Build To Schedule Guide Book

BTS Guidebook for Effective Measurables
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Name of Document: Guidebook for Effective Measurables - Build to Schedule
Current Effective Date 3/05/99 Current Version Number 2.0
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Version Effective Revision Description Authorized By
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1.0 12/98 Initial Release S. Rezabek
2.0 3/05/99 Revisions done in conjunction with information gathered at the GEM S. Rezabek
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Revision Date: 3/05/99
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Ford Production System
Guide Book to
Effective Measurables
Build to Schedule


BTS Table of Contents
WHY MEASURE BUILD TO SCHEDULE (BTS) ................................................................................................................... 7

WHY MEASURE BTS ? ............................................................................................................................................................... 9
DEFINITIONS, CALCULATIONS AND ROLL-UPS SECTION ........................................................................................ 10
DEFINITIONS......................................................................................................................................................................... 12
What is ‘BTS’? .................................................................................................................................................................... 12
What is a ‘Product’? ........................................................................................................................................................... 12
What is a ‘BTS Evaluation Point’? ..................................................................................................................................... 13
What is a ‘schedule’? .......................................................................................................................................................... 13
BTS FOR SEQUENCED ‘BATCH OF ONE’ (SERIALIZED) SCHEDULES ...................................................................... 14
Setting the scene for our worked example........................................................................................................................... 14
Where to collect data .......................................................................................................................................................... 15
What data to collect ............................................................................................................................................................ 17
Where to obtain data for an End Item Product ................................................................................................................... 18
Where to obtain data for an Internal Product..................................................................................................................... 18
How often to collect data & calculate BTS ......................................................................................................................... 18
The BTS calculation ............................................................................................................................................................ 19
Calculating BTS for products with a sequenced ‘batch of one’ schedule ........................................................................... 20
BTS FOR OTHER (NON-SERIALIZED) SCHEDULES....................................................................................................... 21
Setting the scene for our worked example........................................................................................................................... 21
Where to collect data .......................................................................................................................................................... 22
What data to collect ............................................................................................................................................................ 24
Where to obtain data for an End Item Product ................................................................................................................... 24
Where to obtain data for an Internal Product..................................................................................................................... 25
How often to collect data & calculate BTS ......................................................................................................................... 25
The BTS calculation ............................................................................................................................................................ 26
Calculating BTS for products with a sequenced ‘batch of many’ schedule ........................................................................ 27
Calculating BTS for products with a non-sequenced ‘batch of many’ schedule ................................................................. 30
Calculating BTS for products with only one derivative or model ....................................................................................... 32
Calculating BTS for several products within a single non-sequenced schedule for a plant area ....................................... 34
BTS ROLL-UPS ...................................................................................................................................................................... 35
Roll-ups across time............................................................................................................................................................ 36
Roll-ups across evaluation points along a single product .................................................................................................. 38
Roll-ups across multiple products....................................................................................................................................... 38
BTS IMPROVEMENT PROCESS SECTION ........................................................................................................................ 39
STEP 1: LAUNCH PLANNING AND PREPARATION ....................................................................................................... 42
STEP 2: ESTABLISH BTS BASELINES ............................................................................................................................... 43
STEP 3: CONTINUOUS IMPROVEMENT CYCLE ............................................................................................................. 43
Step 3A: PLAN – Analyze data and develop action plan .................................................................................................... 43
Step 3B: DO – Implement FPS tools and processes............................................................................................................ 45
Step 3C: CHECK – Monitor BTS on a daily basis .............................................................................................................. 45
Step 3D: ADJUST – Make any necessary changes ............................................................................................................. 46
DIVISION SPECIFIC EXAMPLES SECTION ...................................................................................................................... 47


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Why Measure Build to Schedule (BTS)
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Why Measure BTS ?

Build to Schedule (BTS) reveals how well a plant executes plans to build the right number of products, on the
right day, and in the right sequence. In order for a Plant to define the right products to build, the Plant’s
production schedule must reflect the daily demands of its Customers. Measured in this way, BTS will help
Plants monitor and support the FPS Principle of ‘Aligning Capacity with Market Demand’. Build-to-Schedule
measures the percentage of products that are built in the right Volume, the right Mix, and the right Sequence.
VOLUME PERFORMANCE
Volume Performance (i.e. production counts), is the traditional measure that Manufacturing has used to monitor
their performance to schedule. The Ford Production System BTS Measurable includes a measurement of
Volume Performance with some new important aspects:
•= Scheduled Volumes are developed from daily Customer requirements rather than Plant
requirements.
•= Benchmark Schedules used in the calculation of BTS performance are fixed in advance. These
schedules are not adjusted by the Plant on a daily basis.
The ‘weekly’ Benchmark schedule used in the daily calculation of BTS performance may differ from actual
schedules that are issued to the Plant floor.
MIX PERFORMANCE
The Mix component of BTS measures the percentage of product derivatives/models/types that a Plant builds on
the right day. Building products on the scheduled day supports the following FPS processes and initiatives:
•= The Internal Synchronous Flow process for delivering material within a Plant using a “pull
system”.
•= The External Synchronous Flow process for delivering material between supplier and Ford
manufacturing facilities.
•= The Elimination of Wastes due to Over-Production, excessive movement of material, and too much
inventory.
SEQUENCE PERFORMANCE
The Sequence component of BTS measures the percentage of those products built on the right day (i.e. built to
Mix) that were also built in the right sequence. Building products in the scheduled sequence is important for the
following reasons.
•= Manufacturing facilities, which supply products in sequence to assembly plants (e.g. instrument
panels and seats) should strive to build to sequence in a batch-of-one mode in order to avoid large
finished goods inventories and wasted movement of material.
•= Assembly Plants must build product in sequence in order to realize the potential material handling
and reduced inventory efficiencies gained when material is supplied to the assembly process in
sequence.
•= Plants that build products in batches should strive to maintain their scheduled batch sequence in
order to reduce WASTES due to:
= unscheduled and inefficient changeover processes,
= time waiting for changeover personnel and tooling,
= over-production, and
= excessive movement of process tooling and product.
Of the three BTS components, building to Sequence is the most difficult to achieve. Improved Built-to-
Sequence performance requires highly capable processes with high stable OEE and FTT Measurables.

SECTION
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•= Definitions, Calculations and
Roll-Ups Section


DEFINITIONS
WHAT IS ‘BTS’?
“Build to Schedule (BTS) is the percentage of products scheduled for a

given day that are produced on that day, in the correct sequence. BTS
reflects the plant's ability to produce what it's customers want, when it's
customers want it, and in the order the customers use the product.”
BTS % = VOLUME % X MIX % X SEQUENCE %
WHAT IS A ‘PRODUCT’?
End Item Products
Products, or units, that are shipped out of the plant. Plants may group a number of derivatives or models of a
Product together to form a single End-Item Product provided that the derivatives flow through the same
manufacturing process and use the same control part. For example:
•= all models of a vehicle should be combined into one End-Item Product of an Assembly Plant,
•= all models and calibrations of an Engine can be combined into one End-Item Product of an Engine
Plant, and
•= all models of wheel rims from a single wheel manufacturing process can be combined into one
manufacturing plant End-Item Product.
Internal Products
Parts, or units, that are transferred internally within the plant. Similar to End-Item Products, individual Internal
Products can include a number of derivatives or models.
BTS MUST BE CALCULATED FOR
∗= ALL END ITEM PRODUCTS

∗= SELECTED INTERNAL PRODUCTS FOR WHICH IT MAKES BUSINESS SENSE

WHAT IS A ‘BTS EVALUATION POINT’?

