Production Control Planner

About Us

Velocity transforms authentic American classic vehicles from the ground up for modern driving. Our Re-Engineered Classics™ combine proven engineering, meticulous craftsmanship, and personalized design to preserve the original character while delivering modern performance, comfort, and reliability.

Creating a Velocity vehicle requires precision and collaboration across every stage from initial design and engineering through production, testing, delivery, and long-term customer support. Our team works to exacting standards to create exceptional vehicles and an elevated ownership experience for discerning clients.

Together, we are setting a new standard for iconic American vehicles and building a company defined by quality, innovation, and passion.

Velocity's Culture and Core Values

Success at Velocity requires a "whatever it takes" mentality. We embody grit, demonstrating perseverance, resilience, and unwavering determination in the face of challenges. We are adaptable, embracing change, adjusting to new circumstances, and continuously seeking ways to improve processes and outcomes-because growth does not come from comfort.

We take ownership, assuming full responsibility for tasks, decisions, and outcomes, whether successes or setbacks, without shifting blame. "That's not my job" is not in our vocabulary; when one part of our team falls short, we all do.

Finally, our ambition fuels our drive to excel, improve, and uphold the highest standards for both personal and professional growth. This mindset defines who we are and ensures our continued success.

Overview

The Production Control Planner builds and owns the executable annual, rolling and weekly production schedules for every Velocity vehicle by build number and station. The role translates the approved production plan into realistic labor and equipment loading, material readiness, and manufacturing orders (MOs), including separate build-to-stock MOs for internally fabricated, machined, assembled and finished components. This is a dedicated planning / production control role, not a BOM specialist, buyer, shop supervisor, or all-purpose expediter. The ideal candidate can step into this role effective January 2027.

Job Level

Individual Contributor

Reports To

Director of Production. During initial implementation, the CEO directly sponsors schedule design, labor-capacity mechanics and priorities.

Direct Reports

None

Duties and Responsibilities

Master Schedule and Station Capacity

• Build and maintain a 12-month rolling schedule by build number, model, approved options, major milestones, required finish date, and station flow.
• Coordinate schedule changes with Sales and leadership.
• Maintain an 8-12-week finite-capacity lookahead and a controlled 1-2-week execution schedule by vehicle and station.
• Publish a weekly frozen plan with change approval rules.
• Use approved routings and standard labor hours plus productive staffing availability, skill constraints, absenteeism, WIP, tooling, equipment and outside processing to identify over/underloading.
• Show required hours versus available productive hours by station/week; flag bottlenecks and recommend sequencing, overtime or staffing changes for CEO/Cody decision.
• Walk the floor daily to reconcile reported versus actual vehicle status and escalate gaps early.

Manufacturing Orders and Internally Processed Inventory

• Create, sequence, release, monitor and transactionally close vehicle MOs and their station operations from the frozen, approved base + option configuration.
• Create separate, demand-driven build-to-stock and build-to-order MOs for parts requiring internal machining, fabrication, powder coating, subassembly or other processing before receipt into inventory.
• For each internal MO, define finished part/revision, quantity, input materials, routing/operation owner, specification, required date, planned labor, quality acceptance and inventory receiving transaction.
• Publish the internal MO queue in Velocity View or approved system with electronic request, department acceptance, committed delivery date, actual completion and escalation.
• Coordinate with Supply on raw-material readiness and outside operations.
• Track internal processing milestones and make at-risk completed-component dates visible on the same shortage report.
• Ensure the executing department records material/labor consumption, Quality accepts where required, Warehouse receives completed stocked parts, and Finance reconciles discrepancies.

Release Readiness and Exception Control

• Run the readiness review using Engineering-approved BOMs, released options, work instructions, kits, internal MO availability and labor capacity.
• Do not independently approve off-BOM items, designs, engineering changes or customer options; route changes to Engineering/Sales approval and update open orders only after release.
• Maintain an integrated station impact view of shortages, pre-shorts and internal MO delays. Supply owns sourcing/material resolution; the planner owns visibility of resulting schedule impact and proposed recovery.
• Escalate unresolved constraints before releasing work to a station.
• Define exceptions requiring CEO/Production authorization rather than silently starting incomplete work.
• Recommend schedule/capacity adjustments; the planner may not authorize nonstandard product changes, unapproved spending, new headcount, or shipment release. Significant customer promise-date changes require leadership/Sales approval.

