program management using the triple constraints
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Scope
TimeQuality
Cost
Seminar by: Drew Harris Managing the Critical Constraints 2
Budget Control
Program Goals
Cutting Edge Technologies
Fab Schedules
New Developments
Employee Performance Training & Development
Program Schedules
Component cost-optimization
Fabrication techniques
Productivity
Clearly define what is in Scope and out of scope, as scope creep impacts the budget allocations.
Ensure that new developments receive budget prior to being included in scope.
Seminar by: Drew Harris Managing the Critical Constraints 3
To control costs you must efficiently manage the cost drivers
Resources
Machinery and Technology
Materials
Quality
Consultants, Contractors, and specialty shops
Delivery and expediting costs
Schedule slips and changes.Seminar by: Drew Harris Managing the Critical Constraints 4
It is imperative that processes be measured to determine performance, productivity, quality and repeatability.
Equipment capabilities must be known and maintained through scheduled maintenance.
Materials must meet specifications and adhere to tight delivery schedules.
CAD/CAE/CAM technology should follow QA standards and adhere to thorough documentation and file storage.
Inventory turns and supply stocks must be fine tuned. Inputs and Outputs must be agreed upon between upstream
and downstream customers. A high satisfaction level should be achieved and maintained.
Seminar by: Drew Harris Managing the Critical Constraints 5
Develop an all encompassing Quality Assurance plan that covers; Design and Engineering
In-house Fabrication
Technical services
Ensure that all suppliers follow the QA plan▪ Outside fabrication
▪ Assembly
▪ Materials
▪ Post processing
Seminar by: Drew Harris Managing the Critical Constraints 6
Seminar by: Drew Harris Managing the Critical Constraints 7
TIME SCOPE COST
CONSTRAINT (Non-Flexible)
ENHANCE (Somewhat
Flexible)
ACCEPT (Flexible)
The Critical Constraints are anchored together and set, based on the objective of the program. In this example, Scope is basically fixed and non-flexible. This scope anchor allows for a somewhat flexible cost constraint and a flexible time constraint (scheduling).
So let us now proceed to look at the Time Constraint of Scheduling for the remainder of this talk.
Scheduling has been defined as "the art of assigning resources to tasks in order to insure the termination of these tasks in a reasonable amount of time" (1). According to French (2), the general problem is to find a sequence, in which the jobs (e.g., a basic task) pass between the resources (e.g., machines), which is a feasible schedule, and optimal with respect to some performance criterion.
References1. M. Dempster, J. Lenstra, and R. Kan, Deterministic and stochastic scheduling:
introduction. Proceedings of the NATO Advanced Study and Research Institute on Theoretical Approaches to Scheduling Problems, D. Reidel Publishing Company: 3-14, 1981.
2. S. French, Sequencing and Scheduling. New York: Halsted Press, 1982.
Seminar by: Drew Harris Managing the Critical Constraints 8
Underestimating planned tasks
Creative designs requiring additional learning curve
time.
Capacity imbalances
Unavailable critical resources, technology or
equipment
Unusually low resource or equipment utilization
“Hot” Tasks interjected into the plan.
Conflicting priorities
Lack of an integrated schedule
Delays
Absenteeism
Rework
Seminar by: Drew Harris Managing the Critical Constraints 9
Form a team to get to the root
cause of each impact. Go down 5
levels w/Why?
Verify the root causes with data
Complete the countermeasure
table with specific actions.
For each root cause, identify up
to 3 broad countermeasures
(what to do).
Rank the effectiveness of each
countermeasure.
Identify the specific
implementation actions (how?)for
each countermeasure.
Rank the feasibility (time, cost) of
each specific action and decide
which to implement.
Seminar by: Drew Harris Managing the Critical Constraints 10
Seminar by: Drew Harris Managing the Critical Constraints 11
Worse Case Scenario Std. Use of time (Mins)
Delays & Interferences 120 20
2-15 min Breaks 30 30
Daily Meetings 110 60
Focused Time 220 370
220
370
110
60
30
30120
20
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Daily Utilization Comparison for an 8 hr (480 Mins.) day
Focused Time Daily Meetings 2-15 min Breaks Delays & Interferences
46%
77%
As we push the upper limit of technology in our development, work centers, and processes …we must dig deeper and utilize advance scheduling theories and optimization to accurately plan these events.
Seminar by: Drew Harris Managing the Critical Constraints 12
Develop an Integrated schedule showing material shipments and processing flowing into the schedule for design, engineering, machining and assembly. It is imperative to include the people, equipment, and material that are used to complete tasks .
Manage the critical path The series of tasks that must be completed on schedule for a project to finish on schedule.
Understand the network logic associated with each schedule.
Improve the duration estimates and reduce variation. Status and update the schedule frequently. Document the key learning of each schedule
performance.
Seminar by: Drew Harris Managing the Critical Constraints 13
MEASURE AND TRACK ESTIMATING ACCURACY TO IMPROVE ESTIMATES
INDIVIDUAL EST.
