The shortage that stops the line is knowable on Monday.
Bills of material, routings, work orders and material requirement runs on the same meta model as procurement and inventory, so a plan change reprices the shortage list immediately, and the shop floor records what it actually made, batch by batch.
Finite planAssembly · Model A420 units
PO-7194 · 17 Aug 11:00 · Inventory snapshot · 09:16
120 units · promised 17 Aug 10:00
Two customer orders protected.
The production plan is a live agreement between material, line and promise.
WO-3381 cannot be recovered by dragging a block. Its BOM shortage, neighbouring jobs, inbound timing, customer allocation and commitment authority all move together.
BOM and routing share one plan
Requirements, effective revisions and line capabilities define what the work order really needs.
WO-3381 · BOM-A17 · revision 7Capacity is finite and visible
Calendars, shifts, changeovers and active work share the same time boundary.
Finite plan · 16 Aug · Shift A/BA shortage reaches the promise
Material risk stays connected to the work order and both affected customer orders.
BRG-4418 → WO-3381 → SO-48211A feasible option still needs authority
The planner prepares sequencing; the plant head commits or returns the scenario.
Meera Iyer → Vikram RaoPlanning that survives contact with the shop floor.
The planning module is only as good as what the floor tells it. These rows are about closing that loop within the shift, not at month end.
Multi-level BOMs, revised by a change request queue.
BOMs and routings versioned with effective dates and where-used analysis, so an engineering change shows every order it will affect before it is released.
An overnight MRP run, read the next morning.
Requirement runs on demand against live stock, open POs and firm orders: the shortage list is costed, dated and assigned to a buyer.
A finite-capacity plan, overtaken by breakdowns.
Work centre capacity, changeover and maintenance windows in the schedule; a breakdown triggers a re-plan with the orders it will delay named.
Production reported at end of shift, on paper.
Operators confirm operations, downtime reasons and scrap at the station on a tablet, so the plan sees reality within the shift.
Inspection recorded, and a hold managed by conversation.
In-process and final inspection plans with sampling; a failure raises a hold that physically blocks the batch from dispatch.
Batch records assembled when a customer complains.
Raw batch to finished batch to shipment on one trail, so a recall scopes in minutes, with the customers named.
Replan the consequence, not just the coloured block.
A line movement changes material, capacity, cost and customer promise. Keep those dependencies together while a named planner prepares and a plant head commits.
Illustrative product sequence · no schedule or promise changes automatically.The constraint sits inside the line sequence
Line calendars, changeovers and each neighbouring work order remain visible around WO-3381.
BOM demand and inbound timing disagree
BOM-A17 requires 420 bearings; 240 are available and PO-7194 lands after the protected start.
The shortage has named customer exposure
SO-48211 and SO-48226 stay attached to the work order while scenarios are compared.
Finish, cost and service in the same decision.
Compare three finite scenarios. Selecting one changes the visible plan consequence, but it remains prepared until the named authority records a decision.
Meera Iyer
Validate sequence, constraint and customer allocation.
WO-3381 · BOM-A17 · line calendarsMay prepare or return the scenario.Rahul Bose
Own PO-7194 inbound timing and receipt assumptions.
PO-7194 · supplier ASNMay update evidence; cannot commit a replan.Vikram Rao
Commit, return or reject the replan with a reason.
Scenario C · customer allocation · +₹61 KAlone may commit the schedule change.A feasible scenario is not a committed schedule.
Meera owns the plan logic, Rahul the inbound evidence and Vikram the final commitment. Their boundaries remain visible.
Carry the work order, shortage and customer promise together.
The planner task shows the record, material exception, evidence, consequence, prepared scenario and named commitment gate.
One complete role task, not a miniature status card.Inventory snapshot · 09:16 · PO-7194 · 17 Aug 11:00
Line 2 has an open changeover window.
120 units · promised 17 Aug 10:00
Meera reviews; Vikram commits or returns.
What the plant gets.
Discrete, process and job-work models are all supported; the routing is yours, not a template. The plan stays connected to what the plant can make, what material exists and what customers were promised.
BOM & routing
Multi-level bills with alternates, scrap factors, effective dates, where-used analysis and versioned routings by work centre.
multi-level · effective · altDemand & forecast
Firm orders, forecasts and safety stock combined into a demand plan, with consumption tracked against forecast.
forecast · consume · safetyMaterial requirement run
Netting against stock, open purchase orders and work orders, producing a dated, costed shortage list with buyer assignment.
net · shortage · assignCapacity & scheduling
Work centre calendars, changeover matrices, maintenance windows, and re-scheduling when a breakdown is reported.
capacity · changeoverWork order execution
Operation confirmation, material issue and back-flush, downtime reasons, scrap and rework at the station.
confirm · downtime · scrapQuality plans
Incoming, in-process and final inspection with sampling plans, non-conformance records and disposition decisions.
sampling · ncr · dispositionJob work & subcontract
Material issued to a vendor, tracked at their site, received back with yield reconciliation and rejection handling.
issue · yield · reconcileTraceability & recall
Genealogy from raw batch to finished batch to customer shipment, with a recall workspace that names the exposure.
genealogy · recall scopeA breakdown that re-plans the week, not the quarter.
The system can surface constraints and compare feasible plans. It cannot reserve material, resequence the plant or change a customer promise by itself.
“which customer orders slip if work centre four is down for two days”
Three agents on the plan. The plant head commits it.
Agents prepare constraint evidence and scenarios. Planners and plant leaders keep consequential authority.
Nets requirements continuously and raises the shortage with its date, its cost and the buyer who owns it.
purchase decisions stay humanRe-sequences work orders after a breakdown or a rush order and names the customer orders it will delay.
plant head commits the scheduleWatches inspection results and holds the batch the moment a plan fails, before it can be dispatched.
release needs a disposition decisionTracks yield, scrap and downtime by shift and line and flags the drift while the cause is still visible.
reason codes come from the floor
Bring one BOM. Run the shortage list on it.
A 90-minute working session: your bill of material, routing and quality plan drafted as an FRS, approved, and generated to a staging tenant with a requirement run against real stock.
Production is meta on the platform: the same inventory locations, the same vendor master as procurement, and durable execution behind every work order, with costing left to your ledger.