Issue link: http://www.insightdigital.biz/i/74682
BEST PRACTICES dictated schedule that everyone knows is no good … and the guys just work together to get parts out the door. Problems of traditional thinking in job shop planning and scheduling: Flow is nearly impossible to achieve on a consistent basis, not because of the wide variety of orders, but because of the lack of information and visibility of orders. 1. 2. 3. 4. familiar with everything in the shop. In MRP/ERP systems, capacity is assumed to be infinite. Capacity is unknown, or known only through a hunch in the mind of a key individual who is intimately The hour-by-hour operation of the shop is so dynamic that a traditional MRP/ERP system cannot keep pace. are expedited through the shop to reduce lead time, although at an unidentified expense to other orders and overall efficiency of the shop. Because capacity is unknown, and flow is inconsistent, lead times are impossible to predict. Individual orders A non-traditional approach to job shop planning and scheduling: By combining key principles of lean, quick-response manufacturing (QRM) and theory of constraints (TOC), 1. 2. we can develop a system to effectively plan and schedule a job shop. The two equally important components of this system are: people with information to make intelligent decisions regarding planning and releasing work to the shop floor. The people run the system; the system does not run the people. A computerized database system to generate real-time capacity, lead time and order information to provide the order is released to the shop floor, scheduling is the responsibility of the people closest to the work, not a central scheduling function. Like a roundabout, the drivers of the process determine the flow. This system can never be fully realized with off-the-shelf A physical schedule board, located on the shop floor, fed with information from the database. Once and President of Headwaters Excellence Partners (www. HEPotential), a company dedicated to unleashing the potential of small business. For more information, contact Bengson at (920) 931-4HEP (4437) or Doug@HEPotential.com. soſtware, or a commercially available schedule board. It will be as unique as every job shop is. The system becomes as critical to the effective operation of a job shop as skilled people and good equipment. F Doug Bengson is a Continuous Improvement Guide GET TECHNICAL GET AN EDGE TRAINING WITHIN " 26 | INSIGHT on Manufacturing • July 2012 INDUSTRY Training Within Industry (TWI)—teaches people to quickly learn to do a job correctly, safely, and conscientiously. ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Contact NWTC today to get started with TWI. ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| https://corporatetraining.nwtc.edu PHONE: (920) 498-6907 www.insightonmfg.com This training has demonstrated how knowledgeable our employees are at their jobs and is allowing us to get new employees brought up to speed more efficiently and safely. — Lynn Peterson Human Resources Director Green Bay Converting, Inc. "