Finance and management · Production Planning & Manufacturing

From product structure to finished part, with real cost at the end

From the board's aggregate plan to the operator's appointment: S&OP per family, demand forecast, MRP with calendar and real lead time, master plan validated by capacity, leveling with cost on the table, distribution between locations, promise of a date for the commercial and the return from the factory floor correcting the plan. It can be used as an invitation, kit, gift, album, gown and any other item that you make instead of buying ready-made. Reads the stock that already exists, suggests purchasing within the Purchase flow and returns the cost per item at the end of the order.

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The problem and the solution

What changes when Production Planning & Manufacturing works inside the platform

This is connected information about classes, graduates and events across 15 modules, replacing scattered spreadsheets and messages.

Without the platform

Information about Production Planning & Manufacturing lives in separate spreadsheets, and nobody knows which version is current.

With Partiu Formatura

15 modules share the same class, graduate and event records.

Without the platform

A request for a number takes time because someone has to combine data from several places.

With Partiu Formatura

Product and Structure Engineering (BOM) and Itineraries and Work Centers update together, with figures ready for the next meeting.

Without the platform

The process depends on who is working that day, and its history disappears.

With Partiu Formatura

Everyone follows the same workflow, with recorded actions and role-based permissions.

Without the platform

Connecting with other departments means exporting spreadsheets and entering data again.

With Partiu Formatura

Production Planning & Manufacturing shares information directly with other areas of the platform.

How it works

How information moves through Production Planning & Manufacturing

Each step is a real module in this area. Its output moves to the next step without anyone entering the same information again.

What is available in Production Planning & Manufacturing

Detailed page

From demand to actual production cost

Explore forecasting, MRP, capacity, scheduling, distribution, lot genealogy and costing in one dedicated page.

Explore PCP & Manufacturing
Featured

Changing the recipe does not change the order that already came out

When releasing the production order, the current structure and routing are copied into it, with the version number recorded. Engineering remains free to evolve: the next order is born with the new recipe and the one already on the factory floor ends with the recipe that started. This is what makes the cost of an order from six months ago still explainable today.

See this in action
  • Versioned structure and roadmap, with release and obsolescence recorded
  • Released order stores the version you used, not a pointer to the current version
  • Net need with each installment of the account visible, not just the result
  • Trace the need back to the request that originated it
  • Note with its own identifier, proof of resubmission from the offline queue
  • Variation in price, quantity and capacity separated at closing
  • Deadline counted in the real calendar, with holidays and days without supplier delivery
  • Capacity load that opens and shows the orders that formed each bar
  • Leveling that proposes cost-effective alternatives and waits for your decision
  • Date promised to the customer with the restriction that limited it, and not just the day
  • Adhesion that separates an unfeasible plan from poor execution, because the owners are others

Product and Structure Engineering (BOM)

The recipe for what you manufacture, versioned: those who already produced with the old version continue with it.

  • Item classified as purchased, manufactured, semi-finished or ghost, without parallel product registration
  • Phantom item exists in engineering and does not store: the explosion goes through it and goes straight down to the components
  • Multilevel structure with no practical depth limit, with configurable lock against recursion
  • Base quantity per structure: the list can be for 100 liters, and not necessarily for 1 unit
  • Percentage loss per component, applied at explosion and visible in the account
  • Alternative component with priority, which only enters when the holder is absent from separation
  • Optional component and by-product, for those who have a co-product leaving with the finished product
  • Validity per structure and component: scheduled supplier change does not require manual intervention on the day
  • Draft version, released and obsolete, with the successor indicated in the old version
  • Released structure cannot be edited: a new version is created from it, with the components already copied
  • Cycle in the structure is detected at release, not in the middle of the night round of planning
  • Where is this item used, the question engineering asks before changing any component
  • Standard cost calculated by structure and script, broken down by material, labor, machine and third party
  • Test blast in any quantity, to check the recipe before releasing
  • Own measurement units, with general or specific conversion factor per product
  • Co-product with cost sharing, for those who obtain two products from the same operation
  • Loss and yield per route operation, compounded step by step: three steps with 5% loss do not cost 15%, they cost 16.6%
  • Item attribute for production campaign: color, mold, thickness or whatever your factory groups

Itineraries and Work Centers

Where each operation takes place, how long it takes and how much it costs per hour.

  • Script versioned by the same structure rule: released, not edited, new version created
  • Operations in sequence ten by ten, with space to insert steps later without renumbering everything
  • Separate setup time and unit time, because one does not scale with quantity and the other does
  • Process batch size: oven with twenty pieces per batch does not take twenty times the unit time
  • Outsourced operation with supplier, cost per unit and return period
  • Control point marked in the operation that counts the finished part, so that the finished part does not enter once per stage
  • Work instructions attached to the operation, visible on the pointing terminal
  • Work center with number of resources, hours per day and percentage efficiency
  • Effective capacity calculated as resources times hours times efficiency, and that's the number the plan uses
  • Machine hour cost, labor hour cost and setup cost per center
  • Center marked as a bottleneck, which is highlighted in the plan and indicators
  • Weekly calendar per center, in local time, with shifts per day of the week
  • The center created is already open from Monday to Friday from 8am to 5pm, because the center without shifts has zero capacity
  • Outsourced center with linked supplier, for operations leaving the factory
  • Consumption address per plant when the addressed warehouse is active
  • Resources beyond the center: machine, person, tool, mold and device, each with its own schedule and cost
  • Operation that requires more than one resource at the same time, with mandatory, secondary and alternative in group
  • Alternative resource with time factor: the backup machine can take 1.4 times the time, and the plan accounts for this
  • Tool and mold with useful life in cycles, consumption indicated in production and alert before the part breaks in the middle of the campaign
  • Matrix of skills per person, with level 1 to 5 and certification validity
  • Operation that requires minimal skill: those who don't have it don't get in line for that job
  • Queuing, waiting and transportation time per operation, which is why the order of 4 hours takes 3 days to cross the factory
  • Overlapping operations with transfer batch: the next step begins when the first parts are ready
  • Parallel and convergent operations, for routing that is not a straight queue

MRP Material Requirement Calculation

The question that the planner asks every week: what to buy, what to produce and when.

