The document describes a production management system called Talika PMS that was created to solve scheduling problems for complex manufacturing environments. It automatically schedules tasks and resources in real-time to maximize throughput, reduce costs, and ensure on-time delivery. The system breaks down orders into individual tasks, schedules and reschedules them continuously based on real-time feedback to integrate the entire manufacturing process from order entry to delivery.
This document describes the what-if analysis capabilities of the Talika PMS scheduling system. It allows shop floor managers to understand how changes like adding or removing work centers, jobs, or holidays would impact completion times for all existing orders. The simulator performs extensive what-if analysis independently of the scheduling engine. It displays simulation results concisely, showing the positive and negative impacts on job completion times. Managers can simulate changes like adding or dropping jobs, changing job priorities, duplicating or removing work centers, and modifying holidays or work center efficiencies. This allows informed decision making without disrupting real shop operations.
The document describes a complete production management system called Talika PMS that was created by Thomson Press (India) Limited to solve their scheduling problems. It can schedule and reschedule jobs in real-time as conditions change, maximize resource usage, and provide full visibility into future schedules. It integrates all areas of the manufacturing process and is said to increase throughput, reduce costs, allow quick delivery commitments while ensuring on-time delivery. Jobs are broken down into activities and the same representation is used for scheduling, costing, and managing order execution through the shop floor.
An Innovative Real Time Production Management System supportetalika
Scheduling is indeed a major issue in all manufacturing and project execution facilities world over. It is also
recognized that if scheduling is efficient and automated huge benefits could result as existing resource usage can
be maximized allowing dramatic increase in number of orders processed at the same time substantially reducing
cost of production while ensuring reliability in delivery on the committed date. No wonder scheduling is a hot
research topic and the market is flooded with scheduling systems of sorts. Still a truly efficient and automatic
scheduling system remains an elusive dream.
This white paper lists the six important reasons why a scheduling system fails in real-life situations. It then
describes how a new scheduling system called Talika PMS satisfies all the six critical requirements in detail with real
data supporting the claims from its first major installation.
Flow efficiency - a digital operations strategyMarcio Sete
The document discusses two different operations strategies: resource efficiency and flow efficiency. Resource efficiency focuses on maximizing the utilization of resources, which can lead to increased queues and wait times. Flow efficiency prioritizes ensuring each work item continuously moves through the process, in order to reduce lead times. The document argues flow efficiency is preferable, as it avoids secondary needs and superfluous work that can arise from long lead times under a resource efficiency approach. It also presents frameworks for measuring and managing flow to improve operational performance.
The document discusses different approaches to project planning and lean construction methods. It compares 1st planners who impose schedules versus last planners who adjust plans based on conditions. Lean construction relies on pull systems and look-ahead planning. Key conversations around collaborative programming, make-ready tasks, production planning, and monitoring production help manage workflow. Value engineering techniques can further improve processes.
This document provides an overview of automated scheduling and the benefits of implementing an enterprise scheduling solution. It discusses how scheduling has evolved from manual batch processing to today's event-driven systems that can monitor for errors or changes and automate recovery. The document encourages evaluating workload automation tools that can perform tasks across systems from a central location while providing documentation for audits. It acknowledges potential obstacles like costs and personnel issues but emphasizes that automation can increase productivity and job satisfaction while improving availability, reliability, and compliance.
This document describes the what-if analysis capabilities of the Talika PMS scheduling system. It allows shop floor managers to understand how changes like adding or removing work centers, jobs, or holidays would impact completion times for all existing orders. The simulator performs extensive what-if analysis independently of the scheduling engine. It displays simulation results concisely, showing the positive and negative impacts on job completion times. Managers can simulate changes like adding or dropping jobs, changing job priorities, duplicating or removing work centers, and modifying holidays or work center efficiencies. This allows informed decision making without disrupting real shop operations.
The document describes a complete production management system called Talika PMS that was created by Thomson Press (India) Limited to solve their scheduling problems. It can schedule and reschedule jobs in real-time as conditions change, maximize resource usage, and provide full visibility into future schedules. It integrates all areas of the manufacturing process and is said to increase throughput, reduce costs, allow quick delivery commitments while ensuring on-time delivery. Jobs are broken down into activities and the same representation is used for scheduling, costing, and managing order execution through the shop floor.
An Innovative Real Time Production Management System supportetalika
Scheduling is indeed a major issue in all manufacturing and project execution facilities world over. It is also
recognized that if scheduling is efficient and automated huge benefits could result as existing resource usage can
be maximized allowing dramatic increase in number of orders processed at the same time substantially reducing
cost of production while ensuring reliability in delivery on the committed date. No wonder scheduling is a hot
research topic and the market is flooded with scheduling systems of sorts. Still a truly efficient and automatic
scheduling system remains an elusive dream.
