Who is Bill Gaw?
And why should we listen to him?

Lean Enterprise Articles
 Lean Manufacturing Principles and Techniques 

World Class Manufacturing
An 8-Training Module
Continuous Improvement Program

Increase the effectiveness of your
Lean Manufacturing Training Program

Lean Manufacturing Simulation Game 

Master Production Schedule

Part 4 of 4

privacy policy

Contact Us

 To review our training 
 options, click on 
  the links below: 

e-Training Packages:

Lean Manufacturing

Performance Management

Quality Mgmt. System

Inventory Management

Lean Six Sigma

Strategic Planning

     Other Options:   

Continuous Improvement Program

Continuous Improvement Program

Continuous Improvement Process

Thinking Outside 
the Box Principles 

Lean Manufacturing
Certification Program

Kaizen Blitz/Events

1-Day, On-site

5-Day On-site
Manufacturing Survey
and Action Plan

Production Shutdown

As we approach the year 2000, product life cycles seem to be getting shorter and shorter. Therefore, the master scheduler sometimes may be faced with a production shutdown for a product line or even an entire plant.
Plant shutdowns are management decisions sometimes difficult to make. However once the decision is made, the management team has other decisions to make. The team may decide that it is better to keep the production line open and build enough product to cover the next several periods of expected demand before shutting the line down. Of course, the trade-off here is production efficiency versus carrying the inventory. The results may be that it may cost less to carry the inventory than it would be to maintain low volume production. Once the product is built, the line could then be shut down.

There are other issues that must be addressed when the demand for the product is reduced, recalled, or stopped. What about the materials that are already in the stock­room, the materials that are on order, the people in production, the production facility itself, etc.? Should the company try to rebuild the demand through aggressive public relations and advertising or should the company just let it go? Answers to these types of questions require more than just the master scheduler's input.

The production plan is management's expressed direction for the company when it comes to manufacturing. The master schedule provides specific direction by item, quan­tity, and due date. If there are several items within a product family (the level that sales and operations plan­ning takes place), it can be very dangerous if the company does not insure that management's direction is being carried out. Most companies provide a tolerance (e.g., plus or minus 10%) to provide the master scheduler with some latitude to overplan, use inventories, work yield issues, etc.


Successful companies have a way in which they meet these challenges. Watching a successful master scheduler at work is like watching an artist paint a beautiful seascape or mountain scene. If a true artist makes a mistake or wants to change the picture, they merely put a few more brush strokes to the canvas. When a skillful master scheduler decides to change the picture, he or she makes a few terminal keystrokes and the problem is generally solved. Why is this so true? Successful master schedulers have mastered the art of change.

For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02



To stay current on manufacturing competitive knowledge, please subscribe to our weekly bulletin, "Manufacturing. Basics and Best Practices (MBBP)."  Simply fill in the below form and click on the " subscribe button." 

We'll also send you our Special Report, "6-Change Initiatives for Personal and Company Success."  

All at no cost of course. 

First Name:
Your E-Mail:

 Your personal information will never 
be disclosed to any third party.

privacy policy

Here's what one of our subscribers said about the MBBP Bulletin:

"Great articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC

Lean Manufacturing Menu

Balanced Scorecard Training    Lean Manufacturing Implementation
Overview of Six Sigma    Inventory Reduction Techniques
Strategic Tactical Planning   Total Quality Management
Articles and MBBP Archives    Lean Management Training
Strategic Planning Training  Lean Six Sigma Training
Performance Management Training    Kaizen Training
Thinking Outside the Box Principles  Kaizen Blitz 
Lean Manufacturing Certification Program

Lean Manufacturing Improvement  Performance Management Improvement
ISO 9000:2000 Improvement  Continuous Process Improvement
Value Steam Mapping Improvement  Strategic Planning Improvement
Supply Chain Management Improvement

"Back to Basics" Training for anyone ... anywhere ... anytime

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596

© 2001-2007 Business Basics, LLC