How Production Managers Can Streamline Production Plans And Satisfy Customers Through Finite Capacity Production Sch

1. How Production Managers Can Streamline Production Plans And Satisfy Customers Through Finite Capacity Production Scheduling Mike Novels Managing Director, The CIMulation Centre

2. Finite Capacity Production Scheduling Presentation Outline Introduction to Finite Capacity Scheduling Introducing Preactor Preactor Case Studies Demonstration & Questions

3. Planning v Scheduling Planning is deciding what to make and when Scheduling is about loading work onto specific resources, what will do it, when will it start and end Finite Capacity Production Scheduling Planning v Scheduling Often, planning and scheduling are confused. Planning is the task carried out to establish what needs to be made based on current orders, stocks and delivery dates required. Scheduling deals with the allocation of tasks to specific resources to carry out those tasks. Typically it produces a work-to-list for each resource specifying the sequence of working and predicted start and finish times for each task. Planning v Scheduling Often, planning and scheduling are confused. Planning is the task carried out to establish what needs to be made based on current orders, stocks and delivery dates required. Scheduling deals with the allocation of tasks to specific resources to carry out those tasks. Typically it produces a work-to-list for each resource specifying the sequence of working and predicted start and finish times for each task.

4. So why is scheduling a problem? The most common tool used by schedulers is a simple planning board where work is allocated to resources in time periods such as an hour, day or week. However this is a static decision support tool trying to cope with a dynamic problem�. So why is scheduling a problem? The most common tool used by schedulers is a simple planning board where work is allocated to resources in time periods such as an hour, day or week. However this is a static decision support tool trying to cope with a dynamic problem�.

5. So why is scheduling a problem ? How long will the schedule last before a rush order appears, re-work is required, operators report sick, a machine breaks down, or demand does not match the forecast ? Each of these will blow a hole in the production plan and the scheduler can spend endless time re-assigning work, changing priorities or altering process routes to meet promised delivery dates. So why is scheduling a problem ? How long will the schedule last before a rush order appears, re-work is required, operators report sick, a machine breaks down, or demand does not match the forecast ? Each of these will blow a hole in the production plan and the scheduler can spend endless time re-assigning work, changing priorities or altering process routes to meet promised delivery dates.

6. Developing a production schedule based on the REAL capacity of resources of the facility e.g. machines, labour, tooling, materials Finite Capacity Production Scheduling What is finite capacity scheduling? Finite capacity scheduling is a process whereby a plan consisting of a sequence of operations to fulfill orders is generated based on the real capacity of resources. Resources can be machines, labour, tooling, materials or anything which is a constraint on the production processes. What is finite capacity scheduling? Finite capacity scheduling is a process whereby a plan consisting of a sequence of operations to fulfill orders is generated based on the real capacity of resources. Resources can be machines, labour, tooling, materials or anything which is a constraint on the production processes.

7. Most MRP/ERP systems generate plans based on resources with Infinite Capacity. MRP breaks down orders into parts using a Bill of Materials then issues works orders to start based on the lead time for each part. No account is taken of the real capacity of resources to make the parts. It does not matter if the factory is busy or not, the same lead time is used by the MRP system. Finite Capacity Production Scheduling What happens now? Most planning systems assume sufficient resources are available to produce parts when required, i.e. resources have infinite capacity. An MRP system takes the orders for products, breaks them down into component parts and calculates when to start making them based on the individual lead times (perhaps adding adjustments for queuing time etc.). No account is taken of the real capacity of resources to produce the parts so that it does not matter if the resources are overloaded or not, the same lead time is used to calculate the launch time. What happens now? Most planning systems assume sufficient resources are available to produce parts when required, i.e. resources have infinite capacity. An MRP system takes the orders for products, breaks them down into component parts and calculates when to start making them based on the individual lead times (perhaps adding adjustments for queuing time etc.). No account is taken of the real capacity of resources to produce the parts so that it does not matter if the resources are overloaded or not, the same lead time is used to calculate the launch time.

8. What happens now? This diagram shows a typical method of generating works and purchase orders using an MRP system. What happens now? This diagram shows a typical method of generating works and purchase orders using an MRP system.

9. What happens now? The Bike Factory This shows a typical problem in a mythical factory making bicycles. We have three components or assemblies to put together, a frame, wheels and a saddle, the last of which is a bought-out assembly. As it happens the orders we are predominantly 3 wheelers, the wheels manufacturing cell has become overloaded and the expected lead time of 2 weeks from loading the shop order has extended to four weeks. As there is little difference in the process time for two wheeler frames to 3 wheeler frames, the frames manufacturing cell is on target. Saddle delivery is also on-time, probably due to the supplier using a Preactor system. This means that we have saddles in stock waiting for wheels, and the staff in the frames cell feeling on top the world, when really they could have been working on other orders that are waiting. What happens now? The Bike Factory This shows a typical problem in a mythical factory making bicycles. We have three components or assemblies to put together, a frame, wheels and a saddle, the last of which is a bought-out assembly. As it happens the orders we are predominantly 3 wheelers, the wheels manufacturing cell has become overloaded and the expected lead time of 2 weeks from loading the shop order has extended to four weeks. As there is little difference in the process time for two wheeler frames to 3 wheeler frames, the frames manufacturing cell is on target. Saddle delivery is also on-time, probably due to the supplier using a Preactor system. This means that we have saddles in stock waiting for wheels, and the staff in the frames cell feeling on top the world, when really they could have been working on other orders that are waiting.

10. Materials are ordered before they are needed Resources become overloaded Work in progress increases Orders take longer than expected to complete Deliveries are late Finite Capacity Production Scheduling What happens now? This is typical of the problem when we use an MRP system to schedule orders. At the same time that the launch time for batches are calculated, materials needed are also ordered to arrive in time for work to start. If there is a delay in production upstream of a particular operation then the material will be ordered too early. With no concept of bottlenecks available to the planning system, resources become overloaded, queues of work get longer and work in progress increases. Because now jobs must join the queues at each process step, orders take longer to make progress through its process route, expected lead times are too optimistic and deliveries are late. What happens now? This is typical of the problem when we use an MRP system to schedule orders. At the same time that the launch time for batches are calculated, materials needed are also ordered to arrive in time for work to start. If there is a delay in production upstream of a particular operation then the material will be ordered too early. With no concept of bottlenecks available to the planning system, resources become overloaded, queues of work get longer and work in progress increases. Because now jobs must join the queues at each process step, orders take longer to make progress through its process route, expected lead times are too optimistic and deliveries are late.

11. Operations are planned only when resources are available Materials are ordered only when they are needed Deliveries can be predicted with more confidence (late or not!) Finite Capacity Production Scheduling How will finite capacity scheduling help? Using finite capacity scheduling, operations are only planned when resources are available. Consequently, materials are ordered only when they are needed for the operation to be carried out. Inventory levels fall and bottleneck resources are not overloaded. Work in progress is minimized, lead times are more predictable and delivery dates more reliable. In this way production management spends less time progress chasing and can concentrate on the every day job of balancing, often variable demand, with the capacity available. How will finite capacity scheduling help? Using finite capacity scheduling, operations are only planned when resources are available. Consequently, materials are ordered only when they are needed for the operation to be carried out. Inventory levels fall and bottleneck resources are not overloaded. Work in progress is minimized, lead times are more predictable and delivery dates more reliable. In this way production management spends less time progress chasing and can concentrate on the every day job of balancing, often variable demand, with the capacity available.

12. How will finite capacity scheduling help? This diagram shows how a finite capacity scheduler can be linked to an MRP system and to a shop-floor data collection system. Now we have a two-way communication between the MRP system and Preactor. Orders are passed to Preactor, the finite schedule generated and start and end times for each operation passed back for modifications to the stock control module. Work-to-lists can be generated either by the MRP system or Preactor and can be sent electronically using a Preactor 100 terminal or using paperwork. As operations are completed, this information can be passed back to Preactor to update its database with progress prior to a re-schedule.How will finite capacity scheduling help? This diagram shows how a finite capacity scheduler can be linked to an MRP system and to a shop-floor data collection system. Now we have a two-way communication between the MRP system and Preactor. Orders are passed to Preactor, the finite schedule generated and start and end times for each operation passed back for modifications to the stock control module. Work-to-lists can be generated either by the MRP system or Preactor and can be sent electronically using a Preactor 100 terminal or using paperwork. As operations are completed, this information can be passed back to Preactor to update its database with progress prior to a re-schedule.

13. Reducing WIP reveals the real problems How will finite capacity scheduling help? As work-in-progress is reduced you will often find that production problems that have always been there become more visible and you can take action to overcome them. This has been compared to the company ship floating on a �sea of inventory�. As the level drops then the process problems or �rocks� start to appear. How will finite capacity scheduling help? As work-in-progress is reduced you will often find that production problems that have always been there become more visible and you can take action to overcome them. This has been compared to the company ship floating on a �sea of inventory�. As the level drops then the process problems or �rocks� start to appear.

14. Finite Capacity Production Scheduling A Question of Balance - Testing the Options The production controller�s art. He/she must constantly try to maintain the balance between demand and capacity. On the demand side the �flow� of work can vary due to new orders arriving, changes in priority, and stock orders launched against forward forecasts of demand. �Leakages� take place as deliveries are made, forecasts are translated into real demand and orders cancelled. Preactor has been developed to provide the scheduler with the tools to react to these changes in demand. Increased capacity can be achieved by bringing forward the required launch time for orders to utilize under used resources. Process routes can be changed to bi-pass a bottleneck. Working hours can be changed or work sub-contracted. Finally batches of work can be split to use parallel resources to carry out an operation. Debits on the capacity side would be breakdowns, rework, set-up times (which may be dependent on the sequence that work is carried out on a resource) and the inevitable (wandering) bottlenecks. A Question of Balance - Testing the Options The production controller�s art. He/she must constantly try to maintain the balance between demand and capacity. On the demand side the �flow� of work can vary due to new orders arriving, changes in priority, and stock orders launched against forward forecasts of demand. �Leakages� take place as deliveries are made, forecasts are translated into real demand and orders cancelled. Preactor has been developed to provide the scheduler with the tools to react to these changes in demand. Increased capacity can be achieved by bringing forward the required launch time for orders to utilize under used resources. Process routes can be changed to bi-pass a bottleneck. Working hours can be changed or work sub-contracted. Finally batches of work can be split to use parallel resources to carry out an operation. Debits on the capacity side would be breakdowns, rework, set-up times (which may be dependent on the sequence that work is carried out on a resource) and the inevitable (wandering) bottlenecks.

