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Production Planner workflow catalog

a manufacturing professional who schedules production work, balancing due dates, materials, machines and labor to keep orders on time

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74
workflows in this catalog
1
industryManufacturing 74
2
areas of workLargest: Production & Shop Floor (44)
321k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

Production Planner

Area

74 workflows

Production Planner · 2 areas · about 321k hrs/yr

Manufacturing (74 workflows)

Production & Shop Floor (44)

about 301,818 hrs/yr

  1. Job engineering/release (Daily / Shift, about 9,000 hrs/yr) Before a job reaches the floor, planners confirm BOM, routing, and revision, check material and tooling, and release the job so operations can report against it.
  2. Job traveler generation (Daily / Shift, about 9,000 hrs/yr) The traveler goes with the job through the shop, listing operations, drawings, instructions, and signoff blocks.
  3. Job packet release (Daily / Shift, about 9,000 hrs/yr) The full job packet, with traveler, drawings, pick list, inspection sheets, and work instructions, is assembled and delivered to the first work center or published to shop-floor terminals.
  4. Shift schedule dispatch (Daily / Shift, about 9,000 hrs/yr) At the start of each shift, supervisors get a dispatch list per work center showing jobs in priority order with material status, so operators know what to run next.
  5. Operator labor clock-in (Daily / Shift, about 9,000 hrs/yr) Operators clock in to the shift and onto jobs and operations at shop-floor terminals, so labor hours land against jobs for costing and payroll.
  6. Labor time entry (Daily / Shift, about 9,000 hrs/yr) Labor hours from terminals, paper tickets, or supervisor entry are recorded against job operations with employee, hours, and quantity, feeding job cost and efficiency reports.
  7. Machine time entry (Daily / Shift, about 9,000 hrs/yr) Machine run hours are captured from controllers, MES, or operator entry against job operations for costing, utilization, and capacity reporting.
  8. Production quantity reporting (Daily / Shift, about 9,000 hrs/yr) Operators report good and scrap quantities per operation, which moves the job forward and updates WIP, schedules, and job cost.
  9. Operation completion (Daily / Shift, about 9,000 hrs/yr) When an operation finishes, the operator marks it complete in the ERP or MES, the job moves to the next work center, and any remaining quantity is noted.
  10. Material consumption reporting (Daily / Shift, about 9,000 hrs/yr) Actual components used on a job are recorded, including extra material and substitutes, so job cost and inventory reflect what really went into the product.
  11. Backflush posting (Daily / Shift, about 9,000 hrs/yr) For backflushed components, completing an operation or job consumes BOM quantities automatically.
  12. Scrap reporting (Daily / Shift, about 9,000 hrs/yr) Operators record scrapped quantities with reason codes and operation, which removes the parts from WIP, charges scrap cost, and may trigger a replacement job or extra material issue.
  13. Production hold placement (Daily / Shift, about 9,000 hrs/yr) When a quality or safety issue is suspected, production or quality places a hold on jobs, operations, or lots so nothing moves until the issue is investigated.
  14. Production hold release (Daily / Shift, about 9,000 hrs/yr) Once the issue is resolved, quality releases the hold and records the disposition, the job resumes, and the release is documented against the NCR or investigation.
  15. Job split/merge (Daily / Shift, about 9,000 hrs/yr) Planners split a job to ship part of it early or run it on two machines, or merge jobs for efficiency, keeping quantities, lot traceability, and costs correct.
  16. Job quantity change (Daily / Shift, about 9,000 hrs/yr) When order quantity changes or scrap cuts yield, planners change the job quantity, adjust material requirements and operations, and record the reason.
  17. Job due-date change (Daily / Shift, about 9,000 hrs/yr) When a customer date moves or capacity changes, planners update the job due date, reschedule operations, and tell the floor and customer service.
  18. Operation resequencing (Daily / Shift, about 9,000 hrs/yr) Engineering or supervisors change the order of operations on a job for a machine problem or a better flow, with approval, keeping traveler and routing consistent.
  19. Machine assignment change (Daily / Shift, about 9,000 hrs/yr) When a machine is down or overloaded, supervisors move an operation to another qualified machine and update the job so labor, cost, and schedule follow the change.
  20. Alternate resource selection (Daily / Shift, about 9,000 hrs/yr) For operations with approved alternate resources, planners choose the alternate when the primary is unavailable, checking rates, times, and quality requirements.
  21. First-piece approval (Daily / Shift, about 9,000 hrs/yr) The first part after setup is inspected against the drawing, recorded, and approved by quality or a lead before the rest of the run proceeds.