A BTS Evaluation Point is the Plant floor location at which actual production counts (volumes) and actual
production sequences are obtained. The BTS Evaluation Points for end-item or internal products must be
located immediately after the last operation in the process used to manufacture or assemble the product.
Example BTS Evaluation Points are given below.
•= The BTS Evaluation Point for a vehicle (End-Item product) in an assembly plant is located at the
end of the Final Line. The BTS Evaluation Point for a painted body (Internal Product) is at Paint
spill-out.
•= The BTS Evaluation Point for an assembled engine (End-Item product) is located at the end of the
engine assembly line after engine hot test. The BTS Evaluation Point for pistons (Internal Product)
is after the last operation in the piston machining/assembly line.
WHAT IS A ‘SCHEDULE’?
BTS Schedules for Plant End-Item products should have the following characteristics:
•= defines the daily volume and sequence, if applicable, requirements
•= specifies, when applicable, the batch sequence of products or the serial sequence of individual units
•= is developed from, and reflects, daily Customer requirements
•= is fixed over a reasonable period of time (i.e. if any changes are made to the schedule by the
customer within 5 days of production, then these changes are not made to the ‘benchmark’ schedule
used in the BTS calculation)
BTS Schedules for internal products should be derived from the End Item schedules. Note that, when SMART
systems are in place for internal products, it is not seen as necessary to calculate BTS figures.

BTS FOR SEQUENCED ‘BATCH OF ONE’ (SERIALIZED)

SCHEDULES
SETTING THE SCENE FOR OUR WORKED EXAMPLE
A sequenced ‘batch of one’ schedule is where each unit is allocated a unique identifier (e.g. the VIN or Rotation
Number within Vehicle Assembly plants), and each unit is scheduled to be produced in a predetermined
sequence. To illustrate the method that should be used to generate a BTS figure for a product with this type of
schedule we will use examples from a hypothetical vehicle assembly plant.
The purpose of this exercise is to show:

•= where to collect data
•= what data to collect
•= where and when to obtain the data
•= how often to collect data
•= how to calculate BTS
Our example plant produces both Fiesta and Puma vehicles through a single assembly process, and the Focus
through another. To provide examples of the calculation of BTS for both end-item and internal products, we
have shown the Focus ‘engine dress’ line. This assembly plant feeder line prepares engines (an Internal
Product) before they are decked into the vehicle (an End-Item Product) on the main vehicle assembly line.
Figure 1
Start of Engine Dress

Fiesta/Puma Line
Process End of
Fiesta/Puma
Process
Product Flow
Body Paint Trim Final
Start of
Focus
Process End of
Focus Process
Product Flow

WHERE TO COLLECT DATA

Data used to calculate BTS should be obtained at designated BTS Evaluation Points (BTS EPs) along the
manufacturing process of a product. BTS Evaluation Points should be established at the last operation of any
process where the BTS could be impacted (i.e. where there is a chance to influence the number of OK units
produced, when they are produced, or the sequence in which they are produced). BTS EPs will likely be shared
by several work groups and supporting areas involved in the production of the product covered by the
Evaluation Point.
For an End Item Product

A BTS Evaluation Point should be established at the last operation of every End Item product within the plant.
In our example plant, this means that we need:

•= 1 BTS Evaluation Point at the end of the Fiesta/Puma process (see point ‘A’ in Figure 2).
•= 1 BTS Evaluation Point at the end of the Focus process (see point ‘B’ in Figure 2)
For an Internal Product

BTS Evaluation Points should be established for internal products when it makes business sense to do so.
Typically these points are located where production counts are taken, or at the end of a sub-process within the
plant. These are important in order to pinpoint exactly where there are opportunities to eliminate waste
throughout the production-cycle of the product.
In our example plant, we will choose 2 BTS Evaluation Points for internal products:
•= 1 BTS Evaluation Point at the end of ‘Engine Dress’, just prior to the engine being matched to the
vehicle, within the Fiesta/Puma process (see point ‘C’ in Figure 2)
•= 1 BTS Evaluation Point at ‘Paint Spill-Out’, just after the vehicle has been painted, within the Focus
process (see point ‘D’ in Figure 2)
Caution: Establishing BTS Evaluation Points for Internal Products will require a SCHEDULE for the
segment of the manufacturing/assembly process covered by the BTS EP. For example, a Paint Department
sequenced ‘batch of one’ BTS requires a sequenced schedule of daily Paint department units. Creating new
plant floor schedules for Internal Products is NOT RECOMMENDED if the work groups using the proposed
BTS measurable have little opportunity to influence the volume, mix, or sequence performance of the Internal
Product, or if a SMART Call or SMART Card process is in place to schedule production.

Figure 2
Start of Engine Dress

Fiesta/Puma Line
Process End of
C A Fiesta/Puma
Process
Product Flow
Start of
Focus
Process End of
D B Focus Process
Product Flow
Table 1 shows the products for which we will obtain a BTS at each of the Evaluation Points set up in our example:
Table 1
Evaluation Product that we will Product
Point obtain a BTS for Type
A Fiesta/Puma End Item Product
B Focus End Item Product
C ‘Dressed’ Fiesta/Puma Engine Internal Product
D Painted Focus Body Internal Product

WHAT DATA TO COLLECT

To calculate BTS, both scheduled build data and actual build data are required. Only units that are considered
‘shippable’ to the customer of the BTS Evaluation Point should be included within the actual build data. Please
note that it is very important to also capture comments regarding any build problems or reasons for
overbuilding.
For products with Sequenced ‘batch of one’ schedules the required data equates to:
•= A breakdown by unit sequence number of each unit scheduled for that day,
•= A breakdown by unit sequence number of each unit actually produced on that day, and
•= Comments on build problems and overbuild reasons.
For our example, let’s imagine that the schedule for the Fiesta/Puma process on Tuesday was 10 units, sequence
numbered from 8 to 17. On Monday, the plant experienced downtime on a key welding machine, and Monday’s
production saw an under-build of 2 units. In order to make this up, on Tuesday the line worked 1 hour of
overtime, and built 12 units, a 2 unit overbuild.
The data captured at BTS Evaluation Point ‘A’ on Tuesday was as follows:
The order in which the SCHEDULED ACTUAL The order in which the
vehicles should have Fiesta/Puma Fiesta/Puma vehicles were actually
been built Unit Sequence Unit Sequence built
8 6
9 7
10 8
11 9
12 13
13 12
14 10
15 11
16 14
17 15
17
18
Build comments for Tuesday
•= 2 units built from Monday's schedule due to OP35 breakdown.

