A Journey from Unconstrained to

Constrained:
Implementing Manufacturing Scheduling and ASCP
Kevin A. Brown
Senior Business Analyst
2006 NorCal OAUG Training Day
kbrown@symmetricom.com
At a Glance
 Global leader providing mission critical time and
frequency solutions

 Headquartered in San Jose, CA.

 Offices throughout the US, as well as the United

Kingdom, Germany and Malaysia

 Manufacturing in SF Bay Area, Massachusetts and

Puerto Rico

 FY05 revenue $181M

 ~800 employees
Markets We Serve

Wireline Enterprise and IT

Networks Networks

Wireless
Networks

Government Space, Defense

Communications and Avionics
A Sampling of Customers

Telecom

Government

Enterprise
Oracle Environment

 Hosted by Oracle On Demand

 E-Business Suite 11.5.10 CU1

 Dell Servers running Red Hat Linux

 Live since June 2001

Oracle Modules
 Financials  Manufacturing
• AR • INV
• AP • WIP (Discrete)
• ENG
• GL
• BOM
• Projects
• MRP
• FA
• Time&Labor
 Order Mgmt/CRM
• iExpense
• OM
• TeleService
 Procurement • Contracts
• PO
• iSupplier  Miscellaneous
• iProcurement • HR
• ICM
Project Madison

 Overall Project Goal

• Project Madison will implement three distinct yet
interdependent modules of Oracle: Manufacturing
Scheduling, Advanced Supply Chain Planning and
Global Order Promising

 Primary Project Goal

• Provide accurate Ship Dates to our customers
quickly
Project Madison

 Initial Rollout in our Aguadilla, PR facility

• Includes about 80% of production
 Focus on ASCP and Manufacturing Scheduling
First
• Fine tune GOP once ASCP and MS are stable
 Use Internal Resources Primarily
• Gain a deep understanding of products and
processes
• Less Expensive
• Longer Project Timeline
Selling It

Operations Challenges
Problem Mfg Scheduling ASCP
Supply/Demand across
organizations not visible in one
screen (see total supply/demand
for all orgs) X
No short-term resource capacity
planning X X
No long-term resource capacity
planning X
Must open multiple MPS or MRP
workbenches to release orders for
multiple orgs X
Project Challenges

 Dirty Data
• PO & WO Dates not Maintained
• Sales Order Ship Dates not Maintained
• Short Orders Left Open (PO and WO)
• Inaccurate Lead Times
• Scrap not Scrapped
 Systems and Application Issues
 Team Resources
 Change Management
Keys to Capacity Planning

 Accurate Routings

 Accurate Capacity for

Machines and People
Routing Update

 Existing Routings Primarily Supported Costing

• Only contained Human Resources
• Used “Transit” resource to simulate extended
machine time
• Resources and Departments used legacy
nomenclature

Sample Routing Here

Routing Update

 Rules of Engagement
• Don’t Change Standard Costs
• Don’t Interrupt WIP

 Complex Process Steps to Model

• Test Operations
• Operator Attended and Autonomous Processes
• Shared Resources
• Batchable Resources
• Variable Process Times
Routing Update

 Example:

Test Fixture Example Here

Routing Update

 >1000 Routings to Update

• Map Old Depts and Resources to New Depts and
Resources
• Insert Appropriate Machine Resources
• Evaluate Scheduling Sequence for Depts with
People and Machines

 Prioritization
• Items Averaging > 1 Job per Month
• Items with Planned Orders
Routing Update

 Keeping Things Simple

• All Updates Made on Spreadsheets

Item Seq Op. Desc.

Dept Resource BasisUsage Inverse 24 HrsDisable
S ch Seq
AssignedSched
Units Std Rate
46162 50 STAGE KIT
T050 T050 ITEM0.0001 10000 NO Y 0.04 YES YES
46162 50 STAGE KIT
T_STAGE/KT STORE ITEM0.0001 10000 NO 0.04 YES YES
46162 150 SMT T160 T160 ITEM0.0583 17.15 NO Y 0.04 YES YES
46162 150 SMT T_SMT MACH OP 2 ITEM0.0583 17.15 NO 10 0.04 YES YES
46162 150 SMT T_SMT SMT 0.0583 10
46162 300 2ND OP T350 T350 ITEM0.0666 15.02 NO Y 0.04 YES YES
46162 300 2ND OP T_2ND OP ASSY 2 ITEM0.0666 15.02 NO 0.04 YES YES
46162 999 QA T850 T850 ITEM0.0166 60.24 NO Y 0.04 YES YES
46162 999 QA T_QA QA ITEM0.0166 60.24 NO 0.04 YES YES
Routing Update

 More Simplicity
• Use Standard Interface Tables and Processes
• Insert Statements Created Using MS Word Mail
Merge Functionality
-- to add new resources
insert into bom_op_resources_interface
(RESOURCE_SEQ_NUM,ASSIGNED_UNITS,USAGE_RATE_OR_AMOUNT
,SCHEDULE_FLAG,OPERATION_SEQ_NUM,ORGANIZATION_CODE
,ASSEMBLY_ITEM_NUMBER,RESOURCE_CODE,SCHEDULE_SEQ_NUM
,basis_type,EFFECTIVITY_DATE,PROCESS_FLAG,TRANSACTION_TYPE
)
values
(10
,1
,0.001
,1 -- need 1 or 2
, 50
,‘PRT'
,‘TT-T654/RB/GPS'
,'STORE'
,NULL
, 1 -- basis_type
,to_date('07-SEP-2005','DD-MON-YYYY')+1/24/60
,1 -- process_flag
,'CREATE'
)
;
Production Cutover

 Challenges
• Lots of Work in Process
• Reporting
• Scheduling Process During Transition

 The Plan
• Leave WIP Alone (for now)
• Ensure All New Jobs have Updates Routings
• Tweak Capacity to Create ‘WIP Resistance’
• After X Weeks Update any Open Jobs with Old
Routings
Open Issues

 Production Control Reorg??

• Currently Personnel Segregated by Product Family

 Maintaining Capacity

 Fine Tuning
• Mfg Sched Time Fence vs. ASCP Time Fence
• Use of Penalties
• Capacity/Usage/Assigned Units
Lessons Learned

 Separate Project for Routing Update

 Allow Time for WIP to Fill with Updated

Routings

 Emphasize Clean and Well Maintained Data

 Expect and Allow Changes to Standard Costs

What We Did Right

 Used Mostly Internal Resources

 Completely Revamped Routings

 Started in Largest Plant

Questions?