@seedtactics/insight-client 16.7.2 → 16.8.1

package/docs/client-station-monitor.md

@@ -2,148 +2,138 @@
 title: FMS Station Monitor
 nav: FMS Insight Client > Stations
 description: >-
-  The FMS Insight station monitor pages are used on the factory floor by the operators;
-  these pages assist with loading/unloading, washing, and inspecting material in the
-  FMS.
+  The FMS Insight station monitor pages are used on the factory floor by the operators; these pages
+  assist with loading/unloading, washing, and inspecting material in the FMS.
 ---
 
 # FMS Insight Station Monitor Pages
 
-The station monitor pages are intended to be used on the shop floor by the operators;
-these pages display the [virtual whiteboard of material
-sticky notes](material-tracking). Each in-process piece of material is
-represented by a virtual sticky note. On the sticky note, FMS Insight
-displays the part name, serial, assigned workorder, and any signaled
-inspections. The sticky note can be clicked or tapped to open a dialog with
-more details about the material including the log of events. The dialog also
-allows the operator to notify Insight of changes in the material, such as
-completing wash or assigning a workorder. Finally, the sticky note contains
-an identicon based on the part name and the final number/letter of the
-serial.
-
-We suggest that computers or mounted tablets be placed next to various stations
-in the factory, perhaps with an attached barcode scanner.
-The computer or mounted tablet can then be configured to open the specific screen
-for the station by either bookmarking the page or just setting the specific page
-as the homepage for the browser.
+The station monitor pages are intended to be used on the shop floor by the operators; these pages
+display the [virtual whiteboard of material sticky notes](material-tracking). Each in-process piece
+of material is represented by a virtual sticky note. On the sticky note, FMS Insight displays the
+part name, serial, assigned workorder, and any signaled inspections. The sticky note can be clicked
+or tapped to open a dialog with more details about the material including the log of events. The
+dialog also allows the operator to notify Insight of changes in the material, such as completing
+wash or assigning a workorder. Finally, the sticky note contains an identicon based on the part name
+and the final number/letter of the serial.
+
+We suggest that computers or mounted tablets be placed next to various stations in the factory,
+perhaps with an attached barcode scanner. The computer or mounted tablet can then be configured to
+open the specific screen for the station by either bookmarking the page or just setting the specific
+page as the homepage for the browser.
 
 ## System Overview
 
 ![Screenshot of System Overview access button](screenshots/insight-station-system-overview-buttons.png)
 
-In the top bar of every station screen, there is a collection of squares and triangles.
-This provides a quick overview of the current state of the system. There is one square for each machine and one
-triangle for each load station. The colors within the squares indicate if a pallet is at the inbound, worktable,
-or outbound position of each machine. The color within the triangle indicates if the load station is occupied or not.
-The icons can be clicked to open up a dialog containing more details about the system overview.
+In the top bar of every station screen, there is a collection of squares and triangles. This
+provides a quick overview of the current state of the system. There is one square for each machine
+and one triangle for each load station. The colors within the squares indicate if a pallet is at the
+inbound, worktable, or outbound position of each machine. The color within the triangle indicates if
+the load station is occupied or not. The icons can be clicked to open up a dialog containing more
+details about the system overview.
 
 ![Screenshot of System Overview](screenshots/insight-station-system-overview.png)
 
-The overview shows each machine, load station and pallet in the system and the material currently on the pallets.
-The material can be hovered and clicked to open more details.
+The overview shows each machine, load station and pallet in the system and the material currently on
+the pallets. The material can be hovered and clicked to open more details.
 