•= 1 unit overbuilt
•= Sequence issues caused by delayed seat delivery to OP360

WHERE TO OBTAIN DATA FOR AN END ITEM PRODUCT

Scheduled Build Data:
For all plants, the appropriate schedule is the daily schedule that is ‘locked in’ the prior week, stating the
sequence of units which should be completed and ready to pass to the customer (in US VO plants this is known
as the ‘blend sheet’). Scheduled build data should be obtained from the MP&L department within the plant.
Actual Build Data:

Actual build data should be obtained:
•= manually from the MP&L department within the plant
•= automatically from tracking systems such as AVS, PVS, TRS or In Line Vehicle Sequencing (ILVS) in
an Assembly Plant.
For many plants, ILVS provides no mix calculation, and also takes data at “entry trim”. These issues
are currently being addressed, and all plants should continue to use the figures this system provides.
Comments
A process should be in place to capture all comments regarding any problems or deviations from the schedule.
WHERE TO OBTAIN DATA FOR AN INTERNAL PRODUCT

Scheduled Build Data
The schedule for an internal product should be obtained from the scheduling activity within the plant. These
schedules are determined from the schedule for the Plant’s End Item product(s). This might take into
consideration different shift patterns, lead-time between the process and end of the plant, and other plant
constraints. It is important that wherever possible any waste that is built into the internal product schedule (e.g.
if the schedule is inflated due to known downstream ‘fallout’ of scrap), this is highlighted and addressed at the
earliest possible opportunity.
Actual Build Data

•= manually using tally sheets at the relevant BTS Evaluation Point
•= automatically from tracking systems such as AVS, PVS, TRS or In Line Vehicle Sequencing (ILVS) in
an Assembly Plant.
Comments
A process should be in place to capture all comments regarding any problems or deviations from the schedule.
HOW OFTEN TO COLLECT DATA & CALCULATE BTS

This must be obtained weekly, showing a daily breakdown of build for the following 5 days. It is a FPS
requirement that BTS be calculated daily for all End Item products and chosen Internal Products within the
plant. In addition to daily BTS calculations, it is possible to:
•= breakdown the build schedule, and calculate BTS, by shift. This is NOT RECOMMENDED unless there is
reason to believe that between shift differences are effecting BTS performance.
•= breakdown the build schedule, and calculate BTS, by ‘job’ (stamping plants only)
Actual Build Data

This must be collected daily for End Item products and Internal Products. However it is recommended that
actual build data be collected by shift to allow a more thorough analysis of BTS performance.
Management reporting of BTS performance at the Plant level should be based on daily BTS measurements.

THE BTS CALCULATION

Build to Schedule (BTS) is calculated by multiplying 3 percentages together. These percentages are the results
of 3 separate calculations:
BTS = Volume Performance x Mix Performance x Sequence Performance
•= Volume Performance shows how many of the scheduled number of units were actually produced, as a
percentage.
Actual Number of Units produced

Volume Performance = ------------------------------------------------------ X 100
Scheduled Number of Units
The maximum Volume Performance is 100%.

The penalty for overbuild therefore is that no credit is given.
•= Mix Performance shows how many of the units produced (cannot exceed the number of units scheduled)
were built on the correct day as a percentage of the units built to Volume. For Vehicle Operation (VO)
plants, vehicle identification numbers (VINs) must be built on the scheduled date to be classified as 'built to
mix'.
Actual Number of Units 'Built to Mix'

Mix Performance = ----------------------------------------------------- X 100
Lower of Actual Number of Units Produced
or Number of Units Scheduled
•= Sequence Performance shows how many of the units, which were 'built to mix' were produced in the correct
sequence. This calculation uses the 'Rosser Rule' which states that a unit is in sequence only if it's sequence
number is greater than all sequence numbers which were produced before it.
Actual Number of Units ‘Built to Sequence'

Sequence Performance = ------------------------------------------------------ X 100

CALCULATING BTS FOR PRODUCTS WITH A SEQUENCED ‘BATCH OF

ONE’ SCHEDULE
For Point ‘A’ within our example we get the following:
The sequence of units The units which The units which were built
that were scheduled The sequence of units
were built on on the correct day
to be build that were actually
the correct day AND
on Tuesday built on Tuesday
in the correct sequence
(using the ‘Rosser Rule’)
SCHEDULED BUILD ACTUAL BUILD
Unit Sequence Unit Sequence 'Built to Mix' 'Built to Sequence'
8 6 No (1 day late) Not to Mix
9 7 No (1 day late) Not to Mix
10 8 Yes Yes
11 9 Yes Yes
12 13 Yes Yes
13 12 Yes No
14 10 Yes No
15 11 Yes No
16 14 Yes Yes
17 15 Yes Yes
17 Yes Yes
18 No (1 day early) Not to Mix
10 units 12 units 9 units 6 units
12
Volume Performance = ------------ X 100 = 100 %
10
No credit is given for any overbuild.
Volume Performance cannot exceed 100%,
9
Mix Performance = ------------ X 100 = 90.0 %
10
6
Sequence Performance = ------------ X 100 = 66.6 %
9
Build to Schedule = 100% x 90% x 66.6% = 59.9 %

BTS FOR NON-SERIALIZED PRODUCTS AND

SCHEDULES
SETTING THE SCENE FOR OUR WORKED EXAMPLE

This section covers schedules where each unit is NOT uniquely identified. There are 4 types of these:
•= TYPE I: Sequenced ‘batch of many’ schedules are those where products are produced in batches through
the same manufacturing process, and these batches are given a specific order in which to be produced.
•= TYPE II: Non-sequenced ‘batch of many’ schedules are those where products are produced in batches
through the same manufacturing process but given no specific order in which to be produced.
•= TYPE III: Single derivative schedules are those where only one derivative/model of a product is to be
produced along a continuous flow process.
•= TYPE IV: Several Non-Serialized products that are produced on different production lines within one Area
of a Plant, for example all products produced in the Press Room Area of a Stamping Plant, and a measure of
the BTS performance of the entire area is desired.
Please note that it should be the aim of every plant to migrate from Non-Sequenced ‘batch of many’ to
Sequenced ‘batch of many’ build, with an ultimate goal of Sequenced ‘batch of one’.
Our worked example will use a hypothetical plant to generate BTS’ for the first 3 of the above types. Type IV is
discussed on page 34 of the BTS GEM. The aim of this exercise is to show:
•= where to collect data
•= what to collect
•= how the data should be collected
•= when the data should be collected
•= where the data should come from
•= how to calculate BTS.
Our example plant produces:

•= 3 types of Condensers (‘Focus’, ‘Cougar’, ‘Jaguar’) along one line, which have a Sequenced ‘batch of
many’ schedule.
•= 2 types of Radiators (‘Mondeo’ and ‘Taurus’) along another line, which have a Non-Sequenced ‘batch
of many’ schedule
To provide examples covering End-Item products and Internal products, and to allow us to cover 3 of the 4 types
of Non-serialized BTS, we have included the ‘pipe line’ in our example. This feeder line has a single derivative
schedule, and forms and bends pipes (an Internal Product) before they are assembled to the condensers (an End-
Item Product) on the main line.

