Around January 2018, I was told, “Please put Asprova in a book.”. I don’t remember who told me now. I had only the impression that it was incredibly difficult. However, the words remain in mind, and we sent questionnaires to the users and non-users of Asprova in March 2018.
① What kind of trouble did you have in the introduction examination?
② What kind of trouble did you have with the implementation project?
③ What kind of trouble did you have during the operation?
Three questions. There were more than 300 replies in 3 days, and more than 400 replies were received.
The document was huge, and it took 3 days to read it. I couldn’t grasp everything at a time, so read about three times. As a result, many problems have come out.
Results of a questionnaire printed in Excel
I have had a lot of trouble with it, so I narrowed it down to 35.
■ Internal persuasion and proposal
I had a hard time writing a letter of approval.
It was difficult to show the cost-effectiveness (ROI)
■ What should we do?
I wondered what I should use Asprova for?
There are various plans, such as the long term, middle term, short term, assembly plan, or processing plan, so I can’t decide where to start.
It was difficult to imagine after the introduction
■ Changes in organizational and business practices
I was wondering how to change the current work.
It is necessary to review the role of planning and the organization.
■ Technical aspects
It was too many functions, so it was difficult to know what to use.
It was hard to understand what could and what could not.
I wanted to know more about how other companies are using Asprova for problems.
I wanted to build a prototype, but I couldn’ｔ because of a lack of skill.
I didn’t know how to create a plan (using scheduling command or scheduling parameter)
I was not able to get the expected results.
There was an error that was difficult to identify the cause.
It was difficult to build a master.
It was difficult to maintain the master.
System collaboration was difficult.
I was lost in deciding how to issue work instructions and how to get work results
I couldn’t determine how much system testing should be done.
I didn’t know how to deal with irregular cases, such as defective products, malfunctions, and sudden changes in order.
I felt a limitation on the prototype approach (because the required and difficult requirements were considered later).
HELP was difficult to understand.
■ Human problem
I was in trouble due to a lack of manpower.
There was no one who supported me when I was in trouble.
I have a problem with those who worry about details.
There was resistance and opposition in the company.
It was difficult for the people concerned to unite.
There was a difference in motivation between the site and the people who were introducing it.
I have a problem with someone who thinks Asprova can do anything.
There were some people who persisted in the past and didn’t try to accept the new way.
I have a problem with someone who doesn’t work depending on the work instruction sheet.
Although it is possible to do business with new employees who do not know about production management, they can’t manage unexpected cases.
The job of scheduling has become personal.
When the planner using Asprova was replaced, the new planner returned to Excel management.
I was working hard, but people didn’t understand it.
You can see that there are 35 or just 35. Looking at it, I began to think that it was a treasure. Maybe we should solve these problems. Our mission is to “help people who are in trouble with production scheduling as its professional.”
In this survey, we collected as many problems as possible, from the customers who have introduced, the ones who introduced and stopped, the ones considered and have not introduced, and the ones introduced as an external consultant. And we examined the solutions. There are various problems; one has not been considered seriously so far or has been avoided,
the peripheral systems are so diverse that the connections brought trouble, complex problems caused by the large scale flow of information and things. We also want to deepen the evaluation of master maintenance, measurement parameters, the types of results data to be acquired, the scope and granularity of the schedule, evaluation of the results of the evaluation and assessment of the effect of the implementation. Some problems may be very difficult to solve, but we would like to present some solutions to customers in a simple way to solve the problem as much as possible. from the view of the customer.
The difficulty in computerization of production scheduling is very high compared to other systems. Just changing the order of input of the first process may significantly change the entire schedule. It’s not easy to know exactly what impact a small change will cause in the future and how small changes in the future will affect the present. This is an example of the difficulty, but considering this difficulty, it is the theme of this book to promote considering deploy, implementation project and operation efficiently and stably as much as possible. I hope you will understand the above 35 problems correctly and take the right steps to prepare correctly for considering deploy or implementation project so that you can get more cost-effective results.
By the way, 35 pieces are too many to write in the prologue (novel story) of this book,