Production Planning

Production planners spend hours manually converting sales orders into a production plan, sequencing jobs, and checking feasibility — with no guaranteed accuracy.

Overloading specific machines or work centres creates bottlenecks that are only discovered when the production line actually falls behind, making course correction costly.

Creating work orders manually for every production run is repetitive and error-prone, especially when the same product is produced on a recurring schedule.

Production runs get delayed mid-way when a material not accounted for in manual planning turns out to be out of stock, causing unplanned stoppages.

Once work orders are released, supervisors have no real-time view of how many units have been produced versus the target, making it difficult to intervene when output is falling short.

End-of-shift production reports are compiled manually from operator sheets, entered into spreadsheets, and shared hours after the shift ends — too late to act on.

Products with complex, multi-level BOMs are difficult to manage manually. Version changes, substitutions, and new product introductions often lead to production running with outdated BOMs.

Rejected and rework quantities from production are often not formally logged, causing discrepancies in production counts, inflated scrap rates, and inaccurate finished goods stock.

Monthly production reviews rely on manually compiled variance reports that show what was planned versus actual, but the analysis is always retrospective and cannot drive in-period corrections.

When a production run is complete, the transfer of finished goods from the production floor to the finished goods warehouse is often delayed or unrecorded, causing stock discrepancies.