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Scheduling

Scheduling. PREREQUISITES FOR EFFECTIVE SCHEDULING. FRONT END. ENGINE. BACK END. Scheduling as a Process is not “stand alone”. Back to the operating MPC System. Prep. for Prod. Schedule MPS.

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Scheduling

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  1. Scheduling PREREQUISITES FOR EFFECTIVE SCHEDULING

  2. FRONT END ENGINE BACK END Scheduling as a Process is not “stand alone” • Back to the operating MPC System ... • Prep. for Prod. • Schedule • MPS Inorder to perform the scheduling activity at any end of the MPC system, the schedular needs to be in contact with people from different areas of function. • Rq Sch • Rp Sch • S/o Schedules • Final Assy Sch • Job Shop Sch

  3. Scheduling as a Process is not “stand alone” • Functional groups involved in front end MPC activities :

  4. Scheduling as a Process is not “stand alone” • Role of Master Schedular with respect to MPC front end activities : • Determination of all the resource requirements for the subject potential project under different alternatives. REQUIREMENTS FOR THIS ACTIVITY Tools Data Estimated utilization of required shops Estimated delivery dates and quantities Master Scheduling software having the capability of Roughcut Capacity Planning. (Bills of Work Breakdown ) Contract Specialist Capacity planner Manufacturing Engineer Shop Responsibles Alternative Roughcut Capacity Plans

  5. Scheduling as a Process is not “stand alone” • Role of Master Schedular with respect to MPC front end activities : • Associating budgeted hours to each alternative. Calculated by Vendor (Reflects real life at vendor’s facility) Determined by Customer PRICE = COST + PROFIT If PRICE < COST Problem! COST figure will be reduced to a “Should be COST”. If PRICE > COST No Problem! Budgeted hours will be in balance with associated COST. Where PRICE ≥ “Should be COST” “Should be COST” becomes PERFORMANCE TARGET for direct hours (new budgeted hrs). HENCE, BUDGETED HOURS EFFECT THE ALLOCATION OF RESOURCES. Master Schedular and Contract Specialist are PARTNERS in this work.

  6. Scheduling as a Process is not “stand alone” • Role of Master Schedular with respect to MPC front end activities : • Schedule for “Production Preparation”. TEAM Master schedular (acts as team Leader) contract specialist manufacturing engineer shop foremen procurement specialist Determination of preparation activities Determination of time requirements Allocation of resources Schedule for “Production Preparation”

  7. OK TOP MNGMNT DECISION Scheduling as a Process is not “stand alone” • Role of Master Schedular with respect to MPC front end activities : • Preparation of Master Schedule (the last step in front end activities). Roughcut Capacity Plan A. (per company practice) Negotiations & Contract Award Roughcut Capacity Plan B. (per budgeted hours and associated costs) Project included in SALES PLAN Resorce investment & aggregate production rate decisions for the period. (volume) (constraints) MASTER PRODUCTION SCHEDULE for FARSCAPE Project.

  8. Scheduling as a Process is not “stand alone” • Functional influence to the Engine Section of MPC System with respect to preparation of Rq and Rp Schedules CORE OF THE MPC SYSTEM

  9. Scheduling as a Process is not “stand alone” • Functional influence to the Engine Section of MPC System with respect to preparation of Rq and Rp Schedules • Majority of daily activities of MRP Specialists force the MRP Module to recalculate the Rq & Rp schedules ; • Quantity change on a planned or released order • Date change and firming of a planned or released order, • Splitting a released order, • Cancelling a shop order, • Performing a total or partial scrap on a shop order, • Order bill maintenance of a specific planned or released order, • Changing ordering codes and parameters of a specific part number. • Creating independent requirements (for manual release of an unplanned order), • Credit transfer of materials from one project to another, • Stock receipt, etc.

