2. Scheduling and Controls of Project Manufacturing Mohamed El-Mehalawi, Ph.D, PMP Senior Project Controls Manager Faithful+Gould
3. The Presentation is not available on the Conference DVD.If you like a copy send me an email I will send you a link to it.Mohamed.el-mehalawi@fgould.comor pick up my card.
6. I Love Project Management There is no exact science that is applied to get project management results. It depends on personal traits: Creativity Problem solving Communication One mile long – one inch deep !
8. Manufacturing Management Management of manufacturing is based until today on two environments: Mass production and assembly line Job-shop manufacturing I am suggesting a third method called Project Manufacturing
11. Mass Production:Definition Mass production is the production of large amounts of standardized products on production lines. It was popularized by Henry Ford in the early 20th Century, notably in his Ford Model T. It was reinvented by Toyota in the 1950s.
12. Production Line:Definition A Production Line is a manufacturing process in which interchangeable parts are added to a product in a sequential manner to create an end product.
13. Scheduling & Controls in Mass Production Push/Pull production scheduling Ford focused on the Push system Push the material into the line Toyota focused more on the Pull system Products at the end of the line generate signal to push material into the line.
17. Job-Shop ManufacturingDefinition The job shop scheduling problem (JSP) is a traditional decision making problem that is encountered in: Low volume–high variety manufacturing systems Job-shop scheduling is dedicated tolow volume repetitiveproducts manufacturing Job-Shop is a good strategy for make-to-order not for unique and temporaryengineer-to-order products.
18. Scheduling and Controls in Job-Shop Manufacturing There are thousands of algorithms based on mathematical methods to resolve the job-shop scheduling problems. The “Goal” or TOC by Eliyahu Goldratt gave a common-sense methodology for the job-shop problem. CPM is not the best methodology for job-shop scheduling
22. Project Manufacturing:Definition Project manufacturing is dedicated to producing or assembling one unit of each unique product. Although it is a manufacturing environment, it follows the project definition of being temporary and unique.
23. Project Manufacturing:Definition It is the process of manufacturing a temporary and unique product that has a very high number of non-standard components. It is the process of manufacturing an engineer-to-order product.
26. Presentation Overview This presentation is focused on the scheduling and controls of project manufacturing using critical path method (CPM). Project manufacturing plant Benefits Project manufacturing scheduling Automating the schedule Automating schedule updates Utilizing enterprise scheduling system to manage resources Implementation results
28. Project Manufacturing Plant There is no production line There is no job-shop Image provided courtesy of The Babcock & Wilcox Company
29. Management in Project Manufacturing Plant The majority of project manufacturing shops in the US use manufacturing management based on job-shop. They utilize machine loading, master scheduling, process improvements, and quality assurance exactly like mass production plants.
30. CPM in Project Manufacturing Objectives of this study or the benefits of using CPM in scheduling project manufacturing: Providing a project-based methodology to a project-based process. Integrating the fabrication phase of the project with the rest of the project schedule. Will come back to these later.
31. Methodology Concept Given a sheet and a bar of wood, you need to produce the shown chair. It has 6 parts; A,B,C,D,E&F as shown.
33. Methodology Concept After having all parts, we need to: Insert two D into E, -> T, glue(5) & sand(6) Insert T into B, -> S, glue & sand Insert two C into S -> R, glue & sand Insert two F into A -> Q, glue, screw(7), and sand Insert Q into R -> W (the chair), glue, screw, sand, and paint(9).
35. Schedule for the Chair Project Once the project network is created, each of the 30 activities can be assigned: Duration … to calculate start and finish Labor hours … with skill set determines labor requirements Machine hours … with work-center type specifies machine reqrt. Raw materials … raw material needed Finished material … determines the progres of each activity
36. Custom Chair Manufacturing Plant Assume the plant does not produce two similar chairs. Each chair will have a resource loaded schedule. Each chair schedule can be combined with chair design, engineering and procurement schedules. Combining all chair schedules in an enterprise system will allow the production manager to plan for resource requirements. The schedule can be updated based on the consumed duration and the quantity of finished goods.
