![]() This may be difficult to document short-term, but the long-term effects of running production with 80% utilisation are quite clear. In fact, running production at full capacity may result in prolonged lead times. It is a major challenge for many planners to convince management that a utilisation factor of 80% in many cases is more optimal than running at full capacity. Planners are often told that efficient scheduling is all about keeping machines running at all times The prioritisations of each department differ: production managers prioritise 100% utilisation of machines – but sometimes machines need maintenance or staff are absent sales managers want orders ready on time – but sometimes they want to push an important order through at very short notice etc. ![]() You are the link between production and sales – and you are linked to purchasing, R&D, customer services, HR etc. Planners are under pressure from several departments with different prioritisationsīeing a planner is sometimes like standing between a rock and a hard place. Planners need scheduling systems that provide all the necessary tools for carrying out their work and they must have full insight into the functions and features of these systems. Planners need full and detailed knowledge and insight into the system and its set-up, in order to be able to include all options and possibilities in their scheduling. This means that the planner does not always know the parameters that form the basis of the system set-up and is unable to make adequate use of the system. Planners often report that a full introduction to the planning systems was not included in the start-up packages for the job. Planners need to know their planning system – fully and in every detail ![]() Equipping planners with the relevant tools and knowledge will generate a strong planning concept on which the company can base decision-making and will also result in more reliable scheduling. Planners need specialised tools to transform their practical knowledge into usable data for all relevant departments in the organisation – and they need tools to optimise production. In many cases, there are no formal production scheduling education programmes nor other training programmes to provide production planners with the particular skills required to cover the entire discipline of production scheduling. However, many years of experience from production does not provide all the skills required for production scheduling. They are most often production staff with detailed insight into the company’s specific production range. Planners are typically people with practical experience and strong competences from production work. Planners are often appointed based on practical production experience ![]() Mads Bruun Larsen and Karen Kjær Larsen from Consulting House, instructors on ROB-EX A/S’ training courses, have compiled a list of 10 major challenges that planners all over the world face in their daily work: 1. Data provided by the planner is very valuable and can be used actively to improve customer services, strengthen stock management and optimise delivery times etc. When the planner is able to provide information about why the possibilities are as they are, it improves the basis for collaboration between the different departments across the organisation. The better the tools that the planner is given, the better the basis for the planner’s communication concerning options, limitations and potential in the schedule. sales, purchasing, R&D, customer services and HR. Production scheduling is the link that ties production to the other departments in the organisation, e.g. Planners have a pivotal role in production companies. What are the actual challenges that planners face in their daily work? ![]()
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