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! Please provide feedback on this session by completing a short survey Learn at www.McCain.com via themore event mobile application. SESSION CODE: 1105 For ongoing education on this area of focus, visit www.ASUG.com