15. Finite Capacity Production Scheduling Presentation Outline Introduction to Finite Capacity Scheduling Introducing Preactor Preactor Case Studies Demonstration & Questions

16. �What if� Finite Capacity Scheduler Electronic Planning Board Mouse Driven, Easy to use Automatic scheduling with manual override Shift Patterns, Overtime, Breakdowns etc.. Gantt Charts, Plots and Reports �What if� Finite Capacity Scheduler Preactor can be compared to an electronic version of the traditional planning board whereby cards representing operations to manufacture a product are allocated to resources by placing them in slots representing time periods or �buckets� of time for each resource. Preactor has infinitely variable �buckets�. Preactor has been developed with the user in mind. Where possible all actions are carried out using the mouse under the WINDOWS operating system. Sequencing of work can be carried out using the automatic features available but Preactor allows the user to override the computer generated schedule by moving operations around in sequence and from one resource to another. Urgent orders can be changed in priority, critical jobs locked in position and many schedules tried and compared before decisions are made. Shift patterns can be altered, overtime allocated and the effect of breakdowns quickly assessed. Data from different scheduling runs can be seen in the form of Gantt charts, plots and textual reports. Work-to-lists for each resource, route cards for each batch and other information can be generated in user defined formats. �What if� Finite Capacity Scheduler Preactor can be compared to an electronic version of the traditional planning board whereby cards representing operations to manufacture a product are allocated to resources by placing them in slots representing time periods or �buckets� of time for each resource. Preactor has infinitely variable �buckets�. Preactor has been developed with the user in mind. Where possible all actions are carried out using the mouse under the WINDOWS operating system. Sequencing of work can be carried out using the automatic features available but Preactor allows the user to override the computer generated schedule by moving operations around in sequence and from one resource to another. Urgent orders can be changed in priority, critical jobs locked in position and many schedules tried and compared before decisions are made. Shift patterns can be altered, overtime allocated and the effect of breakdowns quickly assessed. Data from different scheduling runs can be seen in the form of Gantt charts, plots and textual reports. Work-to-lists for each resource, route cards for each batch and other information can be generated in user defined formats.

17. Features to Meet Your Needs Low entry cost with growth path Simple and highly interactive to use User configurable Links to other systems Features to Meet Your Needs Preactor was developed as part of a European collaborative project called FORCAST (Flexible Operational Real-time Control And Scheduling Tools). Collaborators from four countries took part, UK, France, Austria and Denmark. The total budget available over 3 years was �6m and Preactor was just one of the deliverables that emerged. Part of the project involved a market survey which asked more than 1,600 companies across Europe what problems they had in scheduling and what they wanted from scheduling software. These were:- a low entry cost and option to add functionality as required, easy to use interface and option to link to existing data systems, configurable by the user for the application. The features offered by Preactor are designed to meet these needs. Features to Meet Your Needs Preactor was developed as part of a European collaborative project called FORCAST (Flexible Operational Real-time Control And Scheduling Tools). Collaborators from four countries took part, UK, France, Austria and Denmark. The total budget available over 3 years was �6m and Preactor was just one of the deliverables that emerged. Part of the project involved a market survey which asked more than 1,600 companies across Europe what problems they had in scheduling and what they wanted from scheduling software. These were:- a low entry cost and option to add functionality as required, easy to use interface and option to link to existing data systems, configurable by the user for the application. The features offered by Preactor are designed to meet these needs.

18. Finite Capacity Production Scheduling Low Entry Cost The installation of a finite capacity scheduler requires many changes to the way that the company do things. This can be compared to a journey with a number of hills to climb. Operators must work to the required sequence and must report back any changes that occur. Existing systems may need to be integrated with the new software. A low entry cost helps to reduce the financial burden associated with reaching the goals of lower inventory, on-time deliveries, and better control of production. Even if delays occur to full implementation, the cost is such that the target payback is still easily achieved. Low Entry Cost The installation of a finite capacity scheduler requires many changes to the way that the company do things. This can be compared to a journey with a number of hills to climb. Operators must work to the required sequence and must report back any changes that occur. Existing systems may need to be integrated with the new software. A low entry cost helps to reduce the financial burden associated with reaching the goals of lower inventory, on-time deliveries, and better control of production. Even if delays occur to full implementation, the cost is such that the target payback is still easily achieved.

19. The Path to Scheduling Excellence The Path to Scheduling Excellence Preactor represents a family of scheduling solutions. Starting with Preactor Lite, each subsequent version in the upgrade path offers more features and functionality to tackle increasingly more complex scheduling problems. This means that the user only has to pay for the features they need. If, at a some time the user requires the features of a higher version such as Preactor 200, 300 or Preactor 400, the design of the software ensures that the upgrade is painless. The Preactor database and associated configuration files can be modified easily and the user interface is identical. Investment made in training and familiarity with the package are not lost when following the path to scheduling excellence. The Path to Scheduling Excellence Preactor represents a family of scheduling solutions. Starting with Preactor Lite, each subsequent version in the upgrade path offers more features and functionality to tackle increasingly more complex scheduling problems. This means that the user only has to pay for the features they need. If, at a some time the user requires the features of a higher version such as Preactor 200, 300 or Preactor 400, the design of the software ensures that the upgrade is painless. The Preactor database and associated configuration files can be modified easily and the user interface is identical. Investment made in training and familiarity with the package are not lost when following the path to scheduling excellence.

20. Simple and Interactive to Use PC Based WINDOWS Technology Point and Click Drag and Drop Simple and Interactive to Use Preactor has been designed to run on standard PCs under WINDOWS. Preactor runs on WINDOWS 95, 98 and WINDOWS NT. Preactor uses the ease-of-use features of WINDOWS to the full with maximum use of the mouse to point, click and change objects and drag and drop objects from one position on the screen to another. Simple and Interactive to Use Preactor has been designed to run on standard PCs under WINDOWS. Preactor runs on WINDOWS 95, 98 and WINDOWS NT. Preactor uses the ease-of-use features of WINDOWS to the full with maximum use of the mouse to point, click and change objects and drag and drop objects from one position on the screen to another.

21. Simple Status Update Links to MRP Links to SFDC Exception Editing Net Effect Updates Simple Status Update From time to time the user will want to reschedule the system due to the addition of new orders or perhaps some fluctuation in the system that were not anticipated such as a resource breakdown or batches have been started early or later than anticipated. When to re-schedule is very much dependent on the company and type of operation but whatever the reason, rescheduling should be simple to do and quick. What Can Go Wrong? There are many reasons for schedules going wrong. Unavailable materials, scrap & re-work, cancelled orders, altered order mix, breakdowns, change in priority and so on. As far as Preactor is concerned, however, a process is either too fast or too slow. How to Re-Schedule There are different approaches to re-scheduling and in particular how to capture the current status of the system. The traditional approach is to manually log the finish times of each operation. This can then be fed into the scheduler to update the current status. Unless there are very few operation completions in a day or you have automatic logging this can be very tedious. It may well be that your company requires this information for traceability or for the analysis of processing times to be used in costing or estimation, however, Preactor does not really need this information for accurate re-scheduling. How does Preactor help? Preactor users will only need to enter exceptions to the schedule, for example if an operation is carried out more than an acceptable time after the schedule predicted (due perhaps to a machine breakdown, or an operator is absent). The consolidation of these variations will produce a net effect for each resource in the system in terms of time. It is not necessary to tell Preactor that this operation started late or that operation started early, merely what operation a resource is working on now, and the accumulated delay to that operation (the net change). This simplifies matters enormously and provides the user with a quick and easy update task prior to re-scheduling. Simple Status Update From time to time the user will want to reschedule the system due to the addition of new orders or perhaps some fluctuation in the system that were not anticipated such as a resource breakdown or batches have been started early or later than anticipated. When to re-schedule is very much dependent on the company and type of operation but whatever the reason, rescheduling should be simple to do and quick. What Can Go Wrong? There are many reasons for schedules going wrong. Unavailable materials, scrap & re-work, cancelled orders, altered order mix, breakdowns, change in priority and so on. As far as Preactor is concerned, however, a process is either too fast or too slow. How to Re-Schedule There are different approaches to re-scheduling and in particular how to capture the current status of the system. The traditional approach is to manually log the finish times of each operation. This can then be fed into the scheduler to update the current status. Unless there are very few operation completions in a day or you have automatic logging this can be very tedious. It may well be that your company requires this information for traceability or for the analysis of processing times to be used in costing or estimation, however, Preactor does not really need this information for accurate re-scheduling. How does Preactor help? Preactor users will only need to enter exceptions to the schedule, for example if an operation is carried out more than an acceptable time after the schedule predicted (due perhaps to a machine breakdown, or an operator is absent). The consolidation of these variations will produce a net effect for each resource in the system in terms of time. It is not necessary to tell Preactor that this operation started late or that operation started early, merely what operation a resource is working on now, and the accumulated delay to that operation (the net change). This simplifies matters enormously and provides the user with a quick and easy update task prior to re-scheduling.

22. Configuration - P200/300/APS Databases are configurable Menus are configurable Configuration is not affected by a version change or upgrade Configuration - P200/P300/P400 In Preactor 200 and above, two files are used to configure the way that information is held and displayed. The PREACTOR.INI file holds information on parts of the Preactor software to run external data importing/exporting. The PREACTOR.INF file holds information on the database structure, reports, plots etc. Both can be changed using a text editor. All versions of Preactor use the same files to configure the system so that upgrading from, say Preactor 200 to 300, or 300 to 400 does not require re-configuration. Configuration - P200/P300/P400 In Preactor 200 and above, two files are used to configure the way that information is held and displayed. The PREACTOR.INI file holds information on parts of the Preactor software to run external data importing/exporting. The PREACTOR.INF file holds information on the database structure, reports, plots etc. Both can be changed using a text editor. All versions of Preactor use the same files to configure the system so that upgrading from, say Preactor 200 to 300, or 300 to 400 does not require re-configuration.

