Production Scheduling (PS) Overview June 20, 2005.
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Transcript of Production Scheduling (PS) Overview June 20, 2005.
![Page 1: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/1.jpg)
Production Scheduling (PS)
Overview
June 20, 2005
![Page 2: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/2.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Agenda
Planning Overview and Value Impact
Oracle Advanced Planning Solution: Role of PS
Production Scheduling: Process Flow
Production Scheduling 8.11: Product Features
Production Scheduling Customer Case Studies
Functional Overview: Screen Shots
Q&A
![Page 3: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/3.jpg)
Planning Overview
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Planning Processes
S&OP
DP Supply planning
Order Promising
![Page 5: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/5.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Supply Planning Overview
1-2 years
1-12 months
1-12 weeks
Daily
Source Make Deliver Return
Strategic Planning
Tactical Planning
Operational Planning
Plan Execution
What?
Establish Objectives, Policies and Operations Footprints
How Much??
Deploy Resources to Match Supply to Demand
When? Where?
Schedule, Monitor, Control and Adjust Production
Do
Buy, Build, Store and Transport
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Wall Street & Supply Chain Management
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
How SCM Effect Valuations
Cost
Working Capital
Utilization
Fixed Asset Utilization
Revenue
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Sampling of Customer Benefits
Bass Brewers
75% inventory reduction
5% capacity improvement
Kraft Jacob Suchard 50% inventory reduction
Planning cycle 2weeks to 2 days
Kraft Foods – Europe
50% inventory reduction
Planning cycle reduced 86%
Planters 70% inventory reduction
capacity utilization up 20%
Nabisco Foods
70% inventory reduction
Capacity utilization up 20%
Owens Illinois 20% inventory reduction
Owens Illinois
20% inventory reductionDow Chemical
Planning cycle 5 days to 1 day
Dow Chemical
$ 350M inventory reduction
James River 15% inventory reduction
Fort James
15% inventory reduction
Kraft Jacob Suchard 50% inventory reduction
Planning cycle 2weeks to 2 days
Kimberly-Clark
50% inventory reduction
Planning cycle reduced 20%
Kraft Jacob Suchard 50% inventory reduction
Planning cycle 2weeks to 2 days
Coca-Cola FEMSA
70% inventory reduction
Stock-outs reduced 25%
Planning cycle reduced 80%
Kraft Jacob Suchard 50% inventory reduction
Planning cycle 2weeks to 2 days
Average Results
Inventory reduced 50%
Production utilization increased 12%
Planning cycle reduced 62%
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Agenda
Planning Overview and Value Impact
Oracle Advanced Planning Solution: Role of PS
Production Scheduling: Process Flow
Production Scheduling 8.11: Product Features
Production Scheduling Customer Case Studies
Functional Overview: Screen Shots
Q&A
![Page 10: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/10.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Oracle Advanced Planning Solution
Supply Chain Intelligence
Demand Planning
Inventory Optimization
Supply Chain and Manufacturing Planning
Production Scheduling*
Transportation Planning
Collaborative Planning
SCI
DP
IO
PS
TP
CP
ASCP
Sales and Operations Planning
SC Exception Management CP
From Short-term to Long-term
* Stand-alone available today; integrated with other 2H05
Network Design* SNO
Global Order Promising GOP
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Value Proposition:
Quicker Return on Investment
Improve Decision Support
Reduce Cost Of Goods Sold (COGS)
Improve Fixed Asset Utilization
Increase Productivity
Strengths/Differentiators:
Self-configuring solver reduces implementation time and expense
Native Interface to Microsoft® Excel
Advanced Schedule Analysis Views
Adaptable to Future Business Changes
Business Problems: Creating detailed, constraint-based factory production schedules.
Product Description: Oracle Production Scheduling provides cost optimized, constraint-based production schedules.
Role of PS within the Oracle Footprint (Think Manufacturing Scheduling)
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Process Flow
Production Scheduling
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Typical Scheduling Questions
How do you sequence orders to make the best use of your production resources?
When should you offload production to alternative resources?
How do you minimize the effect of unplanned production and mfg. down time?
What is the impact of a supply shortage on customer fill rates?
