1. Anil Kumar

2.  Four General Tips
 Seven Steps of Successful Scheduling

3.  1. Get EVERYONE to love the project.
◦ What if I don’t love it?
 If you don’t love it, pretend to. We become what we pretend to
be.
◦ What if my other team members don’t love it?
 Help them find a way. “How can I bring you in?”
◦ What if my client doesn’t love it?
 Big problem. Find out what they really want – see if you can do
that instead!

4.  2. One-on-one meetings eliminate potential
problems.
◦ People don’t always speak the truth in public.
◦ Producers should do these regularly, formally or
informally.
◦ Faculty should do these at least every two weeks.

5.  3. Keep in Constant Communication
◦ Be in the same room
◦ Everyone should know where everyone is and will be,
and how to reach them
◦ Do some social things. Don’t like your teammates?
Pretend to.
◦ Do internal demos to each other at least once a week!

6.  4. Producers: Carry the Water.
◦ Make sure everyone has what they need all the time,
whatever that may be.
◦ Be the Den Mother.
◦ Learn the joy of servitude.

7.  1. Define the problem.
◦ That is, “What is the goal of this project?”

8.  2. Pick a solution.
◦ Preferably, as simple as possible!
◦ Once you pick it – make a detailed plan for how it will
happen. A plan is a real thing.
◦ Don’t get too attached to your solution.

9.  3. Manage risks.
◦ First: Identify Risks.
◦ Second: Decide how you will mitigate them.
◦ Third: Periodically review your risk list and mitigation
strategies.
◦ You might notice that mitigating risks often requires
multiple early prototypes (or, iterations)
◦ The Spiral Model is a great way to manage risks!

11.  4. Do a detailed task breakdown.
◦ Put tasks in categories, and label how long they will take,
who will do them, when they need to be done, and how
important they are.
◦ How much detail? Remember, the more days there are
in the estimate for one task, the less certain you are
about how long it will really take.
◦ EVERY task should be on the list.

12.  5. If you are in the red, get out.
◦ You can beg for more time.
◦ You can change the solution (Begging may be
necessary).
◦ You can cut lower priority tasks.
◦ You can add people to the project – with extreme
caution!
◦ The important thing: Get out sooner, not later!

13.  6. Update the task list weekly.
◦ Each week, everyone should answer two questions:
What did you do this week, what will you do next week?
◦ Feedback on predictions is how you get better at
predicting!
◦ Stay out of the red!

14.  7. When the project is over, do a post-mortem.
◦ How else will you know how to do better next time?

15.  General Tips  Successful Scheduling
◦ 1. Get EVERYONE to ◦ 1. Define the problem.
love the project
◦ 2. Pick a solution.
◦ 2. One-on-one meetings
◦ 3. Manage risks.
eliminate potential
problems. ◦ 4. Do a detailed task
breakdown
◦ 3. Keep in Constant
Communication ◦ 5. If you are in the red,
get out.
◦ 4. Producers: Carry the
Water ◦ 6. Update the task list
weekly.
◦ 7. Do a post-mortem at
the end of the project.

16.  Dinosaurs Alive!
 The Virgin Island
 Tabletopia
 The Aqua Lounge
 That ill-fated animation project from 2001?
 AugCog
 Hazmat
 Others…?

17.  Reasons I sometimes don’t do all of these things:
◦ Lack of time (a bad excuse, but there it is)
◦ Some projects are so exploratory that scheduling them is
not really useful
◦ Sometimes, things are just going so well, all the formality
doesn’t seem necessary

18.  What is Supply chain?
 Objective of a supply chain
 Supply Chain Management
 Bull Whip effect
 Drivers of Supply chain performance
 Inventory policies
 Types of Distribution networks

19. Supplier Manufacturer Distributor Retailer Customer
 Consists of all parties involved,
directly or indirectly, in fulfilling a
customer request

20. Supplier Manufacturer Distributor Retailer Customer
Supplier Manufacturer Distributor Retailer Customer
Supplier Manufacturer Distributor Retailer Customer
Upstream Downstream

21. Customer
Customer Order
Cycle Pull
Retailer
Replenishment
Cycle
Distributor
Manufacturing
Cycle
Manufacturer Push
Procurement
Cycle
Supplier

