Define distribution of work according to production capacity

Tomorrow's production forecast just rose by 30% for a retailer order. Send the updated work allocation and machine schedule to Priya in production planning and to Marco, the shift supervisor, for signoff, signers in that order, with a Friday deadline — confirm oven capacity and spare parts on the sheet before sending.

Before I send this to operations, make the allocation clear to approve — put total required labor and machine hours at the top, highlight any overtime needed, show which product batches push beyond capacity, and flag what would make Marco hesitate (no spare operator, missing critical ingredient).

The planner bumped production and one line is scheduled at 110% capacity next week. I can split runs across shifts, subcontract part of the order, or ask the customer to accept later delivery. I don't know the customer's flexibility on date, subcontractor cost, or operator availability for extra shifts. Which option preserves on‑time delivery and credibility with least operational risk?

We keep promising deliveries before validating line capacity, then scramble with overtime or subcontracting that eats margin. Which habit should I change in that ordering process, and what simple pre‑acceptance check will stop chronic overcommitment without blocking real sales?