 ## Load Station
 
 ![Screenshot of Load Station screen](screenshots/insight-load-station.png)
 
-On the top toolbar, the specific load station number is set. Insight will display
-only regions relevant to this specific load station, including the material region,
-the faces of the pallet currently at the load station, and a region for completed material.
-Optionally, the queues dropdown on the top toolbar can be used to add additional
-whiteboard regions to display in addition to the pallet regions. Typically we suggest that
-in-process queues have their own computer with a dedicated display, but for queues closely
-associated with the load station such as a transfer stand, the virtual whiteboard region for
-the queue can be displayed along with the pallet regions.
+On the top toolbar, the specific load station number is set. Insight will display only regions
+relevant to this specific load station, including the material region, the faces of the pallet
+currently at the load station, and a region for completed material. Optionally, the queues dropdown
+on the top toolbar can be used to add additional whiteboard regions to display in addition to the
+pallet regions. Typically we suggest that in-process queues have their own computer with a dedicated
+display, but for queues closely associated with the load station such as a transfer stand, the
+virtual whiteboard region for the queue can be displayed along with the pallet regions.
 
 ![Screenshot of Load Station Material Dialog](screenshots/insight-load-station-details.png)
 
-When a material sticky note is clicked or tapped, a dialog will open with a
-log of events for the piece of material. The dialog can also be opened by
-[using a scanner](client-scanners) or manually entering a serial via the
-magnifying glass button on the toolbar. In the dialog, a variety of actions
-can be taken for the specific material.
+When a material sticky note is clicked or tapped, a dialog will open with a log of events for the
+piece of material. The dialog can also be opened by [using a scanner](client-scanners) or manually
+entering a serial via the magnifying glass button on the toolbar. In the dialog, a variety of
+actions can be taken for the specific material.
 
 Finally, the lower-right hand corner of the screen contains a brown circular button which when
 clicked will open all load instructions for all material currently being loaded or unloaded.
-Alternatively, in the material dialog, the Instructions button can be clicked to open the instructions
-for only a single piece of material.
+Alternatively, in the material dialog, the Instructions button can be clicked to open the
+instructions for only a single piece of material.
 
 ## Queues
 
 ![Screenshot of Queues Screen](screenshots/insight-queues.png)
 
-The queues screen shows the material currently inside one or more queues. On the top toolbar,
-one or more queues can be selected and the virtual whiteboard regions for the selected queues
-are then displayed. The material in the queue can be re-ordered by clicking and dragging on the
-6-dot icon on the left of each piece of material. Depending on the configuration and
-which specific queue is selected, material can be added to a queue by clicking the plus icon
-in the top-right corner.
+The queues screen shows the material currently inside one or more queues. On the top toolbar, one or
+more queues can be selected and the virtual whiteboard regions for the selected queues are then
+displayed. The material in the queue can be re-ordered by clicking and dragging on the 6-dot icon on
+the left of each piece of material. Depending on the configuration and which specific queue is
+selected, material can be added to a queue by clicking the plus icon in the top-right corner.
 
-On raw material queues, the list of in-process jobs and/or unfilled workorders will be displayed
-in a table. This table can be used by the operators to decide which material to run next.
+On raw material queues, the list of in-process jobs and/or unfilled workorders will be displayed in
+a table. This table can be used by the operators to decide which material to run next.
 
 ![Screenshot of Queue Material Dialog](screenshots/insight-queue-details.png)
 
-By clicking or tapping on a material sticky note, a dialog will open with
-details about the specific piece of material. The dialog will have a variety of
-actions for the specific material. An attached [barcode scanner](client-scanners) can
-also be used to open the material dialog.
+By clicking or tapping on a material sticky note, a dialog will open with details about the specific
+piece of material. The dialog will have a variety of actions for the specific material. An attached
+[barcode scanner](client-scanners) can also be used to open the material dialog.
 
