Author: John Maher

7 Tips for Moving Away from Production Planning Spreadsheets

Production planners and schedulers can get pretty attached to their spreadsheets. Even if they don’t work as well as they’d like, chances are, they’ve invested dozens, if not hundreds, of hours into getting them to work well enough to offer some benefit. Although the advantages of an Advanced Planning and Scheduling (APS) implementation are compelling, leaving those spreadsheets behind can be a bit overwhelming and stressful.

To help ensure a smooth and stress-free transition, here are seven practical tips for replacing your production and planning spreadsheets with an APS application:

#1 Start with a thorough pre-implementation assessment.

This assessment should include both technical and cultural readiness. On the technical side, the team needs to determine how much of the production process is defined in existing bills of material and routing processes. In some companies this information exists mainly as “tribal knowledge.” If that’s the case in your organization, you will need to formalize and define the details in your existing ERP system. Spreadsheet data is unstructured, so no matter how well-maintained it may be, it cannot be used by an APS system.

On the cultural side of the equation, you need to evaluate organizational commitment across many departments. Manufacturing is a connected process, so APS isn’t just about production scheduling. Buyers need to maintain electronic purchase orders, engineers need to update and maintain bills of material and routings, the shop floor needs to execute to the structured schedule, and sales needs to commit to making realistic promises based on the capable-to-promise dates produced by the APS system. Finally, leadership needs to fully support the transition and step in, if necessary, to ensure all commitments are being met.

For more on the enterprise-wide impact of APS, read our recent post: The Ripple Effect of Implementing APS.

#2 Set clear objectives.

Ideally, you’ll want to set objectives before selecting an APS system as it can help the team make a better choice. Start by defining the top 3 to 5 improvements you want to achieve by implementing an APS system. Tangible, measurable objectives are best, such as improving on-time delivery, increasing throughput, reducing lead-times, and reducing expediting. If you decide to include less tangible objectives, such as reducing the chaos, make sure you have a clear understanding of what that looks like.

During objective setting, take the time to discuss where and how using spreadsheets for scheduling has hindered you from achieving these objectives. This can help the organization better grasp the need for change. Then, once you’ve selected a system, these objectives will help to focus the implementation and help you avoid scope creep. They will also allow you to measure the success of the implementation once it is complete.

#3 Assemble the right team.

As mentioned in tip #1, APS goes beyond scheduling, so it is essential to assemble a cross-functional team that includes planners, schedulers, purchasing, sales, engineering, materials, and shop floor supervisors. Ideally, everyone on the team will be enthusiastic about the project, but it is okay to have a few skeptics so long as they demonstrate an open mind and a willingness to keep the project moving forward toward the project objectives. Most critically, you’ll need a strong executive sponsor and an internal implementation lead with a good working knowledge of the business and a good rapport with other team members.

There are two types of team members to avoid. First are the complainers and skeptics who sit back, wanting others to prove everything to them before they lift a finger. (We’ve probably all seen the type!) Sadly, if the author of the spreadsheet you currently use seems overly proud (or defensive) of their creation every time it is mentioned, you may need to count them out as well. A strong executive leader and team leader with good people skills may be able to bring this latter type around. Either way, leadership should make it clear that the spreadsheets die once the system goes live.

#4 Identify implementation risks.

You’ve already overcome one of the greatest risks by assembling a team of individuals who are eager to see the project succeed. Now, you need to identify other potential risks that could derail your APS implementation. These risks could be related to data concerns, such as poor routing, incomplete bills of material, and inadequate inventory accuracy. Organizations that rely on spreadsheets typically fail to maintain the data in their ERP system. As mentioned in tip #1, you may need to take some time, filling in missing bills of material and routing information before implementing APS.

Other risks are more cultural. Some manufacturing enterprises have a “wild west” approach that adds to the chaos. APS can address that, but only if the organization is willing to change and embrace a structured approach to scheduling within the APS. You may want to assess the likelihood of resistance to change by department, e.g., the shop floor has a history of not adhering to production schedules or management support for projects has waned in the past. A frank conversation with senior leadership about likely risks can head off a lot of issues.

#5 Avoid scope creep.

