WIP y Plan vs Actual — Trabajo en Progreso, Bottlenecks, Overtime y el Plan Semanal vs Actual

1. ¿Qué es la ventana para

Responde a tres preguntas en un mismo lugar: ¿Cuánto tiempo se hace (WIP) está esperando entre las operaciones y ante las que el trabajo de la máquina se está plegando; ¿Es suficiente la capacidad esta semana, es necesario un tiempo excesivo o un cambio adicional; ¿Cuánto de los planes de la semana pasada terminaron a tiempo y por qué las pedidas tardas fueron tardas. Todo se deriva de los datos existentes: MES eventos de inicio/acabamiento, fechas de inicio y finalización de la operación, confirmaciones, APS Calendario de la máquina, el trabajo de Stuck y las brechas de mantenimiento.

TABS → WIP y botellas · Horario y cambios adicionales · Plan Semanario vs Real · Después de retrasar las razones. La ventana está en el Producción El grupo del Dock.

2. WIP: trabajo en el progreso esperando entre las operaciones

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.

Clicando una línea de orden abre el Cadenas de operaciones: ¿Qué ha hecho cada operación y, en la bala entre dos operaciones, la cantidad de espera y el tiempo de espera. Abierto en producción muestra la orden en la ventana de producción.

3. La cueva frente al botellón

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. La ley de Little Cross-Check

de las órdenes completadas en el último 28 los días de la salida (λ, pedidos/día) y el tiempo de flujo medio (W, días desde el primer inicio de la operación - o la fecha de apertura de la orden - hasta la última confirmación) se calcularán; L = λ × W Si el número de pedidos comenzó pero no terminó ahora se desvia de esta estimación por más de 25%, Aparece un aviso "el flujo no está equilibrado": los medios de WIP Se está en la punta, por debajo significa que la línea está vacía. El cheque utiliza las comisiones porque las cantidades de diferentes productos no se pueden añadir.

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. El tiempo y la necesidad de cambio adicional

La red muestra Centro de trabajo × semana carga (una máquina sin un centro de trabajo tiene su propia línea). Capacidad Viene de la APS Calendario de la máquina (cambios, pausas, mantenimiento planificado, horario de desembarco, sobreridas de día). Carga procedentes de operaciones abiertas en el APS horario; el tiempo restante de operaciones abiertas no en el horario se añade a la semana del plan de operaciones, el plan de pedido o la fecha de la fecha (las fechas pasadas van a esta semana). 85%, Y amarillo hasta 100%, roja arriba.

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. Plan Semanario vs página real

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. Razón del retraso: un catálogo y una prioridad

El catálogo tiene ocho razones del sistema: Desaparición de materiales, Desaparición de máquinas, Desaparición de personal, Problemas de calidad, Cambio de plan, Retraso del proveedor, Cambio de cliente, Otros; Los nuevos pueden ser añadidos, las razones del sistema nunca se eliminan (los pueden desactivarse, excepto otros). código fuente de mapa La relación con el trabajo de la fuerza tiene razón, el MES razón de desempleo (o su categoría) y el código de fracaso de mantenimiento (o su categoría) en este catálogo; un código no mapeado cae en Otros.

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. En el teléfono

En una pantalla pequeña, la ventana se desplaza hacia el diseño del jardín: Resumen (La semana de KPI tarjetas, centro de trabajo más ocupado, razón Pareto), Lato (Lista de tarjetas; tapando uno abre un mago de tres pasos: 1 Orden · 2 Razón · 3 Resultados) y WIP (Cartas de cuero de máquina). los objetivos de toque son al menos 44 Los pixeles.

9. Boss Dashboard, pulso y trabajo semanal

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. Permisiones

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.