  • Independent demand for order, project, event, class, store, contract or manual launch
  • Sales forecast per period, consumed per actual order so as not to count the same sale twice
  • Forecast generated from demand history, for those who do not yet have a forecast process
  • Multi-level explosion with level processing: item used in two products is liquidated once
  • Net need with each installment of the recorded account: gross, stock, reserved, transit, scheduled and security
  • Trace back to the original demand, to answer which order that screw came from
  • Reading the balance of the addressed warehouse when it is active, and the simple stock when it is not
  • Purchase order issued counts as material on the way, with expected arrival date
  • Open production order counts as scheduled supply, with expected end date
  • Policy per item: lead time, minimum batch, multiple batch, maximum batch and safety stock
  • Lot-by-lot, fixed-lot or period coverage policy, chosen item by item
  • Maximum batch parts the need into several orders instead of cutting it and leaving the hole hidden
  • Item without policy uses the company standard and appears on a list, so no one discovers it if it is missing
  • Separate purchase and production suggestions, with start date calculated by lead time
  • Action messages: anticipate, postpone, increase, reduce, cancel and order already born late
  • Alert of item marked to produce without released structure, before it becomes a shortage
  • Purchase suggestion converted into requisition in the Purchasing flow that already exists, with approval and authority
  • Production suggestion converted into order, one per suggestion, with date engineering
  • Signed suggestion survives the next round and becomes valid as a supply
  • Simulation mode that does not change the official plan and still leaves the scenario open for consultation
  • Automatic night run, with recording of each run: duration, items, suggestions and messages
  • Re-execution does not accumulate: the new round replaces the suggestions from the previous one, without doubling the purchase
  • Factory, purchasing, transport and supplier calendar: the deadline is no longer counted on a calendar day and stops falling on a holiday
  • National holidays imported per year, with Carnival and Corpus Christi optional because legally the company decides whether to
  • Lead time composed of parts with different owners: processing, transportation, quality inspection and safety
  • Lead time by quantity range: 500 pieces in 7 days and 5,000 in 20, without two registrations of the same item
  • Order that does not fit within the deadline is issued on the earliest possible date, and the delay becomes a message with the remaining days
  • Separate balance states: available, reserved, blocked, in inspection, quarantine, consigned and in the possession of a third party
  • Firm reservation comes out of available and flexible reservation only prioritizes the separation, because mixing the two buys material twice
  • Dynamic security stock by service level and days of coverage, whichever is greater than the negotiated number
  • Economy lot, Silver-Meal and Wagner-Whitin for those with known ordering and maintenance costs
  • Rounding per package and per pallet, applied after the minimum and multiple, and never before
  • Replacement by days of coverage and by minimum/maximum, for consumable items that do not require fine MRP
  • Made-to-order item is not consolidated with other orders nor is it covered by free stock: each order has its own order
  • Calculus trail in Portuguese: why the order is this size, where each day of the deadline came from and which rule rounded
  • Incremental replanning every 15 minutes, only of what changed, with the full morning round as a safety net
  • List of excesses, surpluses and obsolete items: the side that classic MRP doesn't look at, with frozen value and recorded treatment

Demand Forecast

The model suggests, the planner decides. The calculated number is next to the entered one, with the measured error.

  • Demand history frozen by period: sales change later, and without freezing no one reproduces last month's forecast
  • Eight models available: moving average, weighted average, exponential smoothing, Holt, Holt-Winters, naive, and naive seasonal
  • Automatic selection of the model item by item, due to the smallest error in the period that has already passed
  • Holt-Winters requires two full cycles of history and falls to Holt when he doesn't have it, rather than inventing seasonality that is noise
  • Side-by-side comparison of what each model predicts, before choosing either
  • Naive model as baseline: Sophisticated model that loses to repeat last month is no good
  • Error measured in MAPE, absolute deviation and bias, per item and per period
  • Manual adjustment marks the line and the model stops overwriting it, with justification recorded
  • Consumption of the forecast by the firm order with a back and forth window, for Tuesday's order to lower Monday's forecast
  • Consumption trail: which order met which forecast, by which rule and how many days away
  • Three ways to treat forecast and portfolio: consume, larger of the two or add to the launch of a new product
  • Firm demand horizon: close to delivery, the wallet orders and the forecast is ignored
  • Firm planning horizon: within it the system warns and the planner decides, instead of the plan tinkering on its own
  • Planning families, the unit in which the board talks: invitations, not invitations template 3 gold
  • Automatic weekly recalculation, not daily, because the monthly forecast remade every day only produces a new number without new information

S&OP Aggregate Sales and Operations Plan

The conversation per family and per month, which becomes the limit of the item plan.

  • Versioned monthly cycle, with the horizon that the company chooses
  • Family grid by month with unrestricted demand, sales plan, production plan, projected inventory and backlog
  • Unrestricted demand cannot be edited: it is what the market asked for, not what the company committed to doing
  • Sales and production are the two commitments that the meeting assumes, each editable in its own line
  • Projected inventory chained month by month: changing one period recalculates all the following ones instantly
  • Visible backlog when the company decides to sell less than the market demands, instead of disappearing from the account
  • Three mandatory states in order: draft, consensus, and approved
  • Recalculating brings new demand without erasing what the team decided in the last meeting
  • Approved cycle cannot be edited: revising requires a new version, and the previous one continues explaining the past
  • One approved cycle per month, because two valid plans would be two limits for the same factory
  • Approved plan becomes master plan limit: item that exceeds the family generates alert, with optional blocking
  • Divergence alert with configurable tolerance, so normal variation does not become daily noise
  • Breakdown of the family plan into forecast by item, prorated by participation history
  • Item without history is left out of the allocation and appears in the list, instead of receiving a guess
  • Hand-adjusted forecast is not overwritten by disaggregation

RCCP Gross Capacity

Validate the quarter's plan on critical resources without exploding any structure.

