Load against real capacity
Compare committed work to the capacity actually available once shifts, skills and planned downtime are accounted for.
Planning intelligence / Concept under discovery
Capacity and Scheduling Intelligence
Compare committed work against real available capacity and show where the schedule stops being achievable.
The problem
Objective: Protect a realistic plan.
A schedule is usually built on standard times, full attendance and no interruptions. Reality supplies none of those, so the plan quietly becomes fiction somewhere in the second week.
The gap is normally discovered on the floor, by the people who have to work around it, rather than in planning while there is still room to change something.
What it does
Four things it has to get right.
The constraint named
Identify which work centre is the binding constraint in a given period rather than reporting utilisation everywhere.
Consequence of a new order
Show what accepting a date does to existing commitments before it is promised to the customer.
Where the plan breaks
Flag the point in the horizon where committed work exceeds what can be delivered, with the orders involved.
Operational signals
What it reads.
Read-only, from the systems you already run. Nothing is replaced and nothing is written back without an approval.
- Work-centre load
- Shift and skills availability
- Planned downtime
- Committed order book
Week 12 load at 118 per cent of available capacity
Constraint is the finishing cell, not assembly
Two orders have float and could move to week 13
Achievable plan proposed for planning sign-off
An illustration of the kind of chain the system is designed to surface, not output from a live customer system.
The decision
Who acts on it.
Planning and operations leadership
Decide what to accept, what to move and where overtime or outsourcing genuinely pays, before the plan is published.
Illustrative scenario
Sales want to confirm a date in four weeks. See which existing commitments that date would displace before it is promised.
Connected solutions
It does not work alone.
The same operational context powers every solution, so a signal picked up here shows its consequences everywhere else.
Is this the one costing you most?
We start with one measurable operational problem, your existing systems and a decision owner who can act. Tell us where it hurts and we will scope it honestly.