23. Integration Stand Alone, Partial and Full Integration All data held in ASCII Files Updated from other systems via ActiveX/ASCII file Has been linked to many MRP, Accountancy, Spreadsheet, SFDC and Database packages Integration Preactor can be used as a stand alone application or linked to other software. All information in the Preactor database as well as schedule files generated are held in ASCII format. Preactor Lite can only be integrated with an Excel spreadsheet. Integration with other software in Preactor 200 and above is by ASCII file transfer or via OLE Automation techniques (ActiveX), i.e. any OLE enabled system such as EXCEL, Visual Basic, etc., can access the Preactor database. For ASCII file transfer, there are tools inside Preactor for automatically changing the information in external files to be used by Preactor and in manipulating output data for use by other systems. Preactor has been successfully linked to spreadsheets, MRP systems, accountancy packages, shop floor data collection, and other databases. In some applications, orders (customer, order number, batch size etc.,) are entered into the Preactor database. In other applications the host system holds all the information required for each product and this is downloaded including product routes etc. In this way only the information required by Preactor for the �live products� needs to be held in the Preactor database. Preactor has been used both prior and post an MRP run. Orders are loaded with product information to Preactor which then provides a finite schedule (Fine Cut Capacity Planning). The MRP system then reads the schedule file and carries out its BOM explosion and material requirements plan. Preactor is then used to produce work-to-lists, routecards and reports for day-to-day control of the schedule and support minor changes to the sequencing of work. Preactor may also be used to report operation completions or it can be linked with shop-floor data collection systems. Integration Preactor can be used as a stand alone application or linked to other software. All information in the Preactor database as well as schedule files generated are held in ASCII format. Preactor Lite can only be integrated with an Excel spreadsheet. Integration with other software in Preactor 200 and above is by ASCII file transfer or via OLE Automation techniques (ActiveX), i.e. any OLE enabled system such as EXCEL, Visual Basic, etc., can access the Preactor database. For ASCII file transfer, there are tools inside Preactor for automatically changing the information in external files to be used by Preactor and in manipulating output data for use by other systems. Preactor has been successfully linked to spreadsheets, MRP systems, accountancy packages, shop floor data collection, and other databases. In some applications, orders (customer, order number, batch size etc.,) are entered into the Preactor database. In other applications the host system holds all the information required for each product and this is downloaded including product routes etc. In this way only the information required by Preactor for the �live products� needs to be held in the Preactor database. Preactor has been used both prior and post an MRP run. Orders are loaded with product information to Preactor which then provides a finite schedule (Fine Cut Capacity Planning). The MRP system then reads the schedule file and carries out its BOM explosion and material requirements plan. Preactor is then used to produce work-to-lists, routecards and reports for day-to-day control of the schedule and support minor changes to the sequencing of work. Preactor may also be used to report operation completions or it can be linked with shop-floor data collection systems.

24. Links to Other Software Minerva MCS AremisSoft Visibility Ross Systems Kewill Prodstar (GB) Swan MFGPro MAX MTMS Visibility Renaissance CS Micross for Windows ProdStar Swan System Links to Other Software These are just some of the proprietary software packages that have been linked with Preactor.Links to Other Software These are just some of the proprietary software packages that have been linked with Preactor.

25. Links to Other Software Tetra Pegasus Sanderson CP Business Systems Enterprise Manf. Sys. Alliance JBA International Syspro Tetra CS/3 Operations PICS Complete Fourth Shift Alliance/MFG JBA Impact Links to Other Software These are just some of the proprietary software packages that have been linked with Preactor.Links to Other Software These are just some of the proprietary software packages that have been linked with Preactor.

26. Preactor 100 Preactor 200 Preactor 300 Preactor APS Preactor Viewer (View Only) Preactor Versions Versions Preactor Lite, Preactor 200, 300 and 400 provide the upgrade path. For simpler applications in smaller companies, Preactor Lite provides a low-cost, entry level finite scheduler operating in a stand alone manner. It has a fixed configuration. The user enters information on resources, resource groups, shift patterns, and process information on each product into the database. Orders (and process data) can then be entered manually or via an Excel spreadsheet. In Preactor 200 and above the user has access to the configuration files and thus is completely customizable including menus, data fields and classifications. The data link between Preactor and other packages can also be developed in accordance with the application needs. Preactor 100 is a low cost �view only� version of Preactor used on a PC network. Versions Preactor Lite, Preactor 200, 300 and 400 provide the upgrade path. For simpler applications in smaller companies, Preactor Lite provides a low-cost, entry level finite scheduler operating in a stand alone manner. It has a fixed configuration. The user enters information on resources, resource groups, shift patterns, and process information on each product into the database. Orders (and process data) can then be entered manually or via an Excel spreadsheet. In Preactor 200 and above the user has access to the configuration files and thus is completely customizable including menus, data fields and classifications. The data link between Preactor and other packages can also be developed in accordance with the application needs. Preactor 100 is a low cost �view only� version of Preactor used on a PC network.

27. PreactorFeatures by Version Preactor Features by Version Preactor can be purchased in different versions that suit a range of applications and budget available. All versions have the same look and feel but the number of �scheduling engines� available to the user that Preactor uses to generate the schedule will vary according to version. Preactor 200 is the entry level configurable system. It has its own internal algorithms for sequencing the work which are selected by the user. Preactor 300 is a multiple constraint scheduler with additional features for more complex processing environments and multiple levels of assembly. Preactor 400 can also use a simulation model (event calendar, job selection rules) as the scheduling engine. This allows more flexibility in the scheduling rules that are used to decide sequencing of work. Most importantly the configuration files used by Preactor in the database and menu creation are common across all versions. This makes it easy to move from one version to another if the needs of the scheduling application change. Preactor Features by Version Preactor can be purchased in different versions that suit a range of applications and budget available. All versions have the same look and feel but the number of �scheduling engines� available to the user that Preactor uses to generate the schedule will vary according to version. Preactor 200 is the entry level configurable system. It has its own internal algorithms for sequencing the work which are selected by the user. Preactor 300 is a multiple constraint scheduler with additional features for more complex processing environments and multiple levels of assembly. Preactor 400 can also use a simulation model (event calendar, job selection rules) as the scheduling engine. This allows more flexibility in the scheduling rules that are used to decide sequencing of work. Most importantly the configuration files used by Preactor in the database and menu creation are common across all versions. This makes it easy to move from one version to another if the needs of the scheduling application change.

28.  Versions Preactor 200: Single Constraint v Preactor 300: Multiple Constraint Single v Multiple Constraints The main difference between this version and Preactor 300 and is that in the 200 only one finite resource, the primary resource, can be allocated for a single operation. Other secondary resources can be defined as being used but will not constrain the loading of a primary resource. Preactor 300 allows multiple finite resources to be defined for an operation and the timing to be affected by the availability of all resources. Typically primary resources would be machines or processing lines and secondary resources, staff, materials, tooling. However there is no reason why the primary resources should not be labour. In Preactor 300 you can also define secondary resource groups. This could define skill sets for labour teams and automatic allocation of work based on labour in each team. Single v Multiple Constraints The main difference between this version and Preactor 300 and is that in the 200 only one finite resource, the primary resource, can be allocated for a single operation. Other secondary resources can be defined as being used but will not constrain the loading of a primary resource. Preactor 300 allows multiple finite resources to be defined for an operation and the timing to be affected by the availability of all resources. Typically primary resources would be machines or processing lines and secondary resources, staff, materials, tooling. However there is no reason why the primary resources should not be labour. In Preactor 300 you can also define secondary resource groups. This could define skill sets for labour teams and automatic allocation of work based on labour in each team.

29. User Plots To illustrate the comparison between Preactor 200 and 300 an example has been generated using the Preactor 300 Tutorial example in the software supplied. It has been set up so that operations have primary resources as machines and secondary resources of Operators, Supervisors, Special Tool Set and Power. The screen shot here shows the Sequencer with the plots of Power Usage and Supervisors displayed. In the first example the secondary resources are not constraining the schedule (P200 mode) and when the schedule exceeds the capacity of the secondary resources, the plot changes colour. User Plots To illustrate the comparison between Preactor 200 and 300 an example has been generated using the Preactor 300 Tutorial example in the software supplied. It has been set up so that operations have primary resources as machines and secondary resources of Operators, Supervisors, Special Tool Set and Power. The screen shot here shows the Sequencer with the plots of Power Usage and Supervisors displayed. In the first example the secondary resources are not constraining the schedule (P200 mode) and when the schedule exceeds the capacity of the secondary resources, the plot changes colour.

30. The same schedule has been generated with the secondary resources as a constraint i.e. as P300 can be used. This shows the same plots but now they do not exceed the maximum power allowed or capacity of labour. However the planning board shows that operations have become more spread out as the increased constraints have delayed their start until secondary resources are available. The same schedule has been generated with the secondary resources as a constraint i.e. as P300 can be used. This shows the same plots but now they do not exceed the maximum power allowed or capacity of labour. However the planning board shows that operations have become more spread out as the increased constraints have delayed their start until secondary resources are available.

31. Other Features Secondary Resource Groups Max. Operation Interval/Span Resource Selection Time-out Mid-batch Updates Alternative Routes Complex Assemblies Other Features in Preactor 300 In Preactor 300 you can not only define primary resource groups, but also secondary resource groups. The latter might be used to define skill sets for labour. The other area where the Preactor 300 differs is in the constraints you can add to the sequencing of operations based on operations downstream of the current operation. These features are particularly required by process industry applications. Maximum Operation Span is used to restrict the scheduling of an operation based on the maximum time to completion. This would be used, for example, to stop an operation being started a few minutes before the end of an on-shift period. If this were, say, 1 hour and the maximum operation span was 20 minutes then the operation would not be loaded until after the resource was again on-shift. Maximum operation interval is used to established the maximum time between the completion of the current operation and the start of the next. So if this interval were set to zero, then the operation would only be loaded if resources were available for the current operation and the subsequent operation. Resource selection time-out enables you to control the way Preactor allocates work to resources. You may have purchased a new machine which you would prefer to use, but if it is overloaded you would revert to your older equipment. With RST you could specify a time-out of, say, 24hrs for the machine. Preactor will try to load the job on the new machine first, even if the old machine is idle, and will only consider the old machine if it cannot start the job on the new machine within the (24hr) time-out. The older machines could also have a time-out of say 48hrs, after which you would consider sub-contracting the work. Mid-batch update allows the user to provide the Preactor sequencer with information on the progress of an operational step before it has been completed. Preactor can then take this information into account when a re-schedule takes place. Alternative routes provides a facility whereby a job can be given a different process plan and route using a toggle button. Finally P300 offers methods to provide independent processing of parts for assembly or dis-assembly. This is particularly useful for products with deep bills of materials.Other Features in Preactor 300 In Preactor 300 you can not only define primary resource groups, but also secondary resource groups. The latter might be used to define skill sets for labour. The other area where the Preactor 300 differs is in the constraints you can add to the sequencing of operations based on operations downstream of the current operation. These features are particularly required by process industry applications. Maximum Operation Span is used to restrict the scheduling of an operation based on the maximum time to completion. This would be used, for example, to stop an operation being started a few minutes before the end of an on-shift period. If this were, say, 1 hour and the maximum operation span was 20 minutes then the operation would not be loaded until after the resource was again on-shift. Maximum operation interval is used to established the maximum time between the completion of the current operation and the start of the next. So if this interval were set to zero, then the operation would only be loaded if resources were available for the current operation and the subsequent operation. Resource selection time-out enables you to control the way Preactor allocates work to resources. You may have purchased a new machine which you would prefer to use, but if it is overloaded you would revert to your older equipment. With RST you could specify a time-out of, say, 24hrs for the machine. Preactor will try to load the job on the new machine first, even if the old machine is idle, and will only consider the old machine if it cannot start the job on the new machine within the (24hr) time-out. The older machines could also have a time-out of say 48hrs, after which you would consider sub-contracting the work. Mid-batch update allows the user to provide the Preactor sequencer with information on the progress of an operational step before it has been completed. Preactor can then take this information into account when a re-schedule takes place. Alternative routes provides a facility whereby a job can be given a different process plan and route using a toggle button. Finally P300 offers methods to provide independent processing of parts for assembly or dis-assembly. This is particularly useful for products with deep bills of materials.