This white paper lists the six important reasons why a scheduling system fails in real-life situations. It then
describes how a new scheduling system called Talika PMS satisfies all the six critical requirements in detail with real
data supporting the claims from its first major installation.
Flow efficiency - a digital operations strategyMarcio Sete
The document discusses two different operations strategies: resource efficiency and flow efficiency. Resource efficiency focuses on maximizing the utilization of resources, which can lead to increased queues and wait times. Flow efficiency prioritizes ensuring each work item continuously moves through the process, in order to reduce lead times. The document argues flow efficiency is preferable, as it avoids secondary needs and superfluous work that can arise from long lead times under a resource efficiency approach. It also presents frameworks for measuring and managing flow to improve operational performance.
The document discusses different approaches to project planning and lean construction methods. It compares 1st planners who impose schedules versus last planners who adjust plans based on conditions. Lean construction relies on pull systems and look-ahead planning. Key conversations around collaborative programming, make-ready tasks, production planning, and monitoring production help manage workflow. Value engineering techniques can further improve processes.
This document provides an overview of automated scheduling and the benefits of implementing an enterprise scheduling solution. It discusses how scheduling has evolved from manual batch processing to today's event-driven systems that can monitor for errors or changes and automate recovery. The document encourages evaluating workload automation tools that can perform tasks across systems from a central location while providing documentation for audits. It acknowledges potential obstacles like costs and personnel issues but emphasizes that automation can increase productivity and job satisfaction while improving availability, reliability, and compliance.
This document provides information about conducting a Simple Lean event. It begins with an introduction to Simple Lean as an approach that leverages basic lean methods over a shorter time period compared to traditional lean. The concept is described as highly focused sessions driving simplification and customer alignment over 4 hours with a small group. Sample agendas, facilitation tips, and examples of using Simple Lean for process mapping and identifying issues are then outlined. Key aspects of Simple Lean highlighted are limiting the scope to focused areas, restricting actions to be completed within 30 days, and engaging a small work group for a brief session.
Value stream mapping is a technique to identify and eliminate waste in business processes. It involves mapping the current state of a process, identifying non-value added activities (waste), designing a future state with less waste, and implementing improvements. The document discusses how value stream mapping was used to redesign an order entry process, reducing lead time from 2.65 to less than 1 day by streamlining steps, improving flow, and implementing techniques like kanban to control workflow. It emphasizes that all processes contain waste and continuous improvement requires understanding processes and change.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
10 Things to Consider in a Company MoveThe TNS Group
Prioritizing these 10 components of IT relocation will help to ensure a smooth move and efficient integration into your new space. Contact us today for more information on how we can partner to ensure a successful move.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Independently from the DevOps movement but starting from the same problems, Google developed its own strategy defining a new specific role called SRE (Site Reliability Engineer). This introduction tries to explain the history and the concept of this methodology and to compare it with the DevOps manifesto to understand what does it mean to adopt DevOps and what does it mean to be an SRE and what the two things are sharing and where they diverge.
This document discusses operational management and scheduling. It defines scheduling as prescribing when and where operations will be performed to manufacture products. The objectives of scheduling are to meet due dates, minimize inventory and flow time, maximize machine utilization, and reduce costs. There are different types of scheduling approaches for different industries, such as forward scheduling which starts jobs as soon as possible, and backward scheduling which works backwards from a due date to determine the start times needed to finish on time. The document provides examples of how forward and backward scheduling are used.
Overview of Site Reliability Engineering (SRE) & best practicesAshutosh Agarwal
In any software organization, stability & innovation are always at loggerheads - the faster you move, the more things will break. This talk defines what SRE org looks like at high-tech organizations (Google, Uber).
Using Value Stream Mapping to make the case for Acceptance Test Driven Develo...Steve Rogalsky
Acceptance Test Driven Development (ATDD) is a movement within agile to improve the quality of and success of our projects by changing how we capture our requirements and by changing how and when we test. Borrowing from the Lean toolbox, we’ll use Value Stream Mapping (VSM) to compare traditional test & fix cycles to ATDD used in an agile context. Participants will be given an introduction to ATDD and VSM and will participate in creating and analyzing two Value Stream Maps. Target audience includes all members of the team including Testers, PMs, Developers and Analysts. Caution: Participants are warned that using VSM to map out your partner’s wasted efforts in completing household chores will not cause the harmony you imagined it would. For more of the tragic details, attend the session.
