Production Scheduling

E

energy

#21
Howdy Steel

:bigwave:
SteelMaiden said:
We audit scheduling in several different ways.

Between auditing the preceding and post-scheduling processes, and finding out what data scheduling needs uses to assess their effectiveness, we've not had a problem so far proving we've effectively audited the process.

Not sure if this is what you were looking for, but it's my best shot.
4 things;

1. Do you issue an Audit Report stating that you audited Production Scheduling?

2. Does your Registrar Audit your Production Scheduling and issue a report stating so?

3. Have you ever had to prove you've effectively audited the process to anyone?

4. :topic: Where you been? Lurking? ;)
 
Elsmar Forum Sponsor

SteelMaiden

Super Moderator
Super Moderator
#22
energy said:
:bigwave:

4 things;

1. Do you issue an Audit Report stating that you audited Production Scheduling?

2. Does your Registrar Audit your Production Scheduling and issue a report stating so?

3. Have you ever had to prove you've effectively audited the process to anyone?

4. :topic: Where you been? Lurking? ;)
1. yes
2. yes
3. yes
4. yes :vfunny:
Been busy teaching classes this week, the week before was getting ready to teach classes, vacation the week before that and our 1st surveillance audit the week before that! Wow, no wonder I am so wore out!

Take care!
 
E

energy

#23
Well, whoda thunkit?

:)
SteelMaiden said:
1. yes
2. yes
3. yes
4. yes :vfunny:
Been busy teaching classes this week, the week before was getting ready to teach classes, vacation the week before that and our 1st surveillance audit the week before that! Wow, no wonder I am so wore out!

Take care!
Well, I never! So, that caps the thread basically for me. When Martin first posted I didn't think anyone would think to audit Production Planning/Scheduling. Like, it's a given if all other processes are functioning properly. I figured he just needed the work. ;)
 
#24
M Greenaway said:
Sam

Clearly some form of scheduling is part of our processes - it may not be documented in a procedure, but the process exists.

It is a key process (in my opinion) in achieving promised delivery dates, hence important enough for a stand alone audit.

Also just because customers arent complaining (or on record as complaining/dis-satisfied) then I dont see how you can not bother to audit.
We're probably just mixing words here and saying the same thing in a different way.
Yes, (IMO) scheduling is "part" of a process, but not a key process. Product delivery is a key process which is made up of several support processes. Scheduling in and of itself does not achieve promised delivery dates.
 

RoxaneB

Super Moderator
Super Moderator
#25
Sam said:
We're probably just mixing words here and saying the same thing in a different way.
Yes, (IMO) scheduling is "part" of a process, but not a key process. Product delivery is a key process which is made up of several support processes. Scheduling in and of itself does not achieve promised delivery dates.
I'm confused. :confused: If you do not schedule properly, does that not severely impact your ability to achieve promised delivery dates?
 
G

Gary L. Phillips - 2007

#26
Excellent comments from all ! ! :agree: At our main facility we have some 2600+ employees under a single 60 acre roof, and each of our three main product lines have one singular point where nearly everything comes together. Through the past 30 years, our scheduling departments have done a rather remarkable job of establishing exacting timeframes for all of the multi-hundreds of proceeses it takes to produce our unique products. Normally, we have a 16 week lead time between order acceptance and the completed work, regardless of the actual quantity in a particular order. We can often have the flexability to shorten this to 12 weeks for emergency orders where our customers have had their operational systems attacked, which could happen a couple of times a year. UL, our registrar has always been impressed with the operation of our entire system, especially our scheduling departments. :)

I usually address scheduling particularily in this site due to the magnitude of the risk involved if it is not operating at peak performance, both in effectiveness and efficiency. Our on time delivery is set at roughly 98.5% and one day late goals are set at better than 99% ( I believe). Historically, we always have met our goals, and have been recognized by our customers as having the best delivery times.

When I audit other organizations, I always include the scheduling function and compare the operation to their delivery performance and customer compliants as well.

An audit of the scheduling function is not too difficult to do, even though most organizations do not have a documented system for this process, however, those who conduct the work can, in most cases, well define the operation. An additional way of verifying the effectiveness of this process can be done during the audit of the production/service areas, since all of the information relating to the flow of work orders should be available to the managers, supervisors, and usually the front line workers as well. I normally look for the WO packet, travelers, bom's, fc's, ppaps, etc. If the area has change outs during the day, I would expect to see these documents in or near the area, and a logical (from the organization's point of view) order of the placing and sequencing of work. Questioning the supervisors and operators about any types of problems relating to any sudden or radical changes in the work to be done (and the frequency that this happens) can lead give a good understanding of the effectiveness of the scheduling program. I wouldn't necessarily accept an answer that frequently there were no parts available as a good explaination for changing order schedules often, since this only shows problems elsewhere, perhaps in the purchasing department. However, the scheduling department's not knowing of parts shortage also might prove there is a gap in the system.