Figure 3
Single
Derivative Sequenced
Schedule ‘batch of many’
Schedule
Start of Pipe Line
Condenser Process End of
Condenser
Process
Product Flow
Core Furnace Assembly & Buyoff
Non-Sequenced
‘batch of many’
Start of
Schedule
Radiator Process
End of
Radiator Process
Product Flow
WHERE TO COLLECT DATA

Data used to calculate BTS should be obtained at designated BTS Evaluation Points along the manufacturing
process of a product.
For an End Item Product

A BTS Evaluation Point should be established at the last operation of every End Item product within the plant. It
is important to note that the BTS at any Evaluation point is a reflection of all work groups and supporting areas
involved in the production of the product that it is applicable for, not simply the work group who happen to
‘own’ the Evaluation Point.
In our example plant, this means that we need:

•= 1 BTS Evaluation Point at the end of the Focus/Cougar/Jaguar Condenser process (see point ‘A’ in
Figure 4)
•= 1 BTS Evaluation Point at the end of the Mondeo/Taurus Radiator process (see point ‘B’ in Figure 4)
For an Internal Product

BTS Evaluation Points should be established for internal products when it makes business sense to do so.
Typically these points are found where production counts are taken, or the end of a sub-process within the plant.
These are important in order to pinpoint exactly where there are opportunities to eliminate waste throughout the
production-cycle of the product.
In our example plant, we will show only one of these as an example:

•= 1 BTS Evaluation Point at the end of the ‘pipe line’ (see point ‘C’ in Figure 4)

Figure 4
Single
Derivative Sequenced
Schedule ‘batch of many’
Pipe Line Schedule
Start of
Condenser Process C A End of
Condenser
Process
Product Flow
Non-Sequenced
‘batch of many’
Schedule
Start of
Radiator Process
End of
B Radiator Process
Product Flow
Table 2 shows the products we will obtain a BTS for at each of the Evaluation Points set up in our example:
Table 2
Evaluation Product that we will Product
Point obtain a BTS for Type
A Condenser (Focus/Cougar/Jaguar) End Item Product
B Radiator (Mondeo/Taurus) End Item Product
C Pipe Internal Product
Caution: Establishing BTS Evaluation Points for Internal Products will require a SCHEDULE for the
segment of the manufacturing/assembly process covered by the BTS EP. For example, a Paint Department
sequenced ‘batch of one’ BTS requires a sequenced schedule of daily Paint department units. Creating new
plant floor schedules for Internal Products is NOT RECOMMENDED if the work groups using the proposed
BTS measurable have little opportunity to influence the volume, mix, or sequence performance of the Internal
Product, or if a SMART Call or SMART Card process is in place to schedule production.

WHAT DATA TO COLLECT

To calculate BTS, both scheduled build data and actual build data are required. Only units that are considered
shippable to the customer of the Evaluation Point (i.e. the customer of the plant for End Item products, or the
following operation/area for internal products), should be included within actual build data. Please note however
that it is very important to also capture comments regarding any problems or overbuild encountered.
For sequenced ‘batch of many’ production

•= A breakdown by batch sequence number of the type and quantity of each batch scheduled for that
period.
•= A breakdown by batch sequence number of the type and quantity of each batch produced on that day.
•= Comments regarding problems encountered, or any overbuild which occurred.
For non-sequenced ‘batch of many’ production

•= A breakdown by type and quantity of each batch scheduled for that period.
•= A breakdown by type and quantity of each batch produced on that day.
•= Comments regarding problems encountered and any overbuild which occurred.
For single derivative production

•= The quantity scheduled to be produced on a given day.
•= The quantity actually produced on that day.
•= Comments regarding problems encountered and any overbuild which occurred.
WHERE TO OBTAIN DATA FOR AN END ITEM PRODUCT

Scheduled Build Data:
For all plants, the appropriate schedule is the daily schedule that is ‘locked in’ the prior week, which should be
completed and ready to pass to the customer. Scheduled build data should be obtained:
•= automatically from systems such as CMMS
Actual Build Data:

•= automatically from Plant floor production counters
Comments
A process should be in place to capture all reasons/comments regarding any problems or deviations from the
schedule. Someone should be designated as the consolidator of these.

WHERE TO OBTAIN DATA FOR AN INTERNAL PRODUCT

The schedule for any internal product should be obtained from the scheduling activity within the plant,
determined from the schedule for the end item product(s). This might take into consideration different shift
patterns, lead time between the process and end of the plant, and other plant constraints. It is important that
wherever possible any waste that is built into the Internal product schedule (e.g. if the schedule is inflated due to
known downstream ‘fallout’ of scrap), this is highlighted and addressed at the earliest possible opportunity.
Actual Build Data

•= manually using tally sheets, at the relevant BTS Evaluation Point
•= automatically from Plant floor production counters.
Comments
A process should be in place to capture all reasons/comments regarding any problems or deviations from the
schedule. Someone should be designated as the consolidator of these.
HOW OFTEN TO COLLECT DATA & CALCULATE BTS

This must be obtained weekly, showing a daily breakdown of build for the following 5 days. It is a FPS
requirement that BTS be calculated daily for all End Item products and chosen Internal Products within the
plant. In addition to daily BTS calculations, it is possible to:
•= breakdown the build schedule, and calculate BTS, by shift. This is NOT RECOMMENDED unless there is
reason to believe that between shift differences are effecting BTS performance.
•= breakdown the build schedule, and calculate BTS, by ‘job’ (stamping plants only)
Actual Build Data

This must be collected daily for End Item products and Internal Products. However it is recommended that
actual build data be collected by shift to allow a more thorough analysis of BTS performance.
Management reporting of BTS performance at the Plant level should be based on daily BTS measurements.

THE BTS CALCULATION

Build to Schedule (BTS) is calculated by multiplying 3 percentages together. These percentages are the results
of 3 separate calculations:
BTS = Volume Performance x Mix Performance x Sequence Performance
•= Volume Performance shows how many of the scheduled number of units were actually produced, as a
percentage.
Actual Number of Units Produced

Volume Performance = ------------------------------------------------------ X 100
Scheduled Number of Units
The maximum Volume Performance is 100%.

The penalty for overbuild therefore is that no credit is given.
•= Mix Performance shows how many of the units produced (cannot exceed the number of units scheduled)
were built on the correct day as a percentage of the units built to Volume.

Mix Performance = ----------------------------------------------------- X 100
Lower of Actual Number of Units Produced
or Number of Units Scheduled
•= Sequence Performance shows how many of the batches, which were 'built to mix' were produced in the
correct sequence. This calculation uses the 'Rosser Rule' which states that a batch is in sequence only if it's
sequence number is greater than all sequence numbers which were produced before it.
Actual Number of Batches 'Built to Sequence'

Sequence Performance = ------------------------------------------------------ X 100
Actual Number of Batches 'Built to Mix'