 ## Inspection
 
 ![Screenshot of Inspection Station screen](screenshots/insight-inspection.png)
 
 The inspection screen shows completed material that has been marked for inspection. On the top
-toolbar, a specific inspection type can be selected or all material for inspection can be shown.
-On the left is the virtual whiteboard region for completed but not yet inspected material and on
-the right is material which has completed inspections.
-
-When a material sticky note is clicked or tapped, a dialog will open with a
-log of events for the piece of material. If a specific inspection type is
-selected, there will be buttons to mark a piece of material as either
-successfully inspected or failed. When clicked or tapped, this will record an
-event in the log and move the virtual sticky note from the left to the right.
-The top toolbar on the right allows an operator name to be entered and this
-operator name will be attached to the created inspection completed log entry.
-Finally, the operator can open [inspection instructions](part-instructions).
-
-An attached [barcode scanner](client-scanners) can also be used to open the material
-dialog. This allows viewing details and marking as inspected or uninspected
-any part by scanned serial (even if the part is not on the screen).
+toolbar, a specific inspection type can be selected or all material for inspection can be shown. On
+the left is the virtual whiteboard region for completed but not yet inspected material and on the
+right is material which has completed inspections.
+
+When a material sticky note is clicked or tapped, a dialog will open with a log of events for the
+piece of material. If a specific inspection type is selected, there will be buttons to mark a piece
+of material as either successfully inspected or failed. When clicked or tapped, this will record an
+event in the log and move the virtual sticky note from the left to the right. The top toolbar on the
+right allows an operator name to be entered and this operator name will be attached to the created
+inspection completed log entry. Finally, the operator can open
+[inspection instructions](part-instructions).
+
+An attached [barcode scanner](client-scanners) can also be used to open the material dialog. This
+allows viewing details and marking as inspected or uninspected any part by scanned serial (even if
+the part is not on the screen).
 
 ## Close Out
 
 ![Screenshot of Close Out Screen](screenshots/insight-closeout.png)
 
-The close out screen shows completed material from the last 36 hours. On the left
-is the virtual whiteboard region for completed but not yet closed out material
-and on the right is material which has completed closeout.
-Closeout is optional but intended for any final manual process needed before the
-part can be shipped; typically this includes a final wash or workorder assignment or
-other tasks.
-
-When a material sticky note is clicked or tapped, a dialog will open with a
-log of events for the piece of material. There is a button to mark a piece of
-material as closed out. When clicked or tapped, this will record an
-event in the log and move the virtual sticky note from the left to the right.
-The top toolbar on the right allows an operator name to be entered and this
-operator name will be attached to the created log entry.
-Finally, the operator can open [instructions](part-instructions).
-
-An attached [barcode scanner](client-scanners) can also be used to open the material
-dialog. This allows viewing details and marking as closed out
-any part by scanned serial (even if the part is not on the screen because more than 36 hours has passed).
+The close out screen shows completed material from the last 36 hours. On the left is the virtual
+whiteboard region for completed but not yet closed out material and on the right is material which
+has completed closeout. Closeout is optional but intended for any final manual process needed before
+the part can be shipped; typically this includes a final wash or workorder assignment or other
+tasks.
+
+When a material sticky note is clicked or tapped, a dialog will open with a log of events for the
+piece of material. There is a button to mark a piece of material as closed out. When clicked or
+tapped, this will record an event in the log and move the virtual sticky note from the left to the
+right. The top toolbar on the right allows an operator name to be entered and this operator name
+will be attached to the created log entry. Finally, the operator can open
+[instructions](part-instructions).
+
+An attached [barcode scanner](client-scanners) can also be used to open the material dialog. This
+allows viewing details and marking as closed out any part by scanned serial (even if the part is not
+on the screen because more than 36 hours has passed).
 
 ## System Overview Page
 
 ![Screenshot of System Overview Screen](screenshots/insight-system-overview.png)
 
-All station screens have access to the system overview by clicking the system overview button
-(the colored squares and triangles) located in the top toolbar which opens the system overview in a dialog.
-Alternatively, the system overview can be opened as a dedicated page itself. The intention of FMS Insight
-is that each tablet or computer be dedicated to a specific task or station, and thus you may consider a
-dedicated display for the system overview page. (Note, the system overview is also available to the operations
-manager as part of the [Operations Screens](client-operations).)
+All station screens have access to the system overview by clicking the system overview button (the
+colored squares and triangles) located in the top toolbar which opens the system overview in a
+dialog. Alternatively, the system overview can be opened as a dedicated page itself. The intention
+of FMS Insight is that each tablet or computer be dedicated to a specific task or station, and thus
+you may consider a dedicated display for the system overview page. (Note, the system overview is
+also available to the operations manager as part of the [Operations Screens](client-operations).)
 
