The Little Blue Book On Scheduling



I sincerely believe that scheduling is the brain center that drives the operations side of a manufacturing company. As such the schedule should be able to absorb the constant barrage of changes that impact a business and quickly create a new action plan. This plan should reflect the strategic direction of a business.


I am not saying that this process should be completely automated but you should be able to reschedule your plant in a few seconds or at worst a few minutes. To be useful, your scheduling system must be able to realistically model real world constraints so that it can provide management with the information needed to make important decisions.


This includes the ability to use cause and effect logic to evaluate multiple what-if scenarios before deciding the best course of action


Once a sound schedule has been created a scheduling system needs to be able to synchronize every key activity that needs to be performed from making sure raw materials are available to communicating a precise sequence of events to the shop floor.


One way to look at scheduling is as a way to answer the question, “What should I make next?”  This is actually a critical question because every minute a manufacturer spends making the wrong stuff not only increases costs, it takes away from his ability to deliver what the clients actually need.


Solutions should ALWAYS be designed from the inside out.

The business problem leads to a vision of what the new business processes should look like.

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