The read-out, before you buy it.

1The map

One product family, from the floor and your own reports.

1. 2 daysCut
2. 1 dayForm
3. 6 daysWeldPacemaker
4. 1 dayPaint
5. 3 daysAssemble
6. 1 dayShip

1. Work waits 14 of 15 days. Six of them are in front of Weld.
2. Each step runs its own priority list, so Paint and Assemble get work in the wrong order.
3. Orders are released when entered, not when parts are ready. Three days of work sit at Assemble, short of parts.

2Where to pace the line, and why

At Weld.

It sets the pace for this mix

Weld carries the heaviest load. What Weld finishes, the plant ships.

Setups

Fixture changes are long. Running by fixture family wins back time here first.

Shared resources

Certified welders also cover repair work. The schedule has to show it.

What the schedule must protect

The promise date. A schedule at Weld sets it for every step after.

1. Release
2. Cut
3. Form
4. 2 daysWeldPacemaker
5. Paint
6. Assemble
7. 1 dayShip

Buffers

One in front of Weld: two days of ready work. One at shipping: one day. None elsewhere.

Release rule

Release work at Weld’s pace, only when parts are ready.

Day one

Cut and Form start only what the release list shows. Supervisors check the buffer each morning. Nothing in your ERP changes.

3Go or no-go, and the Sprint

Six weeks

1. Weeks 1–2Scheduling board set up from your reports.
2. Weeks 3–4Release rule live. Daily buffer meeting starts.
3. Weeks 5–6Your team runs it. We coach.

What an hour at Weld is worth

Units per hour ×Margin per unit =

Your figures, your arithmetic.