32. Preactor VersionsSimulation Based Scheduling Preactor versions - What's the difference? Perhaps the easiest way to explain the difference is to say that the Lite, 200 and 300 are job based schedulers. In this the jobs are loaded one at a time (all operations) onto the planning board and the �job decides� which resources to use. Preactor 400 has an additional resource based scheduling engine. Here one operation is loaded at a time (from different jobs) and it is the resource that selects the operation from the waiting work. In addition, of course, Preactor 300 and upwards have multiple finite resource constraints and have additional features required for certain more complex applications. Preactor versions - What's the difference? Perhaps the easiest way to explain the difference is to say that the Lite, 200 and 300 are job based schedulers. In this the jobs are loaded one at a time (all operations) onto the planning board and the �job decides� which resources to use. Preactor 400 has an additional resource based scheduling engine. Here one operation is loaded at a time (from different jobs) and it is the resource that selects the operation from the waiting work. In addition, of course, Preactor 300 and upwards have multiple finite resource constraints and have additional features required for certain more complex applications.

33. Job/Algorithmic Loading This series of animations show how Preactor 200 and 300 would build its schedule. These will load one job at a time (the sequence will depend on selecting the �by priority�, �by due date� or �FIFO� options) and place the all operations onto the planning board either forward (first operation, then second etc., until all operations are loaded), backward (last operation loaded to meet the due date then the last but one operation etc., until all operations are loaded), or bi-directionally (here a critical operation is selected then all operations before this one are loaded backward and all subsequent operations loaded forward). In terms of time, the first job is loaded from its earliest start time (assuming resources are available) and then time moved forward for all subsequent operations. The next job is loaded after �returning� the time back to the earliest start time for this job. This is repeated until all jobs are dealt with.Job/Algorithmic Loading This series of animations show how Preactor 200 and 300 would build its schedule. These will load one job at a time (the sequence will depend on selecting the �by priority�, �by due date� or �FIFO� options) and place the all operations onto the planning board either forward (first operation, then second etc., until all operations are loaded), backward (last operation loaded to meet the due date then the last but one operation etc., until all operations are loaded), or bi-directionally (here a critical operation is selected then all operations before this one are loaded backward and all subsequent operations loaded forward). In terms of time, the first job is loaded from its earliest start time (assuming resources are available) and then time moved forward for all subsequent operations. The next job is loaded after �returning� the time back to the earliest start time for this job. This is repeated until all jobs are dealt with.

34. Resource/Simulation based Loading Preactor 400 can use a simulation based scheduling engine to generate the schedule where time is only moved forward once. At each decision point in time, which will occur when a resource completes an operation, the resource will examine all jobs waiting for work to start and select the batch based on dispatching rules. These rules could be �shortest setup time� or �closest to due-date�, �critical ratio�, �preferred sequence� and so on. Each resource or resource group can have its own dispatching rule or rules can be applied to all resources. It is not possible to generalise as to what is the best way to schedule, job based/algorithmic or resource/simulation based. Job based scheduling has the advantage of having some �view� of the future since operations are loaded in advance. It is also possible to forward, backward and bi-directionally sequence the work and to lock operations at some time in the future. Resource/simulation scheduling allows the use of more sophisticated rules to be applied and for �real-time� scheduling to be used. Users of Preactor 400 can take advantage of using both techniques. For example the user could schedule high priority work using the job based scheduling engine, lock them in place, then use the simulation scheduling engine the load the remainder of the work onto the planning board using the �optimization� rules that have been defined.Resource/Simulation based Loading Preactor 400 can use a simulation based scheduling engine to generate the schedule where time is only moved forward once. At each decision point in time, which will occur when a resource completes an operation, the resource will examine all jobs waiting for work to start and select the batch based on dispatching rules. These rules could be �shortest setup time� or �closest to due-date�, �critical ratio�, �preferred sequence� and so on. Each resource or resource group can have its own dispatching rule or rules can be applied to all resources. It is not possible to generalise as to what is the best way to schedule, job based/algorithmic or resource/simulation based. Job based scheduling has the advantage of having some �view� of the future since operations are loaded in advance. It is also possible to forward, backward and bi-directionally sequence the work and to lock operations at some time in the future. Resource/simulation scheduling allows the use of more sophisticated rules to be applied and for �real-time� scheduling to be used. Users of Preactor 400 can take advantage of using both techniques. For example the user could schedule high priority work using the job based scheduling engine, lock them in place, then use the simulation scheduling engine the load the remainder of the work onto the planning board using the �optimization� rules that have been defined.

35. All Versions Offer Forward sequencing of all jobs Backward sequencing of all jobs Bi-directional sequencing around locked ops Forward sequencing of individual jobs Backward sequencing of individual jobs Bi-directional sequencing of individual jobs Manual sequencing/editing Scheduling Options All versions of Preactor have access to the scheduling engines that allow job based loading of the planning board using various options. This includes forward and backward sequencing of all or single jobs, bi-directional sequencing around locked operations, and manual override whereby the user can alter the position of an operation in the sequence of loading on a resource or move it to another resource. This is done simply by picking up the operation icon or bar in the Sequencer Overview with the mouse and dragging it to another position.Scheduling Options All versions of Preactor have access to the scheduling engines that allow job based loading of the planning board using various options. This includes forward and backward sequencing of all or single jobs, bi-directional sequencing around locked operations, and manual override whereby the user can alter the position of an operation in the sequence of loading on a resource or move it to another resource. This is done simply by picking up the operation icon or bar in the Sequencer Overview with the mouse and dragging it to another position.

36. also offers Open Planning Board Optimization via dispatching rules due date critical ratio setup time process time campaigning Build your rules with VB using objects and methods provided Additional Functionality in P400 Preactor 400 offers the same scheduling algorithms as P300, but also offers the unique Preactor Open Planning Board (OPB) system. The OPB is supplied with a simulation based scheduling engine with built in optimization rules such as, select the shortest setup time, follow the campaign sequence, etc. Customized rules can be added using any ActiveX Automation compatible programming system, such as Visual Basic. With the OPB, Preactor 400 is not limited to algorithmic, simulation, or any other fixed mechanism for generating schedules. The ActiveX Automation controls make Preactor 400 a truly open system, and you can build a completely customized scheduling solution that works in a manner that is unique to your company or plant. Fundamentally the OPB will allow all the interactions that can be achieved with the mouse and keyboard in the Preactor Sequencer to be automated via ActiveX Automation methods. The ActiveX methods that are part of Preactor 400 gives the user complete control over the sequencing of work anywhere on the planning board. The power and flexibility of this approach will enable Preactor 400 solutions to be developed for any requirement, but to simplify the most common scheduling needs, a number of completed methods or templates are supplied as a complete solution or as a starting point for more sophisticated solutions. The templates include discrete event simulation template, using a Visual Basic event calendar which includes rules to minimize set-up times and to follow campaigns. Additional ActiveX Automation methods are also provided to make rule building a simple one pass procedure. . Additional Functionality in P400 Preactor 400 offers the same scheduling algorithms as P300, but also offers the unique Preactor Open Planning Board (OPB) system. The OPB is supplied with a simulation based scheduling engine with built in optimization rules such as, select the shortest setup time, follow the campaign sequence, etc. Customized rules can be added using any ActiveX Automation compatible programming system, such as Visual Basic. With the OPB, Preactor 400 is not limited to algorithmic, simulation, or any other fixed mechanism for generating schedules. The ActiveX Automation controls make Preactor 400 a truly open system, and you can build a completely customized scheduling solution that works in a manner that is unique to your company or plant. Fundamentally the OPB will allow all the interactions that can be achieved with the mouse and keyboard in the Preactor Sequencer to be automated via ActiveX Automation methods. The ActiveX methods that are part of Preactor 400 gives the user complete control over the sequencing of work anywhere on the planning board. The power and flexibility of this approach will enable Preactor 400 solutions to be developed for any requirement, but to simplify the most common scheduling needs, a number of completed methods or templates are supplied as a complete solution or as a starting point for more sophisticated solutions. The templates include discrete event simulation template, using a Visual Basic event calendar which includes rules to minimize set-up times and to follow campaigns. Additional ActiveX Automation methods are also provided to make rule building a simple one pass procedure. .

37. Preactor Versions Preactor 300 v Preactor 400 Optimization Rules P300 v P400 One of the main differences that P400 has over P300 is the ability to define dispatching rules for a resource or group of resources that define which operation to select from a number of waiting batches of work. One of the most commonly used optimization rule is �shortest set-up�. Here we want each resource to select the next batch based on the shortest set-up time between the current batch and the next. In P200 and P300 the user can define one or more matrices to hold data on setup times. In P400 this data is used to carry out batch selection. P300 v P400 One of the main differences that P400 has over P300 is the ability to define dispatching rules for a resource or group of resources that define which operation to select from a number of waiting batches of work. One of the most commonly used optimization rule is �shortest set-up�. Here we want each resource to select the next batch based on the shortest set-up time between the current batch and the next. In P200 and P300 the user can define one or more matrices to hold data on setup times. In P400 this data is used to carry out batch selection.

38. Algorithmic Sequencing in P300 The screen shows a schedule generated for a series of processing lines. There are five products, white, yellow, pink, red and green. There are five processing operations for four of them on each of the process lines except green which has three processing tasks. The changeover times from one product to another are very different with the ideal sequence being green, white, yellow, pink then red. Here we have forward scheduled with the P300 algorithmic sequencer using the priority rule. Since, in this example the priority field is 10 in all cases, the operations have been loaded in schedule file order and it can be seen that pink products have been loaded after red and that separate batches of yellow and white are processed at different times. Algorithmic Sequencing in P300 The screen shows a schedule generated for a series of processing lines. There are five products, white, yellow, pink, red and green. There are five processing operations for four of them on each of the process lines except green which has three processing tasks. The changeover times from one product to another are very different with the ideal sequence being green, white, yellow, pink then red. Here we have forward scheduled with the P300 algorithmic sequencer using the priority rule. Since, in this example the priority field is 10 in all cases, the operations have been loaded in schedule file order and it can be seen that pink products have been loaded after red and that separate batches of yellow and white are processed at different times.

