Jardin Corrugated Cases is a corrugated paper mill and is a member of the Avro Industrial Packaging Group in Cambridgeshire, UK.
After Jardin took a big project, he began to adjust the company and transform the business. It is relatively easy to adjust the company's internal culture, but it will be difficult to update the company's plan and schedule system.
Malloy, the head of production, said: “In the mid-1990s, Jardin took a lot of changes and invested a lot of money in factories and equipment in hopes of getting new, more advanced production methods.â€
First, the company tried to make a small change. In 1994, Jardin replaced the typewriter with a word processor and installed a simple sales ordering system software in Jardin's office. However, this is far from enough. The company urgently needs to solve the problem of its IT investment shortage.
Malloy said: "We set ourselves the goal. We will change from having the industry's most basic system to using the world's best system."
The Stone Age company Jardin used the most basic manual system to publish schedules and technical parameters to coordinate workers' work and report critical production data. Malloy recalled that at the time, the schedules for the production of corrugated paper and paper products were hand-written documents, and that once it was determined, it would take a lot of effort to make changes.
This virtually extended the time between ordering and delivery, increasing the possibility of errors. If the technical parameters are incomplete, or contain ambiguous, outdated details, and there is no real production report, there is a lack of input and output, basic data from beginning to end.
Obviously, Jardin Company urgently needs to shorten the operation cycle from ordering to delivery, minimize unstable and incorrect data in production parameters, and strengthen testing and analysis of production performance to achieve customer service goals. This process requires many improvements and improvements.
Going forward with a spreadsheet-based schedule pattern can simplify the scheduling of schedule work. Although this method still uses printouts to publish information, it is easier to deal with changes that occur in the day-to-day than before. The speed of individual hands has also accelerated a lot.
From a word processing form to a spreadsheet, people can capture and calculate key details before they can summarize and print out the final schedule. In spite of this, unless in-depth training of employees on the use of spreadsheets is performed, the personnel handling these tasks must manually enter the information and data obtained from the paper.
In order to solve the problem of unclear and erroneous technical parameters, the working group can be arranged to work systematically to correct errors and clarify the unclear information encountered in the production process. Although this takes time, it can reduce customer complaints.
Finally, Jardin used a manual production reporting system. Employees throughout the plant are trained to record and calculate important production metrics at the end of each shift, such as production throughput, productivity, and downtime. These records and related information can help Jardin evaluate the performance of each shift.
However, due to the limitations of paper media recording, very detailed analysis is still very difficult. Finally, a thorough review of the entire system in the company was conducted to determine which aspects needed improvement.
They found that although considerable effort was made to smoothly shorten the cycle of ordering and delivery, planning for the entire plant, especially the corrugated paper mill, was a limiting factor in further shortening the cycle.
Jardin realized that the software system can help plan corrugated production schedules, especially those developed by San Diego Corrugated Paper Technology.
Y2K Bug
In 1998, Jardin realized that his business system did not meet Y2K's requirements. Therefore, updating existing systems is not economically feasible. Malloy said: "Although we can replace the existing business system, we found that if we need to continue to shorten the production cycle, we need to use better planning tools."
After a thorough and in-depth evaluation of a specially appointed project team and key people in sales, planning, and management, Jardin appointed British Abaca Systems and CTI to design and install the entire new system for their business schedules. The project team concluded that Abaca's business systems and CTI's schedules far exceed the other products on the market and are the best.
Malloy said: We want to install a system that is as flawless as possible. Therefore, before the system was operational, we invested heavily in our previous work. This will ensure a smooth transition when the system is operating. As a relatively small company, our resources are limited, so we feel how important it is to start right. In this way, we can recoup the installation costs in stages.
In January 1999, Jardin began installing Packaging 3000, a software system for sales and order processing at Abaca Systems. The system started working in April.
In August, CTI installed the CorrTrim corrugated paper production scheduling system for Jardin to further increase the productivity and accountability of the Jardin planning function. Traditionally, an 8-hour plan required nearly 12 hours of production output, but CorrTrim can quickly reduce this ratio by an hour, which means that it takes 12 hours to produce only 7 hours.
CTI also installed its Corrlink system. The Corrlink system uses a driver to connect the edger to the cutter and cutter, and Jardin automates the drying end, allowing the setup time to be reduced from approximately 5 minutes to 45 seconds. This greatly reduces the length of the minimum width, greatly improving Jardin's ability to meet customer needs.