  • Resource profile per item: hours of each center per unit, adding up the entire tree
  • Profile generated from the structure and script, traversing the tree once
  • Offset in periods: component time is spent weeks before delivery of the finished product
  • Profile without offset concentrates load in the wrong month, and that's why it exists
  • Profile is created as a draft for review by those who know the process, and only then is it released
  • Profile frozen by version: today's RCCP responds the same as yesterday when the plan has not changed
  • Item profile beats family profile when both exist
  • Validation of the master plan or S&OP cycle by the same engine, because the question is the same
  • Three verdicts per resource and period: it fits, it fits with overtime or it doesn't fit
  • Hours that are missing in number, which is what becomes an extra shift decision
  • Validation snapshot saved per plan, to later answer whether the approved plan fit
  • Item without a released profile is left out and appears in the list, instead of disappearing from validation

Master Plan and Finite Capacity

The bridge between what was calculated and what the factory can deliver.

  • Product grid by period, in daily, weekly or monthly bucket
  • Firm demand and forecast demand on separate lines, so as not to mix order with estimate
  • Production already confirmed, scheduled receipts and projected inventory calculated per period
  • Available for promise per period, which only honors firm demand and shows what is left to sell
  • A single typeable column, the planned production: the rest is recalculated and does not disappear with your editing
  • Firm horizon recorded period by period, and not just as a parameter of the day
  • Scenario created from the official plan, with the officer intact until promotion
  • Promotion of the scenario to an official plan, with the previous plan archived and traceable
  • Freezing and unfreezing the plan with a registered reason
  • Capacity per center and per day, including stops and extra shifts
  • Percentage occupancy with emphasis on overload before the order is delayed
  • Scheduled stoppage, maintenance, holiday and extra shift in a single line, which adds or subtracts hours
  • Stop valid for all centers at once, so that holidays do not become repeated registrations
  • Sequencing with finite capacity by rule: date of need, priority, lowest setup or order of arrival
  • Gantt by center, with late operation highlighted relative to delivery date
  • Operation dragged on Gantt gets stuck, and the next calculation settles around it
  • Complete recalculation of capacity at any time, without depending on the history of the previous calculation

CRP, Actual Capacity and Bottlenecks

The histogram bar opens and shows which orders formed that load.

  • Detailed load by center, period, order and operation, not a total that no one can open
  • Remaining balance of operation: half order does not fill full capacity again
  • Setup already done is not charged again when loading the order that has already started
  • Three capabilities side by side: theoretical by calendar, effective with efficiency and availability, and demonstrated by appointment
  • Alerts when the registered capacity differs from what the factory demonstrated: this is an outdated parameter, not an optimistic plan
  • Preventive maintenance taking up capacity, so the plan does not count the time when the machine will be stopped on purpose
  • Bottleneck determined by the actual load, period by period, and not just what engineering marked in the register
  • Queue of next bottlenecks: who becomes a restriction as soon as the first one is resolved
  • Hours remaining in the bottleneck, in number, which is what becomes an overtime decision
  • Divergence between marked bottleneck and actual bottleneck shown as information, not error
  • Automatic recalculation at dawn, after MRP, so the load can see the orders it has just created

Capacity Leveling and Sequencing

The system proposes, quantifies and waits. Overtime and outsourcing spend real money.

  • Nine leveling strategies in deliberate order: bring forward, delay on slack, split batch, overlap, alternative resource, alternative route, overtime, outsource, and finally, accept delay
  • Anticipating comes first because it costs inventory and does not cost delay; starting overtime teaches the company how to pay overtime
  • Postpone only within the demand gap, never beyond the date that the customer accepts
  • Each proposal brings estimated cost, hours moved, impact on days and who misses the deadline
  • Nothing is applied alone: the round records proposals and the plan only changes after application
  • Limitation by value: above the company limit, the action requires explicit approval and cannot be applied in batches
  • Apply en bloc only what costs nothing, with faces waiting for a decision
  • Approved overtime becomes an extra shift in the center's calendar, with weekly limit and additional cost configured
  • Anticipating and postponing move a planned order, and never an already released order: the factory floor has already organized itself into it
  • Accepting the delay is a legitimate and explained option, with the list of demands affected, because a leveler that simply fails doesn't help anyone
  • Sequence-dependent setup matrix: making black after white costs cleaning, not the other way around
  • Campaign by attribute with maximum window, which saves setup without pushing whoever wins first
  • Setup savings declared in minutes at the end of sequencing, so the campaign is defensible
  • Eight dispatch rules: need date, priority, order of arrival, shortest setup, shortest time, slack, critical reason and value
  • Plan published in a frozen version: the factory floor follows the version, and the recalculation only changes the draft
  • One version published at a time, because two schedules for the same shop floor are no schedule

Supply and Distribution Network (DRP)

When there is more than one location, what ships from where and when.

  • Plant, warehouse, store and third-party, above-branch locations: a branch can have two warehouses
  • Only the plant produces, and marking the deposit as a producer is refused before placing an order in the wrong place
  • Routes with transit time, fixed cost, cost per unit and transfer batch
  • Own calendar per route, so traffic does not count days when no one boards
  • Rules of origin by location, item or family: produce here, buy from supplier or transfer from another location
  • Apportionment by percentage between two sources, without registering the same item twice
  • Validity as a rule, for scheduled supply changes, no intervention is required on the day
  • DRP runs before MRP and delivers a demand to the origin on the shipment date, not the delivery date
  • Shipment consolidation: two needs for the same item and route become one shipment
  • Consolidating never delays anyone: the earliest group date rules
  • Suggested transfer becomes firm demand at origin when signed, and its MRP starts to see it
  • Planned transfer disappears and returns with each round; signed and approved survive
  • No stock moving here: the warehouse is the one who moves material, along the same route as always
  • Network is born offline, and one-site company continues planning exactly as before

Date Promise and Closed Cycle

The answer that the seller needs to give, with the reason, and the feedback from the factory floor to the plan.

