Production Linearity – Removal of "Hockey Stick Syndrome"

Why is linear production important? It's simple; – Here's the money! Scrap, overhaul, overtime, and poor quality are all of no added value that has increased as a result of the famous "Hockey Stick Syndrome". That is, when we delay our production schedule by the end of the month (or even worse, by the end of the fiscal quarter), we have a tremendous pressure on production that creates a chaos of service that generates significant, no added value. Generally speaking, the production plan and the financial forecast are over because the "knights of brilliant armor" come to pass at a last minute, heroic performance. But at what price? Some companies actually give up 10-20% of potential profits because they have developed and promoted the remaining Hockey Stick Syndrome.

Companies that continue to live up to the quarter-end "push" will never reach full growth and profit potential. How to achieve smooth scheduling and linear production? The challenge lies in the need to exert pressure on the critical path to reaching the agenda on a daily basis. Every fourth day we have to have all the critical tasks and milestones, and we need to build the team's awareness and commit ourselves to their realization at the right time. Our production team should be sensitive and proactive in implementing early production planning details and learn to apply creativity and energy in a linear style. It is certain that the front design and construction will produce amazing production results and bring you beyond expectations.

The most efficient production manager I've ever known has designed robust magnetic boards to design production detail and monitor production linearity. The early focus of the details, corrective measures and recovery plan was his management style. Every day, early morning meetings are held about the state of the magnetic board's progress and the challenges of day-to-day. He was a team dynamism expert, and his men were always new to what we had to do and always had the job done. The combination of magnetic board, morning meetings, and team dynamics skills made this production an effective leader and an expert in achieving linear production.

Today, many production managers are still trying to solve the linear production problem, a sophisticated computer software solution. Most companies use MRPII / ERP manufacturing systems that control their production environment. These systems do not focus on critical aspects of linear production, front tasks and milestones, and therefore no solution to "Hockey Stick Syndrome" has been provided. On the other hand, using an old magnetic board and computer age can not be an acceptable alternative. A good compromise could be the development of a simple computer dissemination card specifically designed to design critical production milestones and to measure / monitor production linearity.

Using the Daily Schedule as a "Bible" is the next step in "Dark Armored Knights" to gradually shift their manufacturing paradigms towards the end of "firefighting" towards day proactive problem solving.

Finally, it is important to distinguish between transport linearity and production linearity. In a widget, a make-to-shelf manufacturing company with a significant inventory of finished products, and the two linearity measurements will not be equal to the large-scale generic manufacturers

Transport linearity is more dependent on sales bookings and customer preference nonlinear production. Consequently, the degree of production linearity must be developed to measure the performance of the manufacturing process and should not affect sales or customer delays in deliveries.

Source by sbobet