Operational planning should not be too rigid

[Mimaktsa10]

Restrictions in the production process can be soft and hard. Soft ones are the composition of teams by personnel for the next shift, tools for the adjuster, the use of one of several interchangeable machines. Hard ones are the performance of certain operations in a specific workshop, on certain lines and with a specific productivity.

Operational planning should not be too rigid

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The first type of restrictions switzerland email list should be left to the foreman of the site and not complicate the development of the plan with redundant and variable data. And the second should be reflected in the plan and regulated by normative and reference documents.

Example .

A medium-sized enterprise specializing in mechanical engineering introduced a detailed standard reference information and created a production planning system on its basis. It took 3-4 hours each day to calculate the plan, and as a result, shift assignments were formed for each inventory number of equipment. But during the execution of these assignments, there were regular breakdowns.

The analysis revealed the reason. It turned out that the plan described the activities in the shop in too much detail - before assigning employees to a specific task and selecting equipment. Moreover, mistakes were often made in the latter part - damage, replacement and restoration of equipment were not taken into account. And there were confusions with the assignment of employees - the system did not know that a specific employee asked for time off or went on sick leave.

At first, they tried to solve the problem by complicating the process of collecting information. But in response to this, the planners rebelled, because it was their responsibility to collect and reflect in the system all cases of movement of thousands of equipment positions and record the location of hundreds of workers.

By setting soft restrictions at the discretion of the workshops, it was possible to avoid increasing the number of controllers and new costs for automation. For example, the worker himself selected the tool and equipment. And the shift foreman assigned performers to the operation after receiving a shift assignment with a list of technological operations for the shift.

Due to this, the plan execution approached the 100% mark. And its calculation time was reduced to 1 hour.