  • Available for day-by-day, cumulative pledge, so one day's supply doesn't disappear the next
  • Only firm demand consumes what is available: promising against a forecast is promising against a hunch
  • Possible date simulated against material, capacity and lead time when available does not cover
  • The answer comes with the restriction that limited it, and not just with the date
  • All restrictions listed, because the second becomes the problem as soon as the first is resolved
  • Explanation in Portuguese for the salesperson to repeat to the customer, without translating factory jargon
  • Configurable slack on the calculated date: promising the exact date is promising a 50% chance of fulfilling
  • An accepted promise becomes a firm demand in the same act, so that planning knows about the commitment
  • Promise closed against actual delivery, with deviation in days and alert to those who promised
  • Own permission for the commercial, who needs the date without seeing the cost or note
  • Adherence measured in four dimensions: date, quantity, sequence and promise fulfilled
  • Unfeasible plan separated from poor execution, because they delay the same delivery and have different owners
  • Real time per operation accumulated with mean, median and deviation against the script standard
  • Standard time review suggested, never applied alone, and always by the median
  • Released itinerary requires a new version to receive the revised time, like any engineering change

Factory Floor and Notes

The production order with frozen engineering, and the terminal that the operator actually uses.

  • Order numbered by year, with product, quantity, priority and start and delivery dates
  • Release copies structure and script into the order: changing engineering later does not change what has already been released
  • Version of the structure and script recorded in order, to explain the play years later
  • Checking material before releasing, with a list of what is missing and how much is missing
  • Order components with predicted, picked, consumed and returned in separate columns
  • Order operations with forecast time, actual time and stop time
  • Pointing terminal with setup, start, production, pause, resume and completion of operation
  • Each note carries its own identifier: resending the offline queue does not count production twice
  • Note does not erase: the correction is a reversal, which preserves the trace of the error
  • Partial production does not terminate the order, and closure is an explicit act with a mandatory reason below plan
  • Scrap and rework pointed out separately, with reason
  • Stop requires registered reason, classified by effect on the efficiency indicator
  • Configurable material write-off: upon release of the order or proportional to each note
  • Entry of the finished product only at the control point, so the part does not enter stock once per stage of the route
  • Production batch automatically created from order number when item is tracked
  • Separated and unconsumed leftovers return to stock at closing, instead of disappearing in the closed order
  • Lot-by-lot genealogy: what this finished product took and where this input ended up
  • Outsourcing with shipping, partial return, third party loss and reference to the invoice
  • Canceled order returns the original suggestion to the plan, so the need does not disappear without being met
  • Stock movement always along the same path as the rest of the platform, with or without an addressed warehouse

Production Costs and Indicators

How much the piece actually cost, and why it turned out differently than expected.

  • Cost per element: material, labor, machine, third party and overhead
  • Predicted and carried out in the same vein, with the variation coming from subtraction and not from a second calculation
  • Price variation separated from quantity variation: buying better and producing better are different actions
  • Capacity variation, which shows the center hour spent beyond what the itinerary predicted
  • Unit cost realized per order, calculated on what was actually produced
  • Cost closing by order, manual on screen or automatic through the night routine
  • Finished goods enter stock at the order cost, not at the average registration cost
  • Overall equipment efficiency indicator per center, with availability, performance and quality
  • Blank indicator when data is missing, instead of an invented number that no one can defend
  • Stoppages ranked by lost time, to attack the cause that costs the most
  • Adherence to the plan in terms of time and quantity, on completed orders for the period
  • Scrap rate for the period and open production backlog by product
  • Panel with released structure, item manufactured without structure, pending suggestions and critical alerts
  • Standard cost frozen per version, in effect: comparing what was done with today's standard would always give almost zero
  • Previous version closed with date and preserved, because it explains the price formed last year
  • Mass freezing of all items with structure released, with others listed instead of reset
  • Variation in mix, efficiency and idleness separate from the previous three
  • Idleness in paid and unused hours, which is the number that links capacity to results
  • Cost of the plan with both sides: leveling costs overtime and inventory, not leveling costs delay
  • Without delay cost configured, the delay side is empty and the screen says so instead of estimating
  • Cockpit with adherence, promise fulfilled, utilization, idleness, scrap, WIP and late orders
  • Each cockpit indicator says which screen it came from, so the manager can disagree with the number in the right place
  • Indicator without data appears empty, never zero: invented number destroys confidence in the entire panel
  • Block of what awaits decision: pending leveling, open remainders and critical messages from the last round

PCP Configuration, Governance and Routines

The module is born offline, each resource is turned on one at a time and nothing runs without someone deciding that it should run.

  • Module turned off by default throughout the company: while there is no explicit activation, no planning routine responds
  • Activation and deactivation recorded on the timeline, with author and date, because turning on the PCP changes what Compras sees
  • Advanced feature is born offline within the active module: calendar, forecast, leveling, distribution network and promise enter one at a time
  • More than forty planning parameters on a single screen, with the system default value always visible next to the chosen one
  • Maximum structure depth, ghost item treatment and use of percentage loss defined by the company
  • Planning horizon and firm horizon in days, which separate what the system can change from what is already agreed
  • Balance origin resolved automatically: warehouse addressed when WMS is active, simple stock when not, with the response visible before running MRP
  • Cost method chosen between standard, average and last purchase, valid for explosion and order cost
  • Write-off of the component upon release, proportional to the note or manual, decided by company
  • Stock states considered in the calculation defined in a list, for quarantine and consignment to enter or not according to the policy
  • Seven separate permissions: query, engineering, plan, release, point, cost, and configuration
  • The seller only receives the promised date, the operator only the note and the planner does not need to see the cost
  • Seven automatic routines: nightly MRP, incremental replanning, capacity load, weekly forecast, adherence, indicators and cost closing
  • Each automatic execution recorded with duration, processed volume and result, so that dawn is not a black box
  • Retention of executions configurable in days, so the history does not grow without limit
  • Simulation mode in MRP, calendar and leveling: the scenario is recorded for consultation without touching the official plan
  • Track of events by entity: structure, script, plan, order and suggestion keep track of who moved, when and what
  • Product classification into purchased, manufactured, semi-finished or ghost made item by item or in bulk
  • Unavailable resource responds as unavailable, not as an error: company with wave not yet applied continues operating what already exists

Chão de Fábrica (MES), Andon e Coleta de Máquina

A execução da produção: terminal do operador, paradas, OEE ao vivo, inspeção na operação e dado vindo da máquina.

