Planning, steering and scheduling of production
14-16 maj 2018r., Wrocław - Hotel Novotel City***
6-8 czerwiec 2018r., Gdańsk - Novotel Marina***
18-20 czerwiec 2018r., Kraków - BEST WESTERN PREMIER****
4-6 lipiec 2018r., Ostróda - Willa Port Conference Resort & SPA
12-14 wrzesień 2018r., Katowice - Park Hotel Diament
8-10 październik 2018r., Poznań - Mercure Poznań Centrum
24-26 październik 2018r., Wrocław - Wydarzenie specjalne
14-16 listopad 2018r., Warszawa - Hotel Plaza****
12-14 grudzień 2018r., Zakopane - Wydarzenie specjalne
The first day after the training, we enable you to benefit from additional consultations, issues related to a topic of a training, for FREE. This allows participants to consult problems encountered in practice in the company and signaled by an expert how to solve them, and also show the practical application of training and coaching experience. The consultation will last for 45 min. Regardless of the discussions during the course - on them is offered free of contact with the coach to discuss the application of selected solutions.
Once completed the training, we also enable you to use a remitted audit concerning a content of a training or other additional subjects. This allows you to validate, submit a proposal of implementation of improvements, rationalization as well as improvement of efficiency of processes.
All main topics contain exercises and examples.
- Introduction and rules of measuring the efficiency of a production company:
- overlapping of information, materials and money flow processes between cooperating subjects. Impact of quality of these relations on production planning,
- OTP Index (Order to Payment Process),
- "lifting above the perspective of my department" and understanding based on examples of reasons for emergence of conflicting goals inside the company. – conditions and obstacles to set internally consistent actions of the company (workshop entitled "Changes, changes, changes"),
- convergence of goals set by separate operators (examples).
- Correct methods of cost calculation – an easy example of ABC (Activity Based Costing):
- exercise based on an easy example of ABC cost calculation method for a single product,
- actual profitability and its dependence on planning decisions,
- presentation of different ABC „keys” and "carriers" for cost accounting.
- Workshop – managing production processes based on Beer Game:
- conducting Beer Game simulation (game developed by MIT constituting a workshop for the entire group),
- presented and converted data based on given IT solutions to show how information flow influences the combined cost of functioning of cooperating departments and companies,
- presentation of the game rules and conducting the simulation,
- understanding the relations between particular elements of logistical chain („battle” between individual subjects),
- measuring the cost of ineffective chain functioning,
- aggregation of results and their statistical shaping (lecturer performs this task after the workshop) – presentation of the results comes next day.
- Presentation of Beer Game results - discussion:
- presenting the so called "Bullwhip Effect" which causes irregular load increase and decrease, as well as that of particular production units’ storage supply and external logistical chain,
- dependent and independent demand – point of separation,
- demand and order completion time variability
- identifying cost increasing factors,
- proposing solutions which are to increase the efficiency of internal and external logistical chains,
- tips for inventory steering and planning in the internal and external chain area.
- MRPII production supply planning:
- production supply planning based on solutions within the APICS® and REFA® standards,
- presenting different methods of production planning depending on production volume relations and diversity of produced material indexes as well as assumed availability of production capacity,
- classification of productive processes,
- assigning own company to a selected type of productive process,
- lost demand,
- DRP solution,
- planning horizon,
- operation and sales planning - SOP,
- avoiding conflicts between company’s departments through SOP and using it as a tool that connects planning processes of different departments,
- rules of defining families of products,
- production plan – Production Plan for main families of products,
general production schedule – MPS,
- indicators - ATP and PAB (storage availability),
- MPS tasks based on production profile. Final assembly schedule – FAS,
- MPS as a tool for managing the level of customer service,
- verifying the deviations between MPS and demand forecast,
- two-level MPS – planning the production of finished goods and half products,
- presenting relations between MPS - FAS,
Material Requirements Planning - MRP:
- managing batch size,
- data crucial to MRP start-up and planning frequency,
- MRP calculation products and cooperating with purchase department,
Capacity Requirements Planning - CRP:
- presenting the full CRP calculation model,
- production nest / production line and data characterizing it,
- itineraries, implementation scenarios.
- APS – Advanced Planning and Scheduling:
- infinite versus finite scheduling - scheduling with limited or unlimited abilities,
- application areas (i.e. MTO), limited abilities, complex operations and products, the intensity of changes
- prioritizing methods,
- types of monitoring capabilities - machines, people, tools, transportation, storage area,
- Plant Maintenance and unplanned downtime,
- Simultaneous to planning,
- scheduling while taking into account the availability of materials and capacities,
- detail scheduling restrictions - what should be parameterized?
