Mecar benefits from an important Mechanical Workshop where they produce all mechanical sub-components of the ammunition. Mecar therefore has a high number of machines and workstations that are not configured in lines, but instead, are distributed across the whole surface of the mechanical workshop.
At Mecar, the number of different routings is high as each ammunition can present individual particularities. The presence of this mechanical workshop means that Mecar also has to deal with a number of different skills, important machine setup times, transfer times and, of course, the execution of the routings which represents a much bigger complexity in the planning and scheduling process of tasks.
Before PlanningForce, the planning was done in MS Project. Each production order was considered a project due to the complexities explained. These projects were created by SAP thanks to a specific export module. However, these projects encountered the following weaknesses: one file per project, only end-to-start links; no notion of resource role and the lack of notion of capacity usage. The central planner was completely overwhelmed by the workload and the difficulty to have a clear consolidated view of the overall plan. Top management was therefore frustrated not to be able to make reliable simulations, and the users were frustrated because of the numerous priority changes that caused extra work and penalized productivity.