  • Terminal em modo quiosque na máquina, com entrada por crachá ou PIN do operador
  • Setup, início, produção, pausa com motivo, retomada, refugo, retrabalho e conclusão no mesmo teclado
  • Instrução de trabalho versionada, com anexo, congelada na liberação da ordem
  • Leitura da instrução registrada por operador, quando a empresa exige
  • Horas-homem por operação, com entrada e saída de cada operador e efeito no custo de mão de obra
  • Correção por estorno, nunca por exclusão, e fila offline com identificador próprio
  • Motivos de parada classificados como planejados ou não, com efeito declarado no OEE
  • Andon de manutenção, qualidade, material e supervisão, com tempo até atender e até encerrar
  • Chamado de manutenção virando solicitação de serviço quando o módulo de manutenção está ativo
  • Painel de TV por centro de trabalho atualizado por evento, com ordem em curso, boas, refugo e OEE do turno
  • Operação de ponto de controle exigindo inspeção da Qualidade antes de avançar
  • Bloqueio real só com a Qualidade em modo ativo: em modo espelho registra e não trava
  • Não conformidade carimbada com ordem, operação e lote, e genealogia dos lotes afetados
  • Cartas de controle X barra R, X barra S e valores individuais, com Cp, Cpk, Pp e Ppk por característica
  • Instrumento de medição validado pela Metrologia antes da leitura entrar
  • Serviço coletor próprio com MQTT, OPC-UA e endpoint HTTP para CLP, com adaptador que se desliga sozinho quando não configurado
  • Sinal mapeado para evento por centro, agregado por minuto, sem inflar o banco com dado cru
  • Contador da máquina gerando apontamento com origem de máquina, e parada longa sem motivo virando pendência para o operador classificar
  • OEE mostrando se o dado é manual, de máquina ou misto, e a divergência entre o apontado e o medido

Checklist

Everything included in Production Planning & Manufacturing

All 276 features in this area, grouped by module so you can compare systems item by item.

