{"id":3211,"date":"2025-10-16T11:38:08","date_gmt":"2025-10-16T09:38:08","guid":{"rendered":"https:\/\/www.meccanostampi.it\/from-floor-to-press-multi-project-management-that-keeps-its-promises\/"},"modified":"2025-10-21T13:02:43","modified_gmt":"2025-10-21T11:02:43","slug":"from-floor-to-press-multi-project-management-that-keeps-its-promises","status":"publish","type":"post","link":"https:\/\/www.meccanostampi.it\/en\/from-floor-to-press-multi-project-management-that-keeps-its-promises\/","title":{"rendered":"From floor to press: multi-project management that keeps its promises"},"content":{"rendered":"\n

At Meccanostampi, scheduling is not an ancillary activity: it is the engine that aligns people, equipment and priorities to meet the delivery date required by the customer<\/strong>. That is why we have structured the scheduling of our two BUs, “Moldmaking<\/strong> ” and “Molding<\/strong>,” in an integrated way. <\/p>\n\n

Today we operate with a multi-project management platform<\/strong> for tooling (design, construction, mold testing, and sample control) and an advanced planning and scheduling system (APS)<\/strong> for molding departments. The goal is one: optimize all resources<\/strong>, technical, human, and plant, and give customers reliability on dates<\/strong>. <\/p>\n\n

From manual coordination to finite capacity scheduling<\/strong><\/h2>\n\n

Until recently, progress monitoring in mold making was done manually<\/strong>, with periodic reviews together with department managers and experience-based estimates<\/strong> to predict deliveries. This approach, while based on great expertise, limited visibility into a portfolio of parallel job orders. <\/p>\n\n

With the introduction of finite-capacity multi-project management<\/strong>, every task, from design to testing to sampling, is planned considering actual loads<\/strong> and resource availability<\/strong>. In practice, the system distributes work<\/strong> across production assets in an optimized<\/strong> manner, respecting priorities<\/strong> and delivery constraints<\/strong>. <\/p>\n\n

In parallel,integration with business systems<\/strong> ensures unity of data<\/strong> (plans, actuals, KPIs) and allows the effect of a change on the entire order book to be read in real time.<\/strong> Result: less uncertainty, more control, quick decisions<\/strong>. <\/p>\n\n

End-to-end control of the mold order<\/strong><\/h2>\n\n

What, specifically, changes for the BU “Mould Construction”?<\/strong><\/p>\n\n

Real-time progress.<\/strong> Each phase-design, construction, testing, sampling-is consuntivated<\/strong> directly on planned activities. The data is no longer “a posteriori”: it is native<\/strong>, traceable<\/strong> and comparable with the estimate<\/strong>. <\/p>\n\n

Reliability on deliverables.<\/strong> Date adherence is monitored continuously<\/strong>: the system highlights deviations<\/strong> between budget and actual and supports dynamic rescheduling<\/strong> when constraints or priorities change.<\/p>\n\n

Simulated forecasts, not just estimated.<\/strong> Delivery forecasts<\/strong> arise from scheduling: technicians’ experience remains critical in setting standard times, but it is the tool that cross-references activities, loads, and dependencies<\/strong> to return the most realistic date<\/strong>, managing alternatives and urgencies<\/strong>.<\/p>\n\n

To enable this qualitative leap, we worked on key steps:<\/p>\n\n

    \n
  • Analysis of processes<\/strong> intended for scheduling and calculation of<\/strong> available capacity<\/strong>.<\/li>\n\n\n\n
  • Distinction<\/strong> between scheduled and non-scheduled processes (activities that commit resources but do not directly contribute to mold making), so as to avoid “noise” in the plan.<\/li>\n\n\n\n
  • New hour record keeping<\/strong>, with clear “containers” to reduce errors and facilitate timekeeping; staff training<\/strong> on procedures and tools.<\/li>\n<\/ul>\n\n

    The results: punctuality, simplicity, visibility<\/strong><\/h2>\n\n

    Adoption of the new model has generated concrete and measurable<\/strong> benefits:<\/p>\n\n

    Sharply increasing punctuality.<\/strong> The rate of meeting delivery dates<\/strong> increased from ~50% to ~90%<\/strong> in about two years. The parallel introduction of structured project management<\/strong> practices also contributed to this result. <\/p>\n\n

    Operational simplification.<\/strong> Time recording<\/strong> for staff has been streamlined<\/strong> (with reduction\/elimination of errors typical of the previous system), and automatic<\/strong> time tracking<\/strong> for work centers<\/strong> ensures consistent and timely<\/strong> data.<\/p>\n\n

    More reliable forecasts.<\/strong> We can run delivery simulations<\/strong> based on historical data for the past three years<\/strong>, segmenting by product family<\/strong> and mold type<\/strong>. Multi-job planning becomes more robust and improves critical resource<\/strong> allocation. <\/p>\n\n

    Why it all matters to our clients<\/strong><\/h2>\n\n
      \n
    • Delivery date as a commitment, not an estimate.<\/strong> Finite-capacity planning turns a promise into an executable plan<\/strong>, with objective checkpoints<\/strong>.<\/li>\n\n\n\n
    • Resource optimization.<\/strong> The right people, the right machines, at the right time<\/strong>: less downtime, fewer bottlenecks, lower risk of delay<\/strong>.<\/li>\n\n\n\n
    • Responsiveness to change.<\/strong> Urgencies, priorities, unforeseen events: integrated scheduling enables rapid rescheduling<\/strong> without losing sight of the whole.<\/li>\n<\/ul>\n\n

      A look beyond: data, method, continuous improvement<\/strong><\/h2>\n\n

      Planning is one piece of our integrated approach-from<\/strong>listening<\/strong> and co-design<\/strong> to mold making<\/strong> and mass molding-with<\/strong> a data-driven<\/strong> approach and continuous improvement<\/strong>. We turn complexity into visibility<\/strong>, and visibility into reliability<\/strong>. <\/p>\n\n

      If you want to learn more about how we set up plans and resources on your project, let’s start with shared feasibility-that<\/strong>‘s where dates become results.<\/p>\n\n

      Meccanostampi. Where ideas take shape. <\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

      At Meccanostampi, scheduling is not an ancillary activity: it is the engine that aligns people, equipment and priorities to meet the delivery date required by the customer. That is why we have structured the scheduling of our two BUs, “Moldmaking ” and “Molding,” in an integrated way. Today we operate with a multi-project management platform […]<\/p>\n","protected":false},"author":1,"featured_media":3233,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[20],"tags":[],"class_list":["post-3211","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-press-en-2"],"yoast_head":"\nFrom floor to press: multi-project management that keeps its promises<\/title>\n<meta name=\"description\" content=\"We operate with a multi-project management platform for tooling (design, construction, mold testing and inspection)\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.meccanostampi.it\/en\/from-floor-to-press-multi-project-management-that-keeps-its-promises\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" 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