-The system overview shows all the machines, load stations, and pallets. It also shows the material on each pallet.
-The material can be clicked to bring up the details for that specific piece of material.
+The system overview shows all the machines, load stations, and pallets. It also shows the material
+on each pallet. The material can be clicked to bring up the details for that specific piece of
+material.

package/docs/client-tools-programs.md

@@ -2,73 +2,76 @@
 title: FMS Quality Daily Monitoring
 nav: FMS Insight Client > Tools & Programs
 description: >-
-  The FMS Insight tools pages are used by tool room and factory floor supervisors.
-  These pages display information about the current tools in the machines, the tool
-  usage of each program, and an estimate of the upcoming usage for the scheduled parts.
+  The FMS Insight tools pages are used by tool room and factory floor supervisors. These pages
+  display information about the current tools in the machines, the tool usage of each program, and
+  an estimate of the upcoming usage for the scheduled parts.
 ---
 
 # FMS Insight Tools & Programs Page
 
-The tools and programs report are accessible from two different places; first, the reports are available
-on the [Operations Management Page](client-operations) so that the floor supervisor can view information
-about the tools and programs along with the other metrics and data for day-to-day management. Second,
-just the tools and programs reports tables are available on a dedicated page accessible from the
-initial [launch page](client-launch). This page is intended for display in the tool-room or elsewhere
-on the shop floor where tools are managed. We suggest that this page is bookmarked and directly opened.
+The tools and programs report are accessible from two different places; first, the reports are
+available on the [Operations Management Page](client-operations) so that the floor supervisor can
+view information about the tools and programs along with the other metrics and data for day-to-day
+management. Second, just the tools and programs reports tables are available on a dedicated page
+accessible from the initial [launch page](client-launch). This page is intended for display in the
+tool-room or elsewhere on the shop floor where tools are managed. We suggest that this page is
+bookmarked and directly opened.
 
 ## Tool Report
 
 ![Screenshot of tool report](screenshots/insight-tool-report.png)
 
-The current tool use and life from each machine is loaded by clicking the "Load Tools" button. The data
-can be refreshed by clicking the circular icon in the top bar.
+The current tool use and life from each machine is loaded by clicking the "Load Tools" button. The
+data can be refreshed by clicking the circular icon in the top bar.
 
-The main table shows a summary of all tools across all machines. For each tool, the table shows columns
-for:
+The main table shows a summary of all tools across all machines. For each tool, the table shows
+columns for:
 
-- _Scheduled Use_: This column sums over all not-yet-machined currently scheduled parts, using the estimated
-  tool use that is calculated for each program. (The calculated tool-use per program can be seen on the program
-  report.) Note that if a program is currently-executing, we don't know where in the program it is so
-  the _Scheduled Use_ column contains the entire calculated tool-use for the program.
+- _Scheduled Use_: This column sums over all not-yet-machined currently scheduled parts, using the
+  estimated tool use that is calculated for each program. (The calculated tool-use per program can
+  be seen on the program report.) Note that if a program is currently-executing, we don't know where
+  in the program it is so the _Scheduled Use_ column contains the entire calculated tool-use for the
+  program.
 
 - _Total Remaining Life_: This sums the remaining life of the tool over all machines.
 
-- _Smallest Remaining Life_: These two columns show the machine and amount with the smallest remaining life.
+- _Smallest Remaining Life_: These two columns show the machine and amount with the smallest
+  remaining life.
 
