Production Scheduling for the Process Industries : Strategies, Systems, and Culture / Peter L. King, Mac Jacob, and Noel Peberdy.

Format:

Book

Author/Creator:

King, Peter L., author.

Jacob, Mac, author.

Peberdy, Noel, author.

Language:

English

Subjects (All):

Manufacturing processes.

Production scheduling.

Physical Description:

1 online resource (224 pages) : illustrations (colour).

Edition:

First edition.

Place of Publication:

New York, NY : Routledge, [2023]

Summary:

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.

Contents:

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)

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

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

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

15 Software Designed for Production Scheduling

Scheduling Requirements

Repetitive Scheduling Requirements

Multi-Level Requirements

16 Critical Ingredients, Raw Materials, and Components

Availability Checking

Critical Materials

The Firm Zone Strategy

Strategy Examples

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

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

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

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

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

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

26 Managing Bottlenecks and Constraints

Poor Scheduling Can Cause Bottlenecks

Moving Bottlenecks

Scheduling Moving Bottlenecks

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

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.

Notes:

Description based on print version record.

Includes index.

ISBN:

9781000895575

1000895572

OCLC:

1378643649