TYPE I: CALCULATING BTS FOR PRODUCTS PRODUCED BY A

PROCESS WITH A SEQUENCED ‘BATCH OF MANY’ SCHEDULE
For our example plant (shown in Figure 4), let’s imagine that on Tuesday the scheduled number of Condensers
for the Focus/Cougar/Jaguar line was 810, with only Focus and Cougar Condensers required. The following list
explains the events throughout the day:
•= During the first batch 10 Cougar Condensers were scrapped at final buy-off, after the changeover had
been completed, causing an under-build within that batch.
•= No SMART card or call process is in place on this line, and unfortunately one of the key Focus parts ran
out during the second batch, causing an under-build of 60 Cougar Condensers from that batch.
•= Due to the fact that there were only Jaguar parts available, the line decided to changeover and start
producing them, even though these had not been scheduled. The line’s next scheduled run of Jaguar
condensers is not until Thursday. Not only will this increase Dock to Dock for Wednesday, but this will
also give them a poor BTS on Thursday as they will have to under-build on Thursday to provide the
correct number of parts to the customer.
•= Later on, the necessary parts became available and the line was changed over to produce Focus
Condensers and then finally Cougar Condensers.
•= Due to the problems encountered earlier in the day the correct number of Cougar Condensers could not
be made within the scheduled time.
Table 3 shows the data captured for BTS Evaluation Point ‘A’ for Tuesday:
Table 3
FOCUS/COUGAR/JAGUAR CONDENSER
TUESDAY
Batch Type Quantity Batch Type Quantity

Sequence Sequence
1 Cougar 200 1 Cougar 190
2 Focus 100 2 Focus 40
3 Cougar 200 N/A Jaguar 60
4 Focus 150 4 Focus 300
5 Cougar 160 3 Cougar 100
810 690
The order in which The order in which
the batches should the batches were
have been built actually built

The numbers for the Volume Performance calculation are easily drawn from Table 3:
•= The scheduled number of units was 810
•= The actual number of units produced was 690
In order to determine the numbers for the Mix Performance calculation we need:
•= The lower of actual number of units produced or number of units scheduled. The answer here is 690
•= The number of units ‘Built to Mix’. Here we need to understand the volume scheduled and volume actually
built, of each type of condenser. This is achieved by simply adding up the relevant cells from Table 3. Table
4 shows that only 290 of the 560 Cougar condensers were built on the correct day, all 250 Focus condensers
were built on the correct day, and 0 Jaguar condensers were built on the correct day (notice that no credit is
given here for overbuilt units). The number of condensers ‘built to mix’ on Tuesday was 540.
Table 4
Condenser Type Scheduled Units Actual Units Built Units ‘Built to Mix’
Cougar 560 290 290
Focus 250 340 250
Jaguar 0 60 0
810 690 540
In order to determine the numbers for the Sequence Performance calculation we need:
•= The actual number of batches ‘Built to Mix’. Table 5 shows that this is 4.
•= The actual number of batches ‘Built to Sequence’. To find this we need to apply the ‘Rosser Rule’ to the
actual sequence in which batches were produced. Table 5 shows this to be 3.
Table 5
Scheduled Actual Batches Batches
Batch Sequence Batch Sequence ‘built to mix’ ‘built to sequence’
1 1 Yes Yes
2 2 Yes Yes
3 N/A No N/A
4 4 Yes Yes
5 3 Yes No
4 batches 3 Batches

Now we have all the elements we need, we can calculate BTS for Evaluation Point ‘A’ in our example plant.
Thus we are calculating a BTS for the Condenser End Item Product.
690
Volume Performance = ------------ X 100 = 85.2 %
810
540
690
3
Sequence Performance = ------------ X 100 = 75.0 %
4
Build to Schedule = 85.2% x 78.3% x 75.0% = 50%

TYPE II: CALCULATING BTS FOR PRODUCTS PRODUCED BY A

PROCESS WITH A NON-SEQUENCED ‘BATCH OF MANY’ SCHEDULE
For our example plant (shown in Figure 4), BTS Evaluation Point ‘B’ applies to the Radiator product, which has
a non-sequenced ‘batch of many’ schedule. Let’s imagine that on Tuesday the scheduled number of Radiators
were 720, consisting of 220 Mondeo and 500 Taurus derivatives. However, there was a shortage of Mondeo
parts and the plant decided to changeover early and produce an excess of Taurus Radiators.
Table 6 shows the data collected for Evaluation Point ‘B’ on Tuesday.
Table 6
MONDEO/TAURUS RADIATOR
TUESDAY
Type Quantity Type Quantity

Mondeo 220 Mondeo 50
Taurus 500 Taurus 720
720 770
The numbers for the Volume Performance calculation are easily drawn from 6:
•= The number of units ‘Built to Mix’. Here we need to understand the volume scheduled and volume actually
built, of each type of radiator. This is achieved by simply adding up the relevant cells from Table 6. Table 7
shows that only 50 of the 220 scheduled Mondeo radiators were built on the correct day, and all 500 of the
scheduled Taurus radiators were built on the correct (notice that no credit is given here for overbuilt units).
The number of radiators ‘built to mix’ on Tuesday was 550.
Table 7
Radiator Type Scheduled Units Actual Units Built Units ‘Built to Mix’
Mondeo 220 50 50
Taurus 500 720 500
720 770 550
•= The actual number of units ‘Built to Mix’. This was calculated above as 550.
•= The actual number of units ‘Built to Sequence’. Due to the fact that no sequence has been defined within the
schedule for the radiators, we assume that all of the units ‘built to mix’ were also ‘built to sequence’. Thus
the number of radiators ‘built to sequence’ was 550.
Note - When calculating manually the Sequence Performance can be assumed as 100% when there is no
sequence within the schedule.

Now we have all the elements we need, we can calculate BTS for Evaluation Point ‘B’ in our example plant.
Thus we are calculating a BTS for the Radiator End Item Product.
No credit is given
for any overbuild.
Volume Performance
cannot exceed
100%,
770
720
550
720
550
Sequence Performance = ------------ X 100 = 100 %
550
Build to Schedule = 100% x 76.4% x 100 % = 76.4 %

TYPE III: CALCULATING BTS FOR PRODUCTS WITH ONLY ONE

DERIVATIVE OR MODEL
For our example plant (shown in Figure 4), BTS Evaluation Point ‘C’ applies to the Pipe product which has only
one derivative itself, but is used in all derivatives of condenser. The schedule for the pipe Internal Product was
developed from the schedule for the condenser End Item Product, therefore the requirement for pipes on
Tuesday was 810 (see Table 4 for details). The condenser line had a very good day and managed to complete
their schedule slightly early. They should have stopped and this point but decided to keep going, resulting in an
over-build of 30 pipes.
Table 8 shows the data collected for Evaluation Point ‘C’ on Tuesday.
Table 8
PIPES
TUESDAY
810 840
The numbers for the Volume Performance calculation are easily drawn from Table 8:
•= The number of units ‘Built to Mix’ (i.e. built on the correct day). Here, all the units scheduled, were built on
the correct day. The answer is 810.
Note - When calculating manually the Mix Performance can be assumed as 100% when there is only one
derivative of product.
•= The actual number of units ‘Built to Mix’. This was calculated above as 810.
•= The actual number of units ‘Built to Sequence’. Due to the fact that no sequence has been defined within the
schedule for the pipes, we assume that all of the units ‘built to mix’ were also ‘built to sequence’. Thus the
number of pipes ‘built to sequence’ was 810.
Note - When calculating manually the Sequence Performance can be assumed as 100% when there is no
sequence within the schedule

