04 Master Production Scheduling 2011spring
04 Master Production Scheduling 2011spring
04 Master Production Scheduling 2011spring
&
The Master Schedule
Introduction
Aggregate Production
& Capacity Plans
They
combine
Products into
product groups.
Demand into
monthly totals.
Which alltogether
reflect Top Management
Decisions.
Personnel
Requirements
across departments
Eventually, the time comes when individual end item products and services
must be scheduled at specific work centers.
This is accomplished by master scheduling
Which means, producing a SUPPLY PLAN (a time table including quantities) to produce specific
items or provide specific services within a given time period.
Table 1
Creates demand
requirements
Is the key in
developing the
master
schedule
Is the key
link
Calculates net
requirements
Figure 1
Distribution requirements
(gross requirements for
MS)
Table 2
Net Requirements are
calculated by MRP logic.
the INTERESTS of
CUSTOMERS
and
the ACTIONS of
COMPETITORS
Thus, a COMPETETIVE
STRATEGY evolves...
It is not
unusual for an
organization to have different
strategies for different product
lines and, thus, use different
MS approaches.
Make-to-stock Strategy
Assemble-to-order Strategy
(Each final
product contains
four major subassemblies and
a detail part)
Figure 2
Competetive
strategy of large
variety of final
product.
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In many situations the final design of an item is part of what is purchased. The final
product is usually a combination of standard items and items custom designed to meet the
special needs of the customer.
Combined material handling and manufacturing processing systems, special trucks for offthe-road work on utility lines and facilities are examples of such final products.
Thus, there is one MPS for the raw material and the standard items that are purchased,
fabricated, or built to stock and another MPS for the custom engineering, fabrication, and
final assembly.
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Figure 3
12
Table 3
13
A multilevel (indented)
BOM is required when
final product has make
subassemblies in its
structure.
Figure 4
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Table 5
15
To make the
planning task more
understandable, we
can prepare the
common parts
bill.
Some parts are
common to all
models
Some parts are not
common to all
models
Table 6
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Inorder to ease up the planning task, we can reduce the number of items in BOM by
grouping part 1100 (finished shaft) and part 1700 (wiring assembly) which are common
parts to all products, and assign a new part number (such as 3000) to this group.
Since part no 3000 will never be
stocked, it will be a pantom number.
18 items
19 items
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From Table 6, a simplified product structure diagram can be created for the family of lamps which
consists of modular pseudo subassemblies :
Figure 5
In this kind of diagram, instead of the quantity
for each unit assembled, the percentage split
for each type of component is stated.
If we plan for a total of 10,000 lamps for each
month, this planning bill can be used to
derive the number of each type of component
to build.
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Figure 6
19
Production Hours
Committed Backlog
(IN PRODUCTION)
(frozen schedule/zone)
Committed
Backlog
(NOT in
PROD)
1
Figure 7
Forecasted
Backlog
Committed
Backlog
(NOT in
PROD)
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Planning horizon which is under the
authority of master schedular
Weeks
20
Table 7
PERIOD A :
PERIOD B :
PERIOD C :
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STEP 2 :
STEP 3 :
1. Select the items; that is, select the levels in the BOM structure to be represented by
the items scheduled (both components and final assemblies may be included).
2. Organize the MS by product groups.
3. Determine the planning horizon, the time fences, and the related operational guides.
4. Select the method for calculating and presenting the available-to-promise (ATP)
information.
1. Obtain the necessary informational inputs, including the forecast, the backlog
(customer commitments), and the inventory on hand.
2. Prepare the initial draft of the master production schedule (MPS).
3. Develop the rough cut capacity requirements plan (RCCR').
4. If required, increase capacity or revise the initial draft of the MPS to obtain a
feasible schedule.
22
Figure 8
Our planning horizon will be 4 weeks (weeks 32, 33, 34 & 35).
Calculation method for ATP (available-to-promise) quantities
will be discrete.
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Table 8
Some companies may use a safety stock level. Item is rescheduled when POH drops
down to the safety stock level.
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Based on a weighted average capacity of 180 units per week, we create our
initial (first) plan :
The POH for the
first week equals
the beginning
inventory plus the
MPS quantity
minus the forecast
requirements.
Table 9
Now the question is, whether do we have sufficient capacity to carry out this plan?
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Remember:
MRP is
insensitive to
capacity.
Figure 9
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Table 10
27
Figure 10
28
Capacity required
by this initial MPS
is shown in
following page.
Table 11
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Table 12
The comparison of capacity requirements to available capacity gives the master scheduler
the following options:
1. Increase capacity in Weeks 32 and 33.
2. Reduce production quantities in Weeks 32 and 33 and increase
production quantities in Weeks 34 and 35.
3. Some combination of Options 1 and 2,
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Copy of Table 11
Table 13
31
104
Table 14
Once the initial revised feasible MPS is developed, creating the master schedule is completed.
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Actual production is
compared to the MPS to
determine if the
plan is being met.
33
34
DISCRETE
(ATP:D)
CUMULATIVE
35
Table 15
36
Table 15
37
2.
Table 15
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The master scheduler is promising the delivery of units to customers which will be
available either from units already on hand when construction of the master schedule
began, or from units scheduled to be built in accordance with the master production
schedule. Therefore, the forecast and POH are not included in the tables that follow.
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2.
Backlog
Example - ATP:WOL quantities for MPS Item1 for
weeks 32, 33, 34 and 35
For week 32 ATP:WOL = 10+169-110 = 69
For week 33 ATP:WOL = 69+169-80 = 158
For week 34 ATP:WOL = 158+22-5 = 175
For week 35 ATP:WOL = 175+0-15 = 160
Table 16
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Table 16
41
Table 17
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Detailed Calculation:
MPS Item1 :
Is calculated exactly in the same way since, in the following week (week 34), production (MPS qty of 22
units) exceeds the backlog (of 5 units). Accordingly; ATP:WL quantity of week 33 = 69+169-80 = 158 units.
ATP:WL for week 35; remains as 160 units since we had already
excluded 15 units of difference qty.
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Week in which we
do not have enough
production to meet
the existing backlog.
Week in which we
do not have enough
production to meet
the existing backlog.
Also read the following supplementary handouts for Rough Cut Capacity Planning
from the IE434 web page:
Reading 03-ROUGH CUT CAPACiTY PLANNiNG_supplement for MPS_2010.doc
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