Anyone who’s ever been involved in a complex implementation project is likely to be very familiar with the concept of scope creep. Going live as quickly as possible can provide early ROI and keep enthusiasm high, which in turn, encourages openness to change. If possible, make getting rid of spreadsheets entirely one of your first go-live objectives. That lowers the risk of backsliding. Then, backed by strong leadership, continue to drive incremental improvements that allow the team to reap further rewards.

#6 Invest in training.

Invest in sufficient training to ensure your staff is comfortable with the new software and can utilize its full potential. Training is especially important for spreadsheet users as they are being asked to make more significant changes to their daily work processes than most other roles. Business doesn’t stop during an APS implementation, and users are taking in a large amount of new information when learning the new system. Most of the learning of the new system is going to happen post-go-live. To ensure success, it’s important to have a plan for ongoing training during the first few months after the go-live date. Without continuous support, individuals may revert to old habits when faced with pressure for results, especially if they do not fully understand the new system. You need to train and re-enforce how to leverage the power of APS to ultimately reach success.

It is also critical to have an ongoing training plan as people will change roles and new people will come in with different ways of doing things. The last thing you want is for a new production planner or scheduler to bring in their spreadsheets and derail your progress. To keep spreadsheets out of production planning and scheduling systems and processes, thoroughly and quickly train replacements.

#7 Stay vigilant and look for continuous improvement opportunities!

In operations meetings, look for data points generated by or presented in spreadsheet format. Backsliding like this may be a sign that more training is needed if the user didn’t understand how to get the data out of the APS system. It can also be an opportunity for continuous improvement. A regular cadence of system reviews can help ensure your APS implementation is keeping up with the changing needs of the business.

We’re here to help!

Over the years, we’ve helped our clients win over hundreds of spreadsheet users. If you’re looking to address your production and scheduling challenges with an APS system, take the next step by scheduling a demo of SyncManufacturing®. Invite your spreadsheet users, too, so we can start answering their questions and help you get them on board early in the process.

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April 29, 2025
The Ripple Effect of Implementing APS
Advanced Planning and Scheduling (APS) software can dramatically simplify daily life for production planners and schedulers tasked with creating and optimizing production plans. However, the benefits of optimized production extend far beyond the role of production planning and scheduling. With the right tools, an advanced planning system can positively impact every corner of your enterprise, reshaping how teams collaborate, strategize, and operate.

How APS Drives Enterprise-Wide Performance Improvement

As manufacturing employees from the C-Suite to parts pickers can attest, an immense amount of time is often wasted by manual processes and tasks: checking factory capacity, quoting customer delivery, tracking order status, (re)prioritizing orders, expediting materials and orders, (re)promising delivery dates, and so on. Much of this wasted time is caused by factors such as:
- Production plans that aren’t aligned to demand
- Manual processes that can’t keep up with the business
- Inaccurate or out-of-date information
- Lack of visibility into production plans
- Miscues between departments
Implementing APS can address each of these challenges and more, allowing benefits to be realized almost immediately at every level of the organization.

Supply Chain/Procurement

An essential partner in production execution, it’s no surprise that this department has a lot to gain from an APS implementation. Procurement is responsible for getting the parts and raw materials to ensure the production plan can be carried out. Of course, they also need to better understand what will be required and by when so inventory levels and costs can be kept in check. APS systems support their efforts in several ways:
- Synchronizing procurement with the actual, capacity-constrained production scheduling aligns material replenishment with scheduled usage, helping to keep inventory levels low.
- Procurement has visibility into prioritized item shortages, making it easier for them to adapt to changes in production schedules and effectively expedite orders as necessary.
- Soft pegging of purchase orders to shortages allows procurement to quickly identify the demand(s) driving the shortages and the purchase orders necessary to supply them.
- Capable-to-promise dates (CTPD) are fully vetted for capacity and materials. This prevents unrealistic promises from being made that put pressure on procurement and add unnecessary costs.
- Expedite and slide signals are tied directly to the finite production schedule, so procurement is automatically notified.
Sales

To drive customer satisfaction, sales and production must work together. Unfortunately, that relationship is often strained due to lack of visibility into production capacity and status. Sales has a lot to gain from an APS implementation, including:
- CPTD are based on real-time production capacity and material availability. This allows sales to immediately provide reliable delivery date commitments, making sales cycles shorter and more efficient.
- CPTD are kept in alignment with current manufacturing resources, and sales is notified should an order begin to slip.
- Real-time, self-serve order status visibility vastly reduces the number of emails, phone calls, and chats with production control, making everyone more efficient and effective.
- Increased visibility and ability to meet delivery commitments builds customer trust and satisfaction.
- When material or capacity contention exists between two or more orders, visibility into constraints turns decision-making into a strategic rather than tactical approach and helps align decisions to corporate objectives.
Production Operations

