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. It has been reported that 75% of the problems on the manufacturing floor are caused by activities outside the plant floor. Poor production scheduling strategies and systems are often the biggest contributors to the 75%.

The book explains in detail that no scheduling strategy, and especially no transition to a different and better scheduling strategy, will succeed without strong commitment and guidance from senior leadership. Leadership must understand their active role in the transition, that people will feel uncomfortable and even threatened by change, and that they will need to be measured by different standards. Effective scheduling requires that following the schedule and production to plan is more important than trying to maximize each day’s throughput.

The book explains the advantages of a structured, regularly repeating schedule: how it can increase throughput, right-size inventory based on cycles and variabilities and therefore make it more usable, and improve customer delivery. It will explain the trade-offs between throughput, inventory, and delivery performance, how those trade-offs are actually decided in production scheduling, and how an appropriate scheduling strategy can make the trade-offs and their ramifications visible. It discusses several popular structured scheduling concepts, their similarities, and differences, to allow the readers to decide which might fit best in their environments.

In addition, the authors discuss what makes an appropriate scheduling software system, and why a package designed for structured scheduling offers capabilities well beyond the Excel workbooks used by many companies, and how it offers much more design capability and ease of use than the finite scheduling modules in SAP or Oracle.

Finally, the authors offer a proven roadmap for implementation, critical success factors necessary to achieve the full potential, and give examples of operations that have done this well. In addition, a guide for leaders and managers post-implementation is provided to help them fully exploit the advantages of a structured, repeating scheduling strategy.

part Section 1|46 pages


chapter Chapter 1|6 pages

Business Imperatives

Why Scheduling Matters

chapter Chapter 3|4 pages

Overview of Production Strategies

chapter Chapter 4|12 pages

Scheduling Processes and Software

chapter Chapter 5|8 pages

Example Process

part Section 2|26 pages

Scheduling Strategies

chapter Chapter 6|18 pages

Repetitive Scheduling Strategies

chapter Chapter 7|6 pages

Dealing with Disruption

part Section 3|88 pages

Scheduling Processes, Systems, and Software

chapter Chapter 8|10 pages

The Role of Forecasting

chapter Chapter 9|18 pages

The Role of Inventory

chapter Chapter 10|12 pages

Typical Scheduling Process Steps

chapter Chapter 11|10 pages

Multi-Level Scheduling

chapter Chapter 12|8 pages

Tanks, Bins, and Flow Paths

chapter Chapter 13|6 pages

The Role of ERP Systems in Planning and Scheduling

chapter Chapter 14|6 pages

Excel as a Finite Scheduling Tool

chapter Chapter 15|6 pages

Software Designed for Production Scheduling

chapter Chapter 16|6 pages

Critical Ingredients, Raw Materials, and Components

chapter Chapter 17|4 pages

Scheduling Software

Security and Privacy

part Section 4|74 pages

Prerequisites to Good Scheduling

chapter Chapter 18|8 pages

The Role of the Plant Leader

chapter Chapter 19|6 pages

Scheduling Readiness Criteria

chapter Chapter 20|6 pages

Accessible, Accurate, and Complete Data

chapter Chapter 21|8 pages

Effective Production and Capacity Planning

chapter Chapter 22|4 pages

Workforce Engagement

chapter Chapter 23|8 pages

Changeover Reduction – SMED

chapter Chapter 24|10 pages

Production Stability

chapter Chapter 25|14 pages

Cellular Manufacturing

chapter Chapter 26|8 pages

Managing Bottlenecks and Constraints

part Section 5|40 pages

Getting to Success

chapter Chapter 27|14 pages

Leading Scheduling Improvements to Drive Value

Five Steps for Leaders

chapter Chapter 28|10 pages

Where to Begin

A Roadmap to Project Success

chapter Chapter 29|4 pages

Critical Success Factors

chapter Chapter 30|10 pages

Success Stories

Examples of Scheduling Best Practices