PF_MULTI_002 — Pre-commit work-center planning and planned-versus-actual margin
This proof tests one bounded end-to-end manufacturing-costing workflow. Before commercial commitment, the calculation exposes the compatible work-center plans and their forecast time, capacity-derived planned cost, delivery timing, and percentage margin. After production, time tickets and production reporting produce actual per-unit cost for planned-versus-actual comparison by warehouse and work center. It does not claim quantified savings, recovered margin, delivery improvement, or financial accuracy.
kind: proof_catalog
schema_version: 2
proofs:
- id: PF_MULTI_002
vertical_ids:
- M1_V1
- M1_V2
- M1_V3
- M1_V4
- M1_V5
- M1_V6
- M1_V7
name: 'Pre-commit work-center planning and planned-versus-actual margin'
status: approved
proof_type: 'workflow test'
safe_artifact: >-
Two synthetic, non-sensitive manufactured item lines on representative
quotes or sales orders. Each line contains a generic item and variant,
quantity, requested shipping date, and configured selling price. At least
two compatible work centers associated with warehouses have maintained
output and hourly-cost values. The post-commit portion uses linked
manufacturing records, production reports, and time tickets; no specific
SKU, customer identifier, or customer financial data is required.
procedure:
- >-
Inspect the representative work centers' output capacity per hour, cost
per hour, linked warehouse, and current scheduling inputs.
- >-
Create or edit each representative quote or sales-order line with its
item, variant, quantity, requested shipping date, and configured selling
price.
- >-
Run Calculate Quote or Calculate Order Value, both of which invoke the
sales-order calculation path.
- >-
Before commitment, inspect every compatible work-center plan returned
for each line, including its work center, warehouse, forecast production
time, capacity-derived planned cost, delivery timing, and percentage
margin.
- >-
Continue each representative record into a linked manufacturing record
assigned to a different compatible work center and warehouse, preserving
the inspected commercial and planning values.
- >-
Inspect each linked work order's planned output per hour, planned cost
per hour, planned labour cost, and planned raw-material cost, and inspect
planned margin before production completion.
- >-
Record production and time tickets against each linked work center and
complete the production reports.
- >-
Recalculate manufacturing-order cost and inspect actual per-unit cost
and planned-versus-actual cost variance.
- >-
Inspect the final margin comparison grouped by warehouse and work
center.
expected_observation: >-
Before commitment, each representative line exposes all compatible
work-center plans with forecast time, capacity-derived planned cost,
delivery timing, and percentage margin while the selling price remains a
separate item-pricing input. After production completion, actual per-unit
cost reflects production-report and time-ticket data, and the final view
permits planned-versus-actual margin comparison by warehouse and work
center.
acceptance_criterion: >-
Before either representative record is committed, the calculation displays
every compatible work center returned for its line and each displayed plan
includes its associated forecast time, planned cost, delivery timing, and
percentage margin. After the records proceed through different compatible
work centers and their production reports and time tickets are completed,
each record has a visible actual per-unit cost and the final comparison
distinguishes planned and actual results by the linked warehouse and work
center.
owner: CFO
capability_boundaries:
- >-
Pre-commit calculation requires item, variant, quantity, and shipping-date
inputs and at least one compatible work center with output greater than
zero.
- >-
Planned cost depends on maintained work-center output capacity, cost,
availability, and schedule data. Stale rates or schedules can produce a
confident but incorrect plan.
- >-
The contributor reported that selling price is set automatically from
the SKU price. MCP confirms a separate item-price calculation path but
does not independently establish a SKU-only selling-price derivation.
- >-
MCP confirms compatible work-center planning, forecast-time and planned-
cost calculations, warehouse selection, and percentage-margin
calculation. The exact buyer-visible presentation of every returned
value is grounded by the call-learning evidence.
- >-
Capacity analysis is planning behavior. It does not by itself reserve a
production slot, automate final sequencing, or replace human scheduling
judgment.
- >-
The capacity-planning calendar currently uses documented 24/7 helper
behavior, with work-center shift configuration still identified as a
product implementation gap.
- >-
Raw-material planning is not available, so this proof does not establish
that the displayed slot can be supplied with material.
- >-
Preventive and predictive maintenance are unavailable and are not
demonstrated by this proof.
- >-
The post-production result depends on complete and correctly attributed
production, material-consumption, scrap, and time-ticket capture.
- >-
Finance dashboards are configured with the customer; this proof does not
establish that a self-serve dashboard builder exists.
- >-
Gabriel Paunescu reported live Zoom observations with at least one
production customer in each listed vertical over one year in production.
Customer identities, specific account descriptions, exact calendar
dates, and customer artifacts were not supplied.
- >-
The contributor's statement that the behavior applies to all item types
does not remove the required item, variant, quantity, shipping-date,
compatible-work-center, maintained-rate, and maintained-schedule
prerequisites.
- >-
This proof does not carry extrusion-specific changeover or run-length
behavior into M1_V2.
- >-
This proof does not cover QuickBooks synchronization, native financial
close, multi-currency or multi-unit quoting, historical margin
reconstruction, correctness of existing financial statements, realized
margin improvement, delivery improvement, win rate, changeover
reduction, or any quantified outcome.
transfer:
level: prohibited
from_vertical_ids: []
conditions:
- >-
Use is limited to M1_V1, M1_V2, M1_V3, M1_V4, M1_V5, M1_V6, and
M1_V7. Any unlisted or future destination requires separate evidence
or an explicit applicable transfer rule.
evidence_ids:
- EV_PRODUCT_002
- EV_MULTI_003
- EV_MULTI_004