菜单
Turn demand into a buildable plan: run MPS/MRP and net through the BOM, reconcile the forecast against finite capacity in S&OP, choose lot sizes on an honest setup-vs-holding trade, and build a finite schedule that respects the bottleneck — never infinite-capacity planning.
默认使用会先检查来源的 Prompt；你也可以切换为直接命令，或下载本地副本。
决定是否安装前，请先阅读 SKILL.md，以及 SkillsMP 当前展示的配套文件。
用 Codex 或 Claude 帮你安装 复制这段 Prompt，粘贴到 Codex、Claude 或其他助手里，让它检查 Skill 页面并帮你完成安装。
直接命令不会经过审查 Prompt；运行前请先检查来源。
npx skills add https://github.com/mcorbett51090/RavenClaude --skill mrp-and-production-planning命令会保持在同一行。复制前请横向滚动并检查完整内容。
想先保存到本地？可下载 SkillsMP 当前能够提供的文件。
正在显示 SKILL.md
| name | mrp-and-production-planning |
| description | Turn demand into a buildable plan: run MPS/MRP and net through the BOM, reconcile the forecast against finite capacity in S&OP, choose lot sizes on an honest setup-vs-holding trade, and build a finite schedule that respects the bottleneck — never infinite-capacity planning. |
The bottleneck sets the plant's rate (Theory of Constraints). A master schedule that loads beyond the constraint's finite rate, or assumes unavailable material, is a wish. Load the constraint to its real sustainable rate, subordinate everything else, and reconcile demand vs supply in S&OP before releasing the MPS.
The MPS states what end items, what quantity, in what bucket. MRP nets those requirements against on-hand + on-order through the BOM into planned orders and exception messages. The BOM is the spine — a bill drifted from as-built generates phantom shortages and wrong material plans. Validate BOM integrity before trusting the MRP run.
The forecast is an input, not a fact. Lay the demand plan against the supply/capacity plan, name the gaps (capacity, material, labor), and offer options (overtime, second shift, lot-size change, date push) with the trade each makes. An accepted forecast with no reconciliation is a future stockout or a warehouse of WIP.
EOQ / fixed-period / lot-for-lot each trade setup cost against holding cost. On a constrained resource, every setup is throughput you don't get back — name the trade, don't default to big batches or to lot-for-lot. Size safety stock to demand/lead-time variability and a stated service level, not to feel.
Match output to takt (available time ÷ demand), not to max machine speed. Building ahead of takt makes inventory, not money.
A production-plan brief: the demand-vs-capacity reconciliation, the constraint it plans to, the time-phased MPS, the lot-sizing logic, the BOM assumptions, and the S&OP gaps. Hand SMED/changeover reduction to process-improvement, the forecast-model rigor to applied-statistics, and material lead-time gaps to procurement-sourcing.
基于 SOC 职业分类