{"product_id":"master-planning-and-scheduling-isbn-9781119809418","title":"Master Planning and Scheduling","description":"\u003cb\u003eDiscover the practical, real-world advantages of the Oliver Wight master planning and scheduling methodology.\u003c\/b\u003e \u003cp\u003eThe newly revised Fourth Edition of \u003ci\u003eMaster Planning and Scheduling: An Essential Guide to Competitive Manufacturing\u003c\/i\u003e delivers a masterful exploration of today's master planning and scheduling techniques, as well as an insightful discussion of the future of the master planning and scheduling processes and profession. \u003c\/p\u003e\u003cp\u003eWritten in the context of an ever-evolving digital environment and augmented with new and critical information required to implement best practices, the book is a guide for practitioners and leaders on the principles of master planning and scheduling and its application in modern and future work environments. \u003c\/p\u003e\u003cp\u003eIn this book, readers will learn: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eInsights regarding top-down, bottom-up, and side-to-side integration of business practices in support of a company's strategic direction and tactical deployment\u003c\/li\u003e \u003cli\u003eThe critical link between time-phased integrated business planning, master planning, master scheduling, capacity planning, and material planning\u003c\/li\u003e \u003cli\u003e\"How-to\" details and examples to support master planning and scheduling  implementation and enhancements within the company's demand and supply organizations\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eMaster Planning and Scheduling\u003c\/i\u003e is an indispensable guide for supply chain professionals, planners and schedulers in all functional domains of a business. It also belongs on the bookshelves of any executive or manager who seeks to improve their understanding of best practice planning and scheduling processes and how those processes enable a business to outperform the competition through alignment, integration and synchronization across all functions in an organization. \u003c\/p\u003e\u003cp\u003e Acknowledgments xxiii\u003c\/p\u003e \u003cp\u003eForeword xxix\u003c\/p\u003e \u003cp\u003eIntroduction xxxi\u003c\/p\u003e \u003cp\u003eInitial Thoughts xxxix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Chaos in Manufacturing 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProblems in Manufacturing 2\u003c\/p\u003e \u003cp\u003eAnd the Solutions 7\u003c\/p\u003e \u003cp\u003eGetting Out of the Overloaded Master Plan and\/or Master Schedule 16\u003c\/p\u003e \u003cp\u003eRescheduling the Overloaded Master Plan and\/or Master Schedule 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Why Master Planning and Scheduling 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Four Cornerstones of a Manufacturing Business 25\u003c\/p\u003e \u003cp\u003eBetween Strategy and Execution 27\u003c\/p\u003e \u003cp\u003eWhat Is a Master Plan versus a Master Schedule? 31\u003c\/p\u003e \u003cp\u003eMaximizing, Minimizing, and Optimizing 32\u003c\/p\u003e \u003cp\u003eObjectives of Master Planning and Scheduling (If You Don’t Know Where You’re Going, Any Road Will Get You There) 33\u003c\/p\u003e \u003cp\u003eChallenges for the Master Planner and Master Scheduler 35\u003c\/p\u003e \u003cp\u003ePrinciples of Master Planning and Scheduling 37\u003c\/p\u003e \u003cp\u003eMPS, MRPII, ERP, SCM, and ITP 39\u003c\/p\u003e \u003cp\u003eFinding the Diamond in the Rough—Why It’s Important 58\u003c\/p\u003e \u003cp\u003eThe Four Cornerstones of Manufacturing Revisited 67\u003c\/p\u003e \u003cp\u003eFour Levels of Planning (Sometimes Use Only Three) 68\u003c\/p\u003e \u003cp\u003eWhy Master Planning and Scheduling Is a Must in Business Excellence 