How do you schedule resources to support revenue growth using exiting assets?
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Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Multi-Stage Production Synchronization Sequence Dependant Setups
Time Cost
Temporal Relationships between Operations Customer Priority Levels, Cancellations, and
Modifications Batch Sizing Operation Yields Outsourced Operations Schedule Analysis – Cycle Time, Fill Rate, Inventory
Turns
Scheduling Challenges
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Production Scheduling Business Process
Create Work Order
Schedule Production
MR
PS
ched
ulin
gE
ffec
tC
ust
om
er
Val
ue
Infeasible Dates, Orders Cancelled or
Rescheduled
• Missed Orders
• Excess Inventory
• Increased Cycle Time
• Use of Premium Materials
• Increased Overtime
• Outsourced Production
High Mfg. Costs
Low Revenues.
Profit Margin
OT, OS , WIP, Exp Cost
Customer Satisfaction
Poor Asset Utilization
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Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling Business Process
Create Work Order
Schedule Production
MR
PS
ched
ulin
g
Did the shift go as planned?
Eff
ect
Cu
sto
mer
V
alu
e
Reschedule Production
YesImport WO +
Capacity Data
Infeasible Dates, Orders Cancelled or
Rescheduled
High Mfg. Costs
Low Revenues.
Profit Margin
Poor Asset Utilization
OT, OS , WIP, Exp Cost
Customer Satisfaction
• Missed Orders
• Excess Inventory
• Increased Cycle Time
• Use of Premium Materials
• Increased Overtime
• Outsourced Production
![Page 17: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/17.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling Business Process
Create Work Order
Schedule Production
MR
PS
ched
ulin
g
Did the shift go as planned?
Eff
ect
Cu
sto
mer
V
alu
e
Supplier Shortage
Machine Down
Low Production
No Reschedule Production
YesImport WO +
Capacity Data
High Mfg. Costs
Low Revenues.
Profit Margin
• Overtime
• Outsourcing
• Expediting
• Stock-outs
• Backorders
• Excess WIP
• Premium Materials
• Missed Orders
OT, OS , WIP, Exp Cost
Customer Satisfaction
Poor Asset Utilization
![Page 18: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/18.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling Business Process
Create Work Order
Schedule Production
MR
PS
ched
ulin
g
Did the shift go as planned?
Eff
ect
Cu
sto
mer
V
alu
e
Supplier Shortage
Machine Down
Low Production
No Reschedule Production
YesImport WO +
Capacity Data
High Mfg. Costs
Low Revenues.
Profit Margin
• Overtime
• Outsourcing
• Expediting
• Stock-outs
• Backorders
• Excess WIP
OT, OS , WIP, Exp Cost
Customer Satisfaction
Incomplete Shop Floor & Cost Representation
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Production Scheduling 8.11
Product Features
Production Scheduling
![Page 20: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/20.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling
![Page 21: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/21.jpg)
Oracle Proprietary and Confidential, Copyright 2005 Oracle, Inc. For Internal Use Only, Do not distribute outside of Oracle.
Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling
Maximize Production Throughput Optimize your shop floor; detect floating
bottlenecks
Reduce WIP inventory by rapidly synchronizing multi-stage production schedules
Account for complex setup and change-over scenarios, machine breakdown, supply and resource shortages , co- and by-products, alternate resources, routings, and operations
Extremely Fast Solver Performance
Infeasible Dates, Orders Cancelled or Rescheduled
Low Production, Machine\Labor Down
Time, Supplier Shortage, etc…
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Copyright © Oracle Corporation, 2004. Private and confidential. All rights reserved.
