It is software for planning a "production schedule."
A "production schedule" is also referred to as "scheduling." It is an allocation of the dates and resources (equipment, machinery, tools, people) necessary to carry out a series of "operations" to produce each order (order, production number).
Since "work instructions" are issued based on the production schedule, the production schedule must adhere to various operational constraints and rules.
What effects can be obtained by implementing a production scheduler?Return to List
In short, "various aspects of production become clear."
In a chaotic factory, for example, the following may be unclear.
・What is the current manufacturing lead time?
・When will each order be completed?
・What is the appropriate inventory level?
・Which process is the bottleneck?
・Are the equipment and machinery sufficient?
・For raw material XXX, when and how much should be arranged?
・To increase productivity, in what order should orders be processed on each piece of equipment?
・Among the manufacturing workers, who is busy and who is not?
・What will happen overall if improvements are made?
These aspects become clear through a production planning and management system centered on the production scheduler. It can be said that "visual management" is realized.
Moreover, it is possible to foresee not only the past and present but also the future to some extent. Therefore, it is possible to thoroughly consider potential future problems and implement effective and efficient measures in advance, rather than reacting after the fact.
In the story, Tatsuya tries to emphasize the importance of the bottleneck process and convince Masuo, but instead, he faces backlash. If Tatsuya had skillfully used a production scheduler to visualize the situation, he might have gained smooth consensus (though that would not make for an exciting story).
Incidentally, if this content were realized with FLEXSCHE, it would look like the following. FLEXSCHE Sample Data
[Tatsuya's Plan]
[Comparison of Three Plans]
Looking at it this way, it is clear at a glance that Tatsuya's plan results in the shortest operating time and the maximum marginal profit, making it the most superior.
The production scheduler might be called a magical lens that foresees the future of the factory.
However, if the lens is foggy, what can be seen is limited, and if the lens is distorted, what can be seen is also distorted. A clear lens is necessary for making appropriate judgments.
Therefore, it is crucial to implement a "production scheduler that fits the factory."
By the way, it seems that ERP is often implemented with the expectation of effects like those mentioned above, but in reality, ERP data is often too coarse for such detailed matters, and the effects are only realized with a production scheduler.
Let me explain the effects of implementing a production scheduler in more detail. By implementing a production scheduler, the following direct effects can be obtained.
1. It becomes possible to plan efficient schedules.
2. It reduces the dependency on individual skills in planning.
3. Since scheduling can be done quickly, it becomes possible to respond swiftly to changes in the situation.
4. It allows for accurate foresight of the entire factory into the future.
5. It becomes clear where the problems are, and it is possible to quantitatively confirm in advance what effects each countermeasure will have. Therefore, it becomes possible to make accurate judgments and implement appropriate measures at an early stage.
As a result,
・Improved productivity
・Shortened manufacturing lead time
・Improved on-time delivery rate
・Reduced inventory levels
These effects can be expected.
The magnitude of these effects varies depending on the scale of the factory, the approach taken, and external factors such as the economy, but it is not uncommon for lead times and inventory levels to improve by 20% to 50%.
However, it should be noted that simply purchasing a production scheduler does not automatically yield results. The reason I wrote "effects can be expected" above is actually because of this. For example, even if the scheduler identifies "this resource is a bottleneck," if no action is taken, nothing will change. On the other hand, if efforts are made to thoroughly utilize the bottleneck resource, shorten changeover times, and find alternative resources, significant effects can be achieved.
In other words, a production scheduler is merely a tool. It is only through human use, judgment, and action that effects are realized.
In particular, this is a characteristic and fate of production schedulers, but their implementation requires the involvement of various departments throughout the factory. Additionally, in most cases, the content of operations changes with implementation. How to engage stakeholders positively and proactively greatly affects the results. In some cases, it may be necessary to change the evaluation criteria for each department and employee.
Therefore, it is not sufficient to leave it to young employees who are familiar with software. It should be promoted by a direct team of the president or factory manager with appropriate authority and responsibility.
What points should be considered when selecting a production scheduler package?Return to List
There are various evaluation criteria such as ease of use, functionality, price, etc., but the most important is "whether it fits the factory." Choosing a package that does not fit the factory can lead to disastrous results.
If it doesn't fit the factory, the effect is limited. If the effect is small compared to the cost and effort required for operation and management, no one will use it. Not only does the time and cost spent become wasted, but missing out on the effects that should have been obtained is also a significant loss.
That said, honestly, it's quite difficult to determine if it truly fits.
This is because understanding the package comes with using it. Conversely, there are many instances where you have to select a package without fully understanding it.
Moreover, as the implementation progresses, it is not uncommon for the factory's personnel to finally grasp the concept, only to realize that the package does not fit when the real requirements emerge.
Furthermore, the manufacturing industry must be "new every day." Therefore, changes and improvements to the production system that supports it are certainly necessary after the start of operation.
Therefore, it is necessary to select a package that has the "breadth of scope" to withstand these changes in requirements.
In other words,
- It must fit the factory
- It must be rich in flexibility
are extremely important.
Additionally, since it is something that will be used for a long time and requires various know-how for implementation,
- Ease of use
- Future potential of the product and its developer
- Support system
are also important points.
When determining whether it fits the factory, the number of implementations in the same industry can be a reference, but overconfidence is dangerous.
This is because it is unclear whether it is currently truly operational, and even within the same industry, there are various differences between factories. It is essential to carefully consider this on your own responsibility.
How much time, cost, and manpower are required to implement a production scheduling system?Return to List
It varies greatly depending on the pre-implementation situation, the level of goals, and the proficiency of the approach.
If I dare to give a reference figure, until the initial operation,
Period: Several months to a year and a half
System construction cost: Several million to tens of millions of yen
User company manpower (excluding system construction): Several person-months
is what it might be.
Can a production scheduler be implemented solely by the user company?Return to List
It is not impossible.
However, since there are various "important points" in the implementation of a production scheduler, it is safe and efficient to get help from consultants or system integrators with know-how.
In fact, when trying to implement it solely by the user company, there is a strong tendency for the project to become prolonged.
Compare the benefits of getting it up and running quickly and obtaining results early, the disadvantages if it ends in failure, and the costs, and make a decision.
I want to implement a production scheduler, but my boss won't approve it. How should I persuade them?Return to List
It's quite difficult and varies case by case, but generally speaking, if it is judged that "it is better for the company to implement a production scheduler than not to," then it should be approved.
To do so, present the decision-making materials based on the decision-maker's thoughts, preferences, and inclinations.
As decision-making materials, there might be "management environment," "current situation analysis," "management issues," "management effects," "costs," "execution plan (timing of realization, whether it can really be realized, assumed risks and their countermeasures)," "motivation," etc.
While persuading, it tends to become a situation as if you are opposing each other, but it is important to think about how to get them to "empathize" rather than "refute."
Politically, if your immediate boss is not approving, you can try going higher up.
However, generally, the reason for not getting approval is often because the perspective of the person appealing is narrow.
If you truly believe it is necessary, don't give up and try repeatedly.