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Mechanics of Master Planning and Scheduling 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Importance of Master Planning and Scheduling 79\u003c\/p\u003e \u003cp\u003eThe Master Planning and Scheduling Matrices 80\u003c\/p\u003e \u003cp\u003eMaster Scheduling in Action 87\u003c\/p\u003e \u003cp\u003eWhy and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling 92\u003c\/p\u003e \u003cp\u003eThe What, Why, and How of Safety Stock 99\u003c\/p\u003e \u003cp\u003eAdditional Material Planning Techniques 103\u003c\/p\u003e \u003cp\u003eMaintaining Demand\/Supply Balance Inside the Planning Time Fence 107\u003c\/p\u003e \u003cp\u003eMaster Plan and Schedule Design Criteria 113\u003c\/p\u003e \u003cp\u003eSo, What’s Next? 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Managing the Supply Chain with Master Planning and Scheduling 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Master Planner’s and Master Scheduler’s Job 119\u003c\/p\u003e \u003cp\u003eException-Driven Action Messages 125\u003c\/p\u003e \u003cp\u003eSix (Sometimes Seven) Key Questions to Answer 129\u003c\/p\u003e \u003cp\u003eAnswering the Six (or Seven) Questions 133\u003c\/p\u003e \u003cp\u003eTime Zones as Aids to Decision Making 134\u003c\/p\u003e \u003cp\u003ePlanning Within Master Planning and Scheduling Policy 138\u003c\/p\u003e \u003cp\u003eNo Past Dues 141\u003c\/p\u003e \u003cp\u003eManaging with Planning Time Fences 142\u003c\/p\u003e \u003cp\u003eLoad-Leveling in Manufacturing 147\u003c\/p\u003e \u003cp\u003eLean Manufacturing and Continuous Improvement 150\u003c\/p\u003e \u003cp\u003eMixed-Model Scheduling 151\u003c\/p\u003e \u003cp\u003ePlanned Plant Shutdowns 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Using the MPS Output for Make-to-Stock Products 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Master Schedule Screens 160\u003c\/p\u003e \u003cp\u003eWorking Make-to-Stock Master Scheduled Items 168\u003c\/p\u003e \u003cp\u003eTime Phasing the Bills-of-Material 170\u003c\/p\u003e \u003cp\u003eUnderstanding Exception-Driven Action Messages 172\u003c\/p\u003e \u003cp\u003eBridging Data and Judgment 180\u003c\/p\u003e \u003cp\u003eThe Seven Key Questions Revisited 184\u003c\/p\u003e \u003cp\u003eScheduling in a World of Many Schedules 185\u003c\/p\u003e \u003cp\u003eFrom Master Planning and Scheduling to Time-Phased Material Requirements Planning 194\u003c\/p\u003e \u003cp\u003eFrom Master Planning to Master Scheduling (It’s Called Master Planning and Scheduling) 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Where and What to Master Plan and Master Schedule 203\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManufacturing Strategies Defined 204\u003c\/p\u003e \u003cp\u003eChoosing the Right Manufacturing Strategy 206\u003c\/p\u003e \u003cp\u003eMaster Planning, Master Scheduling, and Product Structures 210\u003c\/p\u003e \u003cp\u003eMultilevel Master Planning and Scheduling 213\u003c\/p\u003e \u003cp\u003eEnsuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated 216\u003c\/p\u003e \u003cp\u003eMaster Scheduling Capacities, Activities, and Events 224\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Scheduling in a Flow Environment 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDifferent Manufacturing Environments 228\u003c\/p\u003e \u003cp\u003eSimilarities Between Intermittent and Flow Environments 232\u003c\/p\u003e \u003cp\u003eProduct Definition 236\u003c\/p\u003e \u003cp\u003eThe Planning Process 239\u003c\/p\u003e \u003cp\u003eProcess Company Using Rough Cut Capacity Planning: An Extended Example 244\u003c\/p\u003e \u003cp\u003eCatalysts and Recovered Material 250\u003c\/p\u003e \u003cp\u003eProduction Line Scheduling 251\u003c\/p\u003e \u003cp\u003ePlanning Multiplant Workloads 252\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Planning