WIP und Plan vs. Aktuell – Arbeit in Progress, Bottlenecks, Überzeit und der wöchentlichen Plan vs. Aktuell

1. Was das Fenster für

Sie antwortet drei Fragen an einem Ort: Wie viel Arbeit in der Entwicklung (WIP) wartet zwischen den Operationen und vor welchem Maschinenarbeit sich aufschlägt; ist Kapazität genügend in dieser Woche, überzeit oder eine zusätzliche wechsel erforderlich; Wie viel der letzten Woche-Plan in der Zeit abgeschlossen und warum die verzögerten Bestellungen spät. Alles ist aus bestehenden Daten abgeleitet: MES Start/End-Events, Betriebsstart und Abschlussdatums, Bestätigungen, die APS Schema und Maschinenkalender, Stuck Work hält und Wartungsbrechungen.

Tabs zu: WIP und Bottleneck · Überzeit und zusätzliche Wechseln · Wochenplan vs. tatsächliche · Verzögerung Gründe. Das Fenster ist in der Produktion Gruppe des Dock.

2. WIP: Arbeit in Fortschritt warten zwischen Operationen

Quantity done: for each operation, good + rework quantity in MES finish events; without MES a completed operation counts as the order quantity and the last operation is combined with confirmations. An earlier operation can never appear to have done less than a later one.
Waiting = quantity done by an operation − quantity done by the next. WIP quantity = done by the first operation − done by the last.
WIP value = waiting × unit cost × completion ratio. Unit cost comes first from the standard cost (nearest period); completion ratio = material share + labour/overhead share × share of routing time up to that operation. Without a standard the actual cost is used as a full unit and the row is marked with * (upper bound).
Wait time: time from one operation finishing to the next one starting; if the next has not started the wait is still running (…). Colour: under 1 day green, up to 3 days yellow, above red.

Klicken Sie auf eine Ordnungsrunde öffnet die Betriebskette: was jede Operation getan hat und, auf der Schild zwischen zwei Operationen, die Wartungsmenge und die Wartungszeit. Öffnen in Produktion Zeigt die Bestellung im Produktionsfenster an.

3. Schlange vor dem Flaschen

The work in progress piled up in front of an operation (what the previous operation made and this operation has not processed yet, partial lots included) is that machine's queue; even if the operation has started, the remaining parts are in the queue. The first operation's input is raw material, so it is not counted as queue. Per machine you see the number of queued orders, queue hours (operation time × quantity piled up in front; + setup if the operation has not started), the oldest wait and the queue days (queue minutes ÷ the machine's daily capacity this week, from the APS calendar). The daily capacity of work center boxes is the APS work center capacity (efficiency included). The queue in front of a machine with unknown capacity (an undefined machine) is red because it can never be processed. Queue days under 1 are green, up to 3 yellow, 3 or more red — the worst machine is shown as the bottleneck. Open in APS goes to the Bottleneck tab of the Production Schedule, where the "Add 1 shift" scenario calculates the effect.

4. Das Gesetz des kleinen Cross-Check

Von den Bestellungen, die im letzten 28 Tag der Durchlaufzeit (λ, Bestellungen/Tag) und die durchschnittliche Flusszeit (W, Tage vom ersten Betriebsstart bis zum letzten Bestätigungsdatum) berechnet werden; L = λ × W Die erwartete Anzahl der Bestellungen im System. Wenn die Anzahl der Bestellungen begonnen hat, aber nicht gerade abgeschlossen ist, wird diese Schätzung durch mehr als 25% ein Warnungszeichen „Der Fluss ist nicht ausgeglichen“ erscheint: oben WIP ist aufgeladen, unten bedeutet die Linie leer. Die Check verwendet Bestellzahlen, weil Menge verschiedener Produkte nicht hinzugefügt werden kann.

The verdict depends on the absolute difference. If the difference between observed and estimated is less than 3 work orders, the flow counts as balanced. If it is 3 or more: when the estimate is at least 1 order the percentage deviation must also exceed 25%; when the estimate is under 1 order (a workshop with few orders, or data where confirmations were entered in bulk) the percentage is meaningless and is not shown, but a build-up is still reported with the "not balanced" warning.

5. Überzeit und zusätzliche Wechseln benötigt

Das Netz zeigt Arbeitsplatz x Woche Lade (eine Maschine ohne ein Arbeitszentrum hat eine eigene Reihe). Kapazität kommt von der APS Maschinenkalender (Aufwechsel, Pausen, geplante Wartung, Ablaufzeiten, Tagesüberrunden). Laden Aus der Offiziellen Operation im APS Zeitplan; die übrige Zeit der offenen Operationen nicht im Zeitplan wird zur Woche des Betriebsplans, des Auftragsplans oder der angegebenen Datum hinzugefügt (Passdates gehen bis in diese Woche). 85% gelb bis 100% auf dem roten.

Overload = load − capacity (member machines of a work center share each other's load).
OT capacity = crew × weekly overtime cap per person; the cap is read from the active HR regulation (daily × working days, weekly cap, the remaining yearly allowance spread over the remaining weeks — Türkiye 3 h/day and 270 h/year, Indonesia 4 h/day and 18 h/week). Overtime already used this year is read from timekeeping. It is also limited by the machine's free calendar time.
Extra shifts = ⌈overload ÷ shift length⌉ (shift length from the calendar).
Suggestion: Overtime is enough · OT not enough: extra shift · OT and extra shifts not enough: subcontract or move load · No capacity: move the load to another machine (machine under maintenance or inactive).