The document provides an overview of value stream mapping (VSM). It discusses how VSM is used to visualize the flow of materials and information through a process in order to identify waste. Key aspects covered include the nine types of waste, guidelines for creating current and future state maps, and calculating process cycle efficiency. The document then provides sample data to map the current state of a value stream for a manufacturing company.
The document discusses strategies for relocating a data center, including developing a budget and relocation plan. It recommends starting the planning process 6-18 months in advance and defining a strategy that considers factors like the size and scope of the move, business impact, risk tolerance, and budget. The strategy should identify critical prerequisites, equipment needs, and define move groups. A detailed relocation plan and calendar should be created to coordinate all aspects of the preparation and execution. Testing, contingencies, and clear roles and communication are also emphasized.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
This document provides an overview of an innovative real-time production management system called Talika PMS. The system aims to address key issues with conventional scheduling systems, including their inability to dynamically reschedule in response to real-time events, lack of feedback mechanisms, and impractical assumptions about static order loads and scheduling across shifts. Talika PMS utilizes a distributed architecture with a real-time scheduling engine that communicates with different types of shop floor consoles. The scheduling engine works continuously to maximize resource utilization and minimize job cycle times by automatically rescheduling tasks each minute based on operator feedback. The document outlines how the system works from job definition and scheduling to real-time task allotment and completion tracking.
The document discusses an innovative real-time production management system called Talika PMS. It begins with an introduction and overview of the system, explaining that it is a fully scalable and distributed system that uses a scheduling engine to automatically schedule tasks in real-time. It then discusses why conventional scheduling systems often fail in real-world situations, such as not being dynamic or not having feedback mechanisms. The rest of the document provides more details on how Talika PMS works, including how it allots tasks, gets feedback, and continuously reschedules to maximize efficiency.
The document provides an overview of a factory management system that includes:
- Descriptions of the key components of the system including the Factory DB Manager, Job Study Wizard, Work Center Console, and Control Center Console.
- An explanation of how the system works by defining jobs as tasks, scheduling tasks in real-time to work centers, and updating progress.
- Details on how each component functions, such as using the Job Study Wizard to define and simulate jobs, the Work Center Console to assign and monitor tasks, and the Control Center Console to generate reports.
Too often the manufacturers will implement technology for financial reporting
purposes but overlook efficiencies that can generate cash flow and reduce costs
on the manufacturing floor. Accurate information that provides a business owner
or manager the ability to make immediate decisions about his/her operation
resulting in a boost to profitability is crucial during an economic downturn. If
revenue is down and the market mood does not permit price increases, then
profitability can only be realized by reducing costs. So you must ask yourself
“What prevents me from 100% efficiency?”
1) Manufacturers can use technology on the manufacturing floor to increase efficiencies, reduce costs, and boost profitability during an economic downturn when revenue is down.
2) Focusing on asset tracking, identifying bottlenecks, and reducing downtime through maintenance scheduling and inventory control can help manufacturers achieve 100% efficiency.
3) Implementing time and attendance tracking, job costing, inventory control, and barcode scanning systems provides real-time information to reduce costs from inefficiencies and improve cash flow.
This document provides information about conducting a Simple Lean event. It begins with an introduction to Simple Lean as an approach that leverages basic lean methods over a shorter time period compared to traditional lean. The concept is described as highly focused sessions driving simplification and customer alignment over 4 hours with a small group. Sample agendas, facilitation tips, and examples of using Simple Lean for process mapping and identifying issues are then outlined. Key aspects of Simple Lean highlighted are limiting the scope to focused areas, restricting actions to be completed within 30 days, and engaging a small work group for a brief session.
Value stream mapping is a technique to identify and eliminate waste in business processes. It involves mapping the current state of a process, identifying non-value added activities (waste), designing a future state with less waste, and implementing improvements. The document discusses how value stream mapping was used to redesign an order entry process, reducing lead time from 2.65 to less than 1 day by streamlining steps, improving flow, and implementing techniques like kanban to control workflow. It emphasizes that all processes contain waste and continuous improvement requires understanding processes and change.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
10 Things to Consider in a Company MoveThe TNS Group
Prioritizing these 10 components of IT relocation will help to ensure a smooth move and efficient integration into your new space. Contact us today for more information on how we can partner to ensure a successful move.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Independently from the DevOps movement but starting from the same problems, Google developed its own strategy defining a new specific role called SRE (Site Reliability Engineer). This introduction tries to explain the history and the concept of this methodology and to compare it with the DevOps manifesto to understand what does it mean to adopt DevOps and what does it mean to be an SRE and what the two things are sharing and where they diverge.
