Simon G. / Fields / Manufacturing
Production planned against real orders, materials and machines.
For plants that plan in a spreadsheet beside the ERP: the plan per machine and shift, the materials to chase, the cost of each lot and the scrap that eats the margin. Prepared every night, signed by the people you name, on your own server.
The demo shows a fictional packaging-film plant: four extruders, one printing machine, six confection lines, three planners.
The plant this morning
What the production manager sees first. Orders, materials, cost, scrap.
Figures from the demo company, fictional. Every tile opens the decisions behind it.
Production plan per machine and shift
Orders turned into a plan the floor can run tomorrow morning.
Customer orders, the stock of semi-finished rolls and the machines' real speeds become a plan per machine and shift. Changeovers and cold starts are counted, not assumed. The planner sees what moved since yesterday and why, and signs the version that goes to the floor.
- Hour-by-machine board, rebuilt every night
- Changeovers by colour, width and material, with their cost
- Idle capacity filled with stock orders only inside the signed limit
Materials and supplier follow-up
What is needed, what is on order, what is late, and whom to call.
Material needs per stage come from the plan, not from a reorder point. Open purchase orders, arrivals not yet booked and blocked stock are read as they are. The purchaser gets a short list, with each supplier's delivery record beside the line.
- Needs by week against stock and open orders
- Late deliveries per supplier, without a score or a ranking
- Substitutes proposed where the recipe allows them
Cost per lot
Planned against actual, lot by lot, before the month closes.
Materials, energy from the measured kilowatt-hours, labour, consumables. Each lot carries its planned cost and its actual, and the gap says where to look: the recipe, the machine, the shift.
- Energy at the measured rate, not an allocation
- Contribution per lot against the sales price
- Seen by the production manager and management, not by every planner
Scrap and recycling
Scrap in kilograms, where it is made and what it costs.
Scrap is recorded per order and machine, regranulate kept apart with its own stock, and the plan uses it where the recipe allows. The weekly figure is measured against the baseline fixed when you started.
- Scrap by machine, order and cause
- Regranulate stock in and out
- A baseline, so the improvement is real
What we read, so you prepare nothing
Files you already have. We take them ourselves.
- OrdersSales orders and schedule lines from your ERP, or the internal order e-mails your planners already receive.
- Recipes and routingsBills of material, production versions, machine speeds, set-up times.
- Stock and movementsRaw, semi-finished and finished goods, receipts, blocked stock.
- Machine hours and energyThe daily readings you already keep, by machine.
No implementation project on your side. We read these with your IT beside us, set Simon G. up for your activity, and it runs on your server with no internet connection. Your data is shared with no one, not even through a chatbot.
What it does not do
Plainly.
- It does not control machines.It reads the reports from the floor; it is not a machine-execution system.
- It does not replace the planner.It proposes the plan; the planner signs the version that goes to the floor.
- It does not run the quality lab.It reads inspection results and blocked stock; it does not test anything.
- It does not post to the ERP.Nothing is written back. Orders and receipts stay where they are.
See the demo plant
Thirty days of access to the demo plant, then a conversation on yours.
A fictional film plant, every screen live: the board, the materials, the cost per lot, the scrap. Ask for access and we send an account within one working day, with a ten-task script that takes forty minutes.
Fees are said in the first conversation. How the pilot works.