Let’s say you have to schedule a medium-sized meeting with some of your coworkers. If you’re a traditionalist who likes to do this kind of scheduling by hand, you’ll first need to brainstorm a list of which people (i.e. which creative and organizational resources) will need to be in attendance. Then, you’ll have to pick a time that works for you, and check with each person on the list to see if that time also works with their schedules. In the extremely likely event that the time does not work for everyone, you’ll need a master list of everyone’s availabilities so that you can find a time slot that works for everyone. Or, if not everyone, then at least the largest possible number of vital attendees.
If there’s one thing today’s planners and managers wish they had to ensure their planning and production strategies, it would be a crystal ball. A magical ability to glimpse into the future in order cut the complexity and uncertainty of modern manufacturing and provide a path of stability and certainty in a variant-rich value stream. While a crystal ball is obviously an impossibility, planners and managers do have a critical tool to help predict future planning and production needs while at the same time managing inventory levels and job allocation strategies for maximum efficiency and productivity.
Intelligent production programs begin well before materials hit the production room floor. Even with an optimized production sequence with the latest in production technology platforms, today’s manufacturing companies cannot fully realize an efficient manufacturing cycle without a transparent, agile intelligent planning architecture.
Consider the idea of a hybrid car. A platform that combines elements of power via electricity and those of traditional gasoline. Each side of the coin provides its own set of benefits and liabilities for motorists, but when combined hybrid vehicles leverage the best of each fuel type to enhance both the driving experience and the benefits of green energy and technology.
It’s the holiday season. You’re planning a big meal for friends and family. You’ve decided on the menu, selected recipes, made a list of ingredients, and identified the tools you need to actually prepare the meal. You’ve made a prep list, blocked off time in your day to actually put the ingredients together and cook. And in completing all these tasks ahead of time, you’ve given yourself enough of a base to finish the meal on-time, within budget, and in the most pleasurable way possible.
There’s a saying when it comes to American football: Games are won during the prep time between Monday and Saturday, not on the field Sunday. Understanding the opponent and creating a strategy or scheme to combat that opponent actually has more value than how the players perform or the events that happen during the game. And the same is true for today’s manufacturing landscape and how planning and production strategy are the most important aspects of a successful production cycle.
There are a number of tools manufacturing companies have at their disposal to help solidify planning and production strategy at the front end of the production cycle. Procurement. Resource allocation. Job allocation. These are valuable in helping companies chart an accurate course for efficient production based on market and customer demands. But while these safeguards in demand planning give manufacturing companies some level of insight and maneuverability in responding to alterations in rules or restraints in production programs, many of the most significant events or occurrences in today’s global manufacturing supply chain happen in the moment and without much warning or advance notice.
Imagine trying to walk a tightrope. You must have incredible balance, be extraordinary nimble, and understand the nuances of each step as you complete your journey from one side to other. You also have to account for the context in which you’re walking the tightrope: weather or climate conditions, barriers or impediments along the wire, or other significant hurdles along the way. In short, to successfully negotiate such a challenge, the tightrope walker has to execute a number of tasks in quick succession (or sometimes simultaneously) to make it from Point A to Point B.
The same is true for demand capacity planning in today’s manufacturing and logistics landscape. Particularly in variant-rich industries, the proposition of balancing demand and capacity - the amount of product or component parts needed to successfully fill orders and maintain efficient production schedules versus the sheer volume of components and parts required on-hand at all times - is intricate and complex. Many supply chain analysts and manufacturing industry insiders believe, even given today’s technology via integrated planning systems, that this issue is at the core of supply network logistics, especially given expansion and growth into emerging markets in new parts of the world.
To understand the importance of aligning planning and execution, think about the task of writing a memo or some kind of office communication. What’s the best strategy for effectively communicating ideas to peers? Do you compose the email in one session without filtering what you want to say or the information you want to convey, only then to go back and reread and edit the email at some later date? Or (and perhaps mostly likely, at least for many people), do you compose the email and edit as you go, deleting phrases, substituting words, or changing ideas and adapting the information in the moment as necessary for the best possible communication?
Odds are the most common method of emailing is the latter where edits and alterations are made in real-time as thoughts, ideas, and information hits you during the composing process. Where the first example may be a relic of the past when typewriters or handwritten correspondence was the norm, digital communication and the capacity to edit, rewrite, and revise in the moment means greater maneuverability in creating moments for effective, streamlined, and more productive communication. Where writing and editing/revising were at one time two distinct processes, today these functions are more or less integrated into one function with a greater level of process efficacy.
It’s a question each and every manufacturing company grapples with: How can we reduce our transport costs and attempt to normalize our transportation strategy given the number variables associated with shipping our products? In an industry like manufacturing where so much of how efficiency a company functions is dependent on getting the right product to the right customer at the right time in the right condition, transport logistics cannot be overlooked as a critical part of the value chain.
Let’s think about the idea of bifocals moment. Essentially, bifocals combine two different focal lengths or intensities into one cohesive line or path of vision. Whether you have difficulty seeing great distances or difficulty seeing images up close, bifocals allow you to experience an enhanced visibility by bringing two seemingly disparate functions into one harmonious operation.
Now, what do bifocals have to do with production scheduling? Well, just like how bifocals combine two distinct modes of vision, production scheduling combines two distinct elements of the manufacturing cycle into one optimized function: sales forecasting and production planning. By combining these two elements of the production process, companies can not only increase their internal visibility, but they also have the ability increase productivity, accuracy, and agility, each of which is a core driver in enhancing customer service and client relations.
Because production scheduling brings together so many aspects of the production process under one umbrella (everything from the procurement of raw materials to job allocation to monitoring the movement and transport of finished product to ensure on-time delivery), the traditional silo structure often found in global supply chain logistics is broken down and manufacturing companies can better integrate all parts of the manufacturing cycle to better equip themselves to address disruptions or breakdowns in variant-rich industries.