Production & Shop Floor (44)
about 301,818 hrs/yr
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- Backflush posting (Daily / Shift, about 9,000 hrs/yr) For backflushed components, completing an operation or job consumes BOM quantities automatically.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- Setup confirmation (Per event / project, about 150 hrs/yr) Before production, the setup is checked against the setup sheet: tooling, fixtures, programs, and parameters.