Production planning

Production Planner reviews customer demand with the product’s make-or-buy policy and the available supply. A material planning run retains its warehouse scope, horizon and calculation snapshot. Its planned orders identify the demand they support and whether the response is a purchase or a work order.

Manufacturing work carries the product, bill of material and routing into a scheduled order. Component requirements and operations remain connected to that order. Planned and actual dates show how execution compares with the intended schedule, while completed and scrapped quantities explain what output is available for the customer commitment.

• Material review. The planning result identifies shortage, past-due and rescheduling exceptions. Production Planner reviews a planned order before firming it and checks the demand link before releasing supply.
• Released work. The work order retains its release revision and operation schedule. Components, work centers and assigned operators make the planned requirement concrete enough for execution.
• Completion evidence. Production completion links accepted terminal output to its operation, inspection and stock event. Work-order costs retain material, labor and overhead contributions for financial follow-up.

Review product units, make-or-buy choices and lead times before using the planning output to promise dates. Confirm active bill-of-material revisions and routing operations. Work-center capacity and cost rates need an agreed basis. Review planned dates against the work centers and operators the business can actually use before promising a finish date.

Decide who can release a planned order and how the team handles a missing component or delayed operation. Define the quality checks required before terminal output is accepted. Agree how production time and cost evidence reaches the work order, including the treatment of corrections after reported output. Keep the original planned end date available when the schedule changes.

Start with an approved make-to-order customer commitment. Production Planner runs material planning over the relevant horizon and reviews a component shortage. Firm the planned purchase for the shortage and the planned manufacturing order for the finished product. Check that both still point to the demand they are intended to satisfy.

Release the work order with its selected bill of material and routing. During the rehearsal, delay a component and place the affected operation on hold. Move the schedule only after reviewing the consequence for the customer promise. Warehouse Manager should be able to distinguish material allocated to this order from stock available for other demand.

Record a partial completion and a scrapped quantity. Where quality inspection is required, follow the accepted terminal output into its completion record before posting finished stock. Accountant then compares completed cost and remaining work in progress. The planned quantity alone should never be used as evidence that finished output exists.

• Production Schedule — Open work orders with planned start, planned end and reported completion quantities.
• Planned Supply — Planned orders awaiting review or release, including their need dates and exceptions.

Rehearse Demand to production completion, then follow Fulfillment to customer cash.