
Your team retains the agreed approval authority. We make the information and outstanding decisions clear.
Discuss scope, responsibilities and reviews →Decisions that keep the project moving
A schedule is useful when it reflects the dependencies behind each date. Tooling may depend on a released drawing; an assembly trial may depend on several suppliers. Make those links visible and distinguish an estimate from a commitment that has been agreed.
A progress update should show what changed, what remains open and which decision is needed from whom. Record the impact of a proposed change on cost, timing, quality and existing stock before approval, then communicate the released decision to the affected teams.
Settled before we start
The questions worth answering first.
- Who decides what, and when?
- We identify who supplies information, who reviews samples, who approves changes and who authorises production. Your team keeps the approval authority it already has. What changes is that nobody has to guess where a decision sits.
- What is on the critical path next?
- Drawings, tooling, materials, samples and approvals are sequenced against each other, and changes that move cost, lead time or the next milestone are flagged when they arise rather than at the next review.
- How do open issues get closed?
- Each issue carries an owner, a next action and a date, with the decision and supporting records kept together so nothing is re-litigated on every call.