Now we have all the elements we need, we can calculate BTS for Evaluation Point ‘C’ in our example plant.
Thus we are calculating a BTS for the Pipe Internal Product.
No credit is given
for any overbuild.
Volume Performance
cannot exceed
100%,
840
810
810
Mix Performance = ------------ X 100 = 100 %
810
810
Sequence Performance = ------------ X 100 = 100 %
810
Build to Schedule = 100% x 100% x 100 % = 100 %
So, the BTS for pipes within our plant on Tuesday was 100%, despite the Plant overbuild of 30 units. However,
the scheduled build requirement for Wednesday was also 810. The pipe line produced only 780 pipes in order to
account for the overbuild the previous day. Therefore their BTS for Wednesday was 96.3%

TYPE IV: CALCULATING BTS FOR SEVERAL NON-SERIALIZED

PRODUCTS MADE ON DIFFERENT PRODUCTION LINES WITHIN AN AREA
OF A PLANT
STAMPING PLANT BUILD TO SCHEDULE
Case Study
Press Area
Press Line Scheduled Scheduled No. Actual No. of Pieces Pieces Produced Pieces Produced
Part & of Pieces Production Produced to Mix to Sequence
Production Part Order
Order
10 A 1000 A 1000 1000 1000
B 2000 B 500 500 500
20 C 4000 C 7000 4000 4000
30 D 1000 E 1000 1000 1000
E 1000 D 2000 1000 0
F 1000 F 0 0 0
Totals 10000 11500 7500 6500
Volume Performance (%) compares the total daily volume produced by the Area across all lines and products to
the total daily required volume. Volume Performance can not exceed 100%, and 100% Volume Performance
measures which include OVER-PRODUCTION should be high-lighted.
11,500
Volume = -------- = 100%
10,000
Mix Performance (%) is the percent of daily Area requirements by product that are met by the daily Area (Press
Room) production. Mix % indicates how well the Area (Press Room) is “building to the day”.
7,500
Mix = --------- = 75%
10,000
Sequence Performance (%) indicates how well the Area (Press Room) meets its by-line batch scheduled
sequence across all Area (Press Room) production lines and products.
6,500
Sequence = ---------- = 87%
7,500
Total BTS for the Area is obtained by multiplying the Area Volume, Mix and Sequence Performance
percentages together.
Area (Press Room) BTS = 100% x 75% x 87% = 65%

BTS ROLL-UPs
This section defines how BTS VALUES are to be combined or rolled-up across:
•= time
•= multiple BTS Evaluation Points
•= multiple products
The previous CALCULATION SECTION of the BTS GEM defined methods to obtain the number of units
built to Volume, to Mix, and to Sequence for the following situations:
•= TYPE I: Sequenced ‘batch of many’ schedules are those where products are produced in batches through
the same manufacturing process, and these batches are given a specific order in which to be produced.
•= TYPE II: Non-sequenced ‘batch of many’ schedules are those where products are produced in batches
through the same manufacturing process but given no specific order in which to be produced.
•= TYPE III: Single derivative schedules are those where only one derivative/model of a product is to be
produced along a continuous flow process.
•= TYPE IV: Several Non-Serialized products that are produced on different production lines within one Area
of a Plant, for example all products produced in the Press Room Area of a Stamping Plant, and a measure of
the BTS performance of the entire area is desired.
All BTS roll-up calculations begin with, and are applied to, the results of these situations.

ROLL-UPS ACROSS TIME

Combining Daily Totals
This is the recommended route for roll-ups across time, and is the ONLY accepted method of producing
management reports at plant level. ALL weekly and monthly BTS measurements must be achieved by
accumulating the daily BTS units built to Volume, to Mix, and to Sequence across the time period desired, and
then using these accumulated numbers to calculate the appropriate Volume, Mix, and Sequence percentages.
Thus generating VOLUME WEIGHTED averages.
Table 9 shows the units scheduled, actual units produced, actual units ‘built to mix’, and actual units ‘built to
sequence’ for 2 production days within a week. We accumulate values to roll-up to a single BTS figure for
those 2 days combined.
Table 9
Monday & Tuesday
Monday Tuesday combined
Units Scheduled 2100 3000 5100
Units Produced 2045 2300 4345
Units ‘Built to Mix’ 2015 2150 4165
Units ‘Built to Sequence’ 1850 1725 3575
Volume Performance 97.4 % 76.7 % 85.2 %
Mix Performance 98.5 % 93.5 % 95.9 %
Sequence Performance 91.8 % 80.2 % 85.8 %
BTS 88.1 % 57.5 % 70.1 %
(2045 + 2300)
Volume Performance = ----------------- X 100 = 85.2 %
(2100 + 3000)
(2015 + 2150)
Mix Performance = ------------------ X 100 = 95.9 %
(2045 + 2300)
(1850 + 1725)
Sequence Performance = ------------------ X 100 = 85.8 %
(2015 + 2150)
Build to Schedule = 85.2 % x 95.9 % x 85.8 % = 70.1 %

Combining Shift Totals

These should NEVER be combined to provide a daily BTS figure.
To show why this is not to be used when there is a mix and/or sequence within the schedule, let’s assume that
we are within a plant running 2 shifts and that this plant has no sequence within it’s schedule. On Monday, shift
1 was scheduled to make product A, and shift 2 were scheduled to make product B. Unfortunately there was a
shortage during shift 1 of the parts required for product A so this shift 1 produced product B instead. This meant
shift 2 ended up making product A.
Table 10 highlights that using shift totals within the calculation of a daily BTS can achieve very different results
than applying BTS to the data for the entire day as a whole. The second method is the accepted FPS method due
to our endeavors to support ‘build to the day’ at present, and that BTS by shift should only be calculated in
specific circumstances (see ‘How often to collect data & calculate BTS’ sections for when this is acceptable).
Table 10
Monday Monday Monday Total Monday Total

Shift 1 Shift 2 (using shift data) (using the daily data)
Units Scheduled 1000 1000 2000 2000
Units Produced 1000 1000 2000 2000
Units ‘Built to Mix’ 0 0 0 2000
Units ‘Built to Sequence’ N/A N/A N/A N/A
Volume Performance 100% 100% 100% 100%
Mix Performance 0% 0% 0% 100%
Sequence Performance N/A N/A N/A N/A
BTS 0% 0% 0% 100%
The ONLY time that shift totals can be combined is when they belong to the same shift.
Table 11
Shift 1 Shift 1 Shift 1 for Monday
Monday Tuesday & Tuesday
Units Scheduled 2100 3000 5100
Units Produced 2045 2300 4345
Units ‘Built to Mix’ 2015 2150 4165
Units ‘Built to Sequence’ 1850 1725 3575
Volume Performance 97.4 % 76.7 % 85.2 %
Mix Performance 98.5 % 93.5 % 95.9 %
Sequence Performance 91.8 % 80.2 % 85.8 %
BTS 88.1 % 57.5 % 70.1 %
Combining ‘Jobs’ (stamping only)

The rules here are similar to combining shifts. However, in this case only ‘jobs’ of the same product can be
combined.