This document discusses operational management and scheduling. It defines scheduling as prescribing when and where operations will be performed to manufacture products. The objectives of scheduling are to meet due dates, minimize inventory and flow time, maximize machine utilization, and reduce costs. There are different types of scheduling approaches for different industries, such as forward scheduling which starts jobs as soon as possible, and backward scheduling which works backwards from a due date to determine the start times needed to finish on time. The document provides examples of how forward and backward scheduling are used.
Overview of Site Reliability Engineering (SRE) & best practicesAshutosh Agarwal
In any software organization, stability & innovation are always at loggerheads - the faster you move, the more things will break. This talk defines what SRE org looks like at high-tech organizations (Google, Uber).
Using Value Stream Mapping to make the case for Acceptance Test Driven Develo...Steve Rogalsky
Acceptance Test Driven Development (ATDD) is a movement within agile to improve the quality of and success of our projects by changing how we capture our requirements and by changing how and when we test. Borrowing from the Lean toolbox, we’ll use Value Stream Mapping (VSM) to compare traditional test & fix cycles to ATDD used in an agile context. Participants will be given an introduction to ATDD and VSM and will participate in creating and analyzing two Value Stream Maps. Target audience includes all members of the team including Testers, PMs, Developers and Analysts. Caution: Participants are warned that using VSM to map out your partner’s wasted efforts in completing household chores will not cause the harmony you imagined it would. For more of the tragic details, attend the session.
The document provides an overview of value stream mapping (VSM). It discusses how VSM is used to visualize the flow of materials and information through a process in order to identify waste. Key aspects covered include the nine types of waste, guidelines for creating current and future state maps, and calculating process cycle efficiency. The document then provides sample data to map the current state of a value stream for a manufacturing company.
The document discusses strategies for relocating a data center, including developing a budget and relocation plan. It recommends starting the planning process 6-18 months in advance and defining a strategy that considers factors like the size and scope of the move, business impact, risk tolerance, and budget. The strategy should identify critical prerequisites, equipment needs, and define move groups. A detailed relocation plan and calendar should be created to coordinate all aspects of the preparation and execution. Testing, contingencies, and clear roles and communication are also emphasized.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
This document provides an overview of an innovative real-time production management system called Talika PMS. The system aims to address key issues with conventional scheduling systems, including their inability to dynamically reschedule in response to real-time events, lack of feedback mechanisms, and impractical assumptions about static order loads and scheduling across shifts. Talika PMS utilizes a distributed architecture with a real-time scheduling engine that communicates with different types of shop floor consoles. The scheduling engine works continuously to maximize resource utilization and minimize job cycle times by automatically rescheduling tasks each minute based on operator feedback. The document outlines how the system works from job definition and scheduling to real-time task allotment and completion tracking.
The document discusses an innovative real-time production management system called Talika PMS. It begins with an introduction and overview of the system, explaining that it is a fully scalable and distributed system that uses a scheduling engine to automatically schedule tasks in real-time. It then discusses why conventional scheduling systems often fail in real-world situations, such as not being dynamic or not having feedback mechanisms. The rest of the document provides more details on how Talika PMS works, including how it allots tasks, gets feedback, and continuously reschedules to maximize efficiency.
The document provides an overview of a factory management system that includes:
- Descriptions of the key components of the system including the Factory DB Manager, Job Study Wizard, Work Center Console, and Control Center Console.
- An explanation of how the system works by defining jobs as tasks, scheduling tasks in real-time to work centers, and updating progress.
- Details on how each component functions, such as using the Job Study Wizard to define and simulate jobs, the Work Center Console to assign and monitor tasks, and the Control Center Console to generate reports.
Too often the manufacturers will implement technology for financial reporting
purposes but overlook efficiencies that can generate cash flow and reduce costs
on the manufacturing floor. Accurate information that provides a business owner
or manager the ability to make immediate decisions about his/her operation
resulting in a boost to profitability is crucial during an economic downturn. If
revenue is down and the market mood does not permit price increases, then
profitability can only be realized by reducing costs. So you must ask yourself
“What prevents me from 100% efficiency?”
1) Manufacturers can use technology on the manufacturing floor to increase efficiencies, reduce costs, and boost profitability during an economic downturn when revenue is down.
2) Focusing on asset tracking, identifying bottlenecks, and reducing downtime through maintenance scheduling and inventory control can help manufacturers achieve 100% efficiency.
