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

Abstract

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.