Business Basics
Home Page


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

 

lean manufacturing principles and techniques training

Need a training tool that transforms MRP supporter into LEAN-MRP advocates?
LEAN-MRP Simulation Game-Plus

Lean Certification at your place and at
your pace with a "pay-as-you-go" plan.
Lean Manufacturing Certification

Planning and Scheduling
Part 3 of 4


privacy policy

987

760-945-5596

Mfg. Training Options:

Lean Manufacturing Transformation

LEAN-MRP Simulation Exercises

Lean Manufacturing Certification Program

Lean Manufacturing
on-site Seminars

Inventory Management
Training Program

Lean Manufacturing, PowerPoint, 8-CD, Training Library

Lean Management PowerPoint Training Modules

Lean Management PowerPoint Training

Lean Manufacturing Assessment and Improvement Plan

Kaizen Training
(On-site Program)

ISO 9001-2008 Compliance and/or Registration

Strategic Planning Training Program

Manufacturing Perform-ance Management Training Program

Thinking-Outside-
the-Box Workshop

Lean Manufacturing Articles

The first two steps in the above "production meeting process" are generally where individuals with CIRM, CPIM, or CFPIM credentials focus the majority of their attention. It is critical that an APS system be powerful enough to exactly model your manufacturing process, and flexible and fast enough to easily simulate how you can respond to bottlenecks and late deliveries. The key in se­lecting the right software for your use is that it can act as a decision-support tool to help operations improve de­liveries. Finite schedulers should not become tools that identify limited capacities as an excuse for not making the business plan. APS must be a tool to optimize the plan against resources and provide valid dates that can be depended on. I will not focus on the many features and techniques available in various APS software; how­ever, I will say that close is not good enough in modeling your shop to get buy-in on a schedule.

The third step is an exciting "bonus" part of this pro­cess. Reasons companies struggle with implementing ERP systems or comprehensive manufacturing strate­gies are the requirements for high degrees of data accu­racy and process integrity, and cross-functional involvement and process reengineering required to implement "the project." The review necessary to get the buy-in of manufacturing will require a validity check of the APS plan. Managers who are trying to improve duedate performance must challenge data that is too conservative. Operators being held accountable for their attainment of the schedule challenge data that is too aggressive. The data that is influencing the load on a constraint is auditable and APS tools allow correction to be simulated and a valid schedule to be prepared. The efforts of your key operating people are focused at correcting the data relevant to making current requirements happen. The critical data affecting critical bottlenecks is reviewed and fixed during the production meeting with a new re-optimized schedule generated and the detailed impact of those corrections immediately understood. The continuous improvement of the most important data has a cumulative effect on improving enterprise information for work centers or items that present bottlenecks. Unlike other data cleanup projects, the effort is focused on data that matters to the business, data that helps managers alleviate late orders, and data that helps operators fix unreasonable standards.

To Be Continued

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 14


   Increase Your Knowledge... Stay Connected
Join our 15,000 plus MBBP
Bulletin Subscribers

To stay current on Lean Manufacturing principles and techniques, subscribe to our Manufacturing Basics and Best Practices Bulletin (MBBP) and we'll send you our 10-PowerPoint-Plus, Lean Manufacturing, Mini-Modules. (All at no cost of course.)

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

First Name:
Your E-Mail:

Here's what one of our 13,000 plus subscribers wrote about the MBBP Newsletter:

"Great manufacturing 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


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

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

© 2001-2013 Business Basics, LLC