Autonomous programming and process bark
I start this text with a phrase from Guru Lean Shigeo Shingo that is, at the very least, funny:
"When you buy a banana, all you want is the fruit, not the peel. However, you have to pay for the peel mesthe same. The peel is a waste, and the consumer shouldn't pay for that waste."
Shingo was so obsessed with reducing waste that he could identify it even in everyday objects found in nature. This kind of insight should be a skill that every production engineer should strive to develop. And when we talk about planning and scheduling , it's no different. In supply chains that are more robust and already adapted to APS ( Advanced Planning and Scheduling ), the production sequencing can become almost bureaucratic for the key user . It's important to emphasize that we are talking about company whose processes are extremely structured. For example, company that generate various scheduling scenarios without manual intervention, and the choice of which scenario to proceed with is decided based on several key indicators. Because this process is so well consolidated and standardized, we can configure the APS solution to automatically execute a new schedule. However, the frequency of rescheduling is a very particular matter for each company , as we are dealing with a trade-off for the production system: the discussion between responsiveness and rigidity. The optimal point between these two factors must be very carefully considered. If we move towards a very responsive , meaning we can change the schedule in the very short term, we risk leaving production with little confidence to plan the execution of orders. If we move towards a very rigid , meaning we reschedule infrequently, we risk disorienting production and failing to readjust the schedule in time. Finding this sweet spot is a very broad topic and perhaps the most challenging aspect when implementing an autonomous scheduling solution. Now, once the ideal rescheduling cadence is found, we have several gains. The first (and most obvious) is the time saved by the user for monitoring and improving the scheduling process. Second, the standardization of the process is intensified, which provides more predictability for production and other support areas. Another gain is the adaptability of the schedule to external events and their impacts on the schedule in a more agile way. All these gains always originate from a restless look at the process. Never forget that we can improve the way we do our activities. Shingo even complained about the way nature "produces" bananas, so there are no limits to what we can't look at in our daily lives. Did you like it? Tell us what "banana peels" you noticed in your business today.
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