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Self Assessment 5 5.10
- 1. Qu. REQUIREMENT TEAM INTERPRETATION CURRENT PRACTICE SCORE GAP CLOSING SOLUTION DOCUMENTARY EVIDENCE 5.10 There is a capacity planning process using rough cut capacity planning and, where applicable, capacity requirements planning in which planned capacity, based on demonstrated output, is balanced with required capacity. A capacity control process is used to measure and manage manufacturing requirements, work throughput, and queue levels. 3.5 CR 4.0 Invite guests to CRM meetings so more thorough understanding of the process 7H NC CR 4.0 Can improve the planning data accuracy through BOM audits, demonstrated capacity data, labour leave. 7H NC CR 4.0 7H NC CR 4.0 Training calendar to be inclusive of all training as per training database - Bev to provide reports for CRM 7H NC CR 4.0 7H NC CR 4.0 7H NC CR 3.5 7H NC CR 3.5 7H NC CR 4.0 Show evidence that this is occurring 7H Show evidence that this is occurring NC CR 3.0 Join up all KPI's in one summary report. See Simon H for absenteeism analysis down to dept. BS. Book a monthly CCC meeting to summarise. RT. Supplier relationship program continue to be rolled out and ensure that people on this program are providing capacity issues back to purchasing and then is raised at CRM (Seven Hills to come on line 7-8 suppliers) Load factor to utilise absenteeism and meetings looking ahead including toolboxes etc. This needs to be consolidated. Develop a process for developing data on demonstrated performance. OEE database to come on line and then trained out. Send to Irwin. 5.10 CAPACITY PLANNING AND CONTROL Capacity planning is well understood by all appropriate personnel and used to plan labour and equipment requirements. The process used (CRM) is understood by all attendees, outputs are feed to key shop floor supervision. All supervision refer to capacity plan to plan shift levels, annual leave, maintenance shutdown timing and equipment utilisation/ improvement priorities etc CRM process is in use throughout Crestmead and Seven Hills A CRM Meeting minutes 13 week and 24 month B There is an understanding of the respective responsibilities of the capacity planner (scheduling) and production (manufacturing) in the capacity management process. Accountability for maintaining the accuracy of schedules and production-orientated planning data, such as planned capacity, number of workers, number of machines, and number of shifts, is assigned, understood, and accepted. Responsibilities for all tasks is understood and accepted by the person and the team. Agenda at CRM is split in relation to responsibilities and each person leads their section in discussion Capacity planning procedure details the input requirements. Meeting minutes show the responsibilities Meeting minutes (action items completed), Guests also included for further understanding. Daily, weekly and monthly meetings D All activities that consume capacity are considered in identifying capacity requirements (e.g. maintenance, engineering projects, specials, etc.). All activities that consume capacity are considered in identifying capacity requirements (e.g. maintenance, engineering projects, resource issues, meetings, changeover, schedule changes). Agenda items include maintenance plans, projects, safety plans, warehouse issues, improvement plans, resource, schedule exceptions Meeting minutes. Training Calender, Shutdown Calender, New products C Production and capacity planners meet at least weekly to resolve capacity issues. Implementation of to be process - CRM 13 week. Conducted weekly. CRM in progress weekly, DOM in progress daily as per capacity planning policy and procedure 13 week and 24 month meeting minutes. Policy and Procedures to be developed as per timeline. F Work areas are appropriately defined to enable control of priorities and capacities while minimising data maintenance, transactions and reports All work centres are clearly identified. (1309 - Perini Line). Demand control must be prioritised to enable correct products and amounts are manufactured. This allows for specific data allocation, retrieval and reporting for individual work centres. Cost centre allocation is specific at the Merino sites, and has been rated "Very Good" during the ABCD gap analysis process. BPCS report PCR822 showing work centres. Also Avantis numbering system. E When necessary, other constraints such as engineering and suppliers' capacity are considered in the capacity management process. Engineering planned downtime and supply lead times are reviewed and plans are developed to meet the demand plan Maintenance plans and project plans are brought to the CRM. Supplier management just rolling out - Further input of supplier capacity constraints to be considered as supplier management is rolled out - 2 suppliers on line as of end Sept. Weekly CRM minutes and monthly CRM minutes, KPI pack for