Allocation

Process of reserving a given machine to carry out a specific operation.

Report

Record of the final result of a manufacturing process, that is, of a performed operation. It is also called production report. It contains scraps and approvals.

Approved

Part of the production report with acceptable quality. It considers not only the good results of the first performance, but also the good results after reworks, but not the scraps.

Production Area

Physical or logical representation of the manufacturing structure, in which work centers are grouped in the same process or line.

Project Capacity

Availability considering the calendar and cycle time, as well as the machine capacity (only for machines with Capacity Unit different from blank), that is, time x projected capacity of regular operation.

If a Capacity Unit is specified for the work center of the machine, the capacity indicated in the Machine is considered.

Examples

Capacity Unit informed (different from hours):

Work Center Unit – Oven – Capacity Unit - KG

Machine – Oven1 – Work Center Unit Capacity = 5,000

Time Available (Calendar x Cycle) = 5 hours

5 hours x 5,000 kg = Capacity 25,000 kg

Capacity Unit in hours:

Work Center Unit – Oven – Capacity Unit not defined (blank)

Machine – Oven1 – Work Center Unit Capacity = 5,000

Time Available (Calendar x Cycle) = 5 hours

5 hours * 1 = Capacity 5 hours

When the Capacity Unit is defined, all calculations are performed in hours.

Sum of all the daily capacities shown in the detail.

Effective Capacity

Project Capacity – (Scheduled Stoppages x Machine Capacity)

Where:

Scheduled Stoppages = Time of Scheduled Stoppages, for example: Preventive Maintenance. (Expected Stoppage Time)

Actual Capacity

Difference between Effective Capacity and Unscheduled Stops. In this case, we will have the actual capacity volume to be used for manufacturing.

Work Center

Physical grouping in which manufacturing operations are processed. It may have one or more machines with similar features, for example: assembly bench, connector line, group of lathes R-1, pre-assembly, etc.

Expected Availability

Percentage of the ratio between Effective Capacity and Project Capacity.

Expected Availability = Effective Capacity / Project Capacity * 100

Actual Availability

It represents the ratio between Actual Production and Project Capacity.

Actual Availability = Actual Production / Project Capacity * 100

Downtime

Percentage of unavailability due to stop events (stop report).

Downtime = Project Capacity – Actual Capacity / Project Capacity

Team

Group of operators, used mostly to make the reports more dynamic. Once you use a team for the report, all operators from such team will have the report registered.

Order Status

Indication of production order.

The available options are:

•  Not Started: no movement for the PO; production process was not started.

•  Allocated: the material was physically reserved in the inventory for the order, through the program CP0315 (manual); or automatic allocated upon creation of the order, according to production parameters (automatic allocation).

•  Separate: the order was generated for the factory through the CP0316.

•  Released: the production order, with reservation and created processes, was already released so the factory can work on it (move, request, report, etc). These orders are considered as started; the MRP cannot remove them, it can only suggest their reschedule. The orders are released from the feature Release of Production Orders. You can only set the order status as Released if the production is parameterized to use this order status.

•  Requested: status defined from the first material request registered for the PO.

•  Started: status defined from the first report of finished product for the PO.

•  Finished: the production process was finished.

•  Ended: indication that all the debit balance of the production order account will be absorbed into the order item costing.

Scheduled Hours

Sum of all scheduled hours (no matter if worked or not), considering both hours scheduled during the regular work shift and outside it.

Scheduled Hours = Scheduled Regular Time + Scheduled Extra Time

Unscheduled Hours

Sum of regular hours and extra hours of unscheduled stops. (Actual time spent)

Unscheduled Hours = Working Time + Extra Time of unscheduled stoppages.

Regular Hours

Sum of all operating times performed in regular hours of cycle operations.

Extra Hours

Sum of all operating times performed in extra hours of cycle operations.

Extra Hours = Extra Time

Hours with no Report

Total of available hours with no reports.

Hours with no Report = Project Capacity - (Regular Hours + Extra Hours + Stop Hours) + Setup Stop Time

Where:

Setup Stop Time = if Extra Time is defined as Available, then Stop Extra Time + Stop Working Time; if not, Stop Working Time This value is calculated only if the Machine has setup and the stop is setup type.

Stop Hours

Total of stop hours (stop reports).

Stop Hours = if Extra Time is defined as Available, then Stop Extra Time + Stop Working Time; if not, Stop Working Time.

Control Item

Used to follow up a machine, process or even an item, such as temperature and pressure factors, which can be measured and registered during the production process. The control item has a history purpose in Shop Floor Control.

Machine

Physical unit in which manufacturing operations are processed. It can be a single machine or a workstation with men and machines.

DL

Direct Labor, that is, the operator or the team performing an operation.