39. Simulation Sequencing in P400 The screen shows the same orders sequenced using P400 and the minimum set up rule. Two things have happened. Firstly the white and yellow batches have been consolidated, and secondly the changeovers have been minimized by optimizing the sequence of loading each processing line. The resulting schedule span has been greatly reduced. Simulation Sequencing in P400 The screen shows the same orders sequenced using P400 and the minimum set up rule. Two things have happened. Firstly the white and yellow batches have been consolidated, and secondly the changeovers have been minimized by optimizing the sequence of loading each processing line. The resulting schedule span has been greatly reduced.

40. Networking Preactor systems can be connected together in a variety of ways. A master Preactor system can be used to schedule the whole facility and �work-to-lists� passed down to other another Preactor at cell or department level for local decision support. For example a Preactor 300 system may be used for high level schedule generation and local scheduling carried out by several Preactor 200 systems. Using P100 Preactor 100 is a view only version of Preactor designed to used on PCs over a network and used for various applications from order promising in the sales office to progress report displays for supervisory staff. Preactor 100 is also used on a shop floor PC to provide the cell supervisor or machine operator with up to the minute work-to-lists generated by the master Preactor system and to log completions for use by the scheduler to monitor progress and initialize the system prior to a re-schedule. There are no constraints on the mixing and matching the Preactor versions. You can buy the functionality that you require in each section. Networking Preactor systems can be connected together in a variety of ways. A master Preactor system can be used to schedule the whole facility and �work-to-lists� passed down to other another Preactor at cell or department level for local decision support. For example a Preactor 300 system may be used for high level schedule generation and local scheduling carried out by several Preactor 200 systems. Using P100 Preactor 100 is a view only version of Preactor designed to used on PCs over a network and used for various applications from order promising in the sales office to progress report displays for supervisory staff. Preactor 100 is also used on a shop floor PC to provide the cell supervisor or machine operator with up to the minute work-to-lists generated by the master Preactor system and to log completions for use by the scheduler to monitor progress and initialize the system prior to a re-schedule. There are no constraints on the mixing and matching the Preactor versions. You can buy the functionality that you require in each section.

41. View Schedule Progress All Preactor versions can display two Gantt charts at the same time to compare different schedules that have been generated by the Preactor sequencer. In this example the system has been set up to show the current schedule and actual completions that have been logged by operators. The Preactor 100 system can be used for this purpose too. Information can be accesses over a PC network and displayed at the P100 terminal. In this example the Resource Gantt chart is shown. It can also be set up to be job based. Here managers can compare the progress of individual batches of work. View Schedule Progress All Preactor versions can display two Gantt charts at the same time to compare different schedules that have been generated by the Preactor sequencer. In this example the system has been set up to show the current schedule and actual completions that have been logged by operators. The Preactor 100 system can be used for this purpose too. Information can be accesses over a PC network and displayed at the P100 terminal. In this example the Resource Gantt chart is shown. It can also be set up to be job based. Here managers can compare the progress of individual batches of work.

42. Electronic Work-to-lists and Completion logging This screen shows a Preactor 100 set up as a shop floor terminal. Here operators are shown the work-to-list for their particular machine or cell and are able to log their actual start and completion times. The scheduler on the PC network can then update the actual times in the master schedule. Preactor will automatically update the schedule and remove completed operations from work-to-lists prior to a re-schedule.Electronic Work-to-lists and Completion logging This screen shows a Preactor 100 set up as a shop floor terminal. Here operators are shown the work-to-list for their particular machine or cell and are able to log their actual start and completion times. The scheduler on the PC network can then update the actual times in the master schedule. Preactor will automatically update the schedule and remove completed operations from work-to-lists prior to a re-schedule.

43. Preactor Network Licensing Network key available Locate on Server in PC network Allows up to the number of licenses purchased to be used concurrently Network Licensing Preactor 200 and above systems are supplied with a protection key that must be inserted in the printer port of the PC where Preactor is loaded. You can load Preactor on many PCs but and move the key as required. A network key with license manager software is also available. This Licensing system enables the license key to be located on a server in a network. It allows up to the number of licensed users for each Preactor version to access the software concurrently on the network. Network Licensing Preactor 200 and above systems are supplied with a protection key that must be inserted in the printer port of the PC where Preactor is loaded. You can load Preactor on many PCs but and move the key as required. A network key with license manager software is also available. This Licensing system enables the license key to be located on a server in a network. It allows up to the number of licensed users for each Preactor version to access the software concurrently on the network.

44. Finite Capacity Production Scheduling Presentation Outline Introduction to Finite Capacity Scheduling Introducing Preactor Preactor Case Studies Demonstration & Questions

45. Where has Preactor been installed ? Food, Drinks & Pharmaceuticals Electrical Equipment & Electronics Furniture & Woodworking Automotive, Aerospace & General Engineering Packaging & Printing Steel, Chemicals & Materials Processing Make-to-Order, Repetitive Batch, Process Plant In what type of business has been Preactor used? Preactor has found a very wide area of application as the list shows here. Everything from traditional manufacturing to project management, job shops to process based industries will find Preactor suitable. More than 1000 systems have been installed in the UK, USA and mainland Europe since it was first released and many more delivered around the world from Australia to Brazil and Singapore to South Africa. They have been installed in make-to-order, repetitive batch and process based environments. Users range from small 10 man businesses to large corporations. These include the largest manufacturing company in the UK, the largest consumer electronics company in Europe, and the largest soft drinks supplier in the world. In what type of business has been Preactor used? Preactor has found a very wide area of application as the list shows here. Everything from traditional manufacturing to project management, job shops to process based industries will find Preactor suitable. More than 1000 systems have been installed in the UK, USA and mainland Europe since it was first released and many more delivered around the world from Australia to Brazil and Singapore to South Africa. They have been installed in make-to-order, repetitive batch and process based environments. Users range from small 10 man businesses to large corporations. These include the largest manufacturing company in the UK, the largest consumer electronics company in Europe, and the largest soft drinks supplier in the world.

46. Typical Benefits - Preactor users surveyed Typical Benefits Included in this presentation pack are a description of some of the benefits obtained by users of Preactor. Many of these are qualitative rather than quantitative. Based on an survey of users carried out a number the following is a sample of quantifiable benefits: 25% reduction in stock 40% reduction in work-in-progress 50% reduction in lead time 60% improvement in delivery performance Typical Benefits Included in this presentation pack are a description of some of the benefits obtained by users of Preactor. Many of these are qualitative rather than quantitative. Based on an survey of users carried out a number the following is a sample of quantifiable benefits: 25% reduction in stock 40% reduction in work-in-progress 50% reduction in lead time 60% improvement in delivery performance

47. Metal Improvement Company's factory in North Wales near Chester is a purpose built facility to form large, expensive machined aluminium alloy panels for the wings on the Airbus Industrie family of passenger aircraft. The panels are formed by controlled shot peening. Shot peening is a technique of bombarding a metallic surface with spherical shot so as to induce a compressive surface stress. The residual stress shapes the panel and simultaneously increases its fatigue strength. In the early �90s Metal Improvement were faced with a significant scheduling problem which was becoming increasingly complex due to a combination of several factors. The original task for the facility, in 1982, was to form panels for the A310 aircraft only. In the intervening years new projects had increased the work load to include panels for the A319, A320, A321, A330 and A340 aircraft so that there is now a choice of over 30 different types of panel which are required to pass along a line of 17 work centres. Each work centre has up to 4 resources though not all panels could fit onto all resources. The total number of work centres used varies for each panel. The panels range in size from 1.2 m x 9.0 m long up to 9.2 m x 21.5 m long. The customer, British Aerospace Airbus recognized the need to reduce inventory costs and Metal Improvement wanted to help with this objective. It was very clear that the existing paper based scheduling system allied to a simple Kanban type board held on a PC would not be able to arrange the variety of tasks in the best sequence to give the best possible turnaround times on these long lead times in a reasonably assured, predictive way. A search was set in motion to find a PC based system to schedule Metal Improvement�s Airbus forming facility. Many systems were investigated with no success due to either the high cost of some of the commercially available systems or the very limited capability of other project type programs. Even so a short list of 3 systems were compiled and discussions proceeded over several months to reach an agreement. The principal difficulty lay in the � can do� nature of these systems which drove the price of the software beyond any realistic budget price. Two suppliers were prepared to offer a limited system, but even so the costs were still too high. In the Spring of 1994 The CIMulation Centre presented their Preactor 200 scheduling system at a price that was fraction of the other systems previously assessed. It looked like it would give Metal Improvement a method of scheduling the panels through the factory without the need to purchase all the other unwanted facilities offered by other systems. The decision to buy was made in July 1994 and installed of the system commenced in mid-August. By the end of September Preactor was up and running alongside the old system. By the end of October it was scheduling all the panels as a stand alone system. Whilst it is not correct to say that all components are now always produced in a faster time than in the pre-Preactor days, as there were times when the factory resources were fully utilized, it is true to say that it is now possible to predict completion dates far more accurately and so minimizing expensive inventory. It is estimated that inventory values are now lower by 25%. The user friendliness of Preactor has been a major factor in its speedy installation at Metal Improvement. It was set up by the Production Manager (who would not claim to any great expertise in computers) with the first class on line assistance of The CIMulation Centre. The willingness of The CIMulation Centre to develop the program to match MIC�s needs has been a significant factor in its acceptance on the shop floor. Metal Improvement Company's factory in North Wales near Chester is a purpose built facility to form large, expensive machined aluminium alloy panels for the wings on the Airbus Industrie family of passenger aircraft. The panels are formed by controlled shot peening. Shot peening is a technique of bombarding a metallic surface with spherical shot so as to induce a compressive surface stress. The residual stress shapes the panel and simultaneously increases its fatigue strength. In the early �90s Metal Improvement were faced with a significant scheduling problem which was becoming increasingly complex due to a combination of several factors. The original task for the facility, in 1982, was to form panels for the A310 aircraft only. In the intervening years new projects had increased the work load to include panels for the A319, A320, A321, A330 and A340 aircraft so that there is now a choice of over 30 different types of panel which are required to pass along a line of 17 work centres. Each work centre has up to 4 resources though not all panels could fit onto all resources. The total number of work centres used varies for each panel. The panels range in size from 1.2 m x 9.0 m long up to 9.2 m x 21.5 m long. The customer, British Aerospace Airbus recognized the need to reduce inventory costs and Metal Improvement wanted to help with this objective. It was very clear that the existing paper based scheduling system allied to a simple Kanban type board held on a PC would not be able to arrange the variety of tasks in the best sequence to give the best possible turnaround times on these long lead times in a reasonably assured, predictive way. A search was set in motion to find a PC based system to schedule Metal Improvement�s Airbus forming facility. Many systems were investigated with no success due to either the high cost of some of the commercially available systems or the very limited capability of other project type programs. Even so a short list of 3 systems were compiled and discussions proceeded over several months to reach an agreement. The principal difficulty lay in the � can do� nature of these systems which drove the price of the software beyond any realistic budget price. Two suppliers were prepared to offer a limited system, but even so the costs were still too high. In the Spring of 1994 The CIMulation Centre presented their Preactor 200 scheduling system at a price that was fraction of the other systems previously assessed. It looked like it would give Metal Improvement a method of scheduling the panels through the factory without the need to purchase all the other unwanted facilities offered by other systems. The decision to buy was made in July 1994 and installed of the system commenced in mid-August. By the end of September Preactor was up and running alongside the old system. By the end of October it was scheduling all the panels as a stand alone system. Whilst it is not correct to say that all components are now always produced in a faster time than in the pre-Preactor days, as there were times when the factory resources were fully utilized, it is true to say that it is now possible to predict completion dates far more accurately and so minimizing expensive inventory. It is estimated that inventory values are now lower by 25%. The user friendliness of Preactor has been a major factor in its speedy installation at Metal Improvement. It was set up by the Production Manager (who would not claim to any great expertise in computers) with the first class on line assistance of The CIMulation Centre. The willingness of The CIMulation Centre to develop the program to match MIC�s needs has been a significant factor in its acceptance on the shop floor.