Production Scheduling
A Complete Shop Floor Model:Work centers, resources and resource groups, shift capacity, operating costs
Lead times: setup, change-over, and run
Sequence dependent setups, contiguous operations, production campaigns, batching
Incomplete Shop Floor and Cost Representation
![Page 23: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/23.jpg)
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Production Scheduling Functionality
Generative & Repair Based Solutions
Scenario KPI Analysis Dynamic Capacity Modeling Floating Bottleneck
Detection Alternate Resources,
Operations, and Routings
Detailed Demand Pegging Dynamic Safety Stock Co-products and By-
products Intelligent Alert System Advanced Analytical Views Repetitive Manufacturing Batch Sizing and
Changeovers Web Based Dispatch List
![Page 24: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/24.jpg)
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Strengths and Differentiators
Adaptive solver reduces implementation effort and ongoing maintenance
Ability to handle floating bottlenecks Sequence Dependant Setups Event level scheduling Unlimited “what if” capabilities Capability to compare scenarios using KPIs Native interface to Microsoft Excel Event Management Constraint based automated scheduling Cost optimization Capability of the Engine to handle
Discrete/Repetitive/Process
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Summary of Operational Benefits
Planning Cycle Time Reduced and Schedule Quality Improved:
Increased Customer Service Better Resource Utilization and Throughput Reduced WIP Inventory Accurate Decision Support Greater Flexibility and Faster Response Time Improved ability to deliver on promises in the face
of execution problems
![Page 26: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/26.jpg)
Supply Chain Management
Customer Case Studies
Production Scheduling
![Page 27: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/27.jpg)
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PS Customers include
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Toyota Racing Division
Designs and builds racing engines in addition to aftermarket parts for many Toyota vehicles.
The Project: Reduce schedule creation time Support re-planning to accommodate
frequent design changes during production
The Solution: Production Scheduling
Reduced schedule creation from 3 weeks to < 2 hours
Leveraging PS repair based technology Respect for crew specializations Optimized use of un-manned operations
during downtime
![Page 29: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/29.jpg)
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Nampak
Global manufacturer of paper, plastic, metal and glass packaging products
The Project:
Reduce time lost in sequence dependent press setups for container styles and sizes
The Solution:
Production Scheduling PSP*
*Being phased out with PS
Live in 3 Divisions with approximately 20 PS models and 3 PSP models
![Page 30: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/30.jpg)
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General Electric Energy
Improved schedule accuracy & confidence by reflecting real constraints
Finite machine, crew and tool resource constraints
Floating resource bottlenecks due to demand mix variability
Operation sequence dependent setup times
Operation buffering to avoid intermittent glue gun usage
Alternate resources with preferences
Simulations of hot order impact on existing schedule
Usage of complex demand priorities
Manufacturing replacement parts for industrial air pollution control equipment.
The Project:
Improve schedule accuracy & confidence
Ad-hoc Order Promising simulations
The Solution:
Production Scheduling
![Page 31: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/31.jpg)
Functional Overview
Screen Shots
Production Scheduling
![Page 32: Production Scheduling (PS) Overview June 20, 2005.](https://reader036.fdocuments.in/reader036/viewer/2022062409/5697c0271a28abf838cd6456/html5/thumbnails/32.jpg)
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Web Based Dispatch List
Resources are Grouped by Type in
the Dispatch List
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Dispatch List Details
Operation Details are Visible for Selected
Resources
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Supplier Representation
• Like any Resource they can be organized into logical folders
• Suppliers are a new Resource type
• In the GUI they are created in the ‘All Resources’ Folder
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Supplier Representation cont.
• Suppliers are associated with Items on the ‘Attributes’ Tab of an Items property page
• Receiving Calendars can be used to control the receivable time window (Receiving dept. availability)
• Multiple Suppliers can be associated with an Item
• Each Supplier has a unique : Preference, Lead Time, Order Multiple and Unit Cost - specific to that item.
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Purchase Recommendations
Purchase Recommendations are shown as arrows. The length of the arrow represents the lead time of the chosen Supplier-Item combination.
•Arrows will be Green (not critical) or Red (critical: if they are causing lateness).
•Hovering the mouse over the PR will show the specific detail of the PR
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Changeovers and Calendars
Unlimited Calendars can be Created and Applied to
Shop Floor Resources
Changeover Times and Costs can be Defined
between Operations for a given Resource
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Analyzing Scenarios: Key Performance Indicators
Key Performance Indicators are Automatically Provided
for All Schedules
Schedule Comparisons are Easily Analyzed for ‘What-If’
Scenarios
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Analyzing Supply and Demand: Key Performance Indicators
Supply and Demand Key Performance Indicators are
Automatically Provided