HEC-Ecole de gestion de l'Université de Liège
HEC-Ecole de gestion de l'Université de Liège

Scheduling process analysis and decision support for the choice of a new suitable software

Neumann, Charlotte ULiège
Promotor(s) : Crama, Yves ULiège
Date of defense : 21-Jun-2017 • Permalink :
Title : Scheduling process analysis and decision support for the choice of a new suitable software
Translated title : [fr] Analyse de la procédure d'ordonnancement et aide à la décision pour le choix d'un nouveau logiciel adapté
Author : Neumann, Charlotte ULiège
Date of defense  : 21-Jun-2017
Advisor(s) : Crama, Yves ULiège
Committee's member(s) : Lisein, Olivier ULiège
Leruth, Sophie ULiège
Beckers, Françoise 
Language : English
Number of pages : 119
Keywords : [en] Project management
[en] Change management
[en] Intrapreneurship
[en] Scheduling
[en] Production planning
[en] Software implementation
Discipline(s) : Business & economic sciences > Strategy & innovation
Institution(s) : Université de Liège, Liège, Belgique
Degree: Master en sciences de gestion, à finalité spécialisée en Intrapreneurship and Management of Innovation Projects
Faculty: Master thesis of the HEC-Ecole de gestion de l'Université de Liège


[en] Scheduling can be considered as short-term production planning that results in a
decision-making process that determines how and when production must be accomplished
(Alfieri & Urgo, 2015; Herrmann, 2006).
This paper is a progress report on the project undertaken at 3B-Fibreglass. The
company intends to implement a new scheduling software system in its three plants in Battice
(Belgium), in Birkeland (Norway) and in Goa (India).
The mission to present a comparative table, which assesses accurately a shortlist of
potential solutions, required a project-management methodology. A steering committee was
built, as well as a project team, responsible for the day-to-day execution of the project. The
strategic problem was defined and its different tasks were planned in the project management
manual. The production processes were analysed and outlined in detail via an operations
manual that includes the production constraints and their link to the planning task. The
functional analysis made it possible to define a precise specification and research the market.
Different vendors were met and evaluated based on predetermined performance
criteria. Some suppliers were rejected during the project and this report provides
recommendations on how to proceed with the implementation.
Furthermore, a change-management approach was taken to successfully introduce the
change in the organisation. An in-depth analysis of 3B-Fibreglass was performed to align the
project with its strategic, organisational and information system environment. Throughout the
project, the polyphonic approach has overcome multiple obstacles concerning the process and
has promoted a state of mind that is open to change within the company. This paper
extensively explains the different steps of the methodology and makes recommendations on
how to handle the extension of the project.



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  • Neumann, Charlotte ULiège Université de Liège > Master sc. gest., à fin.


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