In addition to this, the workers responsible for installing the trimming machines have also been liberated. They have sufficient time to complete more production tasks, such as checking key quality parameters and providing support in case of failure.
Malloy said: "At each stage of the installation process, we will identify experts for each shift, train them, and help those who have difficulties."
The installation of the CorrTrim and Corrlink systems changed the temporary changes or required treatment methods encountered in Jardin's corrugated paper production process. In general, once a plan is finalized, it takes a lot of effort to deal with the changes that have occurred because the schedule must be recalculated to re-address the issue of material requirements. But with the CorrTrim and Corrlink systems, changes can happen at any time.
“Because the Corrlink system can communicate in real time, the transfer personnel only call out the goods when needed. Sometimes the situation has changed, but the transfer personnel are not even aware of the change. The result is that the entire state changes from resisting to not paying attention at all. Change, because the Corrlink system has perfect transparency."
The Corrlink system also takes data directly from the drive and feeds it back to the central database. Production reporting can be extended to additional data because key parameters such as production capacity, production, and downtime can be captured.
In November 1999, CTI installed CorrPlan for Jardin, which allowed Jardin to electronically "broadcast" the changed plan for people using computers in the factory. This innovation completely changed the company's ability to respond to changes in the schedule. In the past, in order to keep up with the changed schedule, the staff had to deal with everything by hand and edit the hard copy files originally stored in the machine; with CorrPlan, the schedule can be automatically updated in real time as the schedule changes.
Soon, the focus shifted to other work. Changes in the future have become less and less obvious, and automatic adjustment has occurred silently. The staff members are equally unaware of the changes that have occurred.
In the final phase of the installation, January 2000, Jardin installed CTI's Plant Floor Data Capture (PFDC) system. The purpose of this system is to publish the production schedule to each machine in real time and capture the key details of each production event and feed it back to the central database.
Now Jardin can significantly increase the control of production schedules, because PFDC updates CorrPlan every few minutes. This means that the heart of the CorrPlan system, the Intelligent Scheduling Board (ISB), can accurately display past, present and future production status on each machine. Before the PFDC, the ISB was updated based on a large number of basic facts. Therefore, it was only valid and correct in a short time.
Malloy said: "PFDC and Corrlink are the key factors for real-time system implementation. I guess the most surprising aspect is how independent we are in the entire system. Without PFDC and Corrlink, we will handle all data in batches. This often lags behind the reality of the data and can only be used as a schedule player to generate a summary of work after each shift.
"This also means that without PFDC and Corrlink, we must hire someone to input data into the system. However, we are totally dependent on PFDC today, which can directly feed data back to ISB."
Jardin's reliance on PFDC became more and more obvious after a special event. Malloy said: "We were recently affected by a hardware error because the factory's templates were not used. It was very surprising that Jardin became so dependent on this part of the information system and trusted. When we look back At the time of this failure, we were surprised that PFDC had truly become the eyes and ears of the entire production operation. It was able to report the exact status of the work to the sales and planning department."
Looking to the future, Jardin’s ultimate goal is to remove paper documents that “caught up†production sequences. Because in the past, data was submitted directly to paper documents, many changes in the form of parameters and work orders were difficult to implement. Once the order of work is determined, if any changes need to be made, it must be followed. In the not-too-distant future, Jardin will remove the work order of all paper media and all data will be communicated through the PFDC.
Some of the new features of the PFDC system will allow Jardin to achieve a truly paperless office. In the new PFDC system, a central library will be managed electronically. Once the parameters have been updated or edited, people will see all the changes that have occurred in real time.
The company hopes to use a suitable electronic data repository, readers and browsers by the end of this year.
For Malloy, this is best. The cycle of ordering and delivery has been shortened and production capacity has been improved, and Jardin can be far-sighted and easily fulfill customer commitments.
The main advantages of the CTI software system:
Before use:
Managing changes in corrugated paper production is laborious because schedules must be recalculated to re-solve raw material issues;
In order to keep up with the changed schedule, the staff must manually handle everything and edit the hard copy files originally stored in the machine;
The Intelligent Schedule Board (ISB) is updated only based on a set of facts, so it is only valid and correct in a short period of time and cannot be updated in real time.
After use:
All changes in corrugated production can occur almost instantaneously and instantaneously without affecting the entire schedule;
The changes in corrugated paper production are becoming less and less obvious, but automatic adjustments are occurring silently, and operators are not even aware of the changes that have occurred;
The ISB can accurately display past, present and future production status on each machine.