  • Item classified as purchased, manufactured, semi-finished or ghost, without parallel product registration
  • Phantom item exists in engineering and does not store: the explosion goes through it and goes straight down to the components
  • Multilevel structure with no practical depth limit, with configurable lock against recursion
  • Base quantity per structure: the list can be for 100 liters, and not necessarily for 1 unit
  • Percentage loss per component, applied at explosion and visible in the account
  • Alternative component with priority, which only enters when the holder is absent from separation
  • Optional component and by-product, for those who have a co-product leaving with the finished product
  • Validity per structure and component: scheduled supplier change does not require manual intervention on the day
  • Draft version, released and obsolete, with the successor indicated in the old version
  • Released structure cannot be edited: a new version is created from it, with the components already copied
  • Cycle in the structure is detected at release, not in the middle of the night round of planning
  • Where is this item used, the question engineering asks before changing any component
  • Standard cost calculated by structure and script, broken down by material, labor, machine and third party
  • Test blast in any quantity, to check the recipe before releasing
  • Own measurement units, with general or specific conversion factor per product
  • Co-product with cost sharing, for those who obtain two products from the same operation
  • Loss and yield per route operation, compounded step by step: three steps with 5% loss do not cost 15%, they cost 16.6%
  • Item attribute for production campaign: color, mold, thickness or whatever your factory groups
  • Script versioned by the same structure rule: released, not edited, new version created
  • Operations in sequence ten by ten, with space to insert steps later without renumbering everything
  • Separate setup time and unit time, because one does not scale with quantity and the other does
  • Process batch size: oven with twenty pieces per batch does not take twenty times the unit time
  • Outsourced operation with supplier, cost per unit and return period
  • Control point marked in the operation that counts the finished part, so that the finished part does not enter once per stage
  • Work instructions attached to the operation, visible on the pointing terminal
  • Work center with number of resources, hours per day and percentage efficiency
  • Effective capacity calculated as resources times hours times efficiency, and that's the number the plan uses
  • Machine hour cost, labor hour cost and setup cost per center
  • Center marked as a bottleneck, which is highlighted in the plan and indicators
  • Weekly calendar per center, in local time, with shifts per day of the week
  • The center created is already open from Monday to Friday from 8am to 5pm, because the center without shifts has zero capacity
  • Outsourced center with linked supplier, for operations leaving the factory
  • Consumption address per plant when the addressed warehouse is active
  • Resources beyond the center: machine, person, tool, mold and device, each with its own schedule and cost
  • Operation that requires more than one resource at the same time, with mandatory, secondary and alternative in group
  • Alternative resource with time factor: the backup machine can take 1.4 times the time, and the plan accounts for this
  • Tool and mold with useful life in cycles, consumption indicated in production and alert before the part breaks in the middle of the campaign
  • Matrix of skills per person, with level 1 to 5 and certification validity
  • Operation that requires minimal skill: those who don't have it don't get in line for that job
  • Queuing, waiting and transportation time per operation, which is why the order of 4 hours takes 3 days to cross the factory
  • Overlapping operations with transfer batch: the next step begins when the first parts are ready
  • Parallel and convergent operations, for routing that is not a straight queue
  • Independent demand for order, project, event, class, store, contract or manual launch
  • Sales forecast per period, consumed per actual order so as not to count the same sale twice
  • Forecast generated from demand history, for those who do not yet have a forecast process
  • Multi-level explosion with level processing: item used in two products is liquidated once
  • Net need with each installment of the recorded account: gross, stock, reserved, transit, scheduled and security
  • Trace back to the original demand, to answer which order that screw came from
  • Reading the balance of the addressed warehouse when it is active, and the simple stock when it is not
  • Purchase order issued counts as material on the way, with expected arrival date
  • Open production order counts as scheduled supply, with expected end date
  • Policy per item: lead time, minimum batch, multiple batch, maximum batch and safety stock
  • Lot-by-lot, fixed-lot or period coverage policy, chosen item by item
  • Maximum batch parts the need into several orders instead of cutting it and leaving the hole hidden
  • Item without policy uses the company standard and appears on a list, so no one discovers it if it is missing
  • Separate purchase and production suggestions, with start date calculated by lead time
  • Action messages: anticipate, postpone, increase, reduce, cancel and order already born late
  • Alert of item marked to produce without released structure, before it becomes a shortage
  • Purchase suggestion converted into requisition in the Purchasing flow that already exists, with approval and authority
  • Production suggestion converted into order, one per suggestion, with date engineering
  • Signed suggestion survives the next round and becomes valid as a supply
  • Simulation mode that does not change the official plan and still leaves the scenario open for consultation
  • Automatic night run, with recording of each run: duration, items, suggestions and messages
  • Re-execution does not accumulate: the new round replaces the suggestions from the previous one, without doubling the purchase
  • Factory, purchasing, transport and supplier calendar: the deadline is no longer counted on a calendar day and stops falling on a holiday
  • National holidays imported per year, with Carnival and Corpus Christi optional because legally the company decides whether to
  • Lead time composed of parts with different owners: processing, transportation, quality inspection and safety
  • Lead time by quantity range: 500 pieces in 7 days and 5,000 in 20, without two registrations of the same item
  • Order that does not fit within the deadline is issued on the earliest possible date, and the delay becomes a message with the remaining days
  • Separate balance states: available, reserved, blocked, in inspection, quarantine, consigned and in the possession of a third party
  • Firm reservation comes out of available and flexible reservation only prioritizes the separation, because mixing the two buys material twice
  • Dynamic security stock by service level and days of coverage, whichever is greater than the negotiated number
  • Economy lot, Silver-Meal and Wagner-Whitin for those with known ordering and maintenance costs
  • Rounding per package and per pallet, applied after the minimum and multiple, and never before
  • Replacement by days of coverage and by minimum/maximum, for consumable items that do not require fine MRP
  • Made-to-order item is not consolidated with other orders nor is it covered by free stock: each order has its own order
  • Calculus trail in Portuguese: why the order is this size, where each day of the deadline came from and which rule rounded
  • Incremental replanning every 15 minutes, only of what changed, with the full morning round as a safety net
  • List of excesses, surpluses and obsolete items: the side that classic MRP doesn't look at, with frozen value and recorded treatment
  • Demand history frozen by period: sales change later, and without freezing no one reproduces last month's forecast
  • Eight models available: moving average, weighted average, exponential smoothing, Holt, Holt-Winters, naive, and naive seasonal
  • Automatic selection of the model item by item, due to the smallest error in the period that has already passed
  • Holt-Winters requires two full cycles of history and falls to Holt when he doesn't have it, rather than inventing seasonality that is noise
  • Side-by-side comparison of what each model predicts, before choosing either
  • Naive model as baseline: Sophisticated model that loses to repeat last month is no good
  • Error measured in MAPE, absolute deviation and bias, per item and per period
  • Manual adjustment marks the line and the model stops overwriting it, with justification recorded
  • Consumption of the forecast by the firm order with a back and forth window, for Tuesday's order to lower Monday's forecast
  • Consumption trail: which order met which forecast, by which rule and how many days away
  • Three ways to treat forecast and portfolio: consume, larger of the two or add to the launch of a new product
  • Firm demand horizon: close to delivery, the wallet orders and the forecast is ignored
  • Firm planning horizon: within it the system warns and the planner decides, instead of the plan tinkering on its own
