Skip to main content

Fine Tuning (MRP) Work To Lists

The other day I got into a good conversation about trying to get the last pieces of the shop floor performance puzzle put in place. Utilisation and efficiency are up, but the on time delivery performance is just lagging a little bit behind. We had done some good work at the management level of the business with regards to the MRP system and now the production team had decided it was time that they had to put their mark onto the system too.

Finally this business has a single work to list that they can refer to, instead of multiple paper based lists floating around the shop floor. The confusion has now gone and, as I said earlier, performance generally has gone up.

The shop floor teams know their skill levels best. They know what cycle times can nest together well to increase the number of machines that can be run at the same time. They know the queues and difficulties faced by the other teams. If they take the small amount of time required to properly use their work to lists, they can determine the most effective flow of product through their shop floor departments . By the way, they are running low volume high variety parts through their shop floor.

So, these teams are now determining how to optimise the MRP work to list using some simple planning rules that they are establishing. The rules won't detract from the work the management team have done, they will complement them. It will allow the final reaches of the performance figures to be realised (the last 5% to 10%), but they have to be involved.

When you run a project that affects all levels of your business it makes sense that you get all levels involved at some point. The insight and knowledge from each level needs to be fed into the project in order to make the best decisions. If you have an MRP system that doesn't work the way it should then it may be time to re-think who is involved with helping to make it work.



Giles Johnston
...fixing MRP systems and re-engineering business processes

Popular posts from this blog

Where to start with Kaizen, if you just aren't sure

Kaizen is a great word. It is a word that can unleash the potential of both a business and an individual. Kaizen means more than just continuous improvement. It is a word that is linked to: Confidence Growth Exploration Courage Many people I speak to, that are new to improvement projects, aren't sure if they are on the right path when it comes to embracing the spirit of Kaizen. If you are also one of these people then let me share with you a few thoughts that can help you feel at ease about starting and leading change. Start with your concerns A great place to start your improvement life is with anything that isn't right. Getting your concerns out into the open really is the first step for most of us. If you aren't happy with something, raise it. This isn't only a great place to start, but something that you shouldn't give up. Whenever a standard is not being met, or not even defined, get vocal and then do something about it. Start small The intention of Kaizen is

Stimulating Kaizen opportunities - the 'mechanical' way!

I often end up in conversations about how to stimulate Kaizen ideas and opportunities. If you have read my other posts, you will know that I split the improvement journey into two halves. For many people, the initial Kaizen focus is all around fixing things that are wrong / not working properly. Once you get past this point you need something else to focus and motivate you to generate improvement opportunities. The two halves of the Kaizen journey The discussion that I often end up in, is the one around the imagination quandary. People talk to me about not being creative, or not being inspired to come up with improvement ideas. Do you ever feel this way? It seems that there is a popular view that some people are creative and some aren't. Great Kaizen ideas are not just the product of 'creative' people. There are lots of ways that you can generate improvement ideas without having to sit on a mountain top cross legged waiting for inspiration. Finding a 'mechanical' w

Kaizen projects: being honest about being off track

Projects, especially improvement projects, have a tendency to get off track. There is often a clear distinction between projects for customers and projects for ourselves. If our improvement projects fall behind then our customers won't be barking at us; it is no wonder that if something is going to slip it is our Kaizen endeavours. For some people this can be a tough conversation to have. No one wants to be a 'failure' and pride often gets in the way. In my experience it seems that it is believed to be far more credible to ignore the requirement to improve than to admit that we aren't making progress. So, if you find yourself (and your business) in this situation, what can you do about it? Let me share with you two options to increase the visibility in your business around progress with projects and four options to help get your projects back on track. Increasing visibility Ok, no more hiding the status of Kaizen activities . This also means no more being precious about