  22. Tool issue/return (Daily / Shift, about 9,000 hrs/yr) Operators check tools out of the crib for a job and return them after use; the crib records who holds each tool, its remaining life, and its condition.
  23. Shop-floor material request (Daily / Shift, about 9,000 hrs/yr) Operators request more material, missing components, or consumables for a job; the warehouse picks and delivers, recording the issue in the ERP.
  24. Shop-floor shortage escalation (Daily / Shift, about 9,000 hrs/yr) When a job stops for missing material, the supervisor escalates to materials and purchasing, who find stock, expedite, or reschedule, and the downtime cause is logged.
  25. Supervisor shift handoff (Daily / Shift, about 9,000 hrs/yr) At shift change, supervisors pass on job status, machine problems, safety issues, and priorities in a handoff log so the next shift starts informed.
  26. Downtime event recording (Daily / Shift, about 9,000 hrs/yr) Machine stops are recorded with start time, end time, and affected job, from MES data or operator entry, forming the base for OEE and maintenance analysis.
  27. Downtime reason coding (Daily / Shift, about 9,000 hrs/yr) Each downtime event needs a reason code, such as breakdown, changeover, material, or labor, assigned by operators or supervisors so causes can be analyzed.
  28. Job completion (Daily / Shift, about 9,000 hrs/yr) When the final operation is done, finished goods are received into stock or shipped directly, and the job is marked complete for quantity and cost.
  29. Job closing (Daily / Shift, about 9,000 hrs/yr) Completed jobs are closed after confirming all labor, material, and outside costs are posted, so final cost moves to inventory or cost of goods sold and WIP clears.
  30. Co-product/by-product reporting (Daily / Shift, about 9,000 hrs/yr) Processes that yield several outputs report each product and quantity, allocating cost by defined ratios so inventory and cost records stay correct.
  31. Batch/lot record completion (Daily / Shift, about 9,000 hrs/yr) For batch or regulated processes, the batch record is completed with materials, lots, parameters, checks, and signatures, then reviewed before the lot is released.
  32. Production deviation record (Daily / Shift, about 9,000 hrs/yr) When a process runs outside its instructions, operators or supervisors record the deviation, its cause, affected parts, and immediate actions, and route it to quality.
  33. Operator instruction acknowledgement (Daily / Shift, about 9,000 hrs/yr) When work instructions change, operators must acknowledge the new revision before running the operation, and supervisors track who has not yet done so.
  34. Scrap reason review (Daily / Weekly, about 546 hrs/yr) Supervisors and quality review scrap by reason, part, operation, and shift each week, look for patterns, and open corrective actions for the largest or repeating causes.
  35. Work center queue review (Daily / Weekly, about 546 hrs/yr) Supervisors review jobs queued at each work center, check priorities, material, and staffing, and adjust assignments to keep the constraint running.
  36. OEE review (Daily / Weekly, about 546 hrs/yr) Operations reviews overall equipment effectiveness by machine, broken into availability, performance, and quality, from MES and ERP data, and targets the largest losses.
  37. Production efficiency review (Daily / Weekly, about 546 hrs/yr) Production managers compare earned standard hours with actual reported hours by work center and shift, investigate low efficiency, and assign improvement actions.
  38. Labor efficiency review (Daily / Weekly, about 546 hrs/yr) Supervisors review efficiency by employee and operation, comparing standard with actual hours, and use the results for coaching, training, and fixing bad standards.
  39. Yield review (Daily / Weekly, about 546 hrs/yr) Quality and production compare good output with input by product and operation, find where yield losses occur, and set improvement targets.
  40. WIP aging review (Daily / Weekly, about 546 hrs/yr) Finance and production review jobs whose WIP has sat too long, find stalled or forgotten jobs, and decide whether to finish, scrap, or close them.
  41. Job cost-to-actual review (Daily / Weekly, about 546 hrs/yr) Cost accounting compares estimated or standard cost with actual material, labor, and overhead per job, investigates large variances, and reports job profitability.
  42. Production job creation (Per event / project, about 150 hrs/yr) Planners create a production job from a firmed planned order, sales order, or stock need, with part, quantity, due date, BOM, and routing copied onto the job.
  43. Rework job creation (Per event / project, about 150 hrs/yr) Nonconforming parts that can be reworked get a rework job with its own operations, material, and hours, linked to the original job and NCR so cost and traceability are kept.
  44. Setup confirmation (Per event / project, about 150 hrs/yr) Before production, the setup is checked against the setup sheet: tooling, fixtures, programs, and parameters.

