WIP et Plan vs Actuel — Travail en Progress, Bottlenecks, Overtime et le Plan hebdomadaire vs Actuel

1. Pour quoi la fenêtre est

Il répond à trois questions en un seul endroit : Combien de temps est passé (WIP) Il est en attente entre les opérations et devant laquelle le travail de la machine se dégage; Il y a suffisamment de capacité cette semaine, il y a trop de temps ou un changement supplémentaire nécessaire; Combien de plans de la semaine dernière ont été terminés à temps et pourquoi les commandes tardives ont été Lenteur. Tout est dérivé des données existantes : MES événements de début/fin, dates d’ouverture et de fin des opérations, confirmations, APS Calendrier de la machine, le calendrier Stuck Work et les défauts de maintenance.

Les Tabs : WIP et bouteille · Le temps de transition et les changements supplémentaires · Plan hebdomadaire vs réel · Les raisons de retard. La fenêtre est dans la Production Le groupe du doc.

2. WIP: Les travaux en attente entre les opérations

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.

Cliquer sur une ligne d'ordre ouvre le La chaîne d’opération: Ce que chaque opération a fait et, sur la flèche entre deux opérations, la quantité d'attente et le temps d'attente. Ouvert dans la production Afficher l’ordre dans la fenêtre de production.

3. La bouteille devant la bouteille

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 loi de Little Cross-check

Les commandes complétées dans la dernière 28 les jours de la traversée (λ, ordres/jour) et le temps moyen de flux (W, jours de la première opération d'ouverture - ou la date d'ouverture de l'ordre - jusqu'à la dernière confirmation) sont calculés; L = λ × W Le nombre d’ordres attendus dans le système. Si le nombre d'ordres commencé mais ne s'achève pas à ce moment déviendra de cette estimation par plus de 25% : un avertissement « flux n’est pas équilibré » apparaît : WIP est en train de se faire, ci-dessous signifie que la ligne est vide. le contrôle utilise les comptes d'ordre parce que les quantités de produits différents ne peuvent pas être ajoutés.

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. Le temps de transition et le changement supplémentaire

Le réseau montre Centre de travail × semaine charge (une machine sans un centre de travail a sa propre ligne). Capacité Il vient de la APS Calendrier de la machine (chaipes, pauses, maintenance prévue, délai d'arrêt, surrides journalières). chargement Les opérations ouvertes dans le cadre de l’opération APS le calendrier ; le temps restant des opérations ouvertes non figurant dans le calendrier est ajouté à la semaine du plan d'exploitation, du plan de commande ou de la date due (date passée passe à cette semaine). 85% de la couleur jaune jusqu’à 100% rouge au-dessus.

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 hebdomadaire vs page réelle

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. Résultat de retard : un catalogue et une priorité

Le catalogue a huit raisons de système : Déficit en matière, défaillance de machine, déficit en personnel, problème de qualité, changement de plan, retard du fournisseur, changement de client, Autres; Les nouveaux peuvent être ajoutés, les raisons du système ne sont jamais supprimées (ils peuvent être désactivés, sauf Autres). Code source Mapping Le travail de la force tient raison, le MES raison de défaut (ou sa catégorie) et le code d'échec de maintenance (ou sa catégorie) dans ce catalogue; un code non mappé tombe sur Autre.

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. sur le téléphone

Sur un petit écran, la fenêtre s'échange vers le layout du jardin : résumé (La semaine de KPI cartes, centre de travail plus occupé, raison Pareto), tardé (Liste de cartes; taper un ouvre un sorcier à trois étapes: 1 Ordre · 2 raison · 3 Résultat) et WIP (Les cartes de machine queue) Les objectifs touchés sont au moins 44 Les pixels.

9. Le boss Dashboard, le pulse et le travail hebdomadaire

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. Les permis

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.