What Is Scheduling In Production Planning?

What is Scheduling in Production Planning?

This is a really interesting topic because I’m going to use a Macro-level Takt plan to describe it. There are two different words here: schedule and production plan. Now, there are different ways to approach this, but based on the work by Todd Zabel in the book Built to Fail, a schedule is essentially the wish list or demand side of the equation, and a production plan is the merging of demand and supply — a simulation of what’s possible in line with the demand, meaning you have an overall healthy plan.

So how do you loop in scheduling (the demand side) into the supply world (what’s possible)? Here’s the answer:

Early on, during conceptual or schematic design, you create a Macro-level Takt plan. This could be done using wagons, summaries, or a simple macro phase sketch. The idea is to simulate different speeds — slowest, normal, and fastest — and strategize within the parameters you’re given, all while meeting client demands.

In this blog, I’m going to show you a real example of this macro phase sketching and how we merge these two worlds together so you have a schedule for the owner and a production plan that fits between the milestones.

Merging Demand and Supply Through Macro Phase Sketching:

I’m excited to share a real-world example from Lean Built. This approach feels almost like an art form — showing your strategic plan visually along with different options.

In the example:

• The purple line represents the macro — your most reasonable promised speed (your contractual commitment).
• The orange line shows what happens if we zone the project properly — your production target.
• The blue line is the backup plan in case you get into trouble.

We base these on zone sizes and takt times, for instance:

• Macro: 5,000 ft² zone size with a 3-day takt time.
• Target: 4,000 ft² zone size with a 2-day takt time.
• Backup: 2,500–3,000 ft² zone size with a 1-day takt time.

Here’s the important distinction:

• The schedule is your promise to the owner — the demand side.
• The production plan simulates what’s actually possible based on real production capabilities.
• The backup plan prepares you to adapt if needed without hurting the workers.

This analysis even impacts cost projections. It helps developers and project managers estimate when money will be spent and ensures the budget stays intact.

Why This Analysis Matters:

Without this type of simulation:

• You might promise a deadline you can’t actually meet.
• Your normal production rate might barely hit the finish line, leaving no room for delays.
• You won’t know if you’re financially safe until it’s too late.

Here’s a simple process you should follow:

1. Set your promise — the contractual finish date.
2. Simulate your production target — the realistic work rhythm you can achieve.
3. Ensure buffers exist — so you can absorb delays without panic.

By doing this, you ensure that you match the schedule with the production plan, keeping your team, your client, and your project’s success in alignment.

The bottom line is: you have to make sure your trades can actually produce according to the client’s demand. We achieve this by simulating production early, strategically zoning the project, and always planning for buffers.

Key Takeaway:

To successfully deliver a project on time and within budget, you must merge the client’s demand (the schedule) with a realistic production plan by simulating different speeds, zoning strategically, and building in buffers to handle unexpected challenges.