  • Planning families, the unit in which the board talks: invitations, not invitations template 3 gold
  • Automatic weekly recalculation, not daily, because the monthly forecast remade every day only produces a new number without new information
  • Versioned monthly cycle, with the horizon that the company chooses
  • Family grid by month with unrestricted demand, sales plan, production plan, projected inventory and backlog
  • Unrestricted demand cannot be edited: it is what the market asked for, not what the company committed to doing
  • Sales and production are the two commitments that the meeting assumes, each editable in its own line
  • Projected inventory chained month by month: changing one period recalculates all the following ones instantly
  • Visible backlog when the company decides to sell less than the market demands, instead of disappearing from the account
  • Three mandatory states in order: draft, consensus, and approved
  • Recalculating brings new demand without erasing what the team decided in the last meeting
  • Approved cycle cannot be edited: revising requires a new version, and the previous one continues explaining the past
  • One approved cycle per month, because two valid plans would be two limits for the same factory
  • Approved plan becomes master plan limit: item that exceeds the family generates alert, with optional blocking
  • Divergence alert with configurable tolerance, so normal variation does not become daily noise
  • Breakdown of the family plan into forecast by item, prorated by participation history
  • Item without history is left out of the allocation and appears in the list, instead of receiving a guess
  • Hand-adjusted forecast is not overwritten by disaggregation
  • Resource profile per item: hours of each center per unit, adding up the entire tree
  • Profile generated from the structure and script, traversing the tree once
  • Offset in periods: component time is spent weeks before delivery of the finished product
  • Profile without offset concentrates load in the wrong month, and that's why it exists
  • Profile is created as a draft for review by those who know the process, and only then is it released
  • Profile frozen by version: today's RCCP responds the same as yesterday when the plan has not changed
  • Item profile beats family profile when both exist
  • Validation of the master plan or S&OP cycle by the same engine, because the question is the same
  • Three verdicts per resource and period: it fits, it fits with overtime or it doesn't fit
  • Hours that are missing in number, which is what becomes an extra shift decision
  • Validation snapshot saved per plan, to later answer whether the approved plan fit
  • Item without a released profile is left out and appears in the list, instead of disappearing from validation
  • Product grid by period, in daily, weekly or monthly bucket
  • Firm demand and forecast demand on separate lines, so as not to mix order with estimate
  • Production already confirmed, scheduled receipts and projected inventory calculated per period
  • Available for promise per period, which only honors firm demand and shows what is left to sell
  • A single typeable column, the planned production: the rest is recalculated and does not disappear with your editing
  • Firm horizon recorded period by period, and not just as a parameter of the day
  • Scenario created from the official plan, with the officer intact until promotion
  • Promotion of the scenario to an official plan, with the previous plan archived and traceable
  • Freezing and unfreezing the plan with a registered reason
  • Capacity per center and per day, including stops and extra shifts
  • Percentage occupancy with emphasis on overload before the order is delayed
  • Scheduled stoppage, maintenance, holiday and extra shift in a single line, which adds or subtracts hours
  • Stop valid for all centers at once, so that holidays do not become repeated registrations
  • Sequencing with finite capacity by rule: date of need, priority, lowest setup or order of arrival
  • Gantt by center, with late operation highlighted relative to delivery date
  • Operation dragged on Gantt gets stuck, and the next calculation settles around it
  • Complete recalculation of capacity at any time, without depending on the history of the previous calculation
  • Detailed load by center, period, order and operation, not a total that no one can open
  • Remaining balance of operation: half order does not fill full capacity again
  • Setup already done is not charged again when loading the order that has already started
  • Three capabilities side by side: theoretical by calendar, effective with efficiency and availability, and demonstrated by appointment
  • Alerts when the registered capacity differs from what the factory demonstrated: this is an outdated parameter, not an optimistic plan
  • Preventive maintenance taking up capacity, so the plan does not count the time when the machine will be stopped on purpose
  • Bottleneck determined by the actual load, period by period, and not just what engineering marked in the register
  • Queue of next bottlenecks: who becomes a restriction as soon as the first one is resolved
  • Hours remaining in the bottleneck, in number, which is what becomes an overtime decision
  • Divergence between marked bottleneck and actual bottleneck shown as information, not error
  • Automatic recalculation at dawn, after MRP, so the load can see the orders it has just created
  • Nine leveling strategies in deliberate order: bring forward, delay on slack, split batch, overlap, alternative resource, alternative route, overtime, outsource, and finally, accept delay
  • Anticipating comes first because it costs inventory and does not cost delay; starting overtime teaches the company how to pay overtime
  • Postpone only within the demand gap, never beyond the date that the customer accepts
  • Each proposal brings estimated cost, hours moved, impact on days and who misses the deadline
  • Nothing is applied alone: the round records proposals and the plan only changes after application
  • Limitation by value: above the company limit, the action requires explicit approval and cannot be applied in batches
  • Apply en bloc only what costs nothing, with faces waiting for a decision
  • Approved overtime becomes an extra shift in the center's calendar, with weekly limit and additional cost configured
  • Anticipating and postponing move a planned order, and never an already released order: the factory floor has already organized itself into it
  • Accepting the delay is a legitimate and explained option, with the list of demands affected, because a leveler that simply fails doesn't help anyone
  • Sequence-dependent setup matrix: making black after white costs cleaning, not the other way around
  • Campaign by attribute with maximum window, which saves setup without pushing whoever wins first
  • Setup savings declared in minutes at the end of sequencing, so the campaign is defensible
  • Eight dispatch rules: need date, priority, order of arrival, shortest setup, shortest time, slack, critical reason and value
  • Plan published in a frozen version: the factory floor follows the version, and the recalculation only changes the draft
  • One version published at a time, because two schedules for the same shop floor are no schedule
  • Plant, warehouse, store and third-party, above-branch locations: a branch can have two warehouses
  • Only the plant produces, and marking the deposit as a producer is refused before placing an order in the wrong place
  • Routes with transit time, fixed cost, cost per unit and transfer batch
  • Own calendar per route, so traffic does not count days when no one boards
  • Rules of origin by location, item or family: produce here, buy from supplier or transfer from another location
  • Apportionment by percentage between two sources, without registering the same item twice
  • Validity as a rule, for scheduled supply changes, no intervention is required on the day
  • DRP runs before MRP and delivers a demand to the origin on the shipment date, not the delivery date
  • Shipment consolidation: two needs for the same item and route become one shipment
  • Consolidating never delays anyone: the earliest group date rules
  • Suggested transfer becomes firm demand at origin when signed, and its MRP starts to see it
  • Planned transfer disappears and returns with each round; signed and approved survive
  • No stock moving here: the warehouse is the one who moves material, along the same route as always
  • Network is born offline, and one-site company continues planning exactly as before
  • Available for day-by-day, cumulative pledge, so one day's supply doesn't disappear the next
  • Only firm demand consumes what is available: promising against a forecast is promising against a hunch
  • Possible date simulated against material, capacity and lead time when available does not cover
  • The answer comes with the restriction that limited it, and not just with the date
  • All restrictions listed, because the second becomes the problem as soon as the first is resolved
  • Explanation in Portuguese for the salesperson to repeat to the customer, without translating factory jargon
  • Configurable slack on the calculated date: promising the exact date is promising a 50% chance of fulfilling
  • An accepted promise becomes a firm demand in the same act, so that planning knows about the commitment
  • Promise closed against actual delivery, with deviation in days and alert to those who promised
