Production
Steer production by your actual yields
Notung works out the cost price of each product or batch from actual costs, using your purchase costs and dynamic allocation keys. Adjust your production plan and purchasing quickly to protect your margins.
Talk to usCost & yield
Value every batch at its real cost
Notung costs each batch from purchase prices, bills of materials or recipes, routings and hours worked, and sets its yield against your standard. When a batch falls short of its expected yield, an agent flags it in your Inbox with the extra cost and the material lots behind it, so you can act quickly.
In Notung’s yields and margins screen, the oak sawing yield over ninety days arrives against its standard, with the cost of sawn oak and the gross margin, then the sawing batches with their yield, unit cost and margin. The two oak batches below the standard yield are flagged. The production manager opens batch S-1003, reads its extra cost, the forest group its logs came from and why the yield fell, and marks it as examined.
Capacity planning
Align your production capacity with real demand
Notung links capacity planning directly to demand forecasts, so you can anticipate the workload ahead and see at once whether current and future demand fits within the production capacity you have. Make capacity decisions on what your customers actually need. Simulate a rise in demand, a change in product mix or new sales commitments and assess their impact on capacity, so you plan within realistic production constraints.
In Notung’s capacity planning, the furniture demand for the next six months arrives, 9,380 units in the base plan, then the load on each production line. Finishing goes over its capacity in November, where a Saturday shift is already planned. The capacity agent simulates the Alpine hotel tender: demand rises to 9,620 units, and CNC and assembly reach 106% in February. The agent proposes starting 120 February tables in December. Production opens the option and validates it: February comes back to 96%, December rises to 88%, and the scenario is saved.
Staffing vs production plan
Adjust your staffing in real time
Notung works out the people each line needs from the production plan and the routings, and sets them against who is available, with their skills, leave and hours worked. An agent points out the shifts that will run short and proposes how to cover them, such as an extra shift, for a manager to approve.
In Notung’s workforce screen, the load the capacity plan puts on each line in November arrives, finishing at 112% of its capacity, then a week of the four lines, the people staffed against the people needed each day. The days short of people are marked, and the workforce agent proposes a Saturday finishing shift. A manager opens the proposal, reads who is available and what it costs, and plans the shift.
Scheduling
Get a clear, single view of your production capacity
Balance load against capacity, delivery commitments and material availability in a single view, across sites, lines and teams. Make the trade-offs between service level, lead time and capacity utilisation.
In Notung’s scheduling, the week of October 12: one customer order in three leaves by the 16th, then the four manufacturing orders arrive in the order they pass through finishing. The scheduling agent reviews them: Maison Arlo is already late and the customer told, the 20 stock tables go to stock, Mobilier Rive Droite is on time, but Granges & Cie’s 4 benches would leave on the 19th instead of the 16th. The agent proposes finishing the customer orders before the stock. Production applies the sequence: the benches move up to second and leave on the 14th, Rive Droite on the 15th, the stock reaches the store on the 19th, and all three customer orders leave by the 16th.