- recording production orders and current visualization
- scheduling and one of three main production strategies,
- methods of scheduling forward / backwards / to central point - CPS,
- exemplary scheduling algorithms in scheduling – exercises.
- Theory of Constraints - TOC and Optional Production Technique - OPT, Goldratt:
- practical use of TOC in identifying production “bottlenecks”,
- methods of subjecting company’s organization to “bottlenecks”,
- „bottleneck’s” influence on task scheduling direction,
- examples of using TOC and OPT in direct sales of production capacity,
- Drum Buffer Rope method.
- Workshop – scheduling simulation and exercising methods of production capacity optimization:
- participants divided into groups take part in a simulation involving production planning within limited production capacity conditions. The teams compete against each other for obtaining commissions and offers, as well as minimizing costs in order to gain the most beneficial economical outcome. The game allows to understand the relationship between material structure, itineraries, rate of accumulation of additional value in production processes, sometimes even execution times of particular production stages, and the decisions concerning establishing proper storage supply levels. The game also allowes to learn the rules of making the „make or buy” decisions. The group which results are better than the leader’s receives an award.
- Every topic includes exercises helping to understand the presented issues as well as concrete examples.
- Presenting simulation results – discussion:
- summary of the simulation results and presenting the best scheduling practice.
- Supply management:
- methods of supply level management and its formation depending on production profile and company’s strategy,
- basic terms in supply management,
- supplies in production process,
- level of customer service,
- ABC classification, XYZ of storage inventory, 6 dimensions analysis,
- safety stock - SS and time in hand,
- supply management cost factors,
- methods of supply storage and completion,
- presenting modern methods of material identification,
- presenting RFID system based on the example of a movie showing SAP and Metro system solutions - "future store",
- presenting examples of practical RFID implementations.
- Introduction to Lean Manufacturing:
- history of Lean concept development based on Toyota Production System,
- authors and production concepts characteristics: Eli Whitney, Frederick W. Taylor, Henry Ford, Alfred P. Sloan up to TPS,
- reasons for TPS emergence,
- seven sources of loss in Lean concept, formerly known as Loss Identification.
- Rules of conversion from Push to Pull systems in Lean concept:
- Pull meaning "production suction" as a method of synchronizing production objectives with actual course of demand value,
- requirements for Pull, JIT and TQM tactic,
- Lead Time reduction and influence on the time of production tact,
- reduction of changeover time - SMED,
- Yamazumi (load balancing), Heijunka (balanced planning),
- cycle production tact control – flux synchronizing and balancing,
- balancing production mix,
- Total Productive Maintenance,
- production market - "one piece flow",
- 5S (Sort, Straighten, Sweet, Standardize, Sustain) – the participants learn on practical examples how to use 5S, which indicators are improving by use of 5S. They will also remember „why mother was right”,
- Poka-Yoke and methods of visualization used by working teams.
- Workshop – production and transport kanban:
- the group learns how to technically „suck” the production proces through use of Kanban cards. They also learn, when it is possible to use this method to start the Pull proces, and when to search for other solutions,
- rules of construction of the Kanban system and the benefits of its use,
- calculating the number of Kanban cards.
- Modern tools for production management support - ERP class systems (Enterprise Resource Planning):
- presenting systems classification and discussing their advantages and disadvantages based on previous experiences with SAP and IFS,
- rules of implementation procedures,
- if and how to implement IT solutions?
- indicators of the most typical implementation traps and mistakes,
- places of ERP improvements of decisive processes in production tasks.
|Schedule||Day 1||Day 2||Day 3|
|Registration||9:45 - 10:00|
|Workshops||10:00 - 11:00||10:00 - 11:00||9:00 - 11:00|
|Break||11:00 - 11:15||11:00 - 11:15||11:00 - 11:15|
|Workshops||11:15 - 13:00||11:15 - 13:00||11:15 - 13:00|
|Lunch||13:00 - 13:45||13:00 - 13:45||13:00 - 13:45|
|Workshops||13:45 - 15:00||13:45 - 15:00||13:45 - 15:00|
|Break||15:00 - 15:10||15:00 - 15:10||15:00 - 15:10|
|Workshops||15:10 - 17:00||15:10 - 17:00||15:10 - 16:00|