Demand, S&OP & Planning (30)

about 19,260 hrs/yr

  1. S&OP cycle (Daily / Weekly, about 780 hrs/yr) Each month, demand, supply, finance, and leadership reconcile the demand plan with capacity and inventory, resolve gaps, and agree one plan, documented in an S&OP deck with decisions and open issues.
  2. Executive S&OP approval (Daily / Weekly, about 780 hrs/yr) Leadership reviews the consolidated S&OP plan, its scenarios and gaps, and the financial view, then approves the plan and records decisions on capacity, inventory, and service priorities.
  3. Master production schedule (Daily / Weekly, about 780 hrs/yr) Planners set what finished goods or key assemblies will be built in each period, balancing demand, inventory targets, and capacity, and maintain the master production schedule in the ERP as the driver for MRP.
  4. MRP regeneration (Daily / Weekly, about 780 hrs/yr) MRP recalculates planned orders and action messages from demand, stock, open orders, BOMs, and lead times.
  5. Planned order firming (Daily / Weekly, about 780 hrs/yr) Planners convert planned orders into firm jobs or purchase requisitions after checking material, capacity, and lot size, locking them so the next MRP run cannot move them.
  6. Capacity requirements planning (Daily / Weekly, about 780 hrs/yr) Planners compare required hours by work center and period with available capacity, using routing times, scheduled jobs, and planned orders, and identify overloads to solve with overtime, outsourcing, or rescheduling.
  7. Finite scheduling (Daily / Weekly, about 780 hrs/yr) The scheduler sequences jobs against real work center capacity, respecting setup families, due dates, and material availability, and publishes a realistic schedule for each work center.
  8. Production schedule sequencing (Daily / Weekly, about 780 hrs/yr) Within each work center, supervisors or schedulers set the order in which jobs run, grouping by setup, material, or color while honoring due dates, and update the dispatch list.
  9. Expedite handling (Daily / Weekly, about 780 hrs/yr) Urgent customer or internal needs require moving a job ahead.
  10. Overtime capacity decision (Daily / Weekly, about 780 hrs/yr) When load exceeds regular hours, managers decide where to add overtime or weekend shifts, weighing labor cost, due dates, and staffing, and record approved hours for scheduling and payroll.
  11. Make-to-stock replenishment planning (Daily / Weekly, about 780 hrs/yr) For stocked finished goods, planners compare on-hand quantity and open jobs with forecast and target levels, then create build orders to replenish, respecting lot sizes and capacity.
  12. Make-to-order job planning (Daily / Weekly, about 780 hrs/yr) For each made-to-order line, planners create or link a job, confirm the BOM and routing, check material and capacity, and set a schedule that supports the promised date.
  13. Engineer-to-order milestone planning (Daily / Weekly, about 780 hrs/yr) Engineer-to-order projects are planned by milestone: design approval, long-lead purchases, fabrication, assembly, testing, and shipment.
  14. Subcontract capacity planning (Daily / Weekly, about 780 hrs/yr) Planners estimate how much work must go to subcontractors, for processes the plant lacks or when internal capacity is short, check supplier capacity and lead time, and plan outside processing orders.
  15. Customer forecast consolidation (Daily / Weekly, about 546 hrs/yr) Forecasts from many customers arrive in different formats and time buckets.
