Fixed Repeating Schedule - Implementation - Step 2: Speed Up The FRS

Step 2: Speed Up The FRS

The implementation of step 1 will have allowed people in the 'FRS' factory to run simpler processes and to establish routines that were not possible in the schedule, reschedule, reschedule world that existed before, and may still exist in the 'non-FRS factory'. This will make the work more manageable and simplify the communications in the 'factory' that are so critical to performance. Because of this it will become much clearer what sub-processes are limiting production capability and therefore which operations can be simplified and improved. It is often the case that large stock levels pre-existed, or were built to make FRS 'possible', the actual causes of these stocks can now be addressed by operational improvements to reduce lot sizes and improve reliability. Once these have been done and supporting services have also adjusted then the aim is to shorten the period of the repeat in 'FRS'. This planning and then action will surface new issues along the lines of the earlier phase which should in their turn be managed as a priority. The shortening of the cycle will allow the reduction of finished goods and WIP stocks as well whilst maintaining availability of stocks for customers. This cycle should be repeated until management nerve breaks.

For Toyota the implementation of a fixed repeating schedule is one of the early steps in achieving production levelling which follows further steps to achieve lower lot sizes gain the lower costs and flexibility this makes possible.