Don’t Wait for Month-End.
Connect Finance to the Factory Floor.

Finance teams assemble the picture of the business from a dozen exports: one report for revenue, another for inventory value, a third for open receivables, and a spreadsheet to tie them together. By the time the picture is complete, it describes the past.

ManuFactoryIQ brings revenue, production expenses, cash position, inventory value, receivables, payables, and operating profitability into one executive view. It is the same data the plant is producing right now, not a monthly extract.

Drill from a consolidated P&L down to the machine run, work order, supplier batch, or general-ledger journal behind any figure, without leaving the view or asking for a new report.

Multi-entity and multi-currency consolidation runs continuously, so a group-level number is available on any day of the month, not only after the close.

A standard cost is an assumption that ages. It was set when the routing, the supplier price, and the scrap rate were different, and every month since then the gap has grown quietly inside the variance account.

ManuFactoryIQ calculates actual product cost from real consumption: bill of materials, direct labor, machine energy and tooling depreciation, scrap, rework loops, and inbound supply surcharges — then compares it against the standard.

The variance is decomposed rather than reported as a single number, so material, labor, overhead, and scrap each carry their own share of the difference.

Each component of the variance links back to the machine run, scrap event, or rework cycle that caused it, which is what turns a cost report into a corrective action.

The largest account is not always the most profitable one. Expedited freight, custom tooling changeovers, warranty claims, and non-conformance credits rarely reach the customer’s margin line, so the ranking that guides commercial decisions is wrong.

ManuFactoryIQ measures contribution by product line, customer account, program contract, or production cell, including rebates, freight surcharges, warranty claims, credits, and the changeovers a specific customer causes.

Cost-to-serve is assigned from the actual events that generated it — a rush shipment, an extra setup, a deviation approval — rather than spread evenly across revenue.

The result is a ranking sales and finance can negotiate with: which accounts earn their price, and which ones need a different one.

An annual budget frozen in a spreadsheet stops describing the business within a quarter. Output rates change, commodity prices move, and overtime is approved — none of which reaches the plan until someone rebuilds it by hand.

ManuFactoryIQ keeps rolling projections refreshed from machine output rates, supplier price indices, scheduled overtime, and customer order deliveries. The forecast moves when the plant moves.

Deviations surface weeks before they reach ledger reconciliation, while there is still time to change a schedule, a shift plan, or a purchase commitment.

Budget versus actual is reported per facility and per cost center, so a group-level variance is immediately attributable to a specific plant.

Most working capital problems are visible on the floor before they appear in a cash report: a staging rack holding safety stock nobody needs, a shipment waiting on a signature, an invoice that was never chased.

ManuFactoryIQ connects open receivables, pending payables, work in progress, raw inventory valuation, and customer milestone dates into a single view of where cash is actually sitting.

Trapped capital is separated into what can realistically be released and what cannot, so the number in front of the board is actionable rather than theoretical.

Liquidity scenarios can be simulated before a constraint reaches the production schedule — and DSO, DIO, and DPO are tracked as one cash conversion cycle rather than three unrelated metrics.

Price drift rarely arrives as a large invoice. It arrives as a few percent above the master agreement, on a line item nobody compares, repeated across a year of deliveries.

ManuFactoryIQ matches every vendor line against the purchase order and the physical receiving record and flags rogue purchases, off-contract surcharges, missing dock scans, and PO-to-invoice mismatches before payment is released.

Because receiving is already scanned on the floor, the third leg of the match is real evidence rather than a clerk confirming that goods probably arrived.

Early payment discounts are tracked as a positive exception too, so terms that were negotiated are actually captured.

The close is long because the differences are discovered late. Inventory movements, payroll allocations, and intercompany entries are compared only once a month, and every unexplained delta becomes a manual investigation under time pressure.

ManuFactoryIQ balances bank transactions, payment gateways, payroll allocations, inventory movements, and subsidiary journals continuously, so a difference is found on the day it appears.

Matching rules run automatically and only genuine exceptions reach a person, which replaces spreadsheet ticking and tying with a short review queue.

The audit trail is a by-product of the process: every match, exception, and manual adjustment keeps its evidence and its approver.

The question after every variance report is the same: why. Answering it usually means an analyst joining production data, supplier invoices, and downtime logs by hand over several days.

ManuFactoryIQ answers questions asked in plain language — “Why did Line 03 margin drop 4.2% this month?” or “Which customer contracts create the highest cash drag?” — by inspecting machine data, scrap records, and vendor invoices together.

Every answer arrives with the records it was derived from, so the finding can be verified rather than trusted. An explanation that cannot be traced is not an explanation.

Where a contractual remedy exists, such as a price clause a supplier breached, the analysis names it and quantifies the claim.