Employee turnover is costly, so a manufacturing environment that functions like a well-oiled machine is an excellent employee retention asset. Here are a few ways those on the factory floor benefit from APS:
- A real-time priority (dispatch) list keeps the shop floor in perfect alignment with the current schedule.
- Expedite signals are automated, limiting the need for expediters because the operators already know when a job should be expedited.
- Production workers have upstream visibility, so they know when work will arrive.
- They also have visibility into work in the queue and ready to process. There is no need to guess what to work on next!
- Implementing an APS system drives documentation, e.g., production processes, primary and alternate resources, and estimated run and setup times. This documentation drives agreement, aids in process optimization and improvement, and shortens learning cycles for new employees.
Production Control

Production control managers play a pivotal role in ensuring manufacturing operations are carried out efficiently, on time, and within budget. APS software helps them by:
- Prioritizing the preparation of production documentation (drawings, work orders, quality plans, etc.) based on the finite production schedule.
- Providing a gating schedule to plan and execute gating/release of work to the shop floor based on the production pull.
Engineering

Engineering often gets overlooked when discussing APS benefits, but for Engineer-to-Order environments or highly engineered products, APS drives real benefits for this group as well.
- Less time is wasted because production support activities are tied directly to the finite production schedule, ensuring they are properly prioritized and timed.
- Engineers have visibility into the status of items, so they know which items are impacted by engineering changes and they don’t waste time making unneeded changes to obsolete items.
Quality Control

A critical component of the production workflow for complex manufacturing, APS benefits for the QC/QA department include:
- The ability to link non-conformances to work for visibility, prioritization, and schedule impact.
- Prioritization of incoming inspection work ensures urgent items are identified and addressed first.
Executive Leadership

With real-time visibility across the entire enterprise, executives can make more informed strategy decisions and ensure support for business objectives. For example:
- APS provides insights into enterprise capabilities and future business projects, giving executives the information to make key decisions on where to invest to ensure they can meet present and future demand.
- Prioritization rules that support the strategic goals of the enterprise can be embedded into APS workflows.
- APS provides tools to direct continuous improvement activities that will yield the highest benefits to the organization.
Information Technology (IT)

Last but not least, APS benefits the IT department, which is often tasked with implementing and supporting operational technologies.
- APS allows IT to leverage investments in existing IT solutions, such as ERP.
- APS provides additional capabilities that deliver hard returns for manufacturing and supply chain operations.
- Once implemented, APS requires little IT intervention beyond general server maintenance.
Explore the Benefits of Better Prioritization

Prioritization is a critical manufacturing operational strategy. When production plans are properly prioritized, this results in the ripple benefits we’ve talked about in this post. In an upcoming post, we’ll dig deeper into how APS helps focus the enterprise on critical priorities to keep everyone on track.

In the meantime, we invite you to learn more about how APS can help your business by reaching out to us. We’re happy to answer your questions. If you’d like to see APS in action, we can set up a demonstration of SyncManufacturing^®, our patented planning and scheduling tools that can help you tackle even the most unique, complex production processes with clarity, control, and confidence.

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March 12, 2025
The Role of Algorithms in Production Planning and Scheduling

By: John Maher | January 20, 2025 | 7 min read

In my last post, I talked about the challenges of using spreadsheets to manage production planning and scheduling in complex manufacturing. Some of you have probably experienced those challenges first-hand, but if you want to read that post, you can access it here. If you’re ready to move beyond manual processes, today I will explore APS software further and dig deeper into algorithms, the logic behind Advanced Planning and Scheduling (APS) software.

What is an Algorithm?

In its broadest sense, an algorithm is a set of rules or a step-by-step procedure for performing a task or solving a problem. Algorithms are fundamental to all aspects of computer science from artificial intelligence, databases, and encryption to search engines, data compression, and optimization problems. It’s their ability to solve optimization and synchronizations problems that makes them so critical for advanced production planning and scheduling.