The current week counts from today. This week's capacity and overtime allowance are calculated only from the days between today and the end of the week; capacity of days already past can no longer be used, while overdue load is written into this week. If a row has no capacity at all in the remaining days of the week (for example at the weekend), the load falling into that week is moved to the first week with capacity; if no row has remaining capacity, the Boss Dashboard and the weekly page show the overtime need for next week. The "No capacity" suggestion stays only on a row that has no capacity anywhere in the horizon. A work center row's capacity is the APS work center capacity (efficiency included). The Company reports › Machine utilization and OEE button above the grid opens the actual machine utilization for the same weeks.

6. Wochenplan vs. tatsächliche Seite

Planned finish, in order: the APS operation plan → the official APS schedule / capacity plan → the order's planned start + planned duration → the due date. The bottom of the page says how many orders came from each source.
Planned: orders whose planned finish falls in this week (count, quantity, total operation time). Actual: orders completed in the week, confirmed quantity and working hours in the week (MES net run time + confirmation time not linked to MES).
On time % = completed on or before the planned finish ÷ evaluated (orders whose planned day has not come yet count as "waiting").
Late: orders planned for this week that finished late or are still open + carried over open orders from earlier weeks; delay days are counted from the planned finish.
The delay reason Pareto, this week's overtime / extra shift need, the WIP summary and next week's risks (Stuck Work due-date radar) are on the same page.

Print opens the page in A4 layout; the PDF is produced on the server (print from the browser if the message service is off). Numbers are written in the format of the document's language. Save snapshot freezes the week's figures — saving the same week again updates the same record, no new record is created; the version goes up only if the figures changed. Send: an in-app message to the chosen users, an e-mail with the PDF attached to the e-mail addresses, a short summary to the WhatsApp numbers.

Drilling into the company report. The Company reports › Planned and actual production button at the top of the page opens, in the Reports window, the planned / actual comparison of the same week by work order and operation (permission: general reports).

Past weeks. On the page of a past week the WIP and overtime figures are not calculated from today; they are shown only from a snapshot taken during that week (the weekly job takes the new week's snapshot every Monday). If there is no such snapshot these two boxes stay empty and a note appears on the page.

7. Grund für Verzögerung: ein Katalog und Priorität

Der Katalog hat acht Systemgründe: Materialmangel, Maschinenbrechung, Personalmangel, Qualitätsprobleme, Planänderung, Lieferantverzögerung, Kundenänderung, Andere; Neue können hinzugefügt werden, Systemgründe werden nie gelöscht (sie können deaktiviert werden, mit Ausnahme Anderer). Quellcode mapping die Stuck-Arbeit hält die Vernunft, die MES Der Grund für die Ablaufzeit (oder seine Kategorie) und der Wartungsversagencode (oder seine Kategorie) in diesem Katalog; ein unkarte Code fällt an Andere.

The reason for a late order is found in this order: correction (a reason overridden manually with plan_gercek_yonet) > manual assignment (an assigned reason comes before all automatic sources) > Stuck Work hold (with a known reason) > MES downtime (a downtime event linked to the order) > maintenance breakdown (a breakdown work order on the order's machine overlapping the order's time) > "unknown" hold (a hold the Stuck Work job opens on its own for late orders, carrying no reason — used only when there is no other evidence, falls to Other). Within a source the longest record wins. If none exists the row shows "No reason assigned" in yellow; choose one with Assign reason. Each assignment deactivates the previous one (nothing is deleted) and stays in the log.

8. auf dem Telefon

Auf einem kleinen Bildschirm wechseln die Fenster zum Garten-Layout: Zusammenfassung (Die Woche der KPI Karten, Busse Arbeitszentrum, Grund Pareto), spät (Karte-Liste; ein Tapping öffnet einen dreistufigen Zauberer: 1 Ordnung · 2 Grund · 3 Ergebnisse) und WIP (Machine Queue Karten) Die Touch-Ziele sind zumindest 44 Pixel zu machen.

9. Boss Dashboard, Pulse und die wöchentliche Arbeit

The Boss Dashboard's attention box shows money tied up in WIP and this week's overtime / extra shift need (red if overtime and extra shifts are not enough; at the weekend for next week).
In the Pulse mobile interface a work center over capacity this week appears as an attention row.
The weekly job is off by default (PLAN_GERCEK_GOREV=1). When on, on Monday morning (PLAN_GERCEK_GUN, PLAN_GERCEK_SAAT) it saves the snapshot of last week and of the new week — at most once a day per week, and the version goes up only when the figures change; the new week's record keeps that week's WIP and overtime figures as measured during the week. Once a week it writes an in-app summary message to managers and users with plan_gercek_yonet or production planning permission. E-mail and WhatsApp are not sent by the job; use Send on the page.

10. Erlaubnis

View: plan_gercek, plan_gercek_yonet or one of the production permissions.
Assign a reason to a late order: plan_gercek (or production planning).
Correct the automatic reason, catalogue, mapping, saving and sending snapshots: plan_gercek_yonet.
Run the job manually: system administrator. Writing also requires the write gate to be open and the user not to be read-only.