Perfect Gepro Software

In particular, it determines:
1. A better use of the space for certain critical areas, minimizing the space occupied in the warehouse areas for semi-finished products.
2. A better management of the deliveries to more remote areas, as the production plan takes into account the delivery area and arranges the delivery of an order when there is a lorry headed there.
3. A better integration with the cutting optimization. While with a traditional management system you can send complete orders to the optimizer, through the decomposition of orders into activities, the single lines are considered for the determination of a cutting "project": for example, if an order contains pieces to be tempered and others that need not to be tempered, it is better that the pieces to be tempered are cut before the others, so that all pieces are then ready for shipment more or less at the same time.
4. A greater customer satisfaction (immediate answer about the planned delivery dates, both upon placement of order and at any time thereafter, greater reliability of the estimates made, immediate notification of any delays, guarantee that nothing is "forgotten").
5. A better management of shifts and overtime.
6. In general, a reduction of companys costs and a greater efficiency.

The plan drawn up identifies a certain number of indicators of the good companys progress: the level of use of overtime; the number of free hours for each resource; the rate of saturation of resources over time, this same rate of saturation of resources taking into account only the activities that are already behind schedule. Even though the last two indicators seem similar, they are, as a matter of fact, opposed: the first should be equal to 100% for all resources (the company must produce at its maximum level to cover its fixed costs), the second should be equal to about zero (no activity should be behind schedule with respect to the date established with the customer). The two graphs together provide a fairly clear picture of the companys progress.

By checking the companys progress, you can outline different corrective actions: increase (or reduction) in overtime or production shifts; purchase (or release) of new resources in terms of workers and machines; price increase (or reduction), taking particularly into account the critical points of specific resources; decisions about the policy to be adopted with agents, preventive maintenance planning.