Deciding what to make and when.
WHAT SCHEDULING MUST BALANCE
Orders and their dates Capacity Material availability Changeover time Stock levels
WHAT TO ESTABLISH
Whether you produce to order or to stock.
WHAT MAKE-TO-ORDER PROVIDES
No unsold stock.
WHAT IT COSTS
Longer delivery times, and less efficient runs.
WHAT MAKE-TO-STOCK PROVIDES
Immediate availability and efficient runs.
WHAT IT RISKS
Producing what does not sell.
WHAT MOST OPERATIONS DO
Both: stock for predictable lines, order for the rest.
WHAT TO ESTABLISH
Which lines are which.
HOW
From demand predictability.
WHAT TO PLAN
Runs long enough to be efficient, short enough not to create excess stock.
WHAT TO GROUP
Products sharing setup.
WHY
It reduces changeover time substantially.
WHAT TO CHECK BEFORE SCHEDULING A RUN
Material available Equipment available People available Packaging available
WHY PACKAGING SPECIFICALLY
It is routinely forgotten and it stops despatch.
WHAT TO ESTABLISH
A schedule communicated to everyone: production, stores, despatch.
WHAT TO TRACK
Adherence to schedule Reasons for deviation
WHAT DEVIATIONS REVEAL
Unrealistic scheduling, or upstream problems.
WHAT TO AVOID
Changing the schedule constantly.
WHY
It destroys efficiency and nobody can plan around it.