48. F H Thompson & Sons Ltd is a timber importing company based in the North East of England operating a sawmill supplying timber products to a wide range of customers including builders, shop fitters and joinery manufacturers. Twenty two people are employed at the site, with ten directly involved in production, products are offered from stock or produced to order on a wide range of woodworking machinery. Throughput is in the region of 25 orders per day using a range of seven different machines allocated into four work areas, with each order passing through an average of three areas before completion. Orders vary enormously in size and complexity causing difficulty in preparing manual schedules and predicting delivery dates. An investigation carried out into failure to achieve promised deliveries and inability to forecast accurately future delivery dates, determined the main cause as inadequate availability of information on machine loading. Through a local special interest group set up to assist companies in finding solutions to production problems, particularly scheduling, we attended a demonstration of Preactor 200 and were immediately impressed with its presentation, functionality, flexibility, and price. After the decision to purchase, a presentation was made to all staff involved, where grave doubts were expressed about the ability of a computer program to handle the complexities and frequent problems associated with production. However Preactor was duly installed as a positive move to improve the situation and the appropriate staff trained in its use and operation. In the early stages of implementation Preactor was used largely as an electronic planning board with a major element of the schedule prepared manually. As confidence grew in its ability to produce an effective schedule, Preactor�s automatic scheduling was used to great effect, with a small amount of manual tailoring when required. Benefits have been seen in three main areas: Delivery performance has now significantly improved through accurate knowledge of factory lead times. This has resulted in less pressure on production management. Distribution of the schedule�s �work to� lists helps ensure all resources are available when required to fulfill the schedule. Detailed knowledge of the forward order commitment for each machine has enabled more accurate resource planning. The use of Preactor 200 has provided us with an effective means of assessing forward lead times, enabling us to increase the accuracy of delivery dates, and ensure they are met.F H Thompson & Sons Ltd is a timber importing company based in the North East of England operating a sawmill supplying timber products to a wide range of customers including builders, shop fitters and joinery manufacturers. Twenty two people are employed at the site, with ten directly involved in production, products are offered from stock or produced to order on a wide range of woodworking machinery. Throughput is in the region of 25 orders per day using a range of seven different machines allocated into four work areas, with each order passing through an average of three areas before completion. Orders vary enormously in size and complexity causing difficulty in preparing manual schedules and predicting delivery dates. An investigation carried out into failure to achieve promised deliveries and inability to forecast accurately future delivery dates, determined the main cause as inadequate availability of information on machine loading. Through a local special interest group set up to assist companies in finding solutions to production problems, particularly scheduling, we attended a demonstration of Preactor 200 and were immediately impressed with its presentation, functionality, flexibility, and price. After the decision to purchase, a presentation was made to all staff involved, where grave doubts were expressed about the ability of a computer program to handle the complexities and frequent problems associated with production. However Preactor was duly installed as a positive move to improve the situation and the appropriate staff trained in its use and operation. In the early stages of implementation Preactor was used largely as an electronic planning board with a major element of the schedule prepared manually. As confidence grew in its ability to produce an effective schedule, Preactor�s automatic scheduling was used to great effect, with a small amount of manual tailoring when required. Benefits have been seen in three main areas: Delivery performance has now significantly improved through accurate knowledge of factory lead times. This has resulted in less pressure on production management. Distribution of the schedule�s �work to� lists helps ensure all resources are available when required to fulfill the schedule. Detailed knowledge of the forward order commitment for each machine has enabled more accurate resource planning. The use of Preactor 200 has provided us with an effective means of assessing forward lead times, enabling us to increase the accuracy of delivery dates, and ensure they are met.

49. Hotpoint is part of the GDA group of companies being owned by GEC and GDA of the USA. Famous for its range of white goods, Hotpoint has five manufacturing sites in the UK, two Hotpoint sites in North Wales and Peterborough, two Creda sites, Expelair and Redring. The North Wales Hotpoint site produces 12,000 Front Loading Washing machines, 2,250 Dishwashers, and 1,600 Combination Washers weekly, and employs some 1,100 people. This case study relates to the use of Preactor 200 in the Press shop area at the Hotpoint factory in North Wales. This is required to produce 500+ multi-operational jobs using 60 Presses, with 170 operators per week. A three shift system is used and the number of parts produced is approx 1,000,000. The list of required jobs comes from an MRP system in paper Tab form. Traditionally this would have been done on bits of paper and in peoples heads, with a planning horizon of one to two days. This results in a �fire firefighting� approach to Press Shop scheduling which is less efficient in the utilization of plant and labour. To improve the situation within the Press Shop it was decided that we needed to use a finite scheduling system to generate a weekly Plan and a SFDC system to monitor the plan. Preactor was purchased as the Finite Scheduling tool and Dextralog as the SFDC system. Preactor was set up to store press jobs in a parent child relationship, and provided the presses on which each job could run on by breaking each one this down into operations from its process route automatically. Preactor has proved to be an important part, in a set of Tools, to help us plan, run and monitor a more efficient Press Shop . Hotpoint is part of the GDA group of companies being owned by GEC and GDA of the USA. Famous for its range of white goods, Hotpoint has five manufacturing sites in the UK, two Hotpoint sites in North Wales and Peterborough, two Creda sites, Expelair and Redring. The North Wales Hotpoint site produces 12,000 Front Loading Washing machines, 2,250 Dishwashers, and 1,600 Combination Washers weekly, and employs some 1,100 people. This case study relates to the use of Preactor 200 in the Press shop area at the Hotpoint factory in North Wales. This is required to produce 500+ multi-operational jobs using 60 Presses, with 170 operators per week. A three shift system is used and the number of parts produced is approx 1,000,000. The list of required jobs comes from an MRP system in paper Tab form. Traditionally this would have been done on bits of paper and in peoples heads, with a planning horizon of one to two days. This results in a �fire firefighting� approach to Press Shop scheduling which is less efficient in the utilization of plant and labour. To improve the situation within the Press Shop it was decided that we needed to use a finite scheduling system to generate a weekly Plan and a SFDC system to monitor the plan. Preactor was purchased as the Finite Scheduling tool and Dextralog as the SFDC system. Preactor was set up to store press jobs in a parent child relationship, and provided the presses on which each job could run on by breaking each one this down into operations from its process route automatically. Preactor has proved to be an important part, in a set of Tools, to help us plan, run and monitor a more efficient Press Shop .

50. Silkmead Tubular specializes in tube manipulation, end forming and tubular fabrications both in terms of supply of components and the design and manufactures of tube bending and forming equipment. Based in Dunstable, Bedfordshire, Silkmead have two sites between them employing around 45 people. The prime business is the manufacture of tubular components, mostly to the automotive industry with demand ranging from jobbing and batch to volume requirements. A wide variety of process routes and steps are required. One component could be as simple as just two operations, with the more complex assemblies consisting of up to twenty or more operations. This combination made tracking of production across a shop floor which uses CNC and manually operated machines as well as special purpose and dedicated equipment a very complex and time consuming task. In total the facility has 14 groups of machines/facilities within the manufacturing environment. Single machines might be set for a run of 100 off of one component right up to a similar machine set to produce 100,000 of another. Silkmead�s wide range of facilities and machinery have a wide range of capabilities with certain types of machine only being able to accommodate tube up to 12.70 mm dia, whilst others can deal with 62.00 mm tube. This means that within the group �End Forming� we might have up to 15 machines not all of which will be running at any one time, and in some cases only operable by specific people. Prior to installing Preactor in 1995 Silkmead allocated and monitored orders and WIP by a very time consuming, labour intensive and sometimes �finger in the air� type manual system. There was no means of carrying out accurate �What If� scenarios, and accommodating front end loads (an inevitability for those supplying the automotive industry) was a constant difficulty and strain. Lead times had to be given a tolerance of plus or minus one week, on occasion plus two minus one. By early 1997 Silkmead learnt enough from Preactor 200 to be ready to introduce the simple upgrade to 300. The daily use at this time was to update and track progress by collecting data from the completed �Preactor Work To� lists that were issued twice weekly to the resource group supervisors. The Scheduler was then run and revised lists produced. By introducing finite scheduling Silkmead have made production bottlenecks a thing of the past and now always have accurate information readily at hand for when customers progress their orders. Initially the biggest single advantage to Silkmead from the introduction of Preactor was the saving in time taken to schedule, monitor and run our shop floor. The original configuration of the package was carried out by Silkmead�s own production managers only one of whom attended the configuration training day. Silkmead�s management are convinced that this was the correct start, because they now have a better working knowledge of Preactor and are able to carry out our own configuration alterations as they grow and needs change. Recently Silkmead investigated many �Total Manufacturing� software packages with a view to replacing all of their computerized processes and operations with just one. However, none of them could offer enough advantages to justify their price tag and in virtually all cases, except those that would incorporate Preactor, they were all weak on the Finite Scheduling in comparison to Preactor. Silkmead are confident that as they grow into Preactor 300 they will continue to benefit from it�s speed, accuracy and all round compatibility as an essential manufacturing tool. Silkmead Tubular specializes in tube manipulation, end forming and tubular fabrications both in terms of supply of components and the design and manufactures of tube bending and forming equipment. Based in Dunstable, Bedfordshire, Silkmead have two sites between them employing around 45 people. The prime business is the manufacture of tubular components, mostly to the automotive industry with demand ranging from jobbing and batch to volume requirements. A wide variety of process routes and steps are required. One component could be as simple as just two operations, with the more complex assemblies consisting of up to twenty or more operations. This combination made tracking of production across a shop floor which uses CNC and manually operated machines as well as special purpose and dedicated equipment a very complex and time consuming task. In total the facility has 14 groups of machines/facilities within the manufacturing environment. Single machines might be set for a run of 100 off of one component right up to a similar machine set to produce 100,000 of another. Silkmead�s wide range of facilities and machinery have a wide range of capabilities with certain types of machine only being able to accommodate tube up to 12.70 mm dia, whilst others can deal with 62.00 mm tube. This means that within the group �End Forming� we might have up to 15 machines not all of which will be running at any one time, and in some cases only operable by specific people. Prior to installing Preactor in 1995 Silkmead allocated and monitored orders and WIP by a very time consuming, labour intensive and sometimes �finger in the air� type manual system. There was no means of carrying out accurate �What If� scenarios, and accommodating front end loads (an inevitability for those supplying the automotive industry) was a constant difficulty and strain. Lead times had to be given a tolerance of plus or minus one week, on occasion plus two minus one. By early 1997 Silkmead learnt enough from Preactor 200 to be ready to introduce the simple upgrade to 300. The daily use at this time was to update and track progress by collecting data from the completed �Preactor Work To� lists that were issued twice weekly to the resource group supervisors. The Scheduler was then run and revised lists produced. By introducing finite scheduling Silkmead have made production bottlenecks a thing of the past and now always have accurate information readily at hand for when customers progress their orders. Initially the biggest single advantage to Silkmead from the introduction of Preactor was the saving in time taken to schedule, monitor and run our shop floor. The original configuration of the package was carried out by Silkmead�s own production managers only one of whom attended the configuration training day. Silkmead�s management are convinced that this was the correct start, because they now have a better working knowledge of Preactor and are able to carry out our own configuration alterations as they grow and needs change. Recently Silkmead investigated many �Total Manufacturing� software packages with a view to replacing all of their computerized processes and operations with just one. However, none of them could offer enough advantages to justify their price tag and in virtually all cases, except those that would incorporate Preactor, they were all weak on the Finite Scheduling in comparison to Preactor. Silkmead are confident that as they grow into Preactor 300 they will continue to benefit from it�s speed, accuracy and all round compatibility as an essential manufacturing tool.

