Opportunity items

For each RELEASED or IN PRODUCTION order, each stage not yet closed loads onto its resource what remains to be produced (planned quantity minus the good quantity already logged). The bucket is the week of the order's DEADLINE. It's arithmetic on what the shop floor has already committed to — there is no forecast, trend or artificial intelligence of any kind here.

An order whose deadline has already passed goes to "late"; an order without a deadline goes to "no deadline". Neither is spread across the weeks. Pushing the no-deadline ones into the current week would fill up the present and empty the future — the dashboard would be red today and green later, for the wrong reason.

The screen became the standard list: search, filters, saved views, columns, export and trash with Undo. Click the record (or New) to open the form, with the detail tabs when there are any.

Cadastre reta, overloque, estamparia ou rama com a capacidade por dia (e a galga e as agulhas, quando fizer sentido). A fila de cada máquina entra no cálculo do gargalo.

A resource with no declared capacity shows the real load and a dash in place of the traffic light. The system could estimate capacity from history — and deliberately doesn't: an invented denominator produces a percentage that looks measured, and a deadline decision made on it goes wrong while looking right. Declare the capacity in the table below the dashboard and the light comes on.

The weekly capacity is the daily capacity multiplied by 5, and the dashboard writes that in visible letters in the footer. Tenka doesn't yet have a shop-floor calendar (shifts, holidays, scheduled stoppages), and pretending it did would give a capacity that looks measured and isn't. When there is a calendar, this number will come from it.

Two counts appear in the footer: how many resources have no declared capacity and how many open orders have the current stage without a resource — the latter consume real shop-floor time and this dashboard doesn't see them. A dashboard that hides its own gap is worse than no dashboard, because whoever reads it believes they're seeing everything.

The resource hourly cost is the work-center rate: labor plus department costs, per hour. It is what values the hours logged on the step. Leave it empty to use the company general hourly cost — the work order flags when that happened.

In Load × capacity, link each machine to a cell: a cell with fewer machines than people is now measured by its machines. Add articles to each machine queue and register the setup minutes per article; the bottleneck adds the setup of each changeover and shows the week load.

Load × capacity tells from when a new order that goes through the bottleneck can be promised: today plus the bottleneck queue days. In the production order, next to the due date, the same date appears; a due date before it is flagged.

O quadro do gargalo junta as células da costura, os teares e as demais máquinas e mostra quantos dias de fila cada um tem — somando o setup de cada troca de artigo. O que tem mais dias é o gargalo: é ele que decide a data que você consegue prometer.

Because this is where its absence shows up. The first reaction of someone who sees "capacity not provided" is to want to declare it right then — sending that person to look for another menu is where the data dies. The record is deliberately minimal: name, department, capacity per day and the unit. No machine calendar, setup or efficiency.