Production Joins the Train's Planning

type: organizational-decision-record
status: accepted
date: 2026-10-06
decision-makers: Henrik Dahl , Ingrid Halvorsen , Marit Solberg
for-domain: Charger ART , Manufacturing
derived-from: Bring the Plant and Supply Chain into PI Planning
created_at: 2026-10-06

Context

Since the Charger ART was chartered in January 2026, Voltfeld has had two planning horizons that never meet: the train plans ten weeks of development; the plant and the supply base plan tooling and ramps that take longer than that, and learn about releases after the fact. Manufacturing contributes to the Portfolio directly — there is no FL2 that coordinates development and production together. Two PIs in a row, a committed objective slipped on a mold (PI Objectives Missed on Enclosure Tooling Twice); the 26.3 release shipped five weeks late because fixtures started at the release (Fixtures Built After the Release). The insight Production Is Outside the Train’s Horizon named the cause; the driver Long-Lead Work Needs a Longer Horizon Than the PI named the need.

Decision

Supply Chain and Manufacturing become participants of the train’s planning — PI planning and the System Demo — without becoming teams of the ART. Long-lead work is planned one PI ahead of the features that need it; ramp readiness is reviewed inside the PI, not after it. Operationalized by two agreements, Long-Lead Commitment at PI Planning and Ramp Readiness Review, and one role: Production Liaison, the plant’s seat at the train’s planning, kept by the Manufacturing Lead.

Explicitly not decided: no change to the units. Manufacturing stays in Operations, the plant does not join the ART board, and the question of a shared FL2 for development and production is deferred until two PIs have run under this decision.

The decision concerns two domains: the Charger ART, whose planning gains two participants, and Manufacturing, whose ramp now starts earlier.

Consequences

The train commits to objectives whose tooling is already ordered — predictability should recover toward the 80% the PI Commitment asks for.
The plant hears about a release at the demo and starts fixtures there: the five-week gap between release and first shipment should close.
The Feature Route gains the edge it is missing today — ramp status flowing from the plant back into the train — once the agreements are in force.
Trade-off: molds are committed a PI earlier, on designs frozen at the DFM review rather than fully integrated. Supply Chain carries that risk and said so.
PI planning grows by two parties and about half a day.

Modeling note

The decision is anchored on both domains.

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Production Joins the Train's Planning.md

---
type: organizational-decision-record
status: accepted
date: 2026-10-06
decision-makers:
  - "[[Henrik Dahl]]"
  - "[[Ingrid Halvorsen]]"
  - "[[Marit Solberg]]"
for-domain:
  - "[[Charger ART]]"
  - "[[Manufacturing]]"
derived-from: "[[Bring the Plant and Supply Chain into PI Planning]]"
created_at: 2026-10-06
---

## Context

Since the [[Charger ART]] was chartered in January 2026, Voltfeld has had two planning
horizons that never meet: the train plans ten weeks of development; the plant and the
supply base plan tooling and ramps that take longer than that, and learn about releases
after the fact. [[Manufacturing]] contributes to the [[Portfolio]] directly — there is no
FL2 that coordinates development and production together. Two PIs in a row, a committed
objective slipped on a mold ([[PI Objectives Missed on Enclosure Tooling Twice]]); the
26.3 release shipped five weeks late because fixtures started at the release
([[Fixtures Built After the Release]]). The insight
[[Production Is Outside the Train's Horizon]] named the cause; the driver
[[Long-Lead Work Needs a Longer Horizon Than the PI]] named the need.

## Decision

[[Supply Chain]] and [[Manufacturing]] become **participants of the train's planning** —
PI planning and the System Demo — without becoming teams of the ART. Long-lead work is
planned one PI ahead of the features that need it; ramp readiness is reviewed inside the
PI, not after it. Operationalized by two agreements,
[[Long-Lead Commitment at PI Planning]] and [[Ramp Readiness Review]], and one role:
[[Production Liaison]], the plant's seat at the train's planning, kept by the
[[Manufacturing Lead]].

Explicitly **not** decided: no change to the units. Manufacturing stays in
[[Operations]], the plant does not join the ART board, and the question of a shared FL2
for development and production is deferred until two PIs have run under this decision.

The decision concerns two domains: the [[Charger ART]], whose planning gains two
participants, and [[Manufacturing]], whose ramp now starts earlier.

## Consequences

- The train commits to objectives whose tooling is already ordered — predictability
  should recover toward the 80% the [[PI Commitment]] asks for.
- The plant hears about a release at the demo and starts fixtures there: the five-week
  gap between release and first shipment should close.
- The [[Feature Route]] gains the edge it is missing today — ramp status flowing from the
  plant back into the train — once the agreements are in force.
- Trade-off: molds are committed a PI earlier, on designs frozen at the DFM review rather
  than fully integrated. [[Supply Chain]] carries that risk and said so.
- PI planning grows by two parties and about half a day.

> [!NOTE]
> **Modeling note.** The decision is anchored on both domains.