10. A day, a week, a month
How the pieces fit into time. None of this is enforced; it is what the system is shaped for.
Every day
- Start at the dashboard. Read the tasks, most urgent first. Snooze what you know about; act on the rest — each link goes where the action is.
- Receive what arrived against its purchase order, into the right location, before it is used. Goods that are used before they are received produce a negative that the ledger will refuse.
- Run the floor from the work orders: start steps on stations, complete them with real quantities, let backflushing do the paperwork. Complete a step when it is done, not at the end of the day.
- Check replenishment if anything moved a lot. Tick, create drafts, let an admin approve.
Every week
- Count something. A few locations, the fast-moving ones more often. Record stocktakes; look at what needed correcting and ask why.
- Review open orders: anything overdue has a task, but a supplier who is about to be late does not yet. Expected dates are worth keeping honest.
- Release next week's work so that materials shortfalls surface as tasks with time to act on them.
Every month
- Reorder points. Anything that hit zero should have a higher minimum; anything that has sat at maximum for months, a lower one. This is the most valuable ten minutes in the system.
- Standard costs, against what purchase orders actually paid.
- Reconcile the stock cache against the ledger. Zero drift, or a bug report.
- Archive parts, suppliers and locations you no longer use. They keep their history; they leave the pickers.
When something is wrong
The ledger is never edited. A wrong movement gets an opposite one; a wrong count gets a stocktake; a wrong purchase order gets cancelled and re-raised. Everything you did stays visible, which is uncomfortable for about a week and then indispensable.