51. Hugh Poulton is materials manager for BH-F (Engineering) Ltd, a �10m business employing 45 people at Didcot near Oxford. BH-F design and manufacture furnaces and ancillary equipment for the glass making industry. BH-F have created global partnerships with major glass producers world-wide, offering design, development, manufacture and installation services to customer requirements. This highly competitive market requires firm control of all resources in order to respond flexibly and quickly to the changing needs of their customers as their project progresses. Each project is an unique design but passes through a number of generic design phases. The processing stages include design, procurement of materials, assembly, testing, installation and commissioning. Each is an unique design but passes through a number of generic design phases. Individual designers with key skills must be available at specific stages in the project and, after assembly, the same engineers are used for installation and after commissioning support. For this reason synchronization of material delivery with staff availability is a key concern. Up to 50 contracts are live at any one time, some just design projects while others are design and build. Before finite scheduling was introduced, work was allocated in the drawing office using one large piece of paper and a magnetic wall board, while two other staff in the materials office used a spreadsheet to decide when to order supplies for each project. This led to �personal schedules� based on the �latest information� known by individuals and meant that BH-F were unable to respond to sudden changes in demand and gave unrealistic delivery promises. In addition the lack of co-ordination between design and assembly meant that materials arrived out of sequence with real need. Urgent unforeseen demands can require rapid re-scheduling of resources at any time. Preactor gives early warning of problems of resource allocation and inability to meet delivery commitments by due date and provides the flexibility for re-allocation of resources or priorities in a matter of minutes rather than hours. Preactor has also proved to be useful as the basis of making commitment on delivery dates during contract negotiations with the customer. The main benefits then have been :- Rapid response to enquiries Delivery promises are now accurate Believable schedules with proper synchronization of DO and assembly Effective use of limited assembly space giving considerable savings in costHugh Poulton is materials manager for BH-F (Engineering) Ltd, a �10m business employing 45 people at Didcot near Oxford. BH-F design and manufacture furnaces and ancillary equipment for the glass making industry. BH-F have created global partnerships with major glass producers world-wide, offering design, development, manufacture and installation services to customer requirements. This highly competitive market requires firm control of all resources in order to respond flexibly and quickly to the changing needs of their customers as their project progresses. Each project is an unique design but passes through a number of generic design phases. The processing stages include design, procurement of materials, assembly, testing, installation and commissioning. Each is an unique design but passes through a number of generic design phases. Individual designers with key skills must be available at specific stages in the project and, after assembly, the same engineers are used for installation and after commissioning support. For this reason synchronization of material delivery with staff availability is a key concern. Up to 50 contracts are live at any one time, some just design projects while others are design and build. Before finite scheduling was introduced, work was allocated in the drawing office using one large piece of paper and a magnetic wall board, while two other staff in the materials office used a spreadsheet to decide when to order supplies for each project. This led to �personal schedules� based on the �latest information� known by individuals and meant that BH-F were unable to respond to sudden changes in demand and gave unrealistic delivery promises. In addition the lack of co-ordination between design and assembly meant that materials arrived out of sequence with real need. Urgent unforeseen demands can require rapid re-scheduling of resources at any time. Preactor gives early warning of problems of resource allocation and inability to meet delivery commitments by due date and provides the flexibility for re-allocation of resources or priorities in a matter of minutes rather than hours. Preactor has also proved to be useful as the basis of making commitment on delivery dates during contract negotiations with the customer. The main benefits then have been :- Rapid response to enquiries Delivery promises are now accurate Believable schedules with proper synchronization of DO and assembly Effective use of limited assembly space giving considerable savings in cost

52. British Aerospace AirBus Limited is an independent company under the British Aerospace PLC umbrella. Its diverse interests range from defence products (aircraft, missiles etc) through commercial aircraft to non-core activities such as Orange Communications. Its site in Broughton, near Chester, is BAe's largest factory. There the company's products include wing box assemblies for all variants of Airbus and wings and fuselages for the Hawker 800 executive jet. There are around 2,000 staff producing 180 sets of Airbus wings and 40 sets of Hawker 800 fuselages and wings per year. A Preactor 300 has now been installed in the tool room in order to help the Aerotooling management monitor and control the extremely complex estimation and tooling operations which are involved in the manufacturing process. The problem that the computerised finite scheduling tool has now successfully addressed was, in the words of Howard Connah, the Support Team Leader in the Aerotooling department. "Before finite scheduling we had no clear view of the total tooling work outstanding. Our customers did not have any visibility on work priorities and planning/scheduling relied on the skills and experience of the Shop Loader. There were no measures of operator performance - staff were simply picking and choosing jobs without reference to what was really required. And work was generally off-loaded to sub-contract on the basis of capacity, but without really clarifying and analysing the nature of the capacity problem. "As a result of all this, jobs loaded tended to have a long lead time, which inevitably led to late deliveries and high volumes of work-in-progress." The implementation of the Preactor 300 finite scheduling tool has gone a long way towards solving all these problems. The way it works is that, after estimating, the tasks are allocated either to individual machinists or to a core/rectification team which is set up in Preactor as a Primary Resource with the individuals within the team as Secondary Resources. "Although each tool/requirement is totally different in its work content," Howard Connah adds, "we've found Preactor highly configurable and the database easy to customise to our particular business needs." The introduction of Preactor has enabled a database of outstanding work to be created, with priorities clearly identifiable and with capacity being used to the full. The engineered/estimated work packages now give clear internal and external performance targets, allowing make or buy decisions to be made on the basis of capacity, capability and cost. Or to put it very succinctly, resources are now focused more effectively upon the job in hand - enhancing efficiencies whilst still giving value for money. The next step is to introduce a clocking system to record start and finish times for operations. This is to be linked to the central database for updating Preactor and for reporting purposes - for example, total hours spent against specific allocation codes. "The Preactor system has simplified and improved process control and has more than met its original purpose of providing a tool to balance capacity with the demand placed upon it by our customers," Howard Connah concludes. "In addition, it has introduced new levels of discipline to the operation in the form of work-to-lists for each member of staff."British Aerospace AirBus Limited is an independent company under the British Aerospace PLC umbrella. Its diverse interests range from defence products (aircraft, missiles etc) through commercial aircraft to non-core activities such as Orange Communications. Its site in Broughton, near Chester, is BAe's largest factory. There the company's products include wing box assemblies for all variants of Airbus and wings and fuselages for the Hawker 800 executive jet. There are around 2,000 staff producing 180 sets of Airbus wings and 40 sets of Hawker 800 fuselages and wings per year. A Preactor 300 has now been installed in the tool room in order to help the Aerotooling management monitor and control the extremely complex estimation and tooling operations which are involved in the manufacturing process. The problem that the computerised finite scheduling tool has now successfully addressed was, in the words of Howard Connah, the Support Team Leader in the Aerotooling department. "Before finite scheduling we had no clear view of the total tooling work outstanding. Our customers did not have any visibility on work priorities and planning/scheduling relied on the skills and experience of the Shop Loader. There were no measures of operator performance - staff were simply picking and choosing jobs without reference to what was really required. And work was generally off-loaded to sub-contract on the basis of capacity, but without really clarifying and analysing the nature of the capacity problem. "As a result of all this, jobs loaded tended to have a long lead time, which inevitably led to late deliveries and high volumes of work-in-progress." The implementation of the Preactor 300 finite scheduling tool has gone a long way towards solving all these problems. The way it works is that, after estimating, the tasks are allocated either to individual machinists or to a core/rectification team which is set up in Preactor as a Primary Resource with the individuals within the team as Secondary Resources. "Although each tool/requirement is totally different in its work content," Howard Connah adds, "we've found Preactor highly configurable and the database easy to customise to our particular business needs." The introduction of Preactor has enabled a database of outstanding work to be created, with priorities clearly identifiable and with capacity being used to the full. The engineered/estimated work packages now give clear internal and external performance targets, allowing make or buy decisions to be made on the basis of capacity, capability and cost. Or to put it very succinctly, resources are now focused more effectively upon the job in hand - enhancing efficiencies whilst still giving value for money. The next step is to introduce a clocking system to record start and finish times for operations. This is to be linked to the central database for updating Preactor and for reporting purposes - for example, total hours spent against specific allocation codes. "The Preactor system has simplified and improved process control and has more than met its original purpose of providing a tool to balance capacity with the demand placed upon it by our customers," Howard Connah concludes. "In addition, it has introduced new levels of discipline to the operation in the form of work-to-lists for each member of staff."

