{"id":67829,"date":"2015-02-19T21:10:23","date_gmt":"2015-02-19T14:10:23","guid":{"rendered":"https:\/\/bahtera.jp\/plan-result\/"},"modified":"2025-03-20T09:26:23","modified_gmt":"2025-03-20T02:26:23","slug":"plan-result","status":"publish","type":"post","link":"https:\/\/bahtera.jp\/en\/plan-result\/","title":{"rendered":"The need for manufacturing instructions to link planning and performance"},"content":{"rendered":"

Production instructions hold significant importance in breaking down a production plan based on order information for the shop floor. Entering performance data against these instructions is the greatest operational challenge in managing a production management system and a key criterion for determining the success or failure of its implementation.
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Production Scheduler in Indonesia<\/p>\r\n\t\t\t\t\t\t\t\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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In Indonesia’s Japanese manufacturing industry, the adoption of production management systems has been increasing. However, when it comes to one of the key challenges in production management\u2014creating feasible production plans that take machine and equipment loads into account\u2014manual work using Excel remains the standard practice. As a result, the demand for production schedulers is expected to grow in the future.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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Memories from My Bali Days<\/h2>\n

When I worked in furniture manufacturing and export in Bali, I issued purchase orders to the Bali sales office of a furniture factory in Jepara, Central Java, based on regular orders from key clients and custom orders tied to restaurant or caf\u00e9 openings or renovations.
\nUnlike mass production, this was make-to-order, so progress checks and new quote requests from customers were frequent, requiring delivery date responses.
\nProgress, naturally, is the percentage of production completed against orders. The initial furniture-making process involves an oven-drying step for wood, where the production side batches items to some extent.
\nThough we specified delivery dates, people from Central Java, even among Indonesians, are particularly laid-back. Even if we ordered cabinets with the same delivery date, the production side might, at their discretion, throw in wood for next month\u2019s unordered Batavia chairs for easier batching. Those guys…<\/p>\n

\n
\n
    \n
  • Japanese customers (ordering side) \u21d2 Our Bali company (receiving side) \u21d2 Bali furniture company sales office (sales side) \u21d2 Central Java furniture factory (production side)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n

    Worse still, they\u2019d procure materials (production prep) based on their convenience. Teak needed for near-term deliveries might not be secured enough, while mahogany for later orders was stockpiled.
    \nWhat happens then? One day, you get a devilish call:<\/p>\n

    \n
    \n
      \n
    • \u201cTeak prices went up, so the quote\u2019s higher now, YO!\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n

      Rising wood prices squeeze our quotes, of course. Being the only factory making high-quality furniture at reasonable prices, we couldn\u2019t push back hard.
      \nIf the Bali sales office had issued production instructions tied to orders\u2014considering items and delivery dates\u2014for the oven process, the production side could\u2019ve procured materials accordingly, and proper batching would\u2019ve happened.
      \nSince downstream processes flow automatically, responding to customer order progress would\u2019ve been easier for me.
      \nJust as purchase orders are indirect instructions to the production side\u2014leading them to decide material prep and oven batching at their discretion\u2014without production instructions broken down from a production plan, the shop floor tends to produce based on its own judgment.
      \nI think this reflects the downside of info flowing directly from sales to the shop floor without passing through production management. Looking back, it was a good experience (distant gaze).
      \nThis is a personal example of realizing production instructions\u2019 importance. Without producing (or recording performance) against order-based plans, orders and production don\u2019t align.
      \nThis harms the factory\u2019s core mission: \u201cShipping high-quality products without delays.\u201d<\/p>\n

      Linking Production Plans and Performance<\/h2>\n

      After receiving order info, the flow is to translate it into a production plan, production instructions, and performance entry. Operating this seamlessly in a system is the biggest hurdle in implementing production management systems.
      \nIn real operations, production plans to performance might run unconsciously, but systemization requires inserting production instructions\u2014a tangible class between plan and performance\u2014and entering performance against them.<\/p>\n

      Ideal<\/p>\n
      \n
        \n
      • Order (system) \u21d2 Plan (system) \u21d2 Production Instructions (system) \u21d2 Performance (system) \u21d2 Shipping (system)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n
        Reality<\/p>\n
        \n
          \n
        • Order (system) \u21d2 Plan (Excel) \u21d2 Production Instructions (Excel) \u21d2 Unplanned Performance (system) \u21d2 Shipping (system)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n

          Even with a production management system in place, most factories don\u2019t use MRP. Without MRP, unplanned production instructions must be manually registered per process.
          \nThis method is operationally clear, but without a simple instruction issuance mechanism, it\u2019s labor-intensive. For production management, issuing instructions per process manually in the system is a hassle; for the shop floor, entering performance against them is a burden.
          \nHere, both sides align: it\u2019s quicker for production management to directly enter unplanned performance into the system using daily reports from the shop floor.
          \nTypically, production follows an Excel plan from production management, with daily or shift reports submitted. If monthly order volumes are stable, shipping may face no major issues.
          \nBut with high-variety, low-volume production and unstable order volumes, delivery delay risks rise for these reasons:<\/p>\n

          \n
          \n
            \n
          1. Managing order-production linkage is tough.
            \n\u21d2 Progress and delivery responses become difficult.<\/li>\n
          2. Production instructions are ignored on-site, with monthly plans adjusted at their discretion.
            \n\u21d2 Gap between production management and shop floor.<\/li>\n
          3. Thus, equipment capacity plans aren\u2019t reflected on-site.
            \n\u21d2 Managing equipment becomes challenging.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n

            This is why I often feel \u201cproduction plans aren\u2019t prioritized enough\u201d and why I wanted to highlight that production instructions are crucial for breaking down order-based plans for the shop floor.<\/p>\n","protected":false},"excerpt":{"rendered":"

            Production instructions hold significant importance in breaking down a production plan based on order information for the shop floor. Entering performance data against these instructions is the greatest operational challenge in managing a production management system and a key criterion for determining the success or failure of its implementation.<\/p>\n","protected":false},"author":2,"featured_media":87243,"parent":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[619],"tags":[],"class_list":["post-67829","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-production-scheduler"],"_links":{"self":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/67829","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/comments?post=67829"}],"version-history":[{"count":0,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/67829\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media\/87243"}],"wp:attachment":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media?parent=67829"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/categories?post=67829"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/tags?post=67829"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}