ROLL-UPS ACROSS EVALUATION POINTS ALONG A SINGLE PRODUCT

BTS measures are NEVER rolled-up across evaluation points within the same product. For example, a Plant
produces an End-Item product that is manufactured by assembling two Internal Products, and BTS is measured
for each of the Internal Products. BTS measures for the two Internal Products are NOT COMBINED to
calculate a BTS measure for the End-Item Product. An independent BTS Evaluation Point and BTS Measurable
must be developed for the End-Item product.
ROLL-UPS ACROSS MULTIPLE PRODUCTS

The previous Calculation Section of this GEM defines the BTS Measurable for several types of products and
product scheduling situations. Additional roll-ups of BTS values across multiple products is NOT
RECOMMENDED for work groups or plant floor application areas who are analyzing BTS Measurables to
identify opportunities for improvement and the elimination of waste.
MANAGEMENT SUMMARIES of BTS performance trends across multiple products may be developed as
follows:
1 Define the organization level, time period, and products whose BTS Measurables are to be rolled
together. For example, a plantwide monthly summary of all end-item product BTS values is to be
developed.
2 Calculate rolled-up BTS values for individual products or groups of products using the methods defined
in the Calculation and Roll-up rule section of this GEM.
3 Calculate a measure of Central Tendency for the BTS values developed in step 2 using one of the
following methods:
a Calculate a Mean (Arithmetic Average) of the rolled-up individual product BTS values.
b Calculate a Cost Weighted Average of the rolled-up individual product BTS values using,
for example, the yearly fixed budgeted cost for each product.
c Calculate a Volume Weighted Average of the rolled-up individual product BTS values
using, for example, the yearly fixed financial planning volumes for each product.
d Calculate a Revenue Weighted Average of the rolled-up individual product BTS values by
combining the weighting factors defined in a) and b) above.
Note that the weights used in the above methods should be fixed for a period of time so that BTS trends
reflect changes in actual BTS performance and not changes in product volumes or costs.
4 Summarize the multiple product BTS performance across time using a graph that displays both the BTS
measure of Central Tendency calculated in Step 3 and the range of individual BTS values.
Management summaries in tabular form are NOT RECOMMENDED. Summary tables of BTS Measurables
promote point-to-point comparisons of BTS values. These comparisons often mask trends in BTS performance
and force wasteful explanations of common-cause BTS variation. Plants should review Division requirements
before deciding on the format of plant BTS management summaries.

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BTS Improvement Process Section
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Implementing and Using the BTS Measurement Process
STEP 2
Establish BTS
Baselines
STEP 1 STEP 3
Launch Planning and Analyze BTS
Preparation Baseline Data
Do Check
Plan Application Adjust

Area
STEP 4
Continuous Process
Improvement Cycle
The BTS Measurables Process

The BTS Measurables Process shown above outlines the steps needed to launch an effective and efficient BTS
Measurement Process on the Plant floor. In this Section, Guidelines are given for using the BTS Measurable to
identify opportunities for eliminating WASTE, and the Ford Production System tools to improve the Plants
ability to produce products to daily Customer requirements.

STEP 1: LAUNCH PLANNING AND PREPARATION

FOR END ITEM PRODUCTS:
1 Obtain a list of all end item products produced by the plant.

2 Understand how many of the products flow through the SAME process.
3 Elect End Item BTS’ such that all products are covered. On occasion this may mean that some products
which flow through the same process have a common BTS Measurable. In this case, different products
become part of the ‘Mix’ component of the BTS Measurable. This is most pertinent within Visteon plants,
and will generally mean that an End Item BTS is elected for each ‘Product Family’.
4 Determine where the BTS Evaluation Points are for each End Item BTS within the plant. Remember that
these should be found at the final operation of each process, and more than one may be necessary if the
process ends in many lines.
5 Determine how the Scheduled data will be obtained for each End Item BTS (e.g. who will collect the data ?,
will this be manual or automated ?, when will the data be collected ?).
6 Determine how the Actual Build data will be obtained for each End Item BTS Evaluation Point (e.g. who
will collect the data?, manual or automated?, when?)
7 Determine how each End Item BTS will be calculated (e.g. are there parallel lines involved ?, is the process
serialized ?, are the batches sequenced ?).
8 Develop any relevant data collection sheets.
9 Develop any relevant calculation sheets.
10 Determine where the data and results will be stored (e.g. Measurables IT Enabler (recommended),
Microsoft Excel, manual files)
11 Determine what data will be reported to whom.
FOR INTERNAL PRODUCTS:
This would normally take place during Current State Mapping within an Application Area of the plant
1 Determine whether the BTS measurable applies to the process in question.
2 Obtain a list of all products produced by the process.
3 Understand how many of these flow through the SAME process.
4 Elect Internal Product BTS’ such that all products are covered. On occasion this may mean that some
products which flow through the same process have only one BTS, thus the different products become part
of the ‘Mix’ of the BTS. In most cases only one Internal Product BTS will be needed per Application Area.
5 Determine where the Internal Product BTS Evaluation Point is for the process in question. Remember that
this is normally found at the final operation of that process (more than one may be necessary if the process
ends in parallel lines).
6 Determine how the Scheduled data will be obtained for the Internal Product BTS (e.g. who will collect the
data?, will this be manual or automated ?, when will the data be collected ?).
7 Determine how the Actual Build data will be obtained for each Internal Product BTS Evaluation Point (e.g.
who will collect the data?, manual or automated?, when?)
8 Determine how the Internal Product BTS will be calculated (e.g. Are there parallel lines involved? is the
process serialized? are the batches sequenced?).
9 Develop any relevant data collection sheets.
10 Develop any relevant calculation sheets.
11 Determine where the data and results will be stored (e.g. Measurables IT Enabler (recommended), Microsoft
Excel, manual files)
12 Determine what data will be reported to whom.

STEP 2: ESTABLISH BTS BASELINES

For any End Item Product or Internal Product BTS:
1 Collect data for each BTS Evaluation Point for a minimum of 30 days
2 Calculate ‘Baseline’ Volume Performance, Mix Performance, Sequence Performance and BTS measures,
and graph these values over time for analysis of BTS trends. Note that the Measurables IT Enabler will do
this for you automatically.
STEP 3: CONTINUOUS IMPROVEMENT CYCLE
STEP 3A: PLAN – ANALYZE DATA AND DEVELOP ACTION PLAN
This process is relevant for Internal Product BTS analysis (usually performed by workgroups), and also End
Item Product BTS analysis (usually performed by plant management)
1 Gather together the following reports and data:

•= Daily Trend of BTS, Volume Performance, Mix Performance , Sequence Performance
•= Data collected by each shift (scheduled build, actual build, comments)
2 Identify any days where BTS was low in comparison to other days in the current period, and/or to the
average of any previous period.
3 Look at the Volume Performance, Mix Performance and Sequence Performance to determine which of these
caused the poor BTS.
4 Find the root cause(s) by looking at the data collected by each shift:
•= If the Volume Performance is low, ask ‘Why did we underbuild?’
•= If the Mix Performance is low, ask ‘Why didn’t we build the correct parts on the correct day?’
•= If the Sequence Performance is low, ask ‘Why did we build units in the wrong sequence?’
Below are some possible causes of poor BTS figures. These are all types of WASTE !!
Machine/line breakdowns Requirements of the customer Starvation of units from up-

changed stream process
Incorrect parts delivered by Lack of parts delivered by Lack of supplier parts in the
material handler material handler plant
Buffers with Last In First Out (LIFO) rather than First In First Out Large number of
(FIFO) capability repairs/reworks required
Poor communication of actual Changeover times taking up Large number of units begin
build progress throughout the production time scrapped
shift
Poor communication of Inability to produce units due Poor operator training
schedule to blockage downstream
Absenteeism

