Why this exists
Most production plans are built in a spreadsheet against capacity figures that assume every machine runs at nameplate and nothing ever changes over. The plan is optimistic the day it is made and wrong within a week. The gap gets absorbed by expediting, overtime and delivery dates that slip quietly enough that nobody has to own them.
The work
What we do
- Model capacity where it is actually constrained - the machine, not the department
- Build routings from what the floor does, including setup and changeover time
- Schedule against finite capacity, so a plan cannot promise more than exists
- Give sales a date they can commit to before the order is accepted, not after
Deliverables
What you get
- A plan that reflects what the floor can genuinely take
- Delivery dates defensible at the point of quoting
- Visibility of where capacity is actually binding, rather than where it is assumed to be
Edges
Where it stops
What we don't touch
How you sequence the floor. We show what fits; the scheduling calls stay with the people who make them.
Done when
planning runs against real capacity instead of a spreadsheet's assumptions.
Next step
Start with discovery.
Whether this is the right piece of work is exactly what discovery answers.