GSR. Latest absenteeism reports and production effeciency also. H Demonstrated capacity is measured and used to update planned capacity (demonstrated capacity plus or minus any planned capacity changes). Actual historic production run rates are compared against the 'non-load factor adjusted' standards for each SKU and Work centre. After determination of the causes for any significant variances, where appropriate, a permanent change to the 'non-costed' standards is made by MPS after approval. Review of demonstarted capacity is conducted by the production manager at Crestmead using BPCS data. Using these is met with resistance eg Start-up of deco wanted to use 75% but unable to. Weekly CRM minutes and monthly CRM minutes, Report on OEE by product - related to Demonstrated performance load factor in planning. Link between demonstarted capacity and OEE to be established. G A "Load Factor" that recognises capacity loss due to efficiency, utilisation, absenteeism, meetings and anything else that is not included in the proper application of standard times is maintained and used in projecting capacity. Where known conditions will cause an SKU(s) or Work Centre's) run rate to be at variance to the standard for a 'temporary' period, an agreed 'load factor' will be applied by MPS to the schedule to ensure correct capacity planning. Load factor is discussed at every CRM and used for planning. Adherence to schedule, changes in firm and trading zones, expedite report from BPCS. Daily out of stock reports J The capacity planning process includes appropriate analysis of the elements that make up demonstrated capacity such as efficiency, utilisation, absenteeism, etc. Demonstrated performance used in capacity planning is analysed further to understand the impact of efficiency, utilisation and absenteeism. KPI's being reported are OEE, Machine Efficiency, Absenteeism, schedule performance, Quality performance, Cost of Quality KPI reports with CCC. I Corrective action is taken to reschedule overdue capacity requirements caused by past due orders. Overdue orders are rescheduled taking into account production machine capacity, other requirements and customer feedback. Overdue orders are given priority in the schedule and all other requirements are pushed back causing more order delays.
- 2. Qu. REQUIREMENT TEAM INTERPRETATION CURRENT PRACTICE SCORE GAP CLOSING SOLUTION DOCUMENTARY EVIDENCE 5.10 CAPACITY PLANNING AND CONTROL 7H NC CR 4.0 Consider documentary evidence. Formalise comms and procedures. 7H NC CR 4.0 Documentary evidence 7H NC CR 3.0 Daily schedule adherance meeting occuring. Greg to provide variance report at each daily meeting. RT. Include reasons for variance as agenda for daily Ops meeting. RT. Need doc evid of how this info is used. RT. 7H Seven Hills to mature the process that is being used. NC J The capacity planning process includes appropriate analysis of the elements that make up demonstrated capacity such as efficiency, utilisation, absenteeism, etc. Demonstrated performance used in capacity planning is analysed further to understand the impact of efficiency, utilisation and absenteeism. KPI's being reported are OEE, Machine Efficiency, Absenteeism, schedule performance, Quality performance, Cost of Quality KPI reports with CCC. 24 month capacity charts with scenarios included. Greg Bruce to provide examples of this. L Capacity detail and summary screens or reports by work area are available in a graphic or matrix format and used by capacity planners to identify capacity and scheduling problems. All machinery and labour requirements are collated and presented in a format that is easily read and understood to determine any shortfalls in requirements. BPCS is the tool used to visually display machine capacity requirements. Monthly reports for 24 month period are part of the CRM and GSR packs Screen of BPCS capacity screens and capacity charts K Where applicable, capacity requirements planning is used to evaluate detailed capacity constraints when planning and identifying labour and equipment needs. Demand forecasts are measured against production capabilities to determine any short fall in either machinery or labour availability Scenario plans are being conducted for demand requirements eg Aldi, Black and Gold Shop floor orders, production sheets, production recording and substitutuin process, schedule adherenece report, NCR process. M There is a process in place that includes variance analysis of work area planned and actual input, output and queue levels. There is a process where actual output is measured against planned output, inputs and what is left to manufacture. Production planning and control procedure details the shop floor planning requirements for this. Shop floor orders show work area planned supervisors review actual production and document on shift reports. Operators include the remaining quantities on production sheets.Seven Hill cycle count