The Difference Between Algorithms and Formulas

When you talk to colleagues about replacing your production planning spreadsheets with APS software, someone will likely ask: “Can’t you just do that in Excel?” (If they don’t ask, they’re probably thinking it.) Before I answer that question, though, it’s helpful to understand the difference between an algorithm and a formula.

Although they can be very sophisticated, formulas are essentially equations designed to calculate a value. Algorithms can encompass formulas, but they also include logical structures such as loops and conditional statements, which are not part of formulas. Algorithms are also designed to outline the entire process of reaching a solution, including decision-making and iterative computation.

You can create algorithms in Excel, but anything that rises to the sophistication of a production scheduling function usually requires using Excel’s Visual Basic for Applications (VBA) programming environment. VBA expertise may be a handy skill to have, but creating your own algorithms means taking on the task of continually updating and debugging the algorithms as the business changes.

With off-the-shelf software, hundreds or even thousands of customers are funding the vendor’s investment in the resources necessary to keep the application up-to-date and error-free. As we discussed in my last blog post, APS software also makes adapting to unforeseen events, like a new order or unexpected bottleneck, a lot faster and easier as the vendor builds adaptability into the application. Plus, you don’t have to worry about your one VBA expert leaving the organization. Reputable software companies like Synchrono leverage proactive succession planning and adhere to enterprise software development best practices, ensuring continuity and minimizing intellectual property risks.

A Deeper Dive into APS Algorithms

The type of algorithm required is largely based on the complexity of the flow or routing in your manufacturing environment. If the flow is relatively simple, e.g., a limited number of process steps or a similar flow for all products in the value stream, then optimization techniques such as Linear Programming, Genetic Algorithms, and Constraint Programming are appropriate.

Manufacturing environments with more complex routing, many dependent resources, and highly variable flows from product to product require an alternative approach. Heuristic algorithms are a good example. Without going too deeply into the topic, heuristic algorithms are designed to find good enough solutions to a complex problem when finding the perfect (or at least optimal) solution would be too resource intensive. In other words, heuristic algorithms and hybrid variations thereof are often used when traditional optimization would take too long to provide an optimized answer.

Heuristic algorithms also address the challenge of convergence. That is, the more complex the flow, the more variables and, thereby, possible solutions. This forces the algorithm to end further from convergence on the optimal solution. Optimization algorithms that don’t converge on the optimal solution can vary widely from run to run without any of the data changing. As every production planner can attest, having a very good schedule that is also stable is far more critical in a complex manufacturing environment than creating optimized solutions that are highly variable from run to run.

Furthermore, adding in convergence points, such as welding or assembly where multiple items are combined, requires a heavier focus on the synchronization of parts than optimization of individual resources. Without synchronization, a lot of time is wasted at convergence points waiting for parts that were not optimized for upstream resources to run when they were needed.

Why Not Take the Proven Path?

Obviously, we’ve just scratched the surface when it comes to discussing how algorithms are used to synchronize resources and optimize production schedules. I’m sure we have readers who are hungry for more details, but a lot of you are probably wondering whether you can just skip the lecture series on this topic and still benefit from APS.

The good news is, you can. Our APS solution, SyncManufacturing^®, is a patented APS application designed for complex manufacturing that utilizes many different types of algorithms to optimize production scheduling. During implementation, we’ll work with you to make sure the system applies the most effective algorithms to derive stable, workable production schedules that help you meet your customer commitments while maintaining the agility needed to respond to whatever comes next. No programming of algorithms needed!

To learn more, reach out to us or schedule a demo.

January 21, 2025
Will 2025 be the Year You Finally Ditch the Spreadsheets?

It’s January 2025, and many of the manufacturers I know are still neck-deep in strategic and operational planning. They need to get better at meeting customer commitments this year. They need to cut waste. They need to trim costs. They need to cut lead times to remain competitive. Most of all, they need to cut down on the day-to-day chaos that defines their world.

Sound familiar? No matter what business you are in, things happen fast in our hyper-competitive, 24X7X365 world. Chances are good that at least one of the goals I listed above applies to you and your organization.

3 Reasons Your Spreadsheets Aren’t Working

Are you still managing production using spreadsheets? If so, you’re not alone. I see many manufacturers that rely on MRP for purchase and work orders and use spreadsheets for scheduling. Sometimes, these spreadsheets are sophisticated marvels of formulaic engineering. Other times, not so much. Either way, they all suffer from the same shortcomings:

#1 Spreadsheets are limited in scope.

