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253 views29 pagesProduction Planning: Devaki Nadkarni
The document discusses production planning at different levels and time horizons within a company. It begins with long-range capacity planning at the corporate level and drills down to monthly item production schedules by shop superintendents. Aggregate planning and master production scheduling are explained as intermediate and short-range planning processes. Material requirements planning is also summarized as a computer-based system that explodes the master schedule into raw material and subassembly requirements.
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100% found this document useful (1 vote)
253 views29 pagesProduction Planning: Devaki Nadkarni
The document discusses production planning at different levels and time horizons within a company. It begins with long-range capacity planning at the corporate level and drills down to monthly item production schedules by shop superintendents. Aggregate planning and master production scheduling are explained as intermediate and short-range planning processes. Material requirements planning is also summarized as a computer-based system that explodes the master schedule into raw material and subassembly requirements.
Uploaded by
dsathiyaCopyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Production Planning
Devaki Nadkarni
Production Planning
Decision Level Corporate Decision Process
Allocates production among plants
Forecasts needed
Annual demand by item and by region
Plant manager
Determines seasonal plan by product type
Monthly demand for 15 months by product type
Shop superintendent
Determines monthly item production schedules
Monthly demand for 5 months by item
Objectives of Production Planning
To deliver quality goods in required quantities to the customer in the required delivery schedule to achieve maximum customer satisfaction and minimum possible cost. To ensure maximum utilization of all resources. To ensure production of quality products. To minimize the product through-put time of production/manufacturing cycle time. To maintain optimum inventory level. To maintain flexibility in manufacturing operations. To co-ordinate between labour and machines and various supporting departments.
Production Planning Horizons
Long-Range Capacity Planning Aggregate Planning Long-Range (years) Medium-Range (6-18 months) Short-Range (weeks)
Master Production Scheduling
Production Planning and Control Systems Pond Draining Push Pull Systems Systems (MRP) Systems (JIT)
Very-Short-Range (hours - days)
Focusing on Bottlenecks
4
Production Planning: Units of Measure
Long-Range Capacity Planning Aggregate Planning Entire Product Line Product Family Specific Product Model
Master Production Scheduling
Production Planning and Control Systems Pond Draining Systems Push Systems Pull Systems
Labor, Materials, Machines
Focusing on Bottlenecks
5
Aggregate Planning
Aggregate planning involves planning the best quantity to produce during time periods in the intermediaterange horizon (often 3 months to 18 months) and planning the lowest cost method of providing the adjustable capacity to accommodate production requirements. It facilitates fully loaded facilities and minimizes overloading and under loading and keeps production cost low. Adequate production capacity is provided to meet expected aggregate demand. To manage change in production/ operations management by planning for production resources that adapt to the changes in customer demands.
Flowchart of Aggregate plan and Master Production Schedule
Market Environment Resource base and technology Capacity (facilities, material, labour and capital)
Forecast and customer order
Aggregate Production Plan
Master Production Schedule Material Requirements Capacity Requirements
Steps in Aggregate Capacity Planning
Prepare the sales forecast for each product that indicates the quantities to be sold in each time period. Sum up the individual forecast into one aggregate demand. Transform the aggregate demand for each time period into labour, materials, machines and other elements of production capacity required to satisfy aggregate demand. Develop alternative resource schemes for supplying the necessary production to support the cumulative aggregate demand and choose the best that meets the objectives of the organisation.
Master Production Scheduling
The master production scheduling sets the quantity of each end item(finished product) to be completed in each time period of the short range planning horizon. Objectives: 1. To schedule end items to be completed promptly and when promised to customers. 2. To avoid overloading or under-loading the production facility so that production facility is efficiently utilized at the optimum cost.
Functions of Master Production Schedule
Translating aggregate plans into specific end items. Evaluating alternative schedules. Generating material requirements. Generating capacity requirements. Facilitating information processing. Maintaining valid priorities. Utilizing capacity effectively.