Scrap Reason

Justification to scrap the processing performed for the item, more specifically for the production operation. In other words, the characteristics of the processed product do not comply with the quality standards required for the operation. The scrap reason can be: only scrap, only rework, or scrap and rework.

Stop Reason

Event that interrupts the machine production. The stop reason can be setup.

Number of Stops

Total number of performed stops, either Scheduled or Unscheduled.

Important: When a scheduled stop is performed, the system considers it as a single stop.

Number of Scheduled Stops

Sum of all scheduled stops which were only scheduled and not performed.

Number of Stops Scheduled and Performed

Sum of all scheduled which were both scheduled and performed.

Number of Unscheduled Stops

Sum of all unscheduled stops (corrections, lack of material, etc).

Number of Reports

Counter of reports.

Operation

Activity performed in the manufacturing process to build, improve and assemble a product or item.

Overlap

Overlap percentage of one operation in relation to the previous operation.

Actual Production

Total production reported.

Actual Production = Approved Amount + Scrapped Amount

Number of stop hours which were scheduled (reported stop which was scheduled).

These stops are somewhat inevitable and/or scheduled.

Example

Preventive Maintenance

Number of unscheduled stop hours (Stop Report not related to Scheduled Stop).

Unexpected events during the production process which decrease the actual availability.

Example

Inventory Shortage, Personnel Absence, Corrective Maintenance.

Time needed for the machine setup, before the actual start of the production process. It is also called machine setup.

Estimated Scrap

Total estimated scrap according to standard scrap.

Estimated Scrap = Actual Production * Standard Scrap %

Actual Scrap

Total scrap reported.

Estimated Rework

Total estimated rework according to standard. Estimated Rework = Actual Amount * Standard Rework %

Actual Rework

Total rework reported.

Report Overhead Costs

Indication of whether the direct labor will be generated in the legacy system (Datasul or Microsiga Protheus). The option Actual indicates the user can enter/edit the report time suggested for the machine.

Report DL

Indication of whether the direct labor will be generated in the legacy system (Datasul or Microsiga Protheus). The option Actual indicates the user can enter/edit the report time suggested for the operator/team.

Report Production

Type of report to be used in Shop Floor Control. The options available in Shop Floor Control from the Datasul legacy are: Order, Operation and Control Point. From the Protheus legacy, the only option available is Operation.

Appeal

Term used to indicate operator, team, tool or equipment used in the production process, together with the Machine, which can limit the production.

Scrap

Process irregularity which causes damage to items manufactured during the operation.

Rework

Correction in the manufacturing process due to a process irregularity. It results in acceptable quality for the process to continue.

Split

Part of the operation which can be: allocated, split and reported. The creation of a new split makes it possible for more than one machine to report simultaneously.

Standard Setup Time

Sum of all setup standard times. For this indicator, you can define the parameter Setup Standard Time as by Operation or by Operation Split.

Standard Operating Time

Sum of all standard operating times (labor time or machine time, according to the parameter selected in Processor Type).

Actual Setup Time

Sum of all actual setup times.

Actual Operating Time

Sum of all operating times.

Total Stop Time

Sum of working time and extra time of all stops performed (scheduled or not).

Important: The sum of Scheduled Hours and Unscheduled Hours will not be the same as the Total Stop Time, since the scheduled hours may be different from the actual stop time.

Task Time (Qty/Min)

Production pace, which is the capacity, in number of units to be produced per minute. Actual Capacity * 60 / Reported Amount

Order Type

The available options are:

•  Internal: The reservations are generated automatically, based on the item structure. The manufacturing processes are also generated, based on the manufacturing process of the item to produce.

•  External: The reservations are generated automatically, based on the item structure. The manufacturing processes are not generated though.

•  Internal/External: The reservations are generated automatically, based on the item structure. The internal and external processes are generated based on item processes.

•  Service – Rework

The order does not automatically generate reservations and manufacturing processes. The reservations of both the finished item (to be reworked) and the components required to the rework must be added to the order. All the manufacturing processes referring to item assembling and dismantling must be added as well.

The order item will be the new improved item.

    Example:

Order no. 561

Order item: 220V Blender.

Items of the reservations: 110V Blender and 220V Motor.

Manufacturing Processes: Open blender, exchange motor and close blender.

The replaced and undamaged components (e.g. engine) should be back to stock, preferentially by Manufacturing module (Requisition Return) or by Stock module (special cases) against the rework order.

The order generates automatically only one reservation for the order item, not generating the manufacturing processes.

The order item is requested and returns to inventory.

The damaged components must not return to inventory.

The item remains the same after the fixing; only the damaged component is replaced.

    Example:

Order no. 561

Order item: 110 V Blender.

Items of the reservations: 110V Blender and Blender Jar.