-A scheduled part might be routed to several machines so we don't know ahead of time which tool will be used.
-Instead, you should compare the scheduled use with the total life and the smallest remaining life to get a
-sense of if additional tools will be needed soon.
+A scheduled part might be routed to several machines so we don't know ahead of time which tool will
+be used. Instead, you should compare the scheduled use with the total life and the smallest
+remaining life to get a sense of if additional tools will be needed soon.
 
-For each tool, details about the individual pockets and scheduled parts are available by clicking the
-arrow at the beginning of the row. The parts table shows all scheduled parts, the program, the remaining quantity
-to run, and the estimated use per program. The machines table shows the pocket number or numbers containing the
-tool and the current use and remaining life.
+For each tool, details about the individual pockets and scheduled parts are available by clicking
+the arrow at the beginning of the row. The parts table shows all scheduled parts, the program, the
+remaining quantity to run, and the estimated use per program. The machines table shows the pocket
+number or numbers containing the tool and the current use and remaining life.
 
 ## Program Report
 
 ![Screenshot of program report](screenshots/insight-program-report.png)
 
-The current programs in the cell controller are loaded by clicking the "Load Programs" button. The data
-can be refreshed by clicking the circular icon in the top bar.
+The current programs in the cell controller are loaded by clicking the "Load Programs" button. The
+data can be refreshed by clicking the circular icon in the top bar.
 
 The main table shows the following columns:
 
 - _Program Name_
-- _Cell Controller Program Name_: this column will only appear if the cell controller uses a name or number
-  different from the program name.
+- _Cell Controller Program Name_: this column will only appear if the cell controller uses a name or
+  number different from the program name.
 - _Part_: the part and process number that uses this program.
-- _Revision_: this shows the program revision, but will only appear if program revisions are used as part of
-  a downloaded job. If revisions are not used, this column will not appear.
-- _Median Time and Deviation_: For the [flexibility analysis](client-efficiency), FMS Insight
-  uses the data from the last 30 days to calculate a statistical median and deviation running time for each
-  program. Because times above the median (likely due to program interruptions) is a different probability
-  distribution to times below the median (likely due to normal Gaussian noise), we calculate deviations
-  of the two separately.
-
-In addition, the buttons on the end of the row allow viewing the program content. If revisions are used, the
-history of old revisions of the program can also be seen.
-
-The arrow at the beginning of the row shows the calculated tool data for this program. We take the last 5
-executions of the program which are within the standard deviation of the median, and from those 5 executions,
-calculate the average (mean) tool use. If a tool is changed during one of these cycles, we can't calculate the actual usage
-so that cycle is not included in the average.
+- _Revision_: this shows the program revision, but will only appear if program revisions are used as
+  part of a downloaded job. If revisions are not used, this column will not appear.
+- _Median Time and Deviation_: For the [flexibility analysis](client-efficiency), FMS Insight uses
+  the data from the last 30 days to calculate a statistical median and deviation running time for
+  each program. Because times above the median (likely due to program interruptions) is a different
+  probability distribution to times below the median (likely due to normal Gaussian noise), we
+  calculate deviations of the two separately.
+
+In addition, the buttons on the end of the row allow viewing the program content. If revisions are
+used, the history of old revisions of the program can also be seen.
+
+The arrow at the beginning of the row shows the calculated tool data for this program. We take the
+last 5 executions of the program which are within the standard deviation of the median, and from
+those 5 executions, calculate the average (mean) tool use. If a tool is changed during one of these
+cycles, we can't calculate the actual usage so that cycle is not included in the average.

package/docs/improve-fms.md

@@ -2,50 +2,48 @@
 title: Use analytics to improve a FMS
 nav: Procedures > Monthly Review
 description: >-
-  Implement continuous improvement of a flexible machining system by reviewing
-  targeted metrics which expose cell efficiency and cost per piece.
+  Implement continuous improvement of a flexible machining system by reviewing targeted metrics
+  which expose cell efficiency and cost per piece.
 ---
 
