Fixed repeating schedule is a key element of the Toyota Production System and lean manufacturing.
[2] If it can be implemented, economies of repetition start to become evident and suppliers and customers can be assured in their own activity scheduling.
Thus the planning to move to FRS reveals issues which, if managed correctly, will reduce complexity overall and improve customer service.
The first widely publicised example with a systematic development was in the Toyota Production System where an FRS smooths flow in the factory and therefore reduces the waste of unevenness (or mura).
Since in all but the trivial example of constant demand there will actually be fluctuations in required production, FRS is only part of a scheduling solution.
This separation went as far as painting forklift trucks, tools, floor areas and stock containers in their corresponding colour as well as selecting staff based upon their temperament to work on one side or the other.