3) Implementing time and attendance tracking, job costing, inventory control, and barcode scanning systems provides real-time information to reduce costs from inefficiencies and improve cash flow.
mpower is an end-to-end project and contract management software that allows businesses to consolidate, plan, resource, and track costs and revenues for contracts and projects from anywhere in the world. It provides total visibility and control over all aspects of a business. Data only needs to be entered once and is then available globally. mpower incorporates the latest project management technologies into a web-based interface to maximize efficiency and reduce costs.
Scheduling
Routing
Prioritizing
Dispatching
What is Scheduling ?
Forward Scheduling
Backward Scheduling
Finite LOADING
infinite loading
Schedule Gantt Chart
Line balancing
GOAL AND OBJECTIVE
LINE BALANCING PROCEDURE
Strategies and Costs
as early as possible
as last as possible
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Scheduling involves arranging workloads and allocating resources like machinery, employees, and materials. There are two main types of scheduling: operations scheduling, which assigns jobs and employees to time periods, and flow-shop scheduling for high-volume systems, where identical products flow through standardized processes. For low-volume job shops, scheduling is more complex due to custom orders and uncertain job requirements. Key considerations for both include sequencing jobs effectively and balancing workloads across workstations.
C H A P T E R 1 0WORK AREA RECOVERY PLANGetting the Off.docxRAHUL126667
C H A P T E R 1 0
WORK AREA RECOVERY PLAN
Getting the Office Up and Running
Ya gots to work with what you gots to work with.
— Stevie Wonder
INTRODUCTION
Work area recovery means preparing workspace in which to temporarily recover
business operations. It usually involves offices, but it could easily encompass call
centers, retail space, or factories. Whatever its function, a plan is needed to
establish a place for people to work. Every day that your business is out of service
is another day where:
➤ Your competitors’ sales force is active while yours is idle.
➤ Bills are not sent to customers nor is there a place to receive funds.
➤ Bills are not paid and potentially become overdue.
➤ Customer orders are not received or processed, potentially leading
to cancellation.
Some companies focus exclusively on recovering their IT operations and
never think about applying the same effort to the people who are to use the IT
services. Recovering one without the other will not restore service to your customers.
Office space will not be recovered within the RTO without a tested plan.
This plan enables key personnel (such as the sales force and the tech support
call center) to work during a disruptive event. Creating and testing this plan
demonstrates corporate responsibility while simultaneously protecting your
business reputation. A plan that promptly restores service minimizes the
disruption of revenue and also protects customer relationships.
WORK AREA RECOVERY PLAN 165
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EBSCO : eBook Collection (EBSCOhost) - printed on 1/27/2018 1:56 PM via AMERICAN PUBLIC UNIV SYSTEM
AN: 349248 ; Wallace, Michael, Webber, Larry.; The Disaster Recovery Handbook : A Step-by-Step Plan to
Ensure Business Continuity and Protect Vital Operations, Facilities, and Assets
Account: s7348467.main.ehost
Work areas are more prone to disasters (small and large) than a data center.
Rivers breach their banks, water pipes burst, small fires are turned into large water
hazards by the fire department, and on and on. In a blizzard, the data center keeps
chugging on, but the offices stop as employees are unable to come in to work. In
a labor action, people cannot get in to the workplace, but the IT system runs on
and on. So, planning for a loss of work areas is more practical and has a more
likely payback than planning for an IT loss.
Customers are sensitive to supplier interruptions. Many long-term contracts
require that the supplier demonstrate that a tested plan is in place. Everyone has
at one time or another been disappointed by the failure of someone to deliver
promised goods or services when ordered. For most companies, their office
workers are their “face to the customer.” When no one an ...
Maintaining operational efficiency in an expanding business is a challenge for many companies today. It is not immediately obvious that the inefficiencies are hurting the business. However, small mistakes that lead to time and money lost become more frequent as the business hires more employees and takes on more work. Use this methodology to work through those sticking points that are holding your operations back.
This document outlines 10 common time wasters for construction companies and provides suggestions on how to address them through technology solutions. The time wasters include estimators doing manual takeoffs, lack of job cost visibility, challenges with field time reporting, manual handling of compliance documents, filling out forms like AIA by hand, struggles with government payroll reporting, managing complex union payroll, chasing down invoice approvals, manual entry of customer payments, and dealing with paper-based work orders. The document recommends construction-specific software and mobile technologies to automate processes, streamline compliance, integrate estimating and job cost tracking, enable electronic forms and approvals, automate payroll reporting, and facilitate paperless operations. Addressing these inefficiencies through technology can
Production planning, routing, scheduling, Activating, MonitoringDarshan Shah
The document discusses various aspects of production planning including planning, routing, scheduling, activating, and monitoring. It provides definitions and explanations of each term. Planning involves deciding in advance what to do, how to do it, when to do it and who is to do it. Routing determines the most advantageous path for a product to follow from raw materials to finished goods. Scheduling fixes the time and date for each operation. Activating starts the production processes by releasing orders. Monitoring reports daily progress and investigates deviations from plans.