Bills 255\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Overly Complex Bill-of-Material 257\u003c\/p\u003e \u003cp\u003eAnatomy of a Planning Bill 266\u003c\/p\u003e \u003cp\u003eCreating Demand at the Master Planning and Scheduling Level 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Two-Level MPS Coupled with Other Advanced Techniques 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Backlog Curve 277\u003c\/p\u003e \u003cp\u003eIdentifying Demand 281\u003c\/p\u003e \u003cp\u003eCreating the Master Plan and\/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy 288\u003c\/p\u003e \u003cp\u003eOption Overplanning 292\u003c\/p\u003e \u003cp\u003eCalculating Projected Available Balance for Pseudo Items 294\u003c\/p\u003e \u003cp\u003eCalculating Available-to-Promise 295\u003c\/p\u003e \u003cp\u003eUsing Available-to-Promise to Commit Customer Orders 297\u003c\/p\u003e \u003cp\u003eChanges in Projected Available Balance 303\u003c\/p\u003e \u003cp\u003eOption Overplanning for Products in the Make-to-Stock Environment 305\u003c\/p\u003e \u003cp\u003eMaster Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison 309\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Using MPS Output for Make-to-Order Products 313\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Planning Bills to Simplify Option Scheduling 315\u003c\/p\u003e \u003cp\u003eThe Scheduling Process 317\u003c\/p\u003e \u003cp\u003eMaster Scheduling Common Components 321\u003c\/p\u003e \u003cp\u003eAnalyzing the Detail Data 325\u003c\/p\u003e \u003cp\u003eBalancing the Sold-Out Zone for Common Components 326\u003c\/p\u003e \u003cp\u003eHandling Abnormal Demand 328\u003c\/p\u003e \u003cp\u003eAction Messages 330\u003c\/p\u003e \u003cp\u003eWorking the Pseudo Options 330\u003c\/p\u003e \u003cp\u003eMaster Scheduling Purchased Items in the Planning Bill 341\u003c\/p\u003e \u003cp\u003eLinking the Master Plan to the Master Schedule to the Material Plan 346\u003c\/p\u003e \u003cp\u003eManufacturing Strategies—Products in the Make-to-Order Environment 350\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Master Planning and Scheduling in Custom-Product Environments 355\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Unique Challenges of the DTO and ETO Environments 356\u003c\/p\u003e \u003cp\u003eThe Case of New Product Introduction 358\u003c\/p\u003e \u003cp\u003eMaster Planning and Scheduling—Activities and Events 363\u003c\/p\u003e \u003cp\u003ePrices and Promises to Keep 367\u003c\/p\u003e \u003cp\u003eWhat Can Go Wrong 368\u003c\/p\u003e \u003cp\u003eIntegrating Design and Operation Activities 370\u003c\/p\u003e \u003cp\u003ePlan Down, Replan Up 373\u003c\/p\u003e \u003cp\u003eMake-to-Contract Environments 381\u003c\/p\u003e \u003cp\u003eThe Need for Standards—A Long Time Ago 382\u003c\/p\u003e \u003cp\u003eWhen Supply Can’t Satisfy Demand 386\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Finishing or Final Assembly Scheduling 389\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManufacturing Strategy Tied to Finishing\/Final Assembly Schedules 389\u003c\/p\u003e \u003cp\u003eManufacturing Strategy Approaches 391\u003c\/p\u003e \u003cp\u003eTraditional Means of Communicating the Master Plan and\/or Master Schedule 395\u003c\/p\u003e \u003cp\u003eThe Role of People and Computers in Finishing and Final Assembly Scheduling—Past, Present, and Future 397\u003c\/p\u003e \u003cp\u003eThe Kanban System 399\u003c\/p\u003e \u003cp\u003eTying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling) 403\u003c\/p\u003e \u003cp\u003eFinal Assembly or Process Routings 406\u003c\/p\u003e \u003cp\u003eConfiguring and Building to a Customer Order 408\u003c\/p\u003e \u003cp\u003eFinishing or Final Assembly Combined Materials and Operations List 411\u003c\/p\u003e \u003cp\u003eChoosing the Most Effective Approach 413\u003c\/p\u003e \u003cp\u003eMaster Plans versus Master Schedules versus Finishing Schedules 414\u003c\/p\u003e \u003cp\u003eMaster Scheduling Logistics (Sharing In\/Out Information) 415\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Data Integrity Requirements to Support Master Planning and Scheduling 417\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Data Integrity and Why Is It Important? 