TEAM ESTIMATE
ACTUAL DURATION
ACCURACY (INDIV)
ACCURACY (TEAM)
TASK 1
6.0 7.6 8.0 75% 95%
TASK 2
2.7 3.1 2.8 98% 113%
TASK 3
1.75 2.3 1.8 97% 128%
TASK 4
10.2 13.0 12.6 81% 104%
EXPECTED TOLERANCE OF +/- 5%
Seminar by: Drew Harris Managing the Critical Constraints 14
Use and integrated schedule and manage the critical path
Seminar by: Drew Harris Managing the Critical Constraints15
Develop Key metrics to assess deliveries and productivity. Determine and eliminate the delays that affect utilization Plan in “Critical and Hot” tasks and priorities Utilize PERT and mathematical algorithms to improve shop
loading. Deploy a rigorous scheduling process and include backward
and forward scheduling techniques Perform capacity analysis on resources, work centers,
equipment and technology. Improve team dynamics to gain synergy to function at a
higher level Optimize the integrated schedule through an advanced
scheduling and simulation modeling.
Seminar by: Drew Harris Managing the Critical Constraints 16
Seminar by: Drew Harris Managing the Critical Constraints17
Metrics to aid in Scheduling accuracy!Do the following Results Metrics exist?
On Time Delivery (OTD)
Order-Fulfillment Lead Time (OFLT)
Dock to Dock (DTD)
First Time Through quality (FTT)
Health and Safety metrics
Days lost due to accidents
Absenteeism
Employee Turnover
Do the following Productivity Metrics exist?
Build to Schedule (BTS)
Overall Equipment effectiveness (OEE)
Value added to Non-value added ratio (VA/NVA)
Since scheduling problems fall into the class of NP-complete problems, they are among the most difficult to formulate and solve. Thus, I have adopted ideas from the paper Job Shop Scheduling
Techniques published by; Albert Jones, PhD National Institute of Standards and Technology and Luis C. Rabelo, Ph.D., Professor Industrial and Manufacturing Engineering Dept. California Polytechnic State University
It is necessary to adopt additional parameters to categorize the variance that impacts the job shop schedule.
These additional parameters will allow us to; Develop algorithms to improve duration estimates through
regression analysis and predictions. Develop a knowledgebase of known machining center
processing paths. Construct a Discrete Scheduling Model to Optimize solutions
Seminar by: Drew Harris Managing the Critical Constraints 18
Consider these additional parameters to categorize schedule problems as proposed by Graves
1. Processing complexity,2. Scheduling criteria,3. Parameter variability,4. Scheduling environment.
Processing complexity, refers to the number of processing steps and workstations associated with the production process. This dimension can be decomposed further as follows:
1. One stage, one processor
2. One stage, multiple processors,
3. Multistage, flow shop,
4. Multistage, job shop.
Seminar by: Drew Harris Managing the Critical Constraints 19
The second dimension, scheduling criteria, states the desired objectives to be met. "They are numerous, complex, and often conflicting”. Some commonly used scheduling criteria include the following:1. Minimize total schedule slippage,
2. Minimize the number of late jobs,
3. Maximize system/resource utilization,
4. Minimize in-process inventory,
5. Balance resource usage,
6. Maximize production rate.
Seminar by: Drew Harris Managing the Critical Constraints 20
The third dimension, parameters variability, indicates the degree of uncertainty of the various parameters of the scheduling problem.
If the degree of uncertainty is insignificant, the scheduling problem could be called deterministic.
The last dimension, scheduling environment, defined the scheduling problem as static or dynamic. Scheduling problems in which the number of jobs to be considered and their ready times are available are called static. On the other hand, scheduling problems in which the number of jobs and related characteristics change over time are called dynamic.
Seminar by: Drew Harris Managing the Critical Constraints 21
Improve the basic scheduling parameters
Critical Path analysis
Integration
Visibility, Delays and Prioritizations
Learning Curves
Capacity and Utilization Build Knowledgebase for processing
paths, estimates and critical parameters Use simulation modeling as an inference
engine to manage the variables, build processing rules, input algorithms and distributions, all to optimize our schedule.
Seminar by: Drew Harris Managing the Critical Constraints 22
References1. M. Dempster, J. Lenstra, and R. Kan, Deterministic and stochastic
scheduling: introduction. Proceedings of the NATO Advanced Study and Research Institute on Theoretical Approaches to Scheduling Problems, D. Reidel Publishing Company: 3-14, 1981.
2. S. French, Sequencing and Scheduling. New York: Halsted Press, 1982.
3. S. Graves, A Review of Production Scheduling. Operations Research, 29: 646-675, 1981.
4. S. Gershwin, Hierarchical flow control: a framework for scheduling and planning discrete events in manufacturing systems. Proceedings of IEEE Special Issue on Discrete Event Systems, 77: 195-209, 1989.
Seminar by: Drew Harris Managing the Critical Constraints 23
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