  16. Forecast accuracy review (Daily / Weekly, about 546 hrs/yr) Planners compare past forecasts with actual orders by part and customer, calculate error measures such as MAPE and bias, and decide where forecast methods or customer inputs need adjustment.
  17. Statistical forecast override (Daily / Weekly, about 546 hrs/yr) Planners override the system forecast where they know better, such as a lost customer, a promotion, or a product launch.
  18. MRP exception review (Daily / Weekly, about 546 hrs/yr) After MRP runs, planners work the exception messages: expedite, defer, cancel, past-due release, and shortage.
  19. Bottleneck review (Daily / Weekly, about 546 hrs/yr) Operations identifies the constraint work center, reviews its queue, uptime, and output, and decides how to protect it through overtime, offloading work, or setup reduction.
  20. Material shortage review (Daily / Weekly, about 546 hrs/yr) Planners review components short for upcoming jobs, confirm supplier dates, look for substitutes or site transfers, and decide which jobs to delay, split, or release partially.
  21. Past-due job review (Daily / Weekly, about 546 hrs/yr) Production control reviews jobs past their due date, identifies causes such as material, capacity, or quality holds, sets new completion dates, and updates customer promise dates.
  22. Late supplier impact review (Daily / Weekly, about 546 hrs/yr) When a supplier misses a date, planners find the affected jobs and customer orders, estimate the delay, and decide whether to expedite, source elsewhere, or reschedule.
  23. Available capacity review (Daily / Weekly, about 546 hrs/yr) Planners update available capacity by work center for shifts, holidays, maintenance windows, and staffing changes, so scheduling and capacity planning run on real numbers.
  24. Safety stock review (Daily / Weekly, about 546 hrs/yr) Planners review safety stock by part using demand variability, lead time, and service targets, compare the result with current ERP settings, and update values where risk or demand has shifted.
  25. Reorder point review (Daily / Weekly, about 546 hrs/yr) For reorder-point parts, planners compare recent usage and lead time with current reorder points and adjust settings so replenishment triggers in time without building excess stock.
  26. Lot-size parameter review (Daily / Weekly, about 546 hrs/yr) Planners review order quantities, minimums, multiples, and lot-sizing rules against demand, setup cost, and supplier minimums, then update the planning parameters in the ERP.
  27. Kanban quantity review (Daily / Weekly, about 546 hrs/yr) Kanban card quantities and loop counts are recalculated from current usage, lead time, and container size, then cards are added or pulled on the floor and in the ERP.
  28. Forecast consumption review (Daily / Weekly, about 546 hrs/yr) Planners check how actual sales orders are consuming the forecast by part and period, find over- or under-consumption, and adjust the remaining forecast so MRP neither double-counts nor misses demand.
  29. Backlog-to-capacity reconciliation (Daily / Weekly, about 546 hrs/yr) Operations converts the open order backlog into hours through routings, compares it with available capacity by work center and period, and agrees which orders to move, outsource, or cover with overtime.
  30. Demand forecast creation (Per event / project, about 150 hrs/yr) Planners build a forecast by part or family from order history, customer forecasts, and sales input, adjust for known events, and load the result into the ERP forecast that MRP plans against.

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