What aspects should an excellent scheduler improve in?

There’s no need to master dry scheduling in great detail, but a comprehensive understanding is necessary

It’s necessary to master the skills thoroughly. The frontline production workers in our company are mostly experienced employees who lack a theoretical foundation. Although the new workers have educational qualifications, they generally end up doing nothing. Whenever there’s a problem, the workers below will just call and ask the supervisors to handle it. It’s very difficult

Reply to 3# shikaiyin: What was said on the second floor makes some sense, but it’s not entirely correct. It is correct to aim for comprehensive scheduling, but it is not entirely accurate to rely on imprecise methods. As a scheduler, one usually progresses step by step from lower-level positions. To work as a scheduler in the chlor-alkali industry, one must have worked in at least three different positions: saltwater processing, electrolysis, and hydrogen chloride treatment. By mastering these three processes, one can essentially understand the entire chlor-alkali production process. Auxiliary processes such as hydrochloric acid, liquid chlorine, and rectification are all secondary steps; although it is necessary to be proficient in them as well, they are not as urgent as the first three main processes. The poster said that the experienced employees have a weak foundation and the new employees have nothing to do, which is why the scheduler has to take care of everything personally. That’s not right. The reason why the experienced employees have a weak foundation and why the new employees have nothing to do is because you, as the scheduler, are doing too much of the work themselves, thus leaving them with no tasks to perform. As a supervisor, one should keep in mind that experienced employees have ample knowledge, while new employees are quick-witted and full of energy. The right approach is to assign them tasks that suit their abilities. If experienced employees are unwilling to do certain tasks, it’s because your rules aren’t clear enough; if new employees don’t know how to do certain tasks, it’s because you haven’t provided them with adequate training. If you set high standards for experienced employees and treat them with fairness, they will surely support you. If you take good care of new employees and give them thorough guidance, they will definitely learn the skills you teach them. Scheduling is like being an organizer: in normal operations, it ensures that every employee knows what to do, and in abnormal situations it tells employees what to do and what not to do, what to do first and what later, to what extent certain tasks need to be completed, and what principles should be followed. All of these things are determined through scheduling and communicated to the workers. Moreover, operators should not be allowed to act arbitrarily; sometimes, when each position focuses only on its own interests rather than the overall situation, it can lead to unnecessary problems. When dealing with accidents, there are inevitably gains and losses in various processes, as well as areas that need to be emphasized and those that need to be restrained; all of these must be clearly explained to the employees so that orders can be followed without hesitation. Finally, interpersonal relationships are still very important; one-third of success in scheduling depends on skills, one-third on organizational abilities, and another one-third on networking.

Banzhu explained things in great detail; I’ve learned from it. In fact, some principles are quite simple; the key is how to put them into practice. It is most important to play a certain role. Scheduling may not be your forte, but you must know how to learn*; you need to bring together new and experienced employees so that they can leverage their respective strengths.

One must have good coordination skills, and be able to handle situations calmly without panicking

1. One should have a basic understanding of it themselves； 2. Focus on key links and critical positions ； 3. Strong psychological resilience, meaning the ability to remain calm in difficult situations. I strongly agree with the view from floor 6.