Execution Control, Closeout and Improvement

• Track scheduled versus actual station start/finish, WIP age, bottlenecks, MO timeliness and open internal orders; communicate changes to functional owners.
• Coordinate rework MOs from documented Quality disposition so material and labor are visible without owning the technical corrective action.
• Coordinate accurate MO closure, as-built status, labor/material variance and monthly WIP review with Production and Finance.
• Document scheduling SOPs, train backup coverage, and create repeatable dashboard reporting.
• Identify systemic planning errors and process improvements.

Key Performance Indicators (KPIs)

• Station schedule adherence: Operations completed by planned finish date; show reasons for misses.
• Plan / capacity accuracy: Variance between loaded standard hours and realistic available productive hours by station.
• MO readiness at release: Share of scheduled orders with validated released BOM, materials, processing and capacity; exceptions visible.
• Internal MO on-time receipt: Completed stocked parts received into inventory by their required dates; separate controllable planning vs. execution causes.
• MO accuracy and closeout: Correct configuration/quantity/routing and timely closure/WIP reconciliation.

First 90 Days

Days 1-30: Audit schedule, station routing/standard-hour data, staffing assumptions and open MOs; map current internal-order workflow; present baseline and first weekly capacity dashboard.

Days 31-60: Publish rolling master schedule and controlled frozen weekly schedule; implement build-to-stock internal MOs and electronic ownership/date tracking; start daily readiness and weekly variance reviews.

Days 61-90: Demonstrate accurate weekly manpower loading and station variance reporting; reliable internal MO completion/receipts; SOP and backup coverage; corrective actions for top planning/root-cause misses.

Required Skills and Abilities

Required

Proven ability to build a scheduling process where one did not previously operate reliably; strong station-level capacity analysis and constraint management.

Experience issuing and closing manufacturing orders, multilevel BOMs, routings, build-to-stock component orders, outside processing and ERP/MRP (Fishbowl/NetSuite or comparable).

Advanced Excel and credible reporting/BI skills; comfort with data quality, dashboards and thoughtful automation / AI-assisted analysis.

Strong shop-floor communication, cross-functional follow-through, operational judgment and escalation discipline; able to influence without owning all executing departments.

Preferred

Previous management experience is highly preferred.

Education Background and Experience

5+ years hands-on production planning/master scheduling/production control in high-mix, low-volume assembly, fabricated equipment, specialty automotive, marine, aerospace or similar.

Cross-Functional Collaboration & General Responsibilities

Achieving excellence at Velocity requires total alignment across every department, driven by our belief that when one part of our team falls short, we all do. To uphold this standard, team members are expected to adapt quickly, step beyond standard role boundaries, and contribute to company-wide priorities whenever organizational demands arise.

Every individual must maintain a continuous improvement mindset and exhibit unwavering accountability in supporting shop operations. While this document outlines core functional expectations, it does not detail every task required; assigned tasks will remain aligned with personal capabilities, safety standards, and operational objectives.

Physical Demands (To include but not limited to)

Tier 2 - Light Physical / Mixed Office & Floor

• Combination of desk work and time spent on the showroom or shop floor.
• Frequent standing and walking; occasional bending, reaching, or stooping.
• Occasional lifting/carrying of items up to 25 lbs.
• Ability to move safely around vehicles, equipment, and shop areas.

Work Environment

Primarily indoor office environment with standard lighting and climate control.

Regular time on the shop floor with exposure to noise, dust, vehicle exhaust, and temperature variations.

Benefits Include

Compensation: Pay is based on experience and qualifications.

Health & Wellness: Health/Dental/Vision/Life/Disability/Aflac available after 60 days.

Retirement: 401(k) with company match after 6 months at next enrollment period.

Paid Time Off: Paid time off and paid holidays.

Additional Perks: Company-sponsored events, tool program, merchandise discounts, friendly team environment