Production planning and control (PPC) involves organizing and planning the manufacturing process. It includes planning routing, scheduling, dispatching, inspection, and coordination of materials, machines, tools, and operating times. The goal is to organize supply and movement of materials, labor, and machines to achieve desired manufacturing results in terms of quality, quantity, time, and place. PPC benefits small businesses by optimizing capacity utilization, controlling inventory, reducing production time, and ensuring quality. Key steps in PPC include production planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective measures. Effective PPC contributes to time, quality, and cost parameters of entrepreneurial success.
How processes masquerading as projects are hurting your business v4Jonathan Sapir
When you use a project management system to manage processes, you eliminate all the benefits that can be derived from an appropriate process management tool - and vice versa. The solution is a unified platform that provides both project and process functionality.
Using technology on job sites can increase profits by up to 25% by improving efficiency. Implementing tracking systems for tools, equipment, and jobs using barcodes and handheld devices allows businesses to know where assets are, reduce downtime, and ensure employees have what they need to complete jobs on time. This prevents lost productivity from lack of tools or bottlenecks. Time and attendance tracking, inventory control, and job costing software automate record keeping and provide real-time data to make better business decisions. While technology is an investment, it pays for itself by reducing costs from inefficiencies and improving cash flow.
Dynamic Process Execution (DPE): Revolutionizing Production Environments! 🌐
Exciting times for manufacturing industries as #DynamicProcessExecution paves the way for more agile, flexible, and sustainable production methods. Introducing an intelligent layer atop existing systems, DPE promises unparalleled real-time process execution.
🔍What is DPE?
It's the next-gen enterprise software that integrates seamlessly with Connected Worker Systems or MES, ensuring enhanced flexibility & prompt process execution.
⚙️Why is it a game-changer for manufacturers?
Manufacturing companies grapple with:
📈Volatile demands necessitating swift response to shifting requirements.
🧩Fragile supply chains, often plagued by missing components.
👥Scarcity of skilled labor.
DPE offers a solution by dissecting static production plans into bite-sized segments. These segments, governed by a specific set of business rules, smoothly transition into one another through process automation.
✨Adaptive Production in Real-Time
The beauty of DPE lies in its adaptability. Should a work process face delays or if things go awry, DPE steps in to recalibrate the process sequence automatically.
Envision a future where production plans are dynamic, and manufacturers possess the ability to pivot as per evolving demands. That's the promise of Dynamic Process Execution.
Welcome to the future of manufacturing! 🏭
#Manufacturing #Innovation #DynamicProcessExecution #AgileProduction #SustainableManufacturing
Access Orchestrate - Production Planning and SchedulingAntony Hammond
Improve Planning and Scheduling Capacity by 75-80%. Access Orchestrate Production Planning and Scheduling Software providing day-to-day scheduling, capacity planning and what-if analysis.
Access Orchestrate - Production Planning and Scheduling
Automatic real time scheduling
1. T
ALIKA
PMS
We schedule you relax
FUTURE
VISIBILITY
REDUCE
COST
ON-TIME
DELIVERY
TALIKA
A COMPLETE PRODUCTION MANAGEMENT SYSTEM
INCREASE
PROFITS
INCREASE
THROUGHPUT
2. The Power to Manage
w
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e have created a scheduling centric
enterprise resource planning system.
3. �
INNOVATION AT THOMSON PRESS (INDIA) LIMITED
Thomson Press (India) Limited is the largest printer and integrated data services provider in India and South Asia. It
is part of the India Today Group – one of India’s major media houses with diversified interest in publishing, printing,
television, radio and now in advanced software product development.
With hundreds of active print jobs each comprising of several elemental activities, day-to-day scheduling with end-to-end
visibility of all orders was indeed a major problem for us. Like anyone, our first attempts were to look for readymade
scheduling / ERP packages in the market to suit our requirement. After an extensive search we soon realised that real-time,
micro-level scheduling that would decide what activities to perform now, and when they are over the next, with impact
on completion times on all orders in-hand is supposed to be an impossible to solve problem in any reasonable time frame:
mathematically classified as an NP-hard problem.
