1. Scheduling PREREQUISITES FOR EFFECTIVE SCHEDULING

2. 2 Scheduling as a Process is not “stand alone” Back to the operating MPC System... Back to the operating MPC System... Prep. for Prod. Schedule MPS Rq Sch Rp Sch S/o Schedules Final Assy Sch Job Shop Sch FRONT END ENGINE BACK END 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.

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

4. 4 Role of Master Schedular with respect to MPC front end activities : 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. Determination of all the resource requirements for the subject potential project under different alternatives. REQUIREMENTS FOR THIS ACTIVITY Data Tools 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 Manufacturing Engineer Shop Responsibles Capacity planner Alternative Roughcut Capacity Plans Scheduling as a Process is not “stand alone”

5. 5 Role of Master Schedular with respect to MPC front end activities : Role of Master Schedular with respect to MPC front end activities : Associating budgeted hours to each alternative. Associating budgeted hours to each alternative. PRICE = COST + PROFIT Determined by Customer Calculated by Vendor ( Reflects real life at vendor’s facility) If PRICE > COST No Problem! Budgeted hours will be in balance with associated COST. If PRICE < COST Problem! COST figure will be reduced to a “Should be 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. Scheduling as a Process is not “stand alone”

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

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

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

9. 9 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. Scheduling as a Process is not “stand alone”

10. 10 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. Scheduling as a Process is not “stand alone”

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

12. 12 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). Scheduling as a Process is not “stand alone”

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

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

15. 15 Basic Inputs to a Scheduling Process

16. 16 System Modules Related with Scheduling Process

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

18. 18 Conflicts of goals with each other What is “Effective Scheduling”? 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. 19 Which performance measure is to be used? What is “Effective Scheduling”? Due Date Performance  “Lateness” on simple yes/no basis ? “Avarage Lateness”? “Variance of actual completion dates against scheduled completions dates”? Utilization Performance  Should it cover all work centers? Only for selected work centers? Flow Time Performance  “Average Flow Time”? “Variance in Flow Time”? “Maximum Flow Time”?

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

21. 21 Summary of prerequisites for effective scheduling Summary of prerequisites for effective scheduling Knowledge of shop structure and operation characteristics Knowledge of shop structure and operation characteristics Understanding the available shop performance measures with respect to scheduling and how they are measured. 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. 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. 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. 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. Knowledge of scheduling techniques which are appropriate for the respective area of the company. What is “Effective Scheduling”?