The elements of MPS:
1. Demand management. 2. Lot sizing. 3. No. of products to be scheduled(productmix). Symptoms of poorly designed MPS: 1. Overloaded facilities 2. Under-loaded facilities 3. Excessive inventory levels on some end items and frequent stock out on others. 4. Unrealistic schedules that production personnel do not follow. 5. Unreliable delivery promises to customers. 6. Excessive expediting or follow-up.
Capacity Requirement Planning
Capacity Requirement Planning is a techniques for determining what labour/personnel and equipment capacities are needed to meet the production objectives. It involves activities such as Assessing existing capacity and forecasting future capacity needs Identifying alternative ways to modify capacity Evaluating financial, economical and technological capacity alternatives to avoid bottlenecks. Plan capacity to achieve the production schedule
Material Requirements Planning (MRP)
Material Requirements Planning (MRP) is a system for planning the future requirements of dependent demand items.
Material Requirements Planning
Functions: Order planning and control. Priority planning and control. Provision of a basis for planning capacity requirements and development of broad business plans. Successful implementation of MRP results into reduced levels of average inventory, optimum utilisation of human and capital resources, workforce planning, improved vendor relations, better capital investment decisions, reduced delivery lead times.
Make or Buy Decision
Considerations
Economic considerations. Non economic considerations
Availability of supply and alternative sources of supply for components and sub-units. Control of trade secrets and design secrets. Quality and reliability considerations. Delivery schedules to be met. Reliability of supply of external suppliers. Availability of manufacturing capacity (in-house)
Independent vs. Dependent Demand
Independent Demand Items
A
Dependent Demand Items
C(2)
B(4)
D(2)
E(1)
D(3)
F(2)
Production Planning Hierarchy
Firm orders from known customers Aggregate Product Plan Forecast of demand from random customers
Engineering design changes
Master Production Schedule (MPS) Material Requirements Planning (MRP)
Inventory transactions
Bill of Materials (BOM) file
Inventory records file
Reports
Materials Requirements Planning (MRP)
Materials Requirements Planning (MRP)
Computer based system Explodes Master Schedule (MPS) into required amounts of raw materials and subassemblies to support MPS Nets against current orders and inventories to develop production and purchased material ordering schedules
Material Requirements Planning
How much of an item is needed? When is an item needed to complete
a specified number of units... in a specified period of time?
Dependent demand drives MRP
Objectives of MRP
Improve customer service Reduce inventory investment Improve plant operating efficiency
MRP Computer Program
Begins with number of end items needed Add service parts not included in MPS Explode MPS into gross requirements by consulting bill of materials file Modify gross requirements to get net requirements: Net Requirements = Gross Requirements + Allocated Inventory + Safety Stock - Inventory On Hand Offset orders to allow for lead time
Outputs of MRP
Planned order schedule - quantity of material to be ordered in each time period Changes to planned orders - modifications to previous planned orders Secondary outputs:
Exception reports Performance reports Planning reports
More MRP Terminology
Gross Requirements
These requirements are typically forecast for independent demand items
Todays trend is to replace forecasts with blanket orders in order to reduce variability and shorten lead-time The customer is offered a price discount for placing blanket orders
More MRP Terminology
On-hand inventory
The inventory physically present in the facility
Allocated inventory
The inventory physically present in the facility but allocated to a particular work order or purchase order
More MRP Terminology
Net requirements
A quantity of an item that must be purchased or manufactured in order to be able to fully deliver independent demand requirements in a timely fashion Presence of positive net requirements signals that an order must be planned to be received in a given period Net requirement quantities are subject to adjustments due to lot sizes considerations. This may lead to some orders being received early (inventory is held) or late (order backlog)
More MRP Terminology
Planned order released
Quantities that must be planned to be released in some future periods in order to meet the requirements
More MRP Terminology
Scheduled receipts
Quantities that will be received in some future periods as their corresponding orders have been released in the past
Planned order receipts become scheduled receipts at the time when they are released to the shop or to suppliers
More MRP Terminology
Gross to Net logic:
Net Requirements = Gross Requirements + Allocated Inventory + Safety Stock - Inventory On Hand
