Production scheduling for the process industries : strategies, systems, and culture

Production scheduling for the process industries strategies, systems, and culture

This book is aimed at manufacturing and planning managers who struggle to bring a greater degree of stability and more effective use of assets to their operations, not realizing the degree to which production scheduling affects those objectives.

Detalles Bibliográficos
Otros Autores: King, Peter L., author (author), Jacob, Mac, author, Peberdy, Noel, author
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York : Routledge [2023]
Edición:First edition
Materias:
Production scheduling.
Manufacturing processes.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009757934106719
Tabla de Contenidos:
  • Intro
  • Cover
  • Endorsements
  • Half-Title
  • Title
  • Copyright
  • Contents
  • Acknowledgments
  • About the Authors
  • Preface
  • SECTION 1 INTRODUCTION
  • 1 Business Imperatives: Why Scheduling Matters
  • The Scheduler's World Has Been Turned Upside Down
  • The Challenge of Scheduling
  • Scheduling Is Even More Important
  • Scheduling Is a Foundation of Manufacturing Performance
  • Why Now?
  • 2 Characteristics of Process Operations - And Scheduling Challenges
  • Changeover Difficulty
  • Starting Up after a Changeover
  • Sanitation Cycles
  • Shelf-Life Constraints
  • Multi-Step Manufacturing
  • Balancing Limited Resources
  • Divergence vs Convergence
  • Examples of "V" Type Process in Process Plants
  • Product Differentiation Points
  • Limited Extra Capacity
  • Summary
  • 3 Overview of Production Strategies
  • 4 Scheduling Processes and Software
  • Production Planning
  • Scheduling
  • Supporting Processes
  • Scheduling Software
  • Goal-Seeking Algorithms
  • Repetitive Scheduling
  • The Scheduling Process
  • Software Selection
  • 5 Example Process
  • The Process
  • Scheduling Information Flow: Communication between Systems
  • The Products
  • Product Differentiating Characteristics
  • Cultural Challenges
  • SECTION 2 SCHEDULING STRATEGIES
  • 6 Repetitive Scheduling Strategies
  • Product Wheels
  • Product Wheel Design
  • Synergy with Lean
  • Benefits of Product Wheels
  • Repetitive flexible Supply (RfS)
  • Rhythm Wheels
  • Fixed Sequence Variable Volume (FSVV)
  • Summary
  • 7 Dealing with Disruption
  • The Nature of Disruption
  • Ability to Deal with Disruption
  • An Example: The Story of P&amp
  • G Luvs Diapers
  • SECTION 3 SCHEDULING PROCESSES, SYSTEMS, AND SOFTWARE
  • 8 The Role of Forecasting
  • Forecast Value Add
  • Bias and Accuracy
  • Coefficient of Variation
  • Timing and Aggregation
  • Different Forecast Goals.
  • Choice of Demand Forecasting Unit
  • Product Transitions
  • Product Segmentation for Forecasting
  • Summary
  • 9 The Role of Inventory
  • Components of Inventory
  • Managing Inventories
  • An Inventory Management Example
  • Cycle Stock and Safety Stock
  • Calculating Safety Stock
  • Variability in Demand
  • Seasonality
  • Variability in Lead Time
  • Combined Variability
  • Cycle Service Level and Fill Rate
  • Safety Stock and Lot Size Impact
  • Summary
  • 10 Typical Scheduling Process Steps
  • The Planning and Scheduling Process
  • Exception Management
  • Preparing to Plan
  • Creating the Production Plan
  • Creating the Detailed Schedule
  • Communicating the Plan
  • The Packing Line Schedule
  • ERP and Shop Floor Systems
  • The Mixing Schedule
  • The Spice and Liquid Prep Rooms
  • Preparing for Tomorrow
  • The Detailed Scheduling Process
  • Scheduling the Constraint
  • Manual Scheduling
  • Just-in-Time Scheduling
  • Repetitive Sequence Scheduling
  • KPI-Based Algorithms and Solvers
  • Resources
  • Evaluating and Adjusting the Schedule
  • Releasing Firm or Committed Orders
  • 11 Multi-Level Scheduling
  • Product Mix and Moving Bottlenecks
  • Types of Scheduling Problems
  • Degrees of Freedom between Levels
  • Impact of the Constraint's Location
  • More Than Two Levels
  • Batch and Lot Size Restrictions
  • Distribution Rules
  • Logical Relationships between Levels
  • Linking between activities
  • The Multi-Level Scheduling Process
  • Scheduling with Inventory Constraints between Levels
  • 12 Tanks, Bins, and Flow Paths
  • Tank and Bin Scheduling
  • Tank Scheduling Example
  • Specific Flow Paths
  • Converging Flows
  • Diverging Flows
  • Before and after APS Implementation
  • Simplifying the Complex
  • 13 The Role of ERP Systems in Planning and Scheduling
  • Assumption of Infinite Capacity
  • Daily Time Resolution
  • Assumption of Independence.
  • ERP Scheduling Modules
  • Repetitive Scheduling in an ERP System
  • Quality Management
  • System of Record
  • 14 Excel as a Finite Scheduling Tool
  • Business Continuity
  • Critical Features of Scheduling Software
  • Issues with Excel
  • Visibility of Attributes and Sequencing
  • Time Offsets
  • Lot Sizing and Multi-Level Scheduling
  • Summary
  • 15 Software Designed for Production Scheduling
  • Supporting Processes
  • Scheduling Requirements
  • Repetitive Scheduling Requirements
  • Multi-Level Requirements
  • Software Selection
  • 16 Critical Ingredients, Raw Materials, and Components