418\u003c\/p\u003e \u003cp\u003eGaining Control and Integration Points 422\u003c\/p\u003e \u003cp\u003eThe Four Pillars of Data Integrity 425\u003c\/p\u003e \u003cp\u003eApplying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling 438\u003c\/p\u003e \u003cp\u003eSummary 452\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Integrated Business Planning 455\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntegrated Business Planning Process Elements in Brief 457\u003c\/p\u003e \u003cp\u003eWorkable, Adjustable Plans 466\u003c\/p\u003e \u003cp\u003eMaster Supply Planning 468\u003c\/p\u003e \u003cp\u003eIntegrated Business Planning and the Master Supply Schedule 470\u003c\/p\u003e \u003cp\u003eSynchronizing and Assessing Demand and Supply 481\u003c\/p\u003e \u003cp\u003eMeasuring Accuracy and Performance 487\u003c\/p\u003e \u003cp\u003eThe Evolution of Integrated Business Planning 495\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Resource Requirements Planning and Rough Cut Capacity Planning 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnow Before You Go 500\u003c\/p\u003e \u003cp\u003eRough Cut Revealed 502\u003c\/p\u003e \u003cp\u003eThe Rough Cut Process 502\u003c\/p\u003e \u003cp\u003eCreating the Resource Profile 505\u003c\/p\u003e \u003cp\u003eFinalizing the Resource Profile 512\u003c\/p\u003e \u003cp\u003eCapacity Inputs 514\u003c\/p\u003e \u003cp\u003eOverloading Demonstrated and\/or Planned Capacity 520\u003c\/p\u003e \u003cp\u003eRough Cut Capacity Planning at the Master Planning and Master Scheduling Levels 522\u003c\/p\u003e \u003cp\u003eResource Requirements and Rough Cut Capacity Planning Graphs 529\u003c\/p\u003e \u003cp\u003eUsing and Working the Rough Cut Capacity Plan 533\u003c\/p\u003e \u003cp\u003eSimulations—Rough Cut Capacity Planning 538\u003c\/p\u003e \u003cp\u003eScreen and Report Formats 540\u003c\/p\u003e \u003cp\u003eRough Cut Capacity Planning at a Process Company (Industry Example) 543\u003c\/p\u003e \u003cp\u003eThe Benefits and Limitations of Rough Cut Capacity Planning 551\u003c\/p\u003e \u003cp\u003eImplementing the Rough Cut Capacity Planning Process 554\u003c\/p\u003e \u003cp\u003eClosing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning 555\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Supply Management and Aggregate Master Planning 559\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSupply Management and Master Planning in Action 565\u003c\/p\u003e \u003cp\u003eThe Impact of New Product in Supply Management and Master Planning 567\u003c\/p\u003e \u003cp\u003eInventory Projection and Planning 572\u003c\/p\u003e \u003cp\u003eWill the Plan Work? 575\u003c\/p\u003e \u003cp\u003eProduct-Driven, Disaggregated Inventory Planning 577\u003c\/p\u003e \u003cp\u003eProduct-Driven, Aggregated Backlog Planning 579\u003c\/p\u003e \u003cp\u003eProduct-Driven, Disaggregated Backlog Planning 585\u003c\/p\u003e \u003cp\u003eProduction-Driven Environments 589\u003c\/p\u003e \u003cp\u003eReviewing and Approving the Aggregate Supply Plan 591\u003c\/p\u003e \u003cp\u003eInterplant Product Integration 592\u003c\/p\u003e \u003cp\u003eKey Performance Metrics—Calculations, Colors, Standards 597\u003c\/p\u003e \u003cp\u003eShould Companies Have Supply Managers and\/or Master Planners? 598\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Demand Management and Aggregate Master Planning 603\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Demand Management? 