37. Automating Schedule Creation The first manual implementation was on products that had about 1000 part numbers. This generated more than 5000 activities. Production planners complained about having to create schedules for new products while updating the schedules of active products (projects).
38. Automating Schedule Creation Any plant that deals with these large projects always has: An ERP system An engineering bill-of-material system (BOM) A part routing system A manufacturing execution system Usually the last three systems dump the information into the first system. The idea of automating the creation of the project/product schedule depends on the last three systems.
39. Part Routing System For each part, the routing sheet describes: How it is manufactured (the operations) Needed materials Needed labor skill and time for each operation Needed work-center type and time for each operation
41. Part Routing Can Generate Local Schedules A resource loaded schedule for each part number is generated. The relationships between different local schedules are missing. The BOM provides those relationships.
43. BOM Creates Activity Relationships T cannot start unless 2 Ds and 1 E are finished. S cannot start unless 1 B and 1 T are finished. R cannot start unless 1 S and 2 Cs are finished. Q cannot start unless 2 Fs and 1 A are finished. W cannot start unless 1 R and 1 Q are finished. These relationships are enough to build a complete manufacturing project schedule.
44. The Automation of Schedule Generation If: Product routing BOM Are available in any electronic format, then the full resource loaded schedule can easily be generated automatically.
45. Manufacturing Execution Systems (MES) They are information systems used to manage and manipulate data in factory floors. Different technologies are used to distribute schedule information and to collect actual production information from plant floor. Barcode, Magnetic Cards, Smart Card, RF are examples.
46. Automating Schedule Updates MES provide real time information for each activity: Start Finish Labor hours charged Machine hours charged Number of units finished Dumping this information into the schedule, we get an updated schedule that reflects the exact status of the project.
48. Project Schedule Integration It gives the project manager better control over the fabrication phase of the project. Any changes in engineering dates will be dynamically conveyed to the manufacturing schedule. If the project uses CPM and the fabrication uses job-shop, then there will be a disconnection in project controls.
49. Resource Management The manufacturing plant will have multiple concurrent projects. Concurrent projects share the same resources Constrained resource allocation to multiple projects is the hardest mathematical problem in project management.
50. Enterprise Project Controls Systems Enterprise project controls systems combine the requirements on each single resource from all active projects. Few resources are over allocated and few are under allocated. If we leave the resource leveling to be automated based on a heuristic or mathematical method, it will be a mess.
52. Resolving Resource Conflicts The plant might have 500 resources. If we try to schedule projects and pay attention to these resources, the number of production planners needed will be prohibitive. If we insert hard activity relationships to represent these resources, then all resources will be under-allocated.
53. Resolving Resource Conflicts: From Practice We used this system in a plant for three months trying to resolve conflicts of all resources. The implementation team was working with the production planners. We found that we only have 3 resources that are always over-allocated (bottlenecks). We manually scheduled all active projects around these three resources. No conflicts arise from other resources.
55. Conclusions:Goals Achieved With a simple system, we achieved the implementation of our two goals: Project schedule integration specially for EPC projects Planning and controls of production within a project manufacturing plant.
56. Conclusions:Benefits to the Plant Plant customers (project owners) like this system because it keeps them informed on the status of their project. Engineering departments become informed about the effects of their schedule on manufacturing schedule. Changes are handled in the plant easier than handling them using a job-shop strategy
57. Conclusions:Success Story My first implementation was at a plant that used to update the schedule monthly. After implementation, I asked them to update it weekly and they agreed without any resistance because the automation of schedule creation saved them a lot of time. After a few months they came back to me and requested to update the schedule daily. That proves the applicability of the system in planning and controls in project manufacturing plants.
58. The Presentation is not available on the Conference DVD.If you like a copy send me an email I will send you a link to it.Mohamed.el-mehalawi@fgould.comor pick my card up