  • Availability Checking
  • Critical Materials
  • The Firm Zone Strategy
  • Strategy Examples
  • Summary
  • 17 Scheduling Software: Security and Privacy
  • Security
  • Privacy
  • SECTION 4 PREREQUISITES TO GOOD SCHEDULING
  • 18 The Role of the Plant Leader
  • Future Proof the Plant
  • Raw Material Supply Risk
  • Standardizing Packaging Raw Materials
  • New Product Development Involvement
  • Transportation Risks
  • Labor Risk
  • Simplifying the Product Portfolio
  • Selective Automation
  • Improve Changeovers
  • Example
  • Dealing with Disruption
  • Collaboration
  • Physical Triage Meetings
  • Implementing a Virtual Team in the Plant
  • What Is Needed of the Plant Leader?
  • Reinforcing Repetitive Patterns of Production
  • Summary
  • 19 Scheduling Readiness Criteria
  • Readiness and Sustainability
  • Project Roles
  • Readiness Examples
  • 20 Accessible, Accurate, and Complete Data
  • Master Data and Transaction Data
  • Examples of Data Accuracy and Timeliness Problems
  • Data Audits or Checking Practices
  • Documenting the Process
  • Checking Data against a Standard
  • Measuring and Tracking Results against a Goal
  • Analyzing the Root Cause of Gaps
  • Leadership Visibility
  • Planning and Scheduling Data
  • Summary
  • 21 Effective Production and Capacity Planning.
  • The Importance of Planning
  • Resolving Overloads
  • Automated Planning
  • Planning Example
  • Characteristics of a Good Production Plan
  • Managing Inventory Targets and Constraints
  • Summary
  • 22 Workforce Engagement
  • Selling the Idea
  • Designing the New Process
  • Executing the New Process
  • 23 Changeover Reduction - SMED
  • SMED and Its Origins
  • SMED Concepts
  • Process Industry Changeovers
  • Automotive Fluids Packaging
  • Diaper Manufacturing
  • SMED Beyond Product Changes
  • A Non-Manufacturing Example
  • SMED Applied to Blue Lakes Packaging
  • Summary
  • 24 Production Stability
  • Total Productive Maintenance
  • TPM Relevance in Process Industries
  • TPM Saves Money
  • Overall Equipment Effectiveness (OEE)
  • Availability
  • Performance
  • Quality
  • Calculation of OEE
  • VSM Data Boxes: OEE
  • Non-Standard OEE Metrics
  • Summary
  • 25 Cellular Manufacturing
  • Typical Process Plant Equipment Configurations
  • Cellular Manufacturing Applied to Process Lines
  • Synthetic Sheet Manufacturing Example
  • Virtual Cell Implementation in a Synthetic Rubber Production Facility
  • Would Cellular Flow Apply to the Salad Dressing Operation?
  • Group Technology
  • Summary
  • 26 Managing Bottlenecks and Constraints
  • Poor Scheduling Can Cause Bottlenecks
  • Moving Bottlenecks
  • Scheduling Moving Bottlenecks
  • Summary
  • SECTION 5 GETTING TO SUCCESS
  • 27 Leading Scheduling Improvements to Drive Value: Five Steps for Leaders
  • Laying the Foundations for EffectiveScheduling
  • Five Steps to Value for Leaders
  • Step 1: Layout the Improvement Goals and Plan
  • 1. Develop a Tangible Vision
  • 2. Communicate to Leaders and Other Stakeholders
  • 3. Identify Supporters and Cheerleaders
  • 4. Develop an Incremental Implementation Plan
  • 5. Develop a Change Plan
  • Step 2: Work on the Culture
  • 6. Bring the Voice of the Customer into the Plant.
  • 7. Improve Shop Floor Discipline
  • 8. Implement Weekly Reporting and Drive Improvement
  • 9. Freeze the Frozen Horizon!
  • 10. Dealing with Schedule Disruption
  • Step 3: Improve Scheduling
  • 11. Implement Simple Product Wheel Scheduling as a Team
  • 12. Drive Further Improvements
  • 13. Celebrate Successes
  • 14. Align the Plant to the Wheel Rhythm
  • Step 4: Take Stock
  • 15. Review Progress
  • 16. Lessons Learned
  • 17. Decide on the Full Plant Rollout
  • 18. Select Scheduling Software
  • 19. Select an Implementation Consultant
  • 20. Get Budget Approval
  • 21. Plan the Full Implementation
  • Step 5: Sustaining the Gains
  • 22. Ownership Is Key
  • 23. Establish Sustainable Practices Early
  • 24. Verify That Sustainment Practices Are Working
  • 25. Formalize Training, Qualification, and Coaching
  • 26. Track the Key Benefits
  • 27. Take Advantage of Vendor Software Improvements
  • 28. Implement a Planning Community of Practice (COP)
  • 28 Where to Begin: A Roadmap to Project Success
  • Initial Preparation
  • Scheduling System Design
  • Strategy Design
  • Final Preparation
  • Sustaining
  • Summary
  • 29 Critical Success Factors
  • Scheduling Strategy Critical Success Factors
  • Scheduling System Critical Success Factors
  • Cultural and Behavioral Critical Success Factors
  • 30 Success Stories: Examples of Scheduling Best Practices
  • Dean Bordner - Nature's Bounty
  • Formerly Senior VP of Operations, Nature's Bounty (Now The Bountiful Company)
  • Mike Evans - Bellisio Foods
  • VP of Operations
  • Dave Rich - Litehouse Foods
  • Vice President, Strategic Sourcing &amp
  • Fulfillment
  • James Overheul - BG Products
  • Formerly Operations Director
  • Ryan Scherer - Appvion
  • Former Organizational Excellence and Capacity Manager
  • David Kaissling - Shearer's Snacks
  • Formerly Chief Supply Chain Officer for Shearer's Snacks, With 40 Years in CPG as Head of Supply Chain for Fortune 500 Companies.

Ejemplares similares