Application Area and Plant support personnel formulate an Improvement Action Plan using the steps below.
1 Determine how the FPS Tools and Processes might be used to permanently eliminate the root causes of
poor BTS performance. Note that BTS can be improved by working on the other FPS Measurables, in
particular First Time Through (FTT) and Overall Equipment Effectiveness (OEE).
Some examples of opportunities to eliminate the WASTE and improve BTS are identified below.
•= Machine/line breakdowns
= Use Ford Total Productive Maintenance (FTPM) to improve the OEE of equipment on the line
(see the OEE GEM for more information).
•= Lack of supplier parts in the plant
= Use Synchronous Material Flow (SMF) to introduce smaller, more frequent shipments. These
should be managed by Lead Logistics Providers (LLPs) that will ensure a timely supply of parts
as they are required.
•= Lack of parts delivered by material handler
= Use Synchronous Material Flow (SMF) to introduce SMART Card/Call systems which will
ensure timely delivery of parts as they are required.
= Use Synchronous Material Flow (SMF) to determine the optimum routes for material handlers.
•= Incorrect parts delivered by material handler
= Use Synchronous Material Flow (SMF) to introduce SMART Card/Call systems which will
ensure timely delivery of parts as they are required.
= Use Visual Factory techniques such as location maps, floor markings, name tags to help the
material handler identify correct parts and part locations.
•= Buffers with Last In First Out (LIFO) rather than First In First Out (FIFO) capability
= Use Visual Factory techniques to show which parts should be used first.
= Use Error Proofing techniques to make it impossible for parts to get out of sequence.
•= Large number of units being scrapped
= Use In Station Process Control (ISPC) to highlight any major concerns, and have them acted
upon immediately.
= Use Error Proofing techniques to eliminate the root cause of concerns (see FTT GEM for more
information).
•= Large number of repairs/reworks required
upon immediately.
= Use Error Proofing techniques to eliminate the root cause of concerns (see FTT GEM for more
information).
•= Starvation of units from up-stream process
upon immediately.
•= Inability to produce units due to blockage downstream
upon immediately.

•= Absenteeism
= Empower work groups in order to obtain commitment to the business.
= Use FPS Workgroup Satisfaction Survey measurable to identify potential areas for
improvement.
•= Poor communication of schedule
= Use Visual Factory techniques, or Process Control Boards (PCBs), to communicate the
schedule for that day or shift to work groups and all other relevant personnel.
•= Poor communication of actual build progress throughout the shift
= Use Visual Factory (VF) techniques, or Process Control Boards (PCBs), to communicate build
progress to work groups and all other relevant personnel on an hourly basis.
•= Poor communication of actual build between shifts
= Use Visual Factory (VF) techniques to develop a ‘hand-over board’ which will advise
proceeding shifts of any concerns which have occurred, any concerns that are anticipated, and
progress towards the daily schedule.
•= Changeover times taking up production time
= Use Quick Change Over(QCO) techniques to reduce the time taken on each changeover,
allowing more time for production
•= Requirements of the customer changed
= Use Quick Change Over (QCO) techniques to provide the line with greater flexibility in
reacting to customer demand.
•= Poor operator training
= Use the Quality Process System (QPS) to ensure that the operator has all the information
required to do the job at his/her fingertips.
= Implement work groups to ensure the relevant support is available when an operator is on a new
operation.
2 Establish action plans to introduce the solutions identified, including target dates and person(s)
responsible.
3 Develop Forecasts/Objectives for Volume Performance, Mix Performance, Sequence Performance and
BTS. These forecasts/objectives should be posted on the appropriate Work Group BTS charts.
** Policy Deployment should be used to focus and align priorities **
STEP 3B: DO – IMPLEMENT FPS TOOLS AND PROCESSES
Work groups and Plant support activities equipped with identified “potential” root causes for BTS performance,
establish and, with proper authorization, implement process improvement action plans. These plans might
include, but are not limited to, actions to address poor BTS performance given in Step 3 above.
STEP 3C: CHECK – MONITOR BTS ON A DAILY BASIS
After implementing changes from the process improvement action plan, work groups and Plant support
personnel review BTS trends and other measures related to BTS in order to verify that improvement actions are
working.

STEP 3D: ADJUST – MAKE ANY NECESSARY CHANGES
Once the effectiveness of an improvement action has been verified by a review of the appropriate BTS
information, the improvement must be STANDARDIZED. The Application Area and Plant support personnel
should develop and implement methods to MAINTAIN the new STANDARD. For example, if the Application
Area has implemented an effective Market-Place to schedule and control the production of Internal Products,
actions taken to MAINTAIN the new STANDARD, i.e. to make sure that the Market Place is always
functioning correctly in their process, might include:
•= Revising the appropriate QPS SHEETS with the effected production or material handling
operators
•= Applying VISUAL FACTORY techniques to provide clear visual indication of the Market Place
material Min/Max levels, and to identify a Market Place excess material area.
•= Frequent Management and Plant support activity floor review to visual detect potential problems
that may effect BTS performance, and
•= Continued monitoring of the appropriate BTS MEASURABLE on a timely basis to detect failure of
the Market Place to function properly.
Implementing and maintaining STANDARDS is a key Application Area and Plant support personnel
responsibility in the continuous improvement process.

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•= Division Specific Examples Section
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DIVISION SPECIFIC EXAMPLES
Division
Specific
Examples


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Current Effective Date 3/05/99 Current Version Number 2.0

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Ford Production System

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BTS Table of Contents

WHY MEASURE BUILD TO SCHEDULE (BTS) ................................................................................................................... 7

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Why Measure BTS ?

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“Build to Schedule (BTS) is the percentage of products scheduled for a

BTS % = VOLUME % X MIX % X SEQUENCE %

BTS MUST BE CALCULATED FOR

∗= ALL END ITEM PRODUCTS

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WHAT IS A ‘BTS EVALUATION POINT’?

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BTS FOR SEQUENCED ‘BATCH OF ONE’ (SERIALIZED)

The purpose of this exercise is to show:

Start of Engine Dress

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WHERE TO COLLECT DATA

For an End Item Product

In our example plant, this means that we need:

For an Internal Product

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Start of Engine Dress

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WHAT DATA TO COLLECT

Build comments for Tuesday

•= 2 units built from Monday's schedule due to OP35 breakdown.

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WHERE TO OBTAIN DATA FOR AN END ITEM PRODUCT

Actual Build Data:

WHERE TO OBTAIN DATA FOR AN INTERNAL PRODUCT

Actual Build Data

HOW OFTEN TO COLLECT DATA & CALCULATE BTS

Actual Build Data

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THE BTS CALCULATION

BTS = Volume Performance x Mix Performance x Sequence Performance

Actual Number of Units produced

The maximum Volume Performance is 100%.

Actual Number of Units 'Built to Mix'

Actual Number of Units ‘Built to Sequence'

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CALCULATING BTS FOR PRODUCTS WITH A SEQUENCED ‘BATCH OF

Build to Schedule = 100% x 90% x 66.6% = 59.9 %

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BTS FOR NON-SERIALIZED PRODUCTS AND