When can I see the system?


In Special Report #2, I explained some of the differences with my system.

It’s not software, it is a visual system that you customize for your situation. So there is really nothing to “show you”. The picture in the that special report is what a typical Velocity Board looks like.

The power of the system is that it is NOT off the shelf.

Here is what the system is and includes:

The Velocity Scheduling System Coaching Program includes instruction on what to do and in what order to implement the changes that will reduce chaos, reduce lead-times and improve due date performance. The instruction covers:

– how to reduce WIP, what to look for as you do it, what the watch outs are, and the instructions to give your supervisors and the operators as we start

– how to build your visual scheduling system – the Velocity Board; examples with pictures are provided, as well as, specific scenarios to help you to customize for your specific environment

– how the Board works (easy is key) and how to create your Time Traveler for the Board; examples of Time Travelers and Board SOPs are provided

– how to build the visual part of your planning system – the To Be Released Board; examples with pictures are provided, as well as, specific scenarios to help you to customize for your specific environment

– the mechanism and rules for moving jobs from the To Be Released Board to the Velocity Board with specific scenarios to help you to customize for your environment and to get the best release mechanism for your situation

– how to communicate with the entire shop (what to do) and a script to help you to execute (what to say)

– what to measure and how to communicate these key metrics

– how to plan and manage the order to put jobs on the To Be Released Board

– what feedback to collect and how to manage your on-going improvement

– AND, in addition to this training, you get coaching to ensure you know how to apply this to YOUR situation

The Velocity Scheduling System was built based on our years of working with machine shops and learning what it really takes to substantially improve due date performance, reduce lead-times, and reduce chaos in highly complex machine shops. We have learned:

– the order to implement is very important. What to do first, then second and so on.

– that the first steps we take need to provide BIG results to get the buy-in and support to continue.

– that the scheduling and priority of the shop needs to be visual.

– and that a visual scheduling system created faster buy-in and help the changes to stick.

– that the visual scheduling system facilitates eveyone’s involvement and the desperately needed communication throughout the shop.

– how to create an effective scheduling system that does not require massive computing and manpower to run.

– how to accommodate a complex environment where the constraint moves frequently.

– how to implement the Theory of Constraints process of on-going improvement so that we continuously improve.

– and, how to coach managers and supervisors to get it done.

How does this coaching program work?

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