This requires excellent visibility of customer demand and parts availability and an agile response to demand volatility.
From a timing perspective, the domain of Integrated Planning includes long-term forecasting and infrastructure design and continues through to on-the-day scheduling, schedule actualisation and deviation management.
In addition to planning the production and logistics of the core product, there is a need to plan a range of support activities across the organisation e.g. workforce logistics and rosters, raw materials and parts availability planning and coordination with maintenance planning.
There is a need for a continuous digital feedback loop from plan development through to detailed scheduling, through to actualisation and improvement.
Improved order fulfilment and customer satisfaction
Reduced waste e.g. excess inventory and spares
More effective utilisation of equipment
Increased output from the existing infrastructure
Better use of human capital e.g. effective crew rostering
Faster response to changes in customer demand
Many organisations base their plans more on intuition than on a strong data foundation. Plans should be based on data that is realistic and complete based on historical performance. Planning data includes e.g. planning factors such as asset availability and average cycle times.
For a range of reasons, organisations may product unrealistic, infeasible or incomplete plans. Unrealistic plans are arguably worse than no plan at all. Plans may be unrealistic because they are based on unrealistic planning factors or because they are based on a planning model that does not match the real-world.
Organisations tend to think in terms of discrete assets, orders and products, instead of thinking of the end-to-end demand chain i.e. the system. Optimising locally often yields suboptimal outcomes for the system. Operations management philosophies such as Theory of Constraints and Lean Manufacturing can assist organisations to think and optimise at the system level with a strong customer focus.
Often there are disconnects as the long-term plan is handed over and decomposed for on-the-day scheduling execution. The on-the-day teams may ignore aspects of the plan because they do not understand the thinking behind the plan. In other cases, the plans may not be feasible for execution, or the systems used on-the-day are not capable of executing the plans as presented.
Plans are never perfect. Organisations should therefore have a digital feedback loop in place to continuously measure and improve the quality of their plans and schedules. Many organisations do not have the maturity and discipline to achieve this and do not capture the reasons for planning variations.
Many organisations have separate teams working on plans and schedules for operations and maintenance. This often leads to conflicting plans i.e. operating plans based on assets that are not actually available. These disconnects create confusion and suboptimal outcomes for day one operations.
ATI services in the field of Integrated Planning are focused on client-side services to improve the performance of the demand chain. Services include:
Planning Philosophy Development
Planning Systems Architecture & Evaluation Support
Planning Data Management & Integration
On-the-day Scheduling & Deviation Management