Expediting

If you have been in operations for any length of time you know that expediting a part through the production line is an occasional fact of life.  In a large operation there are many steps that must be satisfied usually in sequential order.  When a part gets bogged down in a process and may jeopardize the overall schedule of the operation, the expediting process begins.

Usually the first task is to assess how much time is necessary to complete the process and determine how late the event is (or will be).  Then the all important "recovery schedule"  is developed showing how in a short time, with everyone working extra, the lost time will be "made up" and everything will now be on schedule.  This requires upfront coordination with the necessary players to develop a realistic recovery schedule.  A schedule that senior management will be tracking at least once a day if not twice a day.  Many projects have early morning status or "stand up" meetings to monitor the recovery until work is completed.  It's quite often a stressful time, but due diligence to ensure someone is completely on top of the project will keep the situation under control.

Expediters help with recovery
 (courtesy  www.expediterservices.com)

A person is identified as the "expediter".  It's his or her job to ensure the part is proceeding through the process based on the recovery schedule.  If there are roadblocks the expediter must remove them quickly with little disruption.  Often this job is assigned to a new person to help him or her "learn the ropes" of the operation. However the best person is one who is experienced and knows people in the organization who can help push the part through.  It takes a strong "people person" who has a way with people and can coax or convince others to go the extra mile to get back on schedule.

Just-in-time

One of the best ideas to come out of operations management is the concept of just-in-time (JIT) production.  As most know it is the idea that whatever your operation is waiting for (raw materials, finished product, etc.), it will be there right when you need it.  This avoids keeping a large inventory of items on hand which must be kept track of.  With careful planning a just-in-time system will give you exactly what you want exactly when you need it.

(Courtesy www.planproduction.tripod.com)

Of course it doesn't always work that way.  It has been my experience that some products will invariably be delayed to the downstream user because of raw material shortages, errors in production, having other work "out prioritize" your work.  Instead of a just-in-time system, you know have a "just-in-turmoil" system.  With one delay in the pipeline the rest of the operation must now work overtime to catch up.  Literally work overtime as in a 24/7 type of rescue.

The best approach is to have the parts or materials arrive a little before "just-in-time" so there is a a little safety buffer.  It may mean stacking parts in side areas a few days before you need them. This may be uncomfortable, but will keep your operation flowing smoothly.

(Courtesy: www.elblogsalmon.com)