603\u003c\/p\u003e \u003cp\u003eThe Impact of New Product in Demand Management 608\u003c\/p\u003e \u003cp\u003eMaster Launch Plan and Pipeline Funnel Examples for New Products 609\u003c\/p\u003e \u003cp\u003eProblems with the Demand Forecast 614\u003c\/p\u003e \u003cp\u003eThe Impact of Demand Bias on Supply Chain Management 615\u003c\/p\u003e \u003cp\u003eCoping with Forecast Inaccuracies 617\u003c\/p\u003e \u003cp\u003eReviewing and Approving the Aggregate Demand Plan 619\u003c\/p\u003e \u003cp\u003eIt’s About Quantities 621\u003c\/p\u003e \u003cp\u003eIt’s About Time 623\u003c\/p\u003e \u003cp\u003eDemand and Forecast Adjustment 631\u003c\/p\u003e \u003cp\u003eCustomer Order Processing with Process Flow Diagram Example 637\u003c\/p\u003e \u003cp\u003ePossible Problems Caused by Abnormal Demand 640\u003c\/p\u003e \u003cp\u003eCustomer Linking 642\u003c\/p\u003e \u003cp\u003eGetting Sales Pipeline Control 645\u003c\/p\u003e \u003cp\u003eDistribution Resource\/Requirements Planning 646\u003c\/p\u003e \u003cp\u003eAvailable-to-Promise 655\u003c\/p\u003e \u003cp\u003eATP with Two Demand Streams 659\u003c\/p\u003e \u003cp\u003eShould Companies Have Demand Managers? 663\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 The Proven Path to a Successful MPS Implementation (Phase 1) 669\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom the Original Implementation Plan to the Current Proven Path 669\u003c\/p\u003e \u003cp\u003eThe Proven Path to Successful Operational Excellence 671\u003c\/p\u003e \u003cp\u003eThe Decision Point 673\u003c\/p\u003e \u003cp\u003eGoing on the Air 675\u003c\/p\u003e \u003cp\u003eThe Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment 676\u003c\/p\u003e \u003cp\u003eThe Journey to Excellence—Today and Tomorrow 679\u003c\/p\u003e \u003cp\u003eOliver Wight’s Class A Integrated Planning and Control Milestone 681\u003c\/p\u003e \u003cp\u003eThe Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation 683\u003c\/p\u003e \u003cp\u003ePhase 1: Lead Phase (Understanding and Committing) 685\u003c\/p\u003e \u003cp\u003eCompany Vision of Operations (A Modified Client Example) 687\u003c\/p\u003e \u003cp\u003eCase for Change (A Modified Excerpt from a Client Example) 696\u003c\/p\u003e \u003cp\u003eSegue to . . . 702\u003c\/p\u003e \u003cp\u003eThe Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure 702\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 The Proven Path to a Successful MPS Implementation (Phase 2) 705\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMethodology for Implementing Change Revisited 705\u003c\/p\u003e \u003cp\u003ePhase 2: Transform Phase (Process Designing and Structuring) 707\u003c\/p\u003e \u003cp\u003ePolicy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined 731\u003c\/p\u003e \u003cp\u003eSegue to . . . 741\u003c\/p\u003e \u003cp\u003eThe Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures 741\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 The Proven Path to a Successful MPS Implementation (Phase 3) 743\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMethodology for Implementing Change Revisited—Again! 743\u003c\/p\u003e \u003cp\u003ePhase 3: Own Phase (Launching and Measuring) 745\u003c\/p\u003e \u003cp\u003eDeterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology 762\u003c\/p\u003e \u003cp\u003eThe Master Planner’s and Master Scheduler’s List of Responsibilities 764\u003c\/p\u003e \u003cp\u003ePutting It All Together to Ensure Success—Guaranteed 768\u003c\/p\u003e \u003cp\u003eAn Aggressive Master Plan and Schedule for the MPS Implementation 771\u003c\/p\u003e \u003cp\u003eThe Variables of a Master Planning and Scheduling Implementation 774\u003c\/p\u003e \u003cp\u003eEpilogue\u003c\/p\u003e \u003cp\u003eOrder