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Scheduling Decision Process

It is crucial, but also very challenging, to generate an optimal production schedule that optimizes throughput and minimizes costs. A successful short-term production plan must be flexible enough to rapidly revise that schedule in response to sudden changes.

Order Decision Process

Measurable Benefits

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Overall Equipment Effectiveness (OEE) Improvement

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Reduction in Operational Costs

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Reduction in Backorders

Measurable Benefits

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Net Profit Improvement

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Increase in OTIF performance

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Reduction in Inventory Costs

Gain Visibility

Gain visibility of short- term material, semi-finished and finished goods’ stock projection.

Instantly see the order and forecast shortages and tardiness with respect to production decisions

Improve OTIF Performance
Improve OTIF Performance

Optimize Short-Term Production Plans

Manage short-term production decisions and assess the effect of these decisions on orders and forecasts.

Make the optimized short-term production plan by analyzing your stocks, requirements and orders.

Monitor your production plan on Gantt Chart.

Handle Disruptions

See your capacity unavailabilities and integrate real life disruptions simultaneously into your scheduling decisions.

Manage disruptions with short-term shifts and overtime decisions.

Improve OTIF Performance
Improve OTIF Performance

Increase Revenue

Observe production opportunities to turn into extra sales.

Increase utilization and accept new orders.

Analyze and minimize short-term production costs by optimized plans.

Customer Cases
Customer Cases
Automotive
80% Reduction in Response Time
Automotive

The challenge:

A company in automotive sector was not responsive enough to its’ customers because of its complex production network with different products, many layered BOM structure and a variety of route alternatives.

The outcome:

The company reduced their response time to customers 80% by delivering feasible due dates to new orders and adjusting their order sequence considering their constraints and priority preferences.

FMCG
10% Improvement in Overall Equipment Effectiveness (OEE)
FMCG

The challenge:

A company producing electronic appliances was frequently facing disruptions in their production flow. Because of the disruptions, they often had backorders, resulting in worsened customer experience.

The outcome:

After ICRON CCP, the company improved its overall equipment effectiveness (OEE) 10% by making feasible plans according to the due dates generated by ICRON CCP.

Customer Cases
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