After Jardin took a big project, he began to adjust the company and transform the business. It is relatively easy to adjust the company's internal culture, but it will be difficult to update the company's plan and schedule system.
Malloy, the head of production, said: “In the mid-1990s, Jardin took a lot of changes and invested a lot of money in factories and equipment in hopes of getting new, more advanced production methods.â€
First, the company tried to make a small change. In 1994, Jardin replaced the typewriter with a word processor and installed a simple sales ordering system software in Jardin's office. However, this is far from enough. The company urgently needs to solve the problem of its IT investment shortage.
Malloy said: "We set ourselves the goal. We will change from having the industry's most basic system to using the world's best system."
The Stone Age company Jardin used the most basic manual system to publish schedules and technical parameters to coordinate workers' work and report critical production data. Malloy recalled that at the time, the schedules for the production of corrugated paper and paper products were hand-written documents, and that once it was determined, it would take a lot of effort to make changes.
This virtually extended the time between ordering and delivery, increasing the possibility of errors. If the technical parameters are incomplete, or contain ambiguous, outdated details, and there is no real production report, there is a lack of input and output, basic data from beginning to end.
Obviously, Jardin Company urgently needs to shorten the operation cycle from ordering to delivery, minimize unstable and incorrect data in production parameters, and strengthen testing and analysis of production performance to achieve customer service goals. This process requires many improvements and improvements.
Going forward with a spreadsheet-based schedule pattern can simplify the scheduling of schedule work. Although this method still uses printouts to publish information, it is easier to deal with changes that occur in the day-to-day than before. The speed of individual hands has also accelerated a lot.
From a word processing form to a spreadsheet, people can capture and calculate key details before they can summarize and print out the final schedule. In spite of this, unless in-depth training of employees on the use of spreadsheets is performed, the personnel handling these tasks must manually enter the information and data obtained from the paper.
In order to solve the problem of unclear and erroneous technical parameters, the working group can be arranged to work systematically to correct errors and clarify the unclear information encountered in the production process. Although this takes time, it can reduce customer complaints.
Finally, Jardin used a manual production reporting system. Employees throughout the plant are trained to record and calculate important production metrics at the end of each shift, such as production throughput, productivity, and downtime. These records and related information can help Jardin evaluate the performance of each shift.
However, due to the limitations of paper media recording, very detailed analysis is still very difficult. Finally, a thorough review of the entire system in the company was conducted to determine which aspects needed improvement.
They found that although considerable effort was made to smoothly shorten the cycle of ordering and delivery, planning for the entire plant, especially the corrugated paper mill, was a limiting factor in further shortening the cycle.
Jardin realized that the software system can help plan corrugated production schedules, especially those developed by San Diego Corrugated Paper Technology.
Y2K Bug
In 1998, Jardin realized that his business system did not meet Y2K's requirements. Therefore, updating existing systems is not economically feasible. Malloy said: "Although we can replace the existing business system, we found that if we need to continue to shorten the production cycle, we need to use better planning tools."
After a thorough and in-depth evaluation of a specially appointed project team and key people in sales, planning, and management, Jardin appointed British Abaca Systems and CTI to design and install the entire new system for their business schedules. The project team concluded that Abaca's business systems and CTI's schedules far exceed the other products on the market and are the best.
Malloy said: We want to install a system that is as flawless as possible. Therefore, before the system was operational, we invested heavily in our previous work. This will ensure a smooth transition when the system is operating. As a relatively small company, our resources are limited, so we feel how important it is to start right. In this way, we can recoup the installation costs in stages.
In January 1999, Jardin began installing Packaging 3000, a software system for sales and order processing at Abaca Systems. The system started working in April.
In August, CTI installed the CorrTrim corrugated paper production scheduling system for Jardin to further increase the productivity and accountability of the Jardin planning function. Traditionally, an 8-hour plan required nearly 12 hours of production output, but CorrTrim can quickly reduce this ratio by an hour, which means that it takes 12 hours to produce only 7 hours.
CTI also installed its Corrlink system. The Corrlink system uses a driver to connect the edger to the cutter and cutter, and Jardin automates the drying end, allowing the setup time to be reduced from approximately 5 minutes to 45 seconds. This greatly reduces the length of the minimum width, greatly improving Jardin's ability to meet customer needs.