  10. Scheduling as a Process is not “stand alone” • Functional influence to the Engine Section of MPC System with respect to preparation of Rq and Rp Schedules • Procurement Specialists perform the similar activities with respect to the “buy” part numbers (hence, purchase orders) except credit transfers, creating independent requirements, and stock receipt. • Master Schedulars deal with end “item part numbers”. Their most important interference with the engine section is the modification of MPS and its transfer from MPS module to MRP module. Rest of their interference is limited to the maintenance of codes and parameters for the manipulation of end items. • Capacity Planner’s interference with the operation of MRP side is an indirect one in nature. Activity of a capacity planner may result in management decisions which yield to structural changes and/or effect to efficiency of a specific operation. Result of such a situation will automatically influence the available schedules.

  11. Scheduling as a Process is not “stand alone” • Functionals who effect the Work Center Schedules within the Back End Section of MPC System EXECUTION

  12. Scheduling as a Process is not “stand alone” • Functionals who effect the Work Center Schedules within the Back End Section of MPC System • Primary responsibility of Manufacturing Control Specialist is enabling the flow of parts to their completion within the assigned period of time. To this end basic activities are; • Providing material for the released shop orders, determining and following up of shortage cases, • Loading jobs to work centers per applicable sequencing rules, • Providing for transport of shop orders (and materials) to next work center in routing, • Forwarding scrap cases to MRP planner, • Assigning manual priorities to shop orders if the acceptable conditions occur, • Studying the flow efficiency realized at shop floor and taking necessary precautions (overtime or shift requests).

  13. Scheduling as a Process is not “stand alone” • Functionals who effect the Work Center Schedules within the Back End Section of MPC System • It is not easy to provide an efficient flow all the time ... Energy Failure Absenteesim Version Differences in tech documents Machine or Equipment Breakdowns Possible Problems Management Decisions Unavailabity of Procured Materials Lost Shop Orders Changes in Costomer Expectations Workmanship Unjustified Requests from Assembly Shops Lost Parts at Shop Floor

  14. Scheduling as a Process is not “stand alone” • Functionals who effect the Work Center Schedules within the Back End Section of MPC System • A real life Example ...

  15. Basic Inputs to a Scheduling Process

  16. System Modules Related with Scheduling Process

  17. Station 2 Station n Station 1 Operation 1 Operation 2 Operation n What is “Effective Scheduling”? • Primary Objectives (Goals) of Scheduling Production resources should not remain idle. (about “W/c utilization”) Job completions should not be late. (about “due dates”) Issue date of a shop order (job) Time spent in the system should be minimum. (about Flow [throughput] time) These objectives apply to all scheduling problems.

  18. What is “Effective Scheduling”? • Conflicts of goals with each other • Possibility of meeting “due date” increases, if more capacity • is provided. • More capacity creates a condition for reducing the “flow times” • resulting in less “work center utilization”. • When extra jobs are inserted into the system, “flow time” tends • to increase resulting in more “work center utilization”.

  19. What is “Effective Scheduling”? • Which performance measure is to be used? “Lateness” on simple yes/no basis ? “Avarage Lateness”? “Variance of actual completion dates against scheduled completions dates”? Due Date Performance  Should it cover all work centers? Only for selected work centers? Utilization Performance  “Average Flow Time”? “Variance in Flow Time”? “Maximum Flow Time”? Flow Time Performance 

  20. What is “Effective Scheduling”? • Summary of prerequisites for effective scheduling • Knowledge of respective product structure :

  21. What is “Effective Scheduling”? • Summary of prerequisites for effective scheduling • Knowledge of shop structure and operation characteristics • Understanding the available shop performance measures with respect to scheduling and how they are measured. • Understanding other functionals’ roles and how they can effect the schedules when performing their tasks. • Easy access to data which is required for scheduling activity. • Understanding the operating principles and procedures of computerized system modules that are associated with scheduling tasks. • Knowledge of scheduling techniques which are appropriate for the respective area of the company.

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