In production, management’s task is to effectively schedule the multitude of component processes that run in series or in parallel. In operations that are process-oriented, management must schedule resources and output around
There are a number of functions in an organization where it’s tough to move the productivity meter. You might actually produce more but the base costs don’t change so the true productivity measured from a financial perspective doesn’t change.
To fulfill customer demand in the most efficient, cost-effective way, companies can use push- or pull-scheduling or something in between. Which one works best? That depends on the characteristics of your product and market.
Management system changes often entail tightening up the planning standards that are used to schedule the operations, and then providing managers with tools to control, monitor and report on attainment to the plan.
Implementing change requires re-configuring processes – and modifying the management systems and behaviors that need to accompany them. But as anyone who has ever tried to instill change knows, maintaining those gains can be very difficult
One of the things we look for when we examine organizations is the degree of variability present. The more variability, the harder it is to manage. Variability can be both inherent in the nature of the industry and it can be self-imposed through policy or errors.
Lesson Learned #14 We have learned over the years that scheduling is one of the most important and least understood aspects of many organizations. Its possible because it’s generally so dull as a topic.
In many organizations some of the reported performance numbers aren't very "real". It's very similar to people's golf handicaps. The handicap system is a wonderful mechanism to track performance and to allow Read More