 # Use analytics to improve a FMS
 
-The performance of an automated flexible machining system (FMS) depends on
-the interaction between scheduling, part programming, operations, engineering
-design, quality control, tooling, purchasing, and more. This encourages a
-holistic view of the entire system instead of focusing on each component
-(such as part programming) in isolation. Recent advances in big data
-technology make it easier than ever to understand the entire manufacturing
-process, investigate trade-offs, and calculate metrics on monthly
-cost-per-piece, resource utilization, and system bottlenecks. Data analytics
-leads to understanding the entire system as a whole and actionable insights
-for improvements and future investments in automation and process
-improvement.
+The performance of an automated flexible machining system (FMS) depends on the interaction between
+scheduling, part programming, operations, engineering design, quality control, tooling, purchasing,
+and more. This encourages a holistic view of the entire system instead of focusing on each component
+(such as part programming) in isolation. Recent advances in big data technology make it easier than
+ever to understand the entire manufacturing process, investigate trade-offs, and calculate metrics
+on monthly cost-per-piece, resource utilization, and system bottlenecks. Data analytics leads to
+understanding the entire system as a whole and actionable insights for improvements and future
+investments in automation and process improvement.
 
 ## Actionable Insights
 
-Data collection and analytics focuses on presenting [actionable
-insights](https://www.forbes.com/sites/brentdykes/2016/04/26/actionable-insights-the-missing-link-between-data-and-business-value/).
+Data collection and analytics focuses on presenting
+[actionable insights](https://www.forbes.com/sites/brentdykes/2016/04/26/actionable-insights-the-missing-link-between-data-and-business-value/).
 Raw data collection and information visualization can generate many metrics and insights into a
 system, but the challenge is to produce clear, relevant, specific insights. For a FMS, in our
-experience there are two metrics which lead to actionable insights: cost-per-piece and resource utilization.
+experience there are two metrics which lead to actionable insights: cost-per-piece and resource
+utilization.
 
 Cost-per-piece is a great actionable insight because it is easy to understand, specific to the
 ultimate purpose of the FMS, highly relevant to the business, and can be clearly presented to all
-stakeholders. For ordering, an accurate analysis of cost-per-piece allows easy quoting of work.
-For accounting, cost-per-piece allows justifications for future capital investments in new machines
-or new automation. For operational management, cost-per-piece helps understand the impact of a
-process change. That is, management can see if a process change has improved cost-per-piece and
-therefore if the process change should be kept or adjusted. The entire business benefits from
-visible and accurate cost-per-piece metrics, because various departments and employees can see that
-even if a change requires them to perform extra work, it improves the overall business value of the
-system. The only data required from daily operations is the monthly quantity of parts produced,
-and it is implemented on the [flexibility analysis page](client-efficiency).
+stakeholders. For ordering, an accurate analysis of cost-per-piece allows easy quoting of work. For
+accounting, cost-per-piece allows justifications for future capital investments in new machines or
+new automation. For operational management, cost-per-piece helps understand the impact of a process
+change. That is, management can see if a process change has improved cost-per-piece and therefore if
+the process change should be kept or adjusted. The entire business benefits from visible and
+accurate cost-per-piece metrics, because various departments and employees can see that even if a
+change requires them to perform extra work, it improves the overall business value of the system.
+The only data required from daily operations is the monthly quantity of parts produced, and it is
+implemented on the [flexibility analysis page](client-efficiency).
 
 While it is the ultimate goal, overall cost-per-piece is not a useful metric to improve the system.
-Sure, a cost-per-piece breakdown will show the costs of labor, machining, and tooling but how do
-you turn that into a plan to change something? Also, focusing on improving cost-per-piece directly
-risks optimizing cost by sacrificing quality. Instead, the best metric for continuous improvement
-is the bottlenecks and utilization of system resources, since the goal is to produce more stuff with
-the same machines and quality.
+Sure, a cost-per-piece breakdown will show the costs of labor, machining, and tooling but how do you
+turn that into a plan to change something? Also, focusing on improving cost-per-piece directly risks
+optimizing cost by sacrificing quality. Instead, the best metric for continuous improvement is the
+bottlenecks and utilization of system resources, since the goal is to produce more stuff with the
+same machines and quality.
 