Production-oriented spreadsheets are typically created to optimize resources individually without knowledge of how their localized decisions impact the flow of the overall value stream. For all but the simplest of facilities, it is impractical for production planners and managers to do the necessary calculations and work to optimize the entire business. When there are interdependencies between resources, and the number of resources in the production flow is greater than three or four, production planning via spreadsheets becomes virtually pointless. We will get into this more in my next post when I go deeper into the algorithms that power advanced planning and scheduling.

#2 Spreadsheets can’t handle large datasets.

If your manufacturing environment is complex, datasets can get large fast. Optimized planning and scheduling require taking into account material shortages, machine capacity, planned production, available labor, alternate resources, tooling, non-conformances, and other such variables. This level and volume of data along with the complexity of orchestrating a schedule from it is largely unfeasible for a spreadsheet. Even if the equations and potentially algorithms are successfully designed, the spreadsheet will be cumbersome and largely non-performant.

#3 Spreadsheets aren’t real-time.

By their nature, updating spreadsheets is typically a batch function. Given the speed at which complex manufacturers operate, data quickly can go stale, leaving the schedules generated from them behind and ineffective. If the production flow is at all complex, it can be difficult to keep up with the dynamic changes for even one resource or product line. Unless you can manage the variability, you cannot eliminate the chaos.

There are many areas of the business where spreadsheets are helpful, but they were not made to manage production in complex manufacturing environments, let alone address supply chain variability and ever-changing market demands facing today’s manufacturers. So, let’s turn to a tool that is: Advanced Planning and Scheduling, or APS.

What is Advanced Planning and Scheduling (APS) Software?

You’re probably already using some sort of software to manage your business, most likely an ERP system with a few operations modules installed, e.g., sales order processing, production, material requirements planning (MRP), and so on.

That’s a good start. ERP systems track which customers want what products and by when. If your ERP system includes MRP, it will tell you which materials need to be ordered. If your system is good, it may even provide insights into which jobs need to be prioritized and when your materials need to arrive in order to meet the promised timelines. (But realistically, we’re already getting into spreadsheet territory for a lot of ERP users.)

Advanced Planning and Scheduling (APS) software takes over where ERP/MRP systems leave off by synchronizing the operational elements of your business to make sure that the right materials are where they need to be at the right time to make the right products. APS is also designed to ensure everyone on the operational side of the business is working on the right jobs.

If you’re thinking of implementing continuous improvement strategies over the course of the year, e.g., lean, six sigma, theory of constraints (TOC), etc., APS can help with that too. Without APS, these methods often fail as manual implementation of these approaches to production management just can’t keep up.

Gain Clarity, Control, and Confidence

By moving beyond spreadsheets and leveraging advanced technologies like APS, manufacturers can not only deliver industry-leading levels of customer satisfaction, but they can also promote a range of internal benefits, including less waste, lower costs, and an improved working environment.

Of course, you’ll want to look for an APS application that integrates easily with your existing ERP system. Once implemented, your APS system will become the defacto hub of your operations, helping to keep everyone on the same page and every element of the business synchronized on meeting your customer commitments.

With SyncManufacturing^® from Synchrono^®, you gain the clarity, control, and confidence needed to thrive in today’s fast-paced manufacturing landscape. Our solution can transform your approach to production planning and scheduling, with the visibility and insights needed to streamline operations and fill gaps that spreadsheets can’t. To learn more, contact us or request a private demo.

Next Up: The Role of Algorithms in APS

Advanced algorithms are the engine that drives APS applications, so in my next post, we’ll dig deeper into how they work. In the meantime, if you have questions, feel free to reach out to me. Until then, may this year be productive and profitable for everyone!

January 14, 2025
Brochure: SyncManufacturing® Software

Brochure: SyncManufacturing^® Software

Demand-Driven Planning, Scheduling and Execution Software

SyncManufacturing^® planning and scheduling software simplifies production scheduling, eliminating the need to build and update schedules. When orders are received, the system will calculate materials, production availability and constraints. And our exclusive CONLOAD™ technology ensures that the work released to the shop floor is in full alignment with constraints, clearing any congestion and driving flow. Order statuses (and related issues) are visible throughout your organization, so your production team, supply chain management, customer service, sales and leadership are all working from the same factual, up-to-the-minute information.

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November 9, 2017

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