openfactory

Use when output is below demand, WIP accumulates, work centers compete for investment, product mix changes the constraint, or management must compare overtime, debottlenecking, outsourcing, and capex options.

Use when a released factory plan needs repeated checkpoints, plan-versus-actual review, blocker ownership, exception escalation, or a concise daily control room across production, sales, material, labor, quality, and cash.

Use when orders, forecasts, ship dates, routings, lead times, WIP, and capacity must be converted into a feasible production plan or when an existing plan no longer matches shop-floor reality.

Use when a factory owner asks where capital is tied up, why ROIC is weak, which operating levers could raise profit or capital turns, or what 30-90 day improvement portfolio to prioritize.

Use when a production plan, customer promise, purchase decision, or stage release depends on material quantity, grade, specification, quality clearance, supplier timing, or an approved substitute.

Use when defects, scrap, rework, customer claims, inspection holds, yield loss, or repeat quality failures are reducing margin, consuming capacity, or threatening shipment release.

Use when accepting, reprioritizing, repricing, deferring, or changing a customer order requires a joint view of demand, contribution margin, material, finite capacity, lead time, and delivery risk.

Use when a factory needs product, order, or customer cost and margin truth; a quote or price must be checked; actual cost differs from standard; or material, labor, overhead, freight, scrap, and claims must be reconciled.

Use when a production plan depends on skilled labor, certifications, attendance, shift patterns, overtime, cross-training, reassignment, or deciding whether labor is the binding capacity constraint.

Use when cash is trapped in inventory, WIP, receivables, or supplier terms; liquidity does not match profit; or a factory owner needs a cash-conversion diagnosis and a controlled cash-release plan.