 Utilization and bottleneck metrics are more difficult to turn into actionable insights. Many
 companies generate OEE (operational equipment effectiveness) data or collect machine utilization and
@@ -57,42 +55,42 @@ into actions.
 
 To turn the system utilization and performance metrics into actionable insights, we suggest the
 creation of a tactics council. The tactics council is made up of a representative from each
-department and component of the system, and the council's job is to decide on the overall tactics for system
-operation. By combining representatives from all areas of the system, the tactics council can
-produce actions (changes in how the system operates) based on the information and metrics on OEE and
-system performance. Helpful efficiency metrics and graphs are displayed in the
+department and component of the system, and the council's job is to decide on the overall tactics
+for system operation. By combining representatives from all areas of the system, the tactics council
+can produce actions (changes in how the system operates) based on the information and metrics on OEE
+and system performance. Helpful efficiency metrics and graphs are displayed in the
 [flexibility analysis page](client-efficiency).
 
 ## Tactics Council
 
 How can we produce actions from the various insights and information on OEE, machine utilization,
 labor use, and system performance? Because improving a FMS requires coordination between various
-stakeholders across several departments, a great management technique is a tactics council made up of a representative from
-part programming, operations, scheduling, tooling, quality control, accounting, and anyone else
-involved in the system. The council is the primary recipient of the system performance
-metrics, meets once every 6 weeks or once every two months, reviews the data,
+stakeholders across several departments, a great management technique is a tactics council made up
+of a representative from part programming, operations, scheduling, tooling, quality control,
+accounting, and anyone else involved in the system. The council is the primary recipient of the
+system performance metrics, meets once every 6 weeks or once every two months, reviews the data,
 brainstorms improvements, and has final authority on the overall tactics for how the FMS operates.
 
 Plan. Do. Check. Adjust. The [PDCA technique](https://en.wikipedia.org/wiki/PDCA) is an effective
-strategy to improve the performance of an existing FMS and is ideal for the tactics council.
-During the tactics council meeting, the council will perform the plan and
-adjust phases of PDCA and in the 6-weeks to two months between meetings, individual departments will
-perform the do and check phases of PDCA. The tactics council should focus on only a single or at
-most two improvements at once.
-
-For example, say that an improvement idea is to implement [material tracking](material-tracking) by adding a serial and barcode to each part during
-machining and then scanning the barcode at the inspection station, allowing the inspection operator to
-view the pallet, machine, and time for this specific part. The first step is to develop the plan,
-which would include the cost of purchasing a barcode printer, an analysis of the extra time at the
-load station applying the barcode to the part, a target for reducing the percentage of parts that
-require inspection, the cost savings from the reduced inspections, and other facets such as
-training. This plan is presented to the tactics council, the council discusses it, and say the
-tactics council agrees to implement this change. In the 6-weeks to two months between council
-meetings, operations will purchase the barcode printer, start barcoding parts, and start collecting
-data (the do and check steps of PDCA). The inspection stand will start using the barcodes and
-importantly record data on quality improvements. The next tactics council meeting can then review
-the data to understand the impact on overall cost-per-piece and system performance. By reviewing
-these metrics, the council can decide on any adjustments if necessary.
+strategy to improve the performance of an existing FMS and is ideal for the tactics council. During
+the tactics council meeting, the council will perform the plan and adjust phases of PDCA and in the
+6-weeks to two months between meetings, individual departments will perform the do and check phases
+of PDCA. The tactics council should focus on only a single or at most two improvements at once.
+
+For example, say that an improvement idea is to implement [material tracking](material-tracking) by
+adding a serial and barcode to each part during machining and then scanning the barcode at the
+inspection station, allowing the inspection operator to view the pallet, machine, and time for this
+specific part. The first step is to develop the plan, which would include the cost of purchasing a
+barcode printer, an analysis of the extra time at the load station applying the barcode to the part,
+a target for reducing the percentage of parts that require inspection, the cost savings from the
+reduced inspections, and other facets such as training. This plan is presented to the tactics
+council, the council discusses it, and say the tactics council agrees to implement this change. In
+the 6-weeks to two months between council meetings, operations will purchase the barcode printer,
+start barcoding parts, and start collecting data (the do and check steps of PDCA). The inspection
+stand will start using the barcodes and importantly record data on quality improvements. The next
+tactics council meeting can then review the data to understand the impact on overall cost-per-piece
+and system performance. By reviewing these metrics, the council can decide on any adjustments if
+necessary.
 