Since there isn't a particular clause identified in the standard, I typically identify problems under 7.5.1 or under 7.1; but, of course, all of those clauses previously identified above can have an impact on this part of the overall organizational process, and should be audited as another piece of the whole pie read: process auditing. :thedeal:
 
Thread starter Similar threads Forum Replies Date
K AS9100D production process scheduling requirements Internal Auditing 14
V Visual Control - Takt based Production Scheduling Lean in Manufacturing and Service Industries 8
R Tracking Production Scheduling Lean in Manufacturing and Service Industries 18
L Manufacturing Production/Labor Scheduling Tool Manufacturing and Related Processes 3
P Suggestions on conducting an Internal Audit on 7.5.1.6 Production Scheduling IATF 16949 - Automotive Quality Systems Standard 2
A Production Planning, Scheduling and Warehouse Management Manufacturing and Related Processes 8
H Visual Management - Production Scheduling Board Lean in Manufacturing and Service Industries 13
S Order Driven Production Scheduling QS-9000 - American Automotive Manufacturers Standard 1
D Production Schedule - Looking for some good ideas on production scheduling software Quality Assurance and Compliance Software Tools and Solutions 3
Techilady Ford Special Characteristics Communication and Agreement Form (SCCAF) provides production requirements? FMEA and Control Plans 4
thisby_ Post Market/Production Risk Assessment ISO 14971 - Medical Device Risk Management 0
Felony Melony Project Milestone Plan-Development to Mass Production APQP and PPAP 2
M Difference between "Production Trial Run" and "Run at Rate" IATF 16949 - Automotive Quality Systems Standard 8
M Material incoming to the production process reflected in PFMEA FMEA and Control Plans 9
C Scrapping on production floor - Setup parts 21 CFR Part 820 - US FDA Quality System Regulations (QSR) 4
G Dealing with non conformity caused by Supplier Components detected in the production line IATF 16949 - Automotive Quality Systems Standard 14
T IATF Rules for sharing production space with another company IATF 16949 - Automotive Quality Systems Standard 10
qualprod Best practice to ensure inputting of data in production Lean in Manufacturing and Service Industries 19
R Monitor production quality - Internal KPIs Manufacturing and Related Processes 5
E Routine production tests - dielectric voltage withstand test IEC 60601 - Medical Electrical Equipment Safety Standards Series 4
P Conformity assessment based on a quality management system or production quality assurance EU Medical Device Regulations 3
Anonymous16-2 Dietary Supplement Raw Material/Component Storage and Production Manufacturing and Related Processes 1
L Significant Production Run - How 300 was determined to be the minimum quantity APQP and PPAP 2
Q ISO 9001 8.5.1 - Control of production and service performance ISO 9000, ISO 9001, and ISO 9004 Quality Management Systems Standards 5
C Production and Post Production feedback - ISO 13485 ISO 13485:2016 - Medical Device Quality Management Systems 4
DuncanGibbons How is the arrangement between Design and Production organisation envisaged? EASA and JAA Aviation Standards and Requirements 4
J Production Line Test Brasil - High Voltage Dielectric Strenght Test Other Medical Device Regulations World-Wide 5
J Iterative design and production for custom made products ISO 13485:2016 - Medical Device Quality Management Systems 3
M Production approval testing - Alternative ideas for Validation Reliability Analysis - Predictions, Testing and Standards 4
S How do you record your Nonconforming product? Batch production of staged processes Nonconformance and Corrective Action 2
A When there is a 2 year lapse in production, is a full FAI required? AS9100, IAQG, NADCAP and Aerospace related Standards and Requirements 2
P Definition of production tooling in IATF16949 clause 8.5.1.6 IATF 16949 - Automotive Quality Systems Standard 4
Moncia Production Planning procedure ISO 9000, ISO 9001, and ISO 9004 Quality Management Systems Standards 3
D Pre-Production Capability Assesment Reliability Analysis - Predictions, Testing and Standards 5
N Calibration Requirements for Production Equipment ISO 9000, ISO 9001, and ISO 9004 Quality Management Systems Standards 3
A Production of raw materials in university labs? Lean in Manufacturing and Service Industries 11
D How long should we keep the spare parts available for our medical device, after we have stopped the production? ISO 13485:2016 - Medical Device Quality Management Systems 0
V ISO 9001: 2015 Production drawing Control ISO 9000, ISO 9001, and ISO 9004 Quality Management Systems Standards 3
D Determining Calibration Frequency schedule for items used in production Manufacturing and Related Processes 2
T Customer audit demands - that I state in my QM who can shut down production AS9100, IAQG, NADCAP and Aerospace related Standards and Requirements 14
R IATF 16949 Clause 8.5.1.6 a) maintenance and repair facilities - Production tooling management and personnel IATF 16949 - Automotive Quality Systems Standard 4
Ed Panek Bringing Production In house ISO 13485:2016 - Medical Device Quality Management Systems 10
Q IATF 16949 certification without automotive products in "production" IATF 16949 - Automotive Quality Systems Standard 5
Ed Panek Small Medical Device company - Bring production in-house ISO 13485:2016 - Medical Device Quality Management Systems 1
Mr Skeleton PV (Production Validation) test plan responsibility APQP and PPAP 21
D Valeo 5 Axes and VPS (Production System) Lean in Manufacturing and Service Industries 1
C Medical Device Stability Studies - Non-validated pilot production Other Medical Device Related Standards 1
Ed Panek Moving from Contract Manufacturing to Production In-House ISO 13485:2016 - Medical Device Quality Management Systems 3
andika_untoro What are a good Critical to Quality (CTQ) metrics for a biotech manufacturing production? Lean in Manufacturing and Service Industries 0
Ed Panek Bringing Production in house from Contract Manufacturer ISO 13485:2016 - Medical Device Quality Management Systems 3

Similar threads

Top Bottom