The five-track operating capstone

A detailed schedule is the last handoff in a much longer plan. It cannot fix a demand count that is wrong, stock that is not usable, or input that will not arrive. The final Northstar case joins five tracks. We count demand, reconcile inventory, check supply, test the constraint, and place work on a clock. Each track must use the same week and the same units. When the facts do not match, stop and show the gap before releasing the work. Next week demand is fifty one bottles. There are six more from old backlog. Usable stock is eighteen and a receipt of ten arrives before demand. Add fifty one and six, then subtract eighteen and ten. The net new need is twenty nine. The backlog is separate in this case. If a forecast already holds a current order, do not add that order a second time. A clean demand count is the first step toward a credible job quantity. Now check the original supply path. Supplier availability is twenty four, the manufacturing limit is thirty two, and shipping can support thirty. These are good unit equivalents for the same week. The path is limited to twenty four, leaving five of the twenty nine uncovered. A clever job order cannot create the missing supply. Keep this base gap on the record. It explains why a recovery decision is needed before the detailed schedule can support the full new requirement. For a separate approved recovery, thirty physical input units are ready at the start of the shift. Each permits one bottle start. Expected yield is ninety seven percent. Thirty starts give twenty nine point one expected good bottles. We round the start plan up from twenty nine divided by the yield. But expected is not guaranteed. A batch can return fewer good bottles. The shipment plan needs an actual accepted count, not just a fraction multiplied by the number started. Each start takes twelve minutes, so thirty starts use three hundred sixty run minutes. Add one thirty minute setup to get three hundred ninety minutes of filler load. The usable shift is four hundred eighty, leaving ninety minutes of filler headroom. Setup runs from zero to thirty and filling from thirty to three hundred ninety. This is a time check under the recovered input assumption. It is not evidence that the original five bottle supply gap disappeared on its own. The route still has two steps. A separate inspector needs thirty minutes for the whole lot after filling. Packing then needs thirty minutes on its own station. Inspection ends at four hundred twenty and packing at four hundred fifty. The shipping cutoff is four hundred eighty. Route slack is thirty minutes, not ninety. The filler can be free while the lot still waits on later steps. Use the final route finish when you check the shipping promise. Test three facts one by one. If input is forty five minutes late and setup must wait for it, packing ends at four hundred ninety five. The cutoff is missed by fifteen. If each start instead takes thirteen minutes, the base route ends right at four hundred eighty. If actual good output is only twenty eight, total usable supply is fifty six against a need of fifty seven. The time plan can succeed while the quantity plan still misses one bottle. Close the review with a record a colleague can follow. State the demand count, usable stock, input recovery, start quantity, resource times, accepted output gate, and shipping cutoff. Send a late receipt back to supply planning, a yield loss back to the quantity balance, and a run time change back to the capacity check. Do not ask the scheduler to cure every gap by moving bars. A good release joins the five tracks and makes the next decision clear when the actual result differs from the plan. Use the same discipline for the next review. Record what was assumed and what was observed. Thirty starts and twenty eight accepted bottles are two distinct facts, and both belong in the record. Do not overwrite the planned yield with the actual count or erase the original need. Those facts explain why a gap exists and help the next team choose a response. A release is strongest when it gives people both a plan to follow and a clear way to report that the plan no longer fits.

1. Reconcile demand

   Original static calculation card for reconcile demand, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • 51 demand plus6 backlog
   • Stock18 and receipt10
   • Net new need29
2. Expose the supply gap

   Original static timeline for expose the supply gap, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • Limits24,32,30
   • Original ceiling24
   • Five-unit gap
3. Size conditional starts

   Original static calculation card for size conditional starts, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • 30 recovered inputs
   • 30 starts at97% yield
   • 29.1 expected good
4. Build the full route

   Original static timeline for build the full route, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • Filler ends390
   • Inspect to420
   • Pack to450
5. Test actual output

   Original static timeline for test actual output, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • Cutoff480
   • Accepted28 leaves gap1
   • Yield is not a guarantee
6. Close the five handoffs

   Original static calculation card for close the five handoffs, using the Northstar numbers stated in the narration; show labeled units and no decorative charts.

   • Demand and inventory agree
   • Supply and constraint checks
   • Schedule feeds back actuals