22.  Maximise overall profit
 Profit
◦ Revenue generated from customer - costs incurred along
the entire chain
(e.g. manufacturing / storing / distributing the product)
 When is Supply chain effective?
◦ Manage Product, Information and Fund flow

23. Buy Back
Manufacturer Manufacturer
No risk Cost = Rs. 1 Cost = Rs. 1
Buy Back
Profit Rs. 4000 Sharing Profit Rs. 5520 at Rs. 3
Retailer Retailer
Cost = Rs. 5
of Cost = Rs. 5
Bears All Q = 1000 Q = 1200
risk risks
Profit Rs. 4000 Profit Rs. 5160
Customer Customer
Cost = Rs. 10 Cost = Rs. 10
Demand = 900 Demand = 1080

24.  Objective is to be able to have the right products
in the right quantities (at the right place) at the
right moment at minimal cost.

25.  Each organisation seek to solve the problem
from its own perspective
◦ Small changes in consumer demand result in large
variations in orders placed upstream
 Dramatic order size variation
 Amplification of order size variation as one
moves up the supply chain
Delay 2 weeks Delay 2 weeks Delay 2 weeks
Supplier Manufacturer Distributor Retailer Customer
Orders 40 Orders 25 Orders 15 Buys 10

26.  Little or no communication between supply chain
partners.
 Delay times between order processing, demand,
and receipt of products.
 Over reacting to the backlog orders.
 Inaccurate demand forecasts.
 http://www.supplychainonline.com/previews/SCM101/3

27.  Facilities
◦ Production/Storage Sites
 Responsiveness Vs Efficiency

28.  Inventory
◦ Raw materials
◦ WIP
◦ Finished Goods
◦ Responsiveness Vs Efficiency
 Sourcing
◦ Outsourcing
 Transportation

29. Total
costs
Cost
Transport
costs
Inventory
costs
Rail Air

30.  Where do we hold inventory?
◦ Suppliers and manufacturers
◦ warehouses and distribution centers
◦ retailers
 Types of Inventory
◦ raw materials
◦ WIP
◦ finished goods
 Why do we hold inventory?
◦ Uncertainty in supply and demand
◦ Lead Time
◦ Avoid stock outs (customer goodwill)

31.  Inventory lot size
 Replenishment Lead time
 Stock out
 Reorder Point
 Safety stock

32.  Procurement costs
◦ Ordering cost (appx. administrative, inspection,
transportation etc.)
 Holding costs
◦ Maintenance and Handling
◦ Taxes
◦ Obsolescence
 Stock-outs costs
◦ Lost sales (Customer goodwill)
◦ Backorders

33. Profile of Inventory Level Over Time
Q Demand
rate Constant
Demand
Quantity
on hand
Reorder
point
Time
Receive Place Receive Place Receive
order order order order order
Lead time

34.  When to order
 How much to order
 Types of System
◦ Continuous Review
◦ Periodic Review

35. Note:
• No Stockouts
• Order when no inventory
• Order Size determines policy
Inventory
Order
Size
Time

36. The Total-Cost Curve is U-Shaped
Annual Cost
Holding Costs
Ordering Costs
Order Quantity (Q)
QO (optimal order quantity)
or EOQ

37.  Tradeoff between set-up costs and holding
costs when determining order quantity.
 Total Cost is not particularly sensitive to the
optimal order quantity
Order Quantity 50% 80% 90% 100% 110% 120% 150% 200%
Cost Increase 125% 103% 101% 100% 101% 102% 108% 125%

38.  Continuously monitored
◦ R – Reorder point, L – Lead time
◦ Q – Order quantity
 Time b/w orders vary but Q is fixed

39.  Monitored at periodic intervals of length “r”
 Quantity set as the amount consumed during this
interval
 Time b/w orders fixed

40.  Steps taken to move and store a product from
supplier to customer
 Design Options
◦ Manufacturer storage with direct shipping
◦ Manufacturer storage with direct shipping and in-transit
merge
◦ Distributor storage with package carrier delivery

41. Manufacturer
Retailer
Customers
 Drop Shipping

42. Manufacturer
Retailer In-transit Merge by carriers
Customers

43. Manufacturer
Warehouse Storage by
Distributor/Retailer
Customers

44.  Components of supply chain (SC)
 Objective of SC is to max. profit
 Bull whip effect
 Facilities decisions
 Inventory policies
 Distribution networks