 The tactics council is an important management technique because it encourages buy-in from everyone
 to improve overall cost-per-piece and system performance instead of focusing on individual isolated
@@ -106,21 +104,18 @@ total system performance, one department refusing to implement a change is great
 
 ## Continuous Improvement
 
-The utilization and bottleneck metrics which lead to actionable insights vary
-by system and part mix. The overall system OEE is easy to calculate by taking
-the total quantity of parts produced in a month, adding up their planned
-time, and dividing by the hours in a month. But the OEE is not an actionable
-insight: is the OEE lowered by a pallet traffic jam, a problem in a
-part-program, tooling capacity limitations, cart contention, load station
-inattention, or something else? This is where the repetitive nature of the
-PDCA technique shines. Every two months, the tactics council meets, reviews
-the available data, and can suggest new metrics based on what was learned
-from the previous reports. For example, perhaps the overview of the system
-identifies that pallet 5 has very irregular and erratic flow times. This
-could be caused by competition between pallets, lack of flexibility, traffic
-jams, a problem in the part-program of a part run on pallet 5, lack of tool
-capacity, or something else. In this case, more detailed data collection can
-focus on pallet 5 to help identify the problem.
+The utilization and bottleneck metrics which lead to actionable insights vary by system and part
+mix. The overall system OEE is easy to calculate by taking the total quantity of parts produced in a
+month, adding up their planned time, and dividing by the hours in a month. But the OEE is not an
+actionable insight: is the OEE lowered by a pallet traffic jam, a problem in a part-program, tooling
+capacity limitations, cart contention, load station inattention, or something else? This is where
+the repetitive nature of the PDCA technique shines. Every two months, the tactics council meets,
+reviews the available data, and can suggest new metrics based on what was learned from the previous
+reports. For example, perhaps the overview of the system identifies that pallet 5 has very irregular
+and erratic flow times. This could be caused by competition between pallets, lack of flexibility,
+traffic jams, a problem in the part-program of a part run on pallet 5, lack of tool capacity, or
+something else. In this case, more detailed data collection can focus on pallet 5 to help identify
+the problem.
 
 ## Cost report
 
@@ -133,9 +128,9 @@ according to weights based on their planned use of system resources. The cost-pe
 exported to the ERP and combined with order data from the ERP to calculate a cost-per-order.
 
 The cost-per-piece is the primary metric and insight produced by the tactics council. It should be
-broadcast to the entire business as an actionable insight for quoting work, future capital investment,
-and general accounting. Cost-per-piece should be produced by the tactics council itself and not
-management because the council is in the best position to decide on cost trade-offs.
-For example, there is a trade-off between quality and inspections and cost, and the council is
-in the best position to decide on the required quality and inspections and then work to reduce costs
-only under these constraints without sacrificing quality.
+broadcast to the entire business as an actionable insight for quoting work, future capital
+investment, and general accounting. Cost-per-piece should be produced by the tactics council itself
+and not management because the council is in the best position to decide on cost trade-offs. For
+example, there is a trade-off between quality and inspections and cost, and the council is in the
+best position to decide on the required quality and inspections and then work to reduce costs only
+under these constraints without sacrificing quality.