Orange County Convention Center
Orlando, Florida | June 3-5, 2014
Visual Scheduling in SCM - PPDS
Mike Mikulecky – McCain Foods
Pat Green – SCM Connections
WE ARE A
GLOBAL
COMPANY
Private company based in Canada
CDN$7 billion in sales
47 manufacturing facilities
on six continents
160 sales markets
18,000 employees
3,200 growers
19,000 Supplier Partners
…millions of smiles
SAP Footprint at McCain
 Global implementation
 APO and ECC fooprint
 GlobaI implementation by region over 3 years
 North America first to implement PPDS and planning board
 North America
 Canada and US markets with two business units that have very
different dynamics
 Potato Business
 10 Plants
 37+ Lines + Copack
 4000+ SKU-DC combinations
 Appetizers and Prepared Foods
 10 Plants
 44+ Lines + Copack
 3500+ SKU-DC combinations
APO Project – Detailed Scheduling
 PPDS Project
 North American was the
first region to use PPDS
was the most complex
 Requirements were to
replicate what we had in
the old system
 Business involvement was
not continuous
 Ready to Eat and Potato
production have very
different planning
dynamics
 Results
 PPDS did not create
orders, it scheduled SNP
orders
 Scheduling used a custom
pushbutton solution
which limited planning
flexibility
 Difficult to maintain and
incorporate new products
Impact on Planners
 Planning board became very cumbersome to
use
 Issues
 Difficult to identify products
 Not easy to manually adjust sequences if
needed
 Issue identification was entirely up to the
planner
 System worked great if there are no supply
issues.
 There are always supply issues!
Scope of Modifications
 Goal: Give planners a better way to identify and
address supply issues when they occur
 Enable faster decision making
 Issues are recognized quickly and accurately
 Planners can easily control their schedule
 Scope:
 Visual planning cues
 Planners get control of the planning board
Visual Cue Usage
 Seconds count – Planners
need to know at a glance
where issues exist
 Flavor
 Customer
 Cut or manufacturing characteristics
 The colors of the planning  Order status allows order lifecycle
board are based on planner management
determined characteristics
 Planned Orders are “plain”
 Process Orders have a blue triangle
 Meant to give planners
 Released to Production have a red
control to view the
triangle
important information to
them
 Order/Customer Priority
 Can be designed solely with
 McDonalds, Walmart, Target etc
planning board profiles,
materials are clearly identified
minimal customization
required
Color Coding
 Color coding can be set by using planning board profiles
and master data fields
 Users assign a color to a product/location combination
at their discrescion
 Colors make issues with sequence or priorities stand
out immediately
Planners set colors based
on their scheduling needs
Issues are immediately
known
Order Status
 Order status immediately
known
Triangles show order status
 Easily identify orders out
of place
 Schedule new orders
quickly and accurately
 Implemented with
planning board profiles
and master data
Bars show capacity status
Comparison Screenshots
 Color coding indicates related products
 Triangles indicate order status
 Bars indicate capacity status
Previous Information
 Order status is hard to
decipher
 Difficult to find orders out of
sequence
 Product chart unnecessary
noise
Give Planners Control
 Important to give control of the schedule back to the
planners and away from the custom program
 Supply issues always occur and swift remediation is key
 Not all planning relevant information is baked into SCM
 Enabled two key features for the planners
 Scheduling flexibility
 Planners can select forward/backward/insert/close gap
 Campaign Planning
 Planner defined campaigns protect their scheduling decisions as
the situation changes in the system
 Protects needed order sequences from unnecessary adjustments
 No master data required for manual campaigns
Scheduling and Campaigns
 Scheduling flexibility lets planners tailor the activities to the
scenario
 Scenarios change day to day and line to line for the same planners
 Campaigns give flexibility to grouping orders
 Set campaigns can fix orders in an adhoc sequence as needed
Change
Scheduling
Strategy
Reschedule
Heuristic
Infinite
Forward
Forward &
Reverse
Insert
Backwards
Backwards &
Reverse
Squeeze In
Find Slot
Sequencing
 Products mostly on a
run cycle or flavor
wheel
1) Pop up window
appears to set
start date/time
2) Resulting
schedule driven by
sequence keys
 Run sequence is
consistent enough to
define with master data
elements
Campaigns
Bar on top indicates a
campaign relationship
Drag and drop with an
“insert” “forward”
strategy
Order is inserted and pushes subsequent
campaign into the future
Training
 Old habits die hard
 Changing habits post implementation is a struggle
 Constant interaction
 Revisit concepts often
 Everyone learns at a different pace
 Not all concepts relevant or understood immediately
 Tailored scenarios for different business units
 Each group has different pressures and constraints to account
for.
 Accommodate differences in planning process throughout
training
Results and Future
Future Tasks
Lessons Learned
 Build and continue on
 Don’t be afraid to get
current functionality
smarter and adjust
 Move planner activities
 Don’t code the unknown,
out of scheduling and
allow to accommodate the
into mid/long term
unknown
horizon
 Training with constant
 Planners are building
reinforcement is required
their own knowledge
 Basics first, then advanced
base amongst themselves
concepts
 Adjust scheduling priorities
as the business changes
Thank you!
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session by completing a short survey
Learn
at www.McCain.com
via
themore
event
mobile application.
SESSION CODE: 1105
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