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Job Shop Scheduling using the Velocity Scheduling System

I was interviewed about Theory of Constraints by Gear Technology magazine. You can read that article here: Theory of Constraints article by Dr Lisa Lang.

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Tagged as: gear technology, job shop scheduling, machine shop scheduling, theory of constraints scheduling, Velocity Scheduling System

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  Luis Fernandez, Schlumberger
- “I have seen a serious improvement in the past two months for on Time Delivery, and less chaos thru out the Shop. We have cut our “Work In Process” by 40% as far as I can tell and no Job is getting lost in the shuffle no matter how long it’s on the floor. So as you can see we have a way to go, but I know we are on the right track.”
  
  Ralph
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  Radu S.
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  Wendell McAllister
- “VSS has proven to be catlyst for culture change allowing us to instill more discipline and control in our complex machining environment. We have eliminated 2 separate "production expedite meetings" and the chaos of the past has essentially been eliminated. Our WIP has been reduced by 60%, orders are being released on or near scheduled dates, and production "splits" have been eliminated along with the paperwork nightmare associated with it. Now we can visually see where our bottlenecks are so adjustments can be made, and our people are more engaged with the throughput activity. We had to modify the System somewhat due to the uniqueness of our business, but Dr. Lisa gave us good advice on the way forward to make it work for us. Thanks Dr. Lisa for developing such a robust, yet flexible, approach to controlling our shop and meeting customer demand.”
  
  Jim Wehri, True Position Technologies, Inc.
- “We were slightly different to most shops since we were from the UK and a custom printer. However despite these noticeable differences during the coaching sessions there have undoubtedly been many lessons learnt. We joined with a relatively good DDP (in the high 90%) and our primary objective was to gain more control of production throughput during peak production times. The program has made us question the processes we had in place and enabled us to focus on throughput by matching volumes with available capacity, it\'s amazing how often we forget there are a finite number of hours available. The program requires a discipline throughout the organisation and I would state that the 14 week program really provides the foundation to install VSS philosophy in a business. Also important is the work you conduct after the program that has the ability to cement this in to the culture of the business. If I had one piece of advice to give it would be to focus on getting the ideas implemented as opposed to the details, by doing so the results are quicker to come by. I would recommend any business involved in manufacturing custom made items to consider the VSS program.”
  
  Healeys Printers (UK)
- “We had an on time delivery of 92%. We went to VSS looking for improving our scheduling and visibility of orders through the shop. We wanted a way to improve work through our constraints. VSS gave us a discipline to follow, follow the board. Previously we would have operators stay in their different machine areas no matter what the date was on their order was. Now we will pull people from their areas and put them to the next order they can work on. VSS also improved our communication not only to the shop in our 5 minute meetings on each shift, but also through out the day when supervisors, operators, managers can look at the board and discuss what needs to be done and when. Through the POOGI process we have started to look at what caused us to go into the red zone and gives us a tool to review monthly what the number one contributor was and work at ways to eliminate.”
  
  BOB T., CHICAGO METALLIC CORPORATION
- “VSS forced us to break bad habits and actually change - not just talk about change. We are still measuring the actual impact but at least we now have a system for scheduling and completing jobs.”
  
  Gregory B.
- “We decreased the time it takes to get a job to get thru the shop. Using the visual VSS board gives all the employees a chance to see what is going on.”
  
  John Popescu
- “One of the first things that it does is forces you to look at and change your behaviors. We have been scheduling based on what we see, mentally, right in front of us. This creates daily fire drills. The system forces us to change this behavior. I also like how the system is so visual and you cannot miss it walking by.”
  
  ERP Coordinator, Century
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