In addition to this, the workers responsible for installing the trimming machines have also been liberated. They have sufficient time to complete more production tasks, such as checking key quality parameters and providing support in case of failure.
Malloy said: "At each stage of the installation process, we will identify experts for each shift, train them, and help those who have difficulties."
The installation of the CorrTrim and Corrlink systems changed the temporary changes or required treatment methods encountered in Jardin's corrugated paper production process. In general, once a plan is finalized, it takes a lot of effort to deal with the changes that have occurred because the schedule must be recalculated to re-address the issue of material requirements. But with the CorrTrim and Corrlink systems, changes can happen at any time.
“Because the Corrlink system can communicate in real time, the transfer personnel only call out the goods when needed. Sometimes the situation has changed, but the transfer personnel are not even aware of the change. The result is that the entire state changes from resisting to not paying attention at all. Change, because the Corrlink system has perfect transparency."
The Corrlink system also takes data directly from the drive and feeds it back to the central database. Production reporting can be extended to additional data because key parameters such as production capacity, production, and downtime can be captured.
In November 1999, CTI installed CorrPlan for Jardin, which allowed Jardin to electronically "broadcast" the changed plan for people using computers in the factory. This innovation completely changed the company's ability to respond to changes in the schedule. In the past, in order to keep up with the changed schedule, the staff had to deal with everything by hand and edit the hard copy files originally stored in the machine; with CorrPlan, the schedule can be automatically updated in real time as the schedule changes.
Soon, the focus shifted to other work. Changes in the future have become less and less obvious, and automatic adjustment has occurred silently. The staff members are equally unaware of the changes that have occurred.
In the final phase of the installation, January 2000, Jardin installed CTI's Plant Floor Data Capture (PFDC) system. The purpose of this system is to publish the production schedule to each machine in real time and capture the key details of each production event and feed it back to the central database.
Now Jardin can significantly increase the control of production schedules, because PFDC updates CorrPlan every few minutes. This means that the heart of the CorrPlan system, the Intelligent Scheduling Board (ISB), can accurately display past, present and future production status on each machine. Before the PFDC, the ISB was updated based on a large number of basic facts. Therefore, it was only valid and correct in a short time.
Malloy said: "PFDC and Corrlink are the key factors for real-time system implementation. I guess the most surprising aspect is how independent we are in the entire system. Without PFDC and Corrlink, we will handle all data in batches. This often lags behind the reality of the data and can only be used as a schedule player to generate a summary of work after each shift.
"This also means that without PFDC and Corrlink, we must hire someone to input data into the system. However, we are totally dependent on PFDC today, which can directly feed data back to ISB."
Jardin's reliance on PFDC became more and more obvious after a special event. Malloy said: "We were recently affected by a hardware error because the factory's templates were not used. It was very surprising that Jardin became so dependent on this part of the information system and trusted. When we look back At the time of this failure, we were surprised that PFDC had truly become the eyes and ears of the entire production operation. It was able to report the exact status of the work to the sales and planning department."
Looking to the future, Jardin’s ultimate goal is to remove paper documents that “caught up†production sequences. Because in the past, data was submitted directly to paper documents, many changes in the form of parameters and work orders were difficult to implement. Once the order of work is determined, if any changes need to be made, it must be followed. In the not-too-distant future, Jardin will remove the work order of all paper media and all data will be communicated through the PFDC.
Some of the new features of the PFDC system will allow Jardin to achieve a truly paperless office. In the new PFDC system, a central library will be managed electronically. Once the parameters have been updated or edited, people will see all the changes that have occurred in real time.
The company hopes to use a suitable electronic data repository, readers and browsers by the end of this year.
For Malloy, this is best. The cycle of ordering and delivery has been shortened and production capacity has been improved, and Jardin can be far-sighted and easily fulfill customer commitments.
The main advantages of the CTI software system:
Before use:
Managing changes in corrugated paper production is laborious because schedules must be recalculated to re-solve raw material issues;
In order to keep up with the changed schedule, the staff must manually handle everything and edit the hard copy files originally stored in the machine;
The Intelligent Schedule Board (ISB) is updated only based on a set of facts, so it is only valid and correct in a short period of time and cannot be updated in real time.
After use:
All changes in corrugated production can occur almost instantaneously and instantaneously without affecting the entire schedule;
The changes in corrugated paper production are becoming less and less obvious, but automatic adjustments are occurring silently, and operators are not even aware of the changes that have occurred;
The ISB can accurately display past, present and future production status on each machine.
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