Thus was the genesis of innovation at Thomson Press. We not just figured out how the scheduling problem could be
easily solved but also created and perfected the solution painstakingly over more than a decade. What we have created
is a scheduling centric enterprise resource planning system that not just solves our scheduling problem but can be applied
to any kind of manufacturing or project industry.
4. ANY ANSWER TO THESE TWO SIMPLE
QUESTIONS?
Given the existing load,
when will a new
order be completed?
No matter what happens NOW,
what is the impact
on all orders in-hand:
revised completion date/time
for each order?
5. SCHEDULING PROBLEM SOLVED!
Scheduling is indeed a major issue in all manufacturing and project execution facilities. It is also recognized that if
scheduling is efficient and automated, huge benefits could result as existing resource usage can be maximized allowing
dramatic increase in number of orders processed at the same time substantially reducing cost of production while ensuring
reliability in delivery on the committed date. No wonder scheduling is a hot research topic and the market is flooded with
scheduling systems of sorts. Still a truly efficient and automatic scheduling system remains an elusive dream as scheduling,
even for the most elementary manufacturing setup, is considered difficult. Real life manufacturing setups are complex both
in terms of number of orders being handled and diversity of work flows and equipment required to execute them. Even
if one manages to create a schedule it soon goes out of sync with what actually gets executed on the shop floor. Time
required to recreate a new “schedule” taking into consideration current situation itself is enough cause to ever keep it out
of sync with reality.
Manufacturing or project execution is a dynamic process. In order to handle a dynamic process, we need a real-time
system that automatically reschedules itself in accordance with what is happening on the shop floor at the speed at which
things change.
Imagine a scenario where every operator or work center is informed what to do now. The person concerned then starts
executing the task in-hand and notifies in real-time its completion. Within minutes the concerned operator or work center
gets to know “what to do next”. This cycle of allotting tasks and seeking feedback from the shop floor goes on for each
work center / operator 24x7. In order to make this possible, we must have at the core a fully automatic scheduling engine
that takes into account every conceivable constraint and restriction of the factory at a micro-level and in real-time before
deciding to allot individual tasks to individual work centers. As if a real super-human Scheduler is managing the show.
We have created and perfected such a scheduling engine. It works 24x7 proactively controlling all factory work centres
at a micro-level. It decides what tasks of which orders can and should be actually allotted for execution to the shop
floor. Complete information of allotted tasks flows to the concerned work centre in real-time. Operators start execution
of allotted tasks while notifying interim milestones achieved until it is over. All notifications flow back in real-time to the
scheduling engine to be taken cognizance of during the next reschedule. This cycle of allotting tasks, getting feedback
notifications, and subsequent fresh allotment on each work centre on the shop floor goes on endlessly, allowing even
the most complex manufacturing setups to run without human “scheduling” intervention – a true computer controlled
manufacturing scenario.
6. MANAGING A FACTORY IS A CIRCUS
AS EACH IMPORTANT ACTIVITY IS AN ISLAND. PEOPLE HAVE TRIED AUTOMATION WITHIN ISLANDS.
HOWEVER, CO-ORDINATION BETWEEN THESE ISLANDS STILL MUST BE DONE MANUALLY.
ESTIMATING
PRICE
TO QUOTE
GETTING
CUSTOMER
INPUTS
ACTUAL
DELIVERY
ESTIMATING
WHEN A NEW JOB WILL
BE COMPLETED GIVEN
EXISTING LOADING
CUSTOMER
ACTUAL
PRODUCTION
PLANNING
OF A JOB WHEN
AN ORDER
MATURES
ACTUAL JOB
EXECUTION ON
SHOP FLOOR
PROCURING
RAW MATERIAL
ACTUAL
JOB
COSTING
7. ANY SOLUTION ?
Experts say, we have to live with this problem as it is impossible to integrate these islands of activities.
It is too complex and dynamic a problem for automation.
CONSOLING THOUGHT:
When all are equally inconvenienced,
the inconvenience should not be considered to be a handicap.
WE WISH TO MAKE A MODEST CLAIM
It is not just possible to automate and integrate these islands of activities
but do so in real-time with Talika PMS: one solution to integrate the entire manufacturing process end-to-end.
Most manufacturing or project setups typically deal with high mix low volume orders that need to be handled using shared and
limited resources. New jobs keep coming in whereas predicted completion dates of current jobs must be regularly monitored
to ensure we honor commitments already made notwithstanding occurrence of disruptions like breakdowns, delays, holidays
and host of other unexpected and uncontrollable events. Talika PMS is the only dynamic real-time system that tells you when
each order in-hand would be completed no matter what is the situation now.
8.
