Original Date: 08/26/1996
Revision Date: 01/18/2007
Information : Operations Planning
Weirton Steel Corporation (WSC) has initiated a major effort in automating its Operations Planning process. This effort consisted of five-major, IBM-based, software components which have been internally developed since 1986. The individual components are being expanded and integrated to provide a totally integrated logistics and management information system for serving the company well into the future.
The first module, developed in 1984 through 1986, was the Order Entry system. Next came the Hot Mill Scheduling system in 1987, the Integrated Management Information System (IMIS) in 1991, and the Caster Scheduling system in 1993. The latest system, Logistics and Integrated Scheduling, began development in 1993 and will complete the integration of the major planning functions. The Order Entry system provides all order information in a relational database that can be queried throughout the day to provide a view of all production orders. The Hot Mill Scheduling system supports the Hot Strip Mill’s automated computer process controller and schedules all slab areas. This produces better, more productive schedules and reduces slab handling requirements. The Caster Scheduling system builds a weekly plan that includes a detailed 32-hour schedule, and a reconciliation system which links scheduling and production.
The IMIS system was completed at a cost of approximately $18 million. The system delivers real-time, production recording around the clock, and integrates order entry information, operating unit information, and plant floor production into a real-time, corporate order status. The Logistics and Integrated Scheduling system has been in development since 1993. This system incorporates a scheduling engine for integrated scheduling and will allow the overall flow of materials to be improved throughout the entire plant operation, leading to enhanced throughput.
All 40 operating units within the plant are now scheduled from a centralized planning organization. This has led to a reduction in planning personnel of two salaried positions and 107 salary non-exempt employees. This reduction amounts to a $5.4 million annual savings. The company has also been ranked first in a survey conducted by Jacobson & Associates for on-time delivery of customer products.
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