How do you ensure smooth production flow by coordinating with suppliers and engineers?

5 Ms are the basic mantra of every business in which M - Money plays dual role of killer and saver. Planning and co-ordination are like brain and heart where money plays a role of blood. Regulated blood flow keeps the body functioning, in the same way the regulated CASHFLOW keeps our business running. smoothly. Allocation of funds to Varios suppliers and service Providers on the basis of the basis of accurate production planning originated form Sales forecast is very important and crucial in smooth running of the business. In strong cash flow organization co-ordination between various stake holders is manageable and managers are hired for that job only, in limited funds situation smooth flow is like body with insufficient blood.

Suppliers are key here. They need to be able to see your forecast demand and be prepared for your ups and downs. So it’s critical to have an agreed point where you as the customer of the supplier are committed to the inventory of parts that the supplier has. They will have lead times on things like motors, electronics and even steel and copper that has long lead and consequently penalties in costing if lead time of the customer doesn’t match. ( which is invariably the case) leveling production is a goal But customer demand is never flat so you have to balance reality with theory of best practices every day😁

- yes first thing for smooth manufacturing need to ensure your plant capacity and your equipment efficiency for particular product manufacturing and also along with your all equipments are ready for use. Then scheduled batches charging plant as per cycle time of the product then proceed as same and will achieve our planned Target 🎯. It's also important for customer satisfaction.

In my opinion you need to know the capability of your equipment but more important is the ability and skill of the operators. Once you know your total ability to build good product the first time set your factory or line rate to 80 - 85 percent of your best day. This allows for unforeseen issues such as not receiving components or a process issue. This will insure deliveries will be on time.

Firstly look the market order,after that ensuring plant capacity,effeciency,batch time cycle,inventory and prepare a schedule for target achieve and follows quality and safety aspects.finally all delivery should be intime with customer satisfaction requirement.

Right said same above-mentioned line need to follow for completions targeted.follow 5M rule also and with maintaining 5s systems.

From the 3-5 year road map, we need to have an annual plan of demand which is broken down in month level. This is critical to understand and plan for resources like manpower, equipment maintenance schedules, variability. By doing this we will get to know how much is the peak to average monthly number. If there is too much variability, we might have to build some production plans upfront as against planning for more resources for short period. Subsequently as we go executing monthly demand, we need to keep re looking at the forecasts for subsequent months, thus we will be able to capture any revision of numbers.

Yeah, production plan and its execution hurdles need to be concerned and well communicated with all its players to avoid any production loss.

When creating you production plan, you should always have a backup production plan, in case you run into equipment failure, long lead item, etc. This way you have a smooth transition, and the team knows what to do. this will help eliminate downtime when something goes wrong.

To move forward, you need to establish a production plan and schedule based on your demand and capacity. Your production plan should outline your long-term goals and strategies, including product mix, batch size, and production frequency. On the other hand, your production schedule should specify your short-term actions and deadlines, such as order sequence, start and finish times, and resource allocation. Use tools such as Gantt charts, Kanban boards, or ERP systems to create and monitor your production plan and schedule. Be sure to review and update them regularly to reflect any changes or issues.

Your suppliers are crucial partners in the production flow of your business. It is essential to coordinate with them to ensure that you receive the right materials, components, and services at the correct quality and time. To make this process efficient, you should communicate your production plan and schedule with your suppliers, and come to an agreement on delivery terms and conditions. It is also important to establish a feedback mechanism to track and assess your supplier's performance and resolve any issues or disputes. Maintaining a healthy relationship with your suppliers is vital, and you should look for opportunities to collaborate and improve together.

Suppliers are your partners, what we do with our production schedules the same will have to be done with suppliers production schedule. We need to provide full visibility of our requirement at all levels - three year - to build capacities - annual plan - to plan for resources - rolling 3 month plan - to adjust for inventory and thereby have right level of inventory

Production and quality team should go hand in hand. Any change in the production process should be approved to not hamper the product quality. There can be lot of ideas from production team, to improve manufacturing process and time, save cost (electricity, etc). There can trials taken jointly with quality team and with data this should be signed off.

Some of the key metrics which can be used annually to look at efficiency can be seen in a PQDCSM framework. Productivity - cycle time, Quality - RFT/FPY % Delivery - production volume or output, critical product’s manufacturing Cost - yield loss, material variance Safety - LTI, number of incidents Morality - kaizen raised and implements This gives a holistic picture of the progress of manufacturing operations.

I have noticed that everything stated on the above were all standards inside the box. Let us also include contingency plans for the unexpected, unforeseen and many more examples outside the box of stereotypes. I.e Covid pandemics that hampered all of the above stated manufacturing standard SOP.