9. WHAT MANUFACTURING INDUSTRIES NEED TODAY?
At the core of any manufacturing or project setup is the day-to-day scheduling and execution of
jobs/projects. Material & resource management, financial accounting are actually peripheral activities
emanating from and driven by these core scheduling decisions. ERP systems seldom address the scheduling
core, instead tackle the peripheral activities. Talika PMS is indeed a true scheduling centric ERP system.
10. Do business: The Whole Nine Yards.
One can do so if one can –
1. Increase throughput from existing resources.
An order is an abstraction. What we actually execute are individual
tasks or activities to accomplish the order. If one really decides to
list them individually, then even a simple order can have several
elemental tasks. The more orders we deal with, higher is the number
of individual tasks involved making things immediately very complex?
It would be a painstaking endeavour to create an efficient schedule in
the first place and well impossible to re-schedule all activities all over
again to conform to changed situation in real-time.
5
4
3
2
1
0
We provide a solution that –
• Enables one to quickly break down an order in form of
individual activities;
• This same representation is used to estimate the cost, wastage
and host of other details about the order;
• Also the same representation is used subsequently by the
scheduling engine to schedule / reschedule the job with an
emphasis on maximizing resource utilization until it is over.
2. Cut cost of production drastically.
5
Re
COST
4
3
du
ce
Co
st
The cost of coordinating order execution is comparable
or may be even more than the actual cost of performing
all tasks comprising the order.
We provide a solution that-
2
• Automatically coordinates and manages order
execution through the shop floor in real time 24x7
unhindered.
1
0
TIME
11. 3. Quickly know when new orders can
be delivered without disturbing
existing commitments.
Any business is an on-going concern – existing orders
get completed and new ones keep coming in. We
must always be in a position to quickly commit when
a new order can be delivered given the existing load
in-hand without disturbing any existing commitments.
We provide a solution where –
• One can directly add new orders to existing order
load and get to know delivery dates or perform
an extensive what-if analysis to see how best to
accommodate the new order.
4. Always ensure 100% on-time
deliveries.
If it is possible to predict when each order in hand
would be completed given the existing conditions in
real-time, then it is rather a matter of simply monitoring
completion dates vis-à-vis commitment dates.
We provide a solution that -
• Enables full future schedule visibility across all
orders until each order in-hand is not completed.
The prediction is automatically revised as
conditions change in real-time.
12. JSW for job definition
Starting point of our system is the job definition done in the Job Study Wizard (JSW) that defines any
job / project as a Component Task (CT) diagram. It is an easy to understand complete representation of the workflow or
recipe of accomplishing a job or project and maps exactly to what needs to be done: What-You-See-Is-What-You-Do.
• Calculation of wastages, cost and task-wise time required for doing the job is part of this representation.
• So is estimation of final product cost including cost of work-in-progress as well as generation of a Bill of material.
One can even create an input time-table showing how much each input could be delayed without affecting
delivery dates.
• Specify execution preferences for the scheduling engine to follow.
13. JSW for monitoring and controlling job
execution
JSW has several real-time views of the shop-floor including
a Gantt chart. One can view what’s going on each work
centre, see job status or just run a slide show to see current
status of what is happening on the shop floor. One can also
change execution preferences of one or more activities of any
job already scheduled.
Manage the 3W’s automatically
If one asks a question “what does it mean to manage any
shop floor or project execution on a day-to-day basis?” An
answer in simple terms would be deciding the 3W’s - What
to do, When to do, Where to do so that all jobs / projects
in-hand are completed as soon as possible while simultaneously
optimizing production cost. 3W decisions are the basis for
everything? Future plans, material planning, dispatch planning
and financial accounting all emanate from here. It is the “heart
of the matter” and it is this heart that is completely handled
by the scheduling engine.
14. Extensive what-if analysis (Simulator)
A defined job can also be simulated to know when it would be completed taking into consideration the current load in
real-time NOW on the shop floor. It is here that execution preferences play a major role. For example, one may run one or
more of all activities of a job on a holiday. Set your preferences and re-simulate to know its impact on the delivery dates of
all jobs already in-hand and new ones added in. One can even group different kinds of permutations of execution preferences
on the same job or a set of its activities.
Simulation is not limited to adding or removing jobs alone. One can even play with work center and their availability: drop
or add holidays, change work center efficiencies, duplicate or remove them and do a lot more. Imagine any scenario and it can
be simulated. Possibilities are endless.
15.
16. T
ALIKA
PMS
We schedule you relax
For further details please contact:
support@etalika.in
+91-9818699936
+91-9711879999
www.etalika.in