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Production Planning - Coggle Diagram
Production Planning
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Pareto 12 months sames and last 6 months sales - what is increasing and decreasing . Discuss with SD - contribute sales strategy and contractual customer service level agreements
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Pareto sales - hubs hold stock to satisfy 80% orders (20% sku's) increased stock holding to reach maximum for each hub (all different)
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Calculate the holding stock levels at BP to meet hub requirements of fast moving 'runner' items and agree list of 'repeater items (80x sku's min hubs, same 80x plus further 50x sku's at BP remaining 270x sku's were made to order on a 10 x day lead time
Late order cut off project - moved from midday to 3.30pm to allow customers to determine their needs later in the day. Could now offer 130x SKU's on a next day basis.....
Production plan changes - more information about orders and due dates, refresh rates were higher so more accurate screen info, min/max stocks
Challenged manufacturing constraints and changeover times so could banufacture a broader range of products daily.
PROBLEMS
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If requested stock item not in hub and at BP hub then order day 1, transfer to hub day 2 and deliver day 3/4.
Wrong mix of stock being held at hubs - increased reliance of stoock at BP as not had stock for 50% or customer orders at the hub - POO report.
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SOP team who prioritised what stock was to be picked at BP for the hubs had no visibility of the production plan.
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25% 'wrong' product being manufactured - too early, just not needed, planned due to incorrect FG stock accuracy.
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Model - 5 x hubs (of which 2x manufacturing sites), 1 x DC,
Each HGV was loaded at BP with what stock was sold the previous say at each hub to replenish the stock.
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Competitors used 3PL and limited in their influence on service level and a higher level of damaed items.