صفحه 1:
Master Production
Scheduling
صفحه 2:
Master Production
Schedule
™ Provides basis for:
— Making good use of manufacturing
resources
— Making customer delivery promises
— Resolving tradeoffs between sales
and manufacturing
— Attaining strategic objectives in the
sales and operations plan
صفحه 3:
What is “Master
Production
cheduling?”
= Start with Aggregate plan
— (Aggregate Sales & Ops Plan)
— Output level designed to meet targets
" Disaggregates
™ Converts into specific schedule for
each item
صفحه 4:
S&OP vs MPS
= “The role of the sales and
operations plan is to balance
supply and demand volume, while
the MPS specifies the mix and
volume of the output”
™ MPS shows when products will be
available in future
™ Planned production, not forecast
صفحه 5:
Master Production
Scheduling Techniques
™ Available = inventory position at end
of week
=" = starting inventory + MPS - forecast
Plan to have positive inventory level
— Buffer in case production below plan
— Or demand higher than anticipated
MPS row is amount to make, MRP
system has to figure out how to make
it
صفحه 6:
Figure 6.2
™ Level demand, level production
(iS aie Mk ke A= © = COO 11
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OKC) 000000000000 000 000 000 |0000| 000 | 000 | 000 | 00
8
Oa kerrd (start) 0
صفحه 7:
0
AE
ZlBInIR
Figure 6.3
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" Different sales forecast
= Same total: 120 units, starts lower,
goes higher
™ Level production plan
صفحه 8:
Figure 6.4
عِ © 24
متا
LOST Seto نگ SS
5
لت کت ندال
™ Same demand as 6.3
™ Production adjusts to meet
demand
= “Chase” production strategy
صفحه 9:
Figure 6.5
لمتكا
aitable (Bactery)
Ogre
Coker ال | €
= Lot size of 30 units
™ Produce if projected balance falls below 5
Tae)
™ Extra on-hand inventory is “cycle stock”
= 5 unit “trigger” is safety stock
صفحه 10:
AAG
Figure 6.5a - next
كت اننا
214۱ 8 تخت 7 8 أو
ا كك 0 Caracal
ا اك كك ا 11
COO 00 50 Re: . (۵0 4(
تحت هت ادن 8)
™ Demand in week 1 was 10
™ Marketing decides forecast was
incorrect
™ Raise forecasts to 10 for weeks 2-6
ل 9 Available for wk 2 projected to
e
— Need to produce in week 2.
صفحه 11:
۵ 2
1
6 5 q
لكك dd) SACS ACS ACs:
COS hs cai CPS sD) LOOX MOCO R Ss SCO Rss 2a جع
(59 4 Bsc!) >
Figure 6.6
g 000 00
Cees لكك كك
(4
اک منت هت (OSTA
= Roll forward one week
=" Higher demand over weeks 1-12
— Total was 120, now is 155
™ Need to revise MPS
صفحه 12:
و۳۳۱۳
Figure 6.7
e@q¢gqg eG Gaba
a Ci) A) CD CA) CD IH IS CI IG GS
ake (Bren) | ) a) dd ap <a Gap Gea
Oca) 3111111111 1-1
Cakerrd (Statice) | Ad
= Production planned for week 4 moved
عنلا موه - 2 مغ 00 7
= Planned to do 4 batches in 12 weeks,
now need 5 - feasible?
™ Changing schedule is expensive,
maybe very expensive
صفحه 13:
Order Promising 6.8
= Track # units ordered for each period
™ More orders expected for periods 2,3
=" From on-hand, how many units not yet
spoken for?
Cea gaa Gg Gada 5
— Fe We We We We Wee 0s ee 0s ee ceca
== ewe ke
akble rte) [aad © هك عه عه
Ci ۹۹ <ap fea [eal
Ors ۹۹ ۱1۹۰۱۷۱۱5
صفحه 14:
Available to Promise
مه
Backlog of 10 orders over first 3 ™
weeks: 5,3,2
— Actual firm customer orders, not forecasts.
— Total shipments expected to be 5 in early
۷۷66
= 20 units on hand.
= 10 units are available to promise
= 20 units on hand have to cover all
demands until next production
صفحه 15:
Week 1 Demand is 10
™ Suppose demand is 10 in week 1.
— Orders for 5 week 1 units were
received in week 1