from Chaos 779\u003c\/p\u003e \u003cp\u003eFinal Thoughts – People and Process and Profession 783\u003c\/p\u003e \u003cp\u003eAppendix A Master Planning and Scheduling Process and Performance Standards 809\u003c\/p\u003e \u003cp\u003eAppendix B Master Planning and Scheduling Improvement Initiative Task Listing 817\u003c\/p\u003e \u003cp\u003eAppendix C Master Planning and Scheduling Policy, Procedure, and Flow Diagram 827\u003c\/p\u003e \u003cp\u003eAppendix D Master Planning and Scheduling 831\u003c\/p\u003e \u003cp\u003eAppendix E Supply Chain Management Overall Process Flow Diagram (An Example) 843\u003c\/p\u003e \u003cp\u003eAppendix F Master Planning and Scheduling Process Flow Diagram Examples 845\u003c\/p\u003e \u003cp\u003eAppendix G Master Planning and Scheduling RACI Examples 851\u003c\/p\u003e \u003cp\u003eAppendix H Master Planning and Scheduling Spinoff Task Team Charter 855\u003c\/p\u003e \u003cp\u003eAppendix I Master Planning and Scheduling Oliver Wight International Offerings Founders’ and Co-Authors’ Biographies 859\u003c\/p\u003e \u003cp\u003eGlossary 865\u003c\/p\u003e \u003cp\u003eIndex 895\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cb\u003eJOHN F. PROUD\u003c\/b\u003e is a business advisor with Oliver Wight. Throughout his career, Mr. Proud has enjoyed collaborating with several large companies, from Lockheed Martin and Boeing to Weyerhaeuser and Starbucks. He has educated and consulted throughout the USA as well  as around the free world. Numerous companies under his leadership and coaching have implemented supply chain management including master planning and scheduling best practice principles for more than 50 years. Mr. Proud was a recipient of Who’s Who Albert Nelson Marquis Lifetime Achievement Award in 2021 and will be listed in Who’s Who in America in 2022.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eERIC DEUTSCH\u003c\/b\u003e is a business advisor with Oliver Wight, working with companies to  implement and improve their integrated business planning processes. He has an academic background and career experience in the biotech industry and, since starting his consulting practice, has worked across many industries to coach and advise clients through  transformational change. In addition to advising clients, he is a member of the Oliver Wight Board of Directors, and teaches the Oliver Wight Master Planning and Scheduling Course offered publicly several times per year.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003eMotivating Principles for Success (MPS)\u003cbr\u003e A Dozen Tips to Practice During a Class A Journey\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eA Passion for the Company, Customers’ and Suppliers’ Success\u003cbr\u003e Respect for Leadership and Management as well as the Individual\u003cbr\u003e Commitment to Teamwork and the Team and Company’s Success\u003cbr\u003e Trust Amongst All Members of Our Company’s Teams\u003cbr\u003e Team Members Continue to Earn the Right to Being a Team Player\u003cbr\u003e Team Members Care for Each Other and Cover Each Other’s Back \u003cbr\u003e Open and Honest Communication Within the Entire Organization\u003cbr\u003e Enthusiasm for the Company and Team Missions\u003cbr\u003e Everyone Does What They Say They Are Going to Do\u003cbr\u003e There is No Fear of Failure, Only Opportunity for Success\u003cbr\u003e Class A in Everything the Team and Individual Members Do\u003cbr\u003e Commitment to Results Doesn’t End Until Team Vision Is Realized\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989579940069,"sku":"NP9781119809418","price":150.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119809418.jpg?v=1761784678","url":"https:\/\/k12savings.com\/es\/products\/master-planning-and-scheduling-isbn-9781119809418","provider":"K12savings","version":"1.0","type":"link"}