Production Scheduling in Lean Practices in Operations

This curriculum spans the design and operational integration of lean production scheduling systems, comparable in scope to a multi-workshop operational redesign initiative addressing takt planning, pull systems, changeover reduction, and ERP alignment across complex, mixed-model environments.

Module 1: Foundations of Lean Production Scheduling

• Selecting between push and pull scheduling based on demand stability and process variability in mixed-model assembly lines.
• Defining takt time using actual customer demand data while adjusting for planned downtime and shift patterns.
• Mapping value streams to identify scheduling bottlenecks and non-value-added wait times across interconnected work cells.
• Establishing scheduling ownership across production control, line supervisors, and material handlers to reduce handoff delays.
• Integrating changeover time (SMED outcomes) into cycle time calculations to maintain realistic production pacing.
• Aligning scheduling frequency with material replenishment intervals to prevent overproduction and WIP accumulation.

Module 2: Demand Flow and Takt-Based Planning

• Smoothing variable customer demand using heijunka to level volume and product mix over daily and weekly increments.
• Calculating daily production requirements using rolling 30-day average demand, excluding outliers from promotions or disruptions.
• Adjusting takt time dynamically when upstream supplier lead times fluctuate beyond buffer capacity.
• Designing a leveled production schedule (heijunka box) that balances model sequencing to minimize tooling changes.
• Reconciling forecast-driven procurement with pull-based production scheduling in hybrid supply chains.
• Managing schedule exceptions for rush orders without disrupting flow in high-volume cells.

Module 3: Pull Systems and Kanban Implementation

• Determining kanban container size based on changeover cost, storage constraints, and consumption rate variability.
• Calculating the number of kanban cards per loop using maximum daily usage, replenishment lead time, and safety factor.
• Choosing between electronic and physical kanban based on workforce literacy, equipment integration, and error rates.
• Managing shared components across multiple product families using multi-part kanban loops with priority rules.
• Responding to kanban signal delays caused by material handling congestion in high-density facilities.
• Auditing kanban loop performance monthly to adjust card counts in response to demand or process changes.

Module 4: Production Leveling and Mixed-Model Sequencing

• Sequencing product variants to minimize cumulative tooling changes and reprogramming time on CNC cells.
• Using a heijunka box to distribute high- and low-volume models evenly across shifts and days.
• Coordinating sequence changes with upstream sub-assembly lines to avoid starvation or overproduction.
• Adjusting sequence frequency based on downstream testing capacity and rework rates.
• Managing color or configuration changeovers in paint or assembly lines using sequence-dependent setup matrices.
• Validating sequence feasibility with operators before release to ensure material availability at point of use.

Module 5: Line Balancing and Workload Smoothing

• Reassigning tasks across workstations to eliminate bottlenecks when takt time decreases due to demand increases.
• Integrating minor maintenance and quality checks into standard work to maintain balanced cycle times.
• Addressing ergonomic constraints that limit task transferability during rebalancing exercises.
• Using time studies to identify and redistribute non-standard work elements causing imbalance.
• Adjusting staffing levels on lines with variable demand using flexible labor pools and cross-training matrices.
• Monitoring work-in-progress accumulation at unbalanced stations to trigger immediate corrective actions.

Module 6: Changeover Reduction and Scheduling Integration

• Classifying changeovers as internal or external to prioritize SMED improvements that reduce scheduled downtime.
• Standardizing tooling and fixtures across product families to reduce setup variability and errors.
• Scheduling changeovers during planned breaks or shift changes to minimize productive time loss.
• Integrating SMED outcomes into master production schedules to increase production frequency and reduce batch size.
• Tracking changeover performance using OEE data to identify recurring delays and root causes.
• Coordinating pre-staging of changeover kits with material handlers to ensure availability at changeover time.

Module 7: Performance Monitoring and Continuous Improvement

• Defining and tracking schedule adherence using actual start times versus planned start times at each process step.
• Using production board discrepancies to identify systemic causes of schedule deviation.
• Conducting daily tiered review meetings to address scheduling variances and assign countermeasures.
• Adjusting buffer sizes based on historical disruption frequency and recovery time data.
• Integrating Andon alerts into scheduling systems to automatically pause or reschedule downstream operations.
• Updating standard work and visual controls when process improvements affect cycle time or sequence.

Module 8: Integration with ERP and Advanced Planning Systems

• Mapping lean scheduling outputs (e.g., kanban signals) to ERP material requirements planning (MRP) parameters.
• Synchronizing master production schedule (MPS) updates with pull system triggers to prevent conflicting signals.
• Configuring ERP to reflect actual lead times rather than theoretical batch-based lead times.
• Using ERP capacity planning modules to validate leveled schedules against labor and machine constraints.
• Resolving data latency issues between shop floor systems and ERP that cause scheduling conflicts.
• Designing exception reports in ERP to flag overproduction, missed takt, or kanban loop failures.