53. Preactor helps make Ronseal operation water-tight A Preactor PC-based finite scheduling tool has helped Ronseal Limited, the manufacturer of wood care and general waterproofing products, take tighter control of its production process in a number of important areas. This control includes enabling the company to link the planning of both manufacturing and filling on the basis of resources available. It also includes the facility to highlight bottlenecks early and provide decision support to enable rapid changes to be made in response to day-to-day disruptions. Benefits include increased efficiencies and more accurate delivery times. Ronseal's production operation at its plant in Chapeltown, near Sheffield, where some 200 staff are employed, is highly complex. There the company processes up to 1,600 SKUs (stock keeping units), consisting of base, colour, packaging and labelling variants. Essentially, the company makes to stock and issues works orders which take into account current stock levels (both end product and intermediates), safety stock set for each SKU and the forecast demand for several weeks ahead. The Logistics Manager, Ron Mellings, explains some of the complexities of the operation. "The plant is made up of two processing areas: manufacturing, where the products are made, and filling, where the product is made up into the required packaging for the SKU. "The manufacturing area is made up to a number of mixing vessels (around 35 each dedicated to water or solvent based products), where ingredients are mixed, heated, cooled and stirred etc. Typically, this would take some hours to carry out, but usually less than a day. "In the filling area, there are as many as 17 dedicated (fixed configuration) semi-automatic filling lines and several other lines made up of modules that can be coupled together for specific jobs. Filling typically takes 30 minutes to four hours depending on batch size. Batch sizes can vary from as little as 500 litres of a particular product to bulk mixing of 'Liquid A' which is then used as the base for many other products." In the past, Ronseal had used a combination of a JBA MRP system for materials control and an in-house written planning tool to smooth demand across the filling lines over a four-weekly cycle. Manual allocation of batches to individual lines was then carried out for each week based on previous experience. There was no forward planning carried out in the manufacturing section since it was always assumed that manufacturing would be able to supply the filling lines. "But as the business has changed," continues Ron Mellings, "it has become increasingly necessary to plan both manufacturing and filling based on resources available. Our previous tools could not be used for this purpose and so we investigated what finite scheduling could do for us." Ronseal chose the Preactor PC-based graphical finite scheduling system. An interactive electronic planning board, Preactor provided the flexibility to meet Ronseal's complex needs. "Preactor has been linked to our existing JBA MRP system," Ron Mellings explains. "Orders are generated by the system based on forecasts, stocks and safety stock broken down into four-weekly time buckets ahead. Preactor then allocates resources in both manufacturing and filling, and passes back the start time for each batch for each process step. It also indicates where batches will be later than the proposed finish date so that corrective action can be taken." In conclusion, Preactor has brought the following range of benefits. It has enabled the linking of manufacturing and filling in a way not possible in the past, and allowed production to be coordinated across the entire process rather than just the individual process steps. This has given management a better view of the business, highlights bottlenecks early and provides decision support to enable rapid changes to be made in response to day-to-day disruptions. Preactor helps make Ronseal operation water-tight A Preactor PC-based finite scheduling tool has helped Ronseal Limited, the manufacturer of wood care and general waterproofing products, take tighter control of its production process in a number of important areas. This control includes enabling the company to link the planning of both manufacturing and filling on the basis of resources available. It also includes the facility to highlight bottlenecks early and provide decision support to enable rapid changes to be made in response to day-to-day disruptions. Benefits include increased efficiencies and more accurate delivery times. Ronseal's production operation at its plant in Chapeltown, near Sheffield, where some 200 staff are employed, is highly complex. There the company processes up to 1,600 SKUs (stock keeping units), consisting of base, colour, packaging and labelling variants. Essentially, the company makes to stock and issues works orders which take into account current stock levels (both end product and intermediates), safety stock set for each SKU and the forecast demand for several weeks ahead. The Logistics Manager, Ron Mellings, explains some of the complexities of the operation. "The plant is made up of two processing areas: manufacturing, where the products are made, and filling, where the product is made up into the required packaging for the SKU. "The manufacturing area is made up to a number of mixing vessels (around 35 each dedicated to water or solvent based products), where ingredients are mixed, heated, cooled and stirred etc. Typically, this would take some hours to carry out, but usually less than a day. "In the filling area, there are as many as 17 dedicated (fixed configuration) semi-automatic filling lines and several other lines made up of modules that can be coupled together for specific jobs. Filling typically takes 30 minutes to four hours depending on batch size. Batch sizes can vary from as little as 500 litres of a particular product to bulk mixing of 'Liquid A' which is then used as the base for many other products." In the past, Ronseal had used a combination of a JBA MRP system for materials control and an in-house written planning tool to smooth demand across the filling lines over a four-weekly cycle. Manual allocation of batches to individual lines was then carried out for each week based on previous experience. There was no forward planning carried out in the manufacturing section since it was always assumed that manufacturing would be able to supply the filling lines. "But as the business has changed," continues Ron Mellings, "it has become increasingly necessary to plan both manufacturing and filling based on resources available. Our previous tools could not be used for this purpose and so we investigated what finite scheduling could do for us." Ronseal chose the Preactor PC-based graphical finite scheduling system. An interactive electronic planning board, Preactor provided the flexibility to meet Ronseal's complex needs. "Preactor has been linked to our existing JBA MRP system," Ron Mellings explains. "Orders are generated by the system based on forecasts, stocks and safety stock broken down into four-weekly time buckets ahead. Preactor then allocates resources in both manufacturing and filling, and passes back the start time for each batch for each process step. It also indicates where batches will be later than the proposed finish date so that corrective action can be taken." In conclusion, Preactor has brought the following range of benefits. It has enabled the linking of manufacturing and filling in a way not possible in the past, and allowed production to be coordinated across the entire process rather than just the individual process steps. This has given management a better view of the business, highlights bottlenecks early and provides decision support to enable rapid changes to be made in response to day-to-day disruptions.

54. Preactor is music to hi-fi manufacturer's ears Installed by Aiwa Wales Manufacturing Limited, a Preactor PC-based finite scheduling tool has now completely taken over the complex planning processes involved in controlling a 24 hours per day, 7 days per week manufacturing operation requiring 31 machines and 120 people. "It seemed almost inconceivable that a machine could schedule such a very complex process with so many constraints," comments Jacqueline Jones, who was responsible for the introduction of finite scheduling into Aiwa. "But now we have complete confidence in the system." The Preactor interactive electronic planning board has been installed into the Auto Insertion production area of the factory, which is considered to be the most complex to plan. (There are a total of three main production areas: Auto Insertion, Hand Insertion and General Assembly.) The Auto Insertion process involves three automated operations: Axial, Radial and Surface Mount. "Before the installation of Preactor," continues Jacqueline Jones, "scheduling for the Auto Insertion department was carried out using spreadsheets which was very time-consuming. If a re-schedule was necessary, it would take at least one day before a production plan could be issued to the shop floor. "Also constant attention has always been paid to stock levels between the three production areas and within the Auto Insertion department itself. The work in progress has to be kept to a minimum due to the short material lead times, which was extremely difficult to plan due to the restricted schedule outlook." This has now all changed. Since the introduction of Preactor, the role of the Production +Planner of the Auto Insertion department has been able to change to that of Production Controller - reflecting the tighter control that management now has over the process. Preactor schedules have been used on the shop floor since June 1997 with resounding success. It is now possible to schedule orders accurately four months ahead, whereas previously they had simply been estimated using capacity calculations. The new system assists the Production Control and Production departments in making more calculated decisions about the acquisition of new machinery, for example, as well as the distribution of labour, the necessity of pulling forward in times of limited capacity, the availability of time for maintenance etc. "It was a lengthy process achieving the best possible model of Preactor to use in the Auto Insertion department," adds Jacqueline Jones, "but Stan Jonik of SFJ Systems helped us a great deal initially. We were also, in the beginning, quite nervous about relying entirely on a computerised scheduling system to perform functions that had previously been mostly undertaken manually." For this reason, a Preactor electronic schedule and a standard manual schedule were at first run in tandem until the complete reliability and advantages of Preactor were decisively proven. "After that, there was no hesitation in eliminating the old system of planning," concludes Jacqueline Jones. "Work has now started on introducing Preactor into the rest of the factory. The Hand Insertion department and the General Assembly area function using completely different criteria to the first Preactor model we created, so we are having to use a consultant in the initial stages. "Preactor was not my first experience of using a scheduling system and I know they can be very complex to use. But I am extremely impressed with how user-friendly Preactor is." Preactor is music to hi-fi manufacturer's ears Installed by Aiwa Wales Manufacturing Limited, a Preactor PC-based finite scheduling tool has now completely taken over the complex planning processes involved in controlling a 24 hours per day, 7 days per week manufacturing operation requiring 31 machines and 120 people. "It seemed almost inconceivable that a machine could schedule such a very complex process with so many constraints," comments Jacqueline Jones, who was responsible for the introduction of finite scheduling into Aiwa. "But now we have complete confidence in the system." The Preactor interactive electronic planning board has been installed into the Auto Insertion production area of the factory, which is considered to be the most complex to plan. (There are a total of three main production areas: Auto Insertion, Hand Insertion and General Assembly.) The Auto Insertion process involves three automated operations: Axial, Radial and Surface Mount. "Before the installation of Preactor," continues Jacqueline Jones, "scheduling for the Auto Insertion department was carried out using spreadsheets which was very time-consuming. If a re-schedule was necessary, it would take at least one day before a production plan could be issued to the shop floor. "Also constant attention has always been paid to stock levels between the three production areas and within the Auto Insertion department itself. The work in progress has to be kept to a minimum due to the short material lead times, which was extremely difficult to plan due to the restricted schedule outlook." This has now all changed. Since the introduction of Preactor, the role of the Production +Planner of the Auto Insertion department has been able to change to that of Production Controller - reflecting the tighter control that management now has over the process. Preactor schedules have been used on the shop floor since June 1997 with resounding success. It is now possible to schedule orders accurately four months ahead, whereas previously they had simply been estimated using capacity calculations. The new system assists the Production Control and Production departments in making more calculated decisions about the acquisition of new machinery, for example, as well as the distribution of labour, the necessity of pulling forward in times of limited capacity, the availability of time for maintenance etc. "It was a lengthy process achieving the best possible model of Preactor to use in the Auto Insertion department," adds Jacqueline Jones, "but Stan Jonik of SFJ Systems helped us a great deal initially. We were also, in the beginning, quite nervous about relying entirely on a computerised scheduling system to perform functions that had previously been mostly undertaken manually." For this reason, a Preactor electronic schedule and a standard manual schedule were at first run in tandem until the complete reliability and advantages of Preactor were decisively proven. "After that, there was no hesitation in eliminating the old system of planning," concludes Jacqueline Jones. "Work has now started on introducing Preactor into the rest of the factory. The Hand Insertion department and the General Assembly area function using completely different criteria to the first Preactor model we created, so we are having to use a consultant in the initial stages. "Preactor was not my first experience of using a scheduling system and I know they can be very complex to use. But I am extremely impressed with how user-friendly Preactor is."

55. Finite Capacity Production Scheduling Presentation Outline Introduction to Finite Capacity Scheduling Introducing Preactor Preactor Case Studies Demonstration & Questions