Dank je. Goed om te horen dat je de uitleg en video kunt waarderen. Mocht je trouwens vragen of suggesties hebben voor volgende video's, schroom niet om een verzoekje achter te laten 😉

For the planning department, I suggest using 2 systems in 1: put planned losses into the schedule and account for unplanned losses in the effectiveness percentage your planners use. They plan blocks of time for the big predictable things - keep doing that. The 'total time' for planning is everything that's left after those planned blocks are taken out. Usually this still includes within-run material changes, breakdowns, speed losses, etc. To calculate it, you basically take the effective time and add all unplanned losses on top of it. Or you can do it the other way around and take all time losses that your planners put into the schedule off 24/7 (planners will always account for closing on the weekends, but don't always explicitly put it in the schedule - add those too, of course) and use that for total time. Your goal here is to give the planners an effective production speed that includes time for all those unplanned events - they should not plan at Name Plate Capacity (or Nominal Speed) and hope for the best, but plan at this realistic effectiveness so that you'll hit the planning and stop stressing operations.