Manufacturing Processes: Exchange the blender jar.

The correct procedure to register the fixing service orders:

  (The system generates an automatic request of this item).

The order does not automatically generate reservations or manufacturing processes.

The order item must be direct debit.

Important:

When this concept is used to correctly obtain indicators, the dimension Capacity Unit must be used as the first dimension. This concept is used for users without the Industrial Maintenance module.

The order does not automatically generate reservations or manufacturing processes.

The order item must be direct debit.

    Example:

Construction of a barn, a table, etc.

This order type is usually occasional.

You can register the reservations when you have defined what will be used, or when requesting material in the Inventory by referencing the order number.

There is no integration with the Equity module.

The order does not automatically generate reservations or manufacturing processes.

The order item must be direct debit or physical control.

    Example:

Manufacturing of a stamping tool.

This order type is a continuous service.

You can register the reservations when you have defined what will be used, or when requesting material in the Inventory by referencing the order number.

It is applied when a produced item is requested for the order. It generates automatic reservations of the item to be reused and other reservations based in the structure, proportional to the order.

   Example:

When the balance of blue ink is requested for reuse through the mixture with other components.

The reservations are generated automatically as follows:

Manufacturing processes for the item are also generated.

The program does not allow item reuse with unit of measurement different from the order item.

Estimated Scrap %

Estimated Scrap / Actual Production * 100

Actual Scrap %

Actual Scrap / Actual Production * 100

Scrap Variance %        

Percentage variance between the estimated scrap and the actual scrap.

% Scrap Variance % = ((Actual Scrap / Estimated Scrap) - 1) * 100

Estimated Rework %

Estimated Rework / Actual Production * 100

Actual Rework %

Actual Rework / Actual Production * 100

Rework Variance %

Percentage variance between the estimated rework and the actual rework.

% Rework Variance % = ((Actual Rework / Estimated Rework) - 1) * 100

Scheduled %

Percentage variance between the scheduled and the actual time of all scheduled stops.

Scheduled % = Total Scheduled Time / Total Actual Time (of scheduled stops only).

Example:

Scheduled Stop Time: 10 hours

Actual Stop Time: 12 hours

Scheduled %: 120%

Unscheduled %

Percentage variance between the total time of unscheduled stops and the total time of stops.

Unscheduled % = Total Time of Unscheduled Stops / Total Time of Stops

Quality %

It represents the ratio between amounts scrapped and amounts reported.

Quality = ((Sum of Amounts Reported - Amounts Scrapped) / (Sum of Amounts Reported)) * 100

In other words: Quality = Amount Approved / Amount Produced

Actual Quality %

Actual quality rate. This is not about the quality rate when the product leaves the factory, but the quality of processes, not considering the rework from defective products.

Effectiveness %

It represents the ratio between the standard operating time and the sum of actual operating time. You can even consider the scrap factor to determine the effectiveness.

Effectiveness = Sum of Standard Operating Time / Sum of Operating Time * 100

If the parameter Setup Changes Effectiveness is selected, the setup time must be considered:

Effectiveness = (Sum of Standard Operating Time + Standard Setup Time)/ (Sum of Operating Time + Setup Time) * 100

Considering the Scrap factor - Quality:

Effectiveness = Sum of Standard Operating Time / Sum of Operating Time * 100 * Quality

Actual Volume = Project Capacity – (Total Stop Time x Capacity Factor)

% Use

It may be calculated either when the capacity unit is not informed:

Use = (Actual Production - Hours without Report) / Actual Production

Or when the capacity unit is informed:

Use = Sum (Processed Amount) / Actual Production

where:

Processed Amount = Capac. Used in Operation / Operation Units * Split Expected Amount / Split Reported Amount

Important:

When this concept is used to correctly obtain indicators, the dimension Capacity Unit must be used as the first dimension.

Net Equipment Effectiveness (NEE) %

The net effectiveness measures the performance at uptime, not considering the actual availability factor as the Overall Equipment Effectiveness does.

Effectiveness * Actual Quality / 100

Overall Equipment Effectiveness (OEE) %

The overall effectiveness or OEE (Overall Equipment Efficiency) measures the global performance of a process or system. Initially developed to support the Total Productive Maintenance (TPM) philosophy, OEE has been gradually applied to overall situations, not limited to industrial processes. OEE is measured this way:

OEE = % Effectiveness * % Availability * % Actual Quality

Performance % (TEEP)

TEEP stands for Total Effective Equipment Performance. This indicator is recommended exclusively to measure critical resources. All the possible production time is considered as resource available time (including scheduled stops); thus, this indicator provides the performance percentage in relation to the resource total time.

Effectiveness * Actual Quality * Use * Actual Availability / 1,000,000