These are the questions Compass asks for this practice, and the levels it scores you against.
Knowing the true available capacity of each work centre — net of planned downtime, changeovers, and realistic efficiency — so schedules are achievable.
How accurately does your schedule reflect actual available capacity?
Level 1 → 5World class at level 4
- Schedules are set by feel — we regularly miss because capacity was overestimated
- We use a rough percentage of nameplate capacity but changeovers and downtime are not modelled
- We have a basic capacity model per work centre but it is updated infrequently
- A current capacity model accounts for shift pattern, planned downtime, changeover time, and OEE — and is reviewed monthlyWorld class
- Capacity model is updated weekly from actual OEE data; constraints are identified dynamically and the schedule adjusts automatically
Translating customer orders and forecasts into a production demand signal that drives the schedule.
How reliable is your demand input to the production schedule?
Level 1 → 5World class at level 4
- We schedule based on whatever orders arrived — no forward visibility
- We have a rough monthly forecast from sales but it is rarely accurate enough to use for weekly scheduling
- We use a rolling 4-week forecast and adjust daily as orders firm up
- A tiered demand signal (firm orders / soft forecast / rough plan) drives a locked daily, firm weekly, and planned monthly scheduleWorld class
- Demand signal integrates EDI customer releases; statistical forecasting smooths lumpy orders; exceptions are flagged automatically
Ensuring materials and components will be available when needed — so a firm schedule does not break on a material shortage.
How well does your schedule account for material availability?
Level 1 → 5World class at level 4
- We find out about shortages when the line stops
- We check stock levels before releasing a week's schedule but do not forward-plan
- A material requirements review happens weekly; known shortages are flagged before the schedule is locked
- MRP or equivalent generates material requirements from the schedule; at-risk items are visible 2–4 weeks out with supplier lead times factored inWorld class
- Material risk is flagged automatically; alternative sourcing or schedule substitution rules are pre-defined; the planner acts on exceptions only
Measuring how closely the plant executes against plan and maintaining a structured process for re-planning when things change.
How do you track and respond to schedule deviations?
Level 1 → 5World class at level 4
- We do not measure schedule adherence — we just ship what we can
- We know when we miss a customer delivery but do not track intra-day or intra-week deviation
- Schedule attainment % is tracked daily; significant misses trigger an informal re-plan
- Schedule attainment is reviewed at a daily tier-1 meeting; disruptions trigger same-day re-planning with a structured impact assessmentWorld class
- Automated attainment tracking feeds a visual performance board; re-planning rules are pre-defined by disruption type so decisions are made in minutes
