When the production and sales billboard displays production quantities and order requirements at the same time, it is necessary to distinguish between intention, confirmed and delivered. Deducting all intended demand into deliverables will affect the production team’s judgment on inventory and planning.

Data objects

Distinguish between expected production, actual harvest, salable inventory and confirmed orders. These types of data belong to different stages. When putting them on the same dashboard, the source must be stated to avoid taking the planned quantity as the actual deliverable quantity.

Unit conversion

The conversion between weight, number of pieces and packaging units should be consistent and the original records should be retained. When there are differences in statistical results, they can be checked in detail from the source, and the summary values ​​cannot be modified directly on the dashboard.

Collaborative Arrangement

The analysis page can help discover changes in supply and demand, but actual delivery also requires resource and business confirmation. Show the difference between pending orders and confirmed orders so that production and sales teams have a common basis for discussion.

Scenario verification

For example, if an intended order has not been confirmed, the actual deliverable quantity should not be directly deducted. The Kanban board can display both unconfirmed demand and confirmed demand at the same time, and the production team can then decide on plan adjustments based on business arrangements.

Specific verification method

Add an intention order and check whether it is summarized separately from the confirmed demand; check the delivery arrangement after confirmation; check resource release when canceling the demand; after completing the delivery, relevant batches and outbound records can be traced, and there should be clear statistical calibers for time interval switching.

The Kanban board can present requirements with different degrees of certainty side by side, and inventory and delivery judgments use confirmed rules. The numbers can be returned to batches and business actions, so that plan adjustments can have a reliable basis for discussion.