  • Own permission for the commercial, who needs the date without seeing the cost or note
  • Adherence measured in four dimensions: date, quantity, sequence and promise fulfilled
  • Unfeasible plan separated from poor execution, because they delay the same delivery and have different owners
  • Real time per operation accumulated with mean, median and deviation against the script standard
  • Standard time review suggested, never applied alone, and always by the median
  • Released itinerary requires a new version to receive the revised time, like any engineering change
  • Order numbered by year, with product, quantity, priority and start and delivery dates
  • Release copies structure and script into the order: changing engineering later does not change what has already been released
  • Version of the structure and script recorded in order, to explain the play years later
  • Checking material before releasing, with a list of what is missing and how much is missing
  • Order components with predicted, picked, consumed and returned in separate columns
  • Order operations with forecast time, actual time and stop time
  • Pointing terminal with setup, start, production, pause, resume and completion of operation
  • Each note carries its own identifier: resending the offline queue does not count production twice
  • Note does not erase: the correction is a reversal, which preserves the trace of the error
  • Partial production does not terminate the order, and closure is an explicit act with a mandatory reason below plan
  • Scrap and rework pointed out separately, with reason
  • Stop requires registered reason, classified by effect on the efficiency indicator
  • Configurable material write-off: upon release of the order or proportional to each note
  • Entry of the finished product only at the control point, so the part does not enter stock once per stage of the route
  • Production batch automatically created from order number when item is tracked
  • Separated and unconsumed leftovers return to stock at closing, instead of disappearing in the closed order
  • Lot-by-lot genealogy: what this finished product took and where this input ended up
  • Outsourcing with shipping, partial return, third party loss and reference to the invoice
  • Canceled order returns the original suggestion to the plan, so the need does not disappear without being met
  • Stock movement always along the same path as the rest of the platform, with or without an addressed warehouse
  • Cost per element: material, labor, machine, third party and overhead
  • Predicted and carried out in the same vein, with the variation coming from subtraction and not from a second calculation
  • Price variation separated from quantity variation: buying better and producing better are different actions
  • Capacity variation, which shows the center hour spent beyond what the itinerary predicted
  • Unit cost realized per order, calculated on what was actually produced
  • Cost closing by order, manual on screen or automatic through the night routine
  • Finished goods enter stock at the order cost, not at the average registration cost
  • Overall equipment efficiency indicator per center, with availability, performance and quality
  • Blank indicator when data is missing, instead of an invented number that no one can defend
  • Stoppages ranked by lost time, to attack the cause that costs the most
  • Adherence to the plan in terms of time and quantity, on completed orders for the period
  • Scrap rate for the period and open production backlog by product
  • Panel with released structure, item manufactured without structure, pending suggestions and critical alerts
  • Standard cost frozen per version, in effect: comparing what was done with today's standard would always give almost zero
  • Previous version closed with date and preserved, because it explains the price formed last year
  • Mass freezing of all items with structure released, with others listed instead of reset
  • Variation in mix, efficiency and idleness separate from the previous three
  • Idleness in paid and unused hours, which is the number that links capacity to results
  • Cost of the plan with both sides: leveling costs overtime and inventory, not leveling costs delay
  • Without delay cost configured, the delay side is empty and the screen says so instead of estimating
  • Cockpit with adherence, promise fulfilled, utilization, idleness, scrap, WIP and late orders
  • Each cockpit indicator says which screen it came from, so the manager can disagree with the number in the right place
  • Indicator without data appears empty, never zero: invented number destroys confidence in the entire panel
  • Block of what awaits decision: pending leveling, open remainders and critical messages from the last round
  • Module turned off by default throughout the company: while there is no explicit activation, no planning routine responds
  • Activation and deactivation recorded on the timeline, with author and date, because turning on the PCP changes what Compras sees
  • Advanced feature is born offline within the active module: calendar, forecast, leveling, distribution network and promise enter one at a time
  • More than forty planning parameters on a single screen, with the system default value always visible next to the chosen one
  • Maximum structure depth, ghost item treatment and use of percentage loss defined by the company
  • Planning horizon and firm horizon in days, which separate what the system can change from what is already agreed
  • Balance origin resolved automatically: warehouse addressed when WMS is active, simple stock when not, with the response visible before running MRP
  • Cost method chosen between standard, average and last purchase, valid for explosion and order cost
  • Write-off of the component upon release, proportional to the note or manual, decided by company
  • Stock states considered in the calculation defined in a list, for quarantine and consignment to enter or not according to the policy
  • Seven separate permissions: query, engineering, plan, release, point, cost, and configuration
  • The seller only receives the promised date, the operator only the note and the planner does not need to see the cost
  • Seven automatic routines: nightly MRP, incremental replanning, capacity load, weekly forecast, adherence, indicators and cost closing
  • Each automatic execution recorded with duration, processed volume and result, so that dawn is not a black box
  • Retention of executions configurable in days, so the history does not grow without limit
  • Simulation mode in MRP, calendar and leveling: the scenario is recorded for consultation without touching the official plan
  • Track of events by entity: structure, script, plan, order and suggestion keep track of who moved, when and what
  • Product classification into purchased, manufactured, semi-finished or ghost made item by item or in bulk
  • Unavailable resource responds as unavailable, not as an error: company with wave not yet applied continues operating what already exists
  • Terminal em modo quiosque na máquina, com entrada por crachá ou PIN do operador
  • Setup, início, produção, pausa com motivo, retomada, refugo, retrabalho e conclusão no mesmo teclado
  • Instrução de trabalho versionada, com anexo, congelada na liberação da ordem
  • Leitura da instrução registrada por operador, quando a empresa exige
  • Horas-homem por operação, com entrada e saída de cada operador e efeito no custo de mão de obra
  • Correção por estorno, nunca por exclusão, e fila offline com identificador próprio
  • Motivos de parada classificados como planejados ou não, com efeito declarado no OEE
  • Andon de manutenção, qualidade, material e supervisão, com tempo até atender e até encerrar
  • Chamado de manutenção virando solicitação de serviço quando o módulo de manutenção está ativo
  • Painel de TV por centro de trabalho atualizado por evento, com ordem em curso, boas, refugo e OEE do turno
  • Operação de ponto de controle exigindo inspeção da Qualidade antes de avançar
  • Bloqueio real só com a Qualidade em modo ativo: em modo espelho registra e não trava
  • Não conformidade carimbada com ordem, operação e lote, e genealogia dos lotes afetados
  • Cartas de controle X barra R, X barra S e valores individuais, com Cp, Cpk, Pp e Ppk por característica
  • Instrumento de medição validado pela Metrologia antes da leitura entrar
  • Serviço coletor próprio com MQTT, OPC-UA e endpoint HTTP para CLP, com adaptador que se desliga sozinho quando não configurado
  • Sinal mapeado para evento por centro, agregado por minuto, sem inflar o banco com dado cru
  • Contador da máquina gerando apontamento com origem de máquina, e parada longa sem motivo virando pendência para o operador classificar
  • OEE mostrando se o dado é manual, de máquina ou misto, e a divergência entre o apontado e o medido
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Collections, accounts payable, cash position, bank integrations, remittances, returns and reconciliation in the same flow.

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Versioned budget, rolling forecast, income statement, cash flow and balance sheet projected in the same model.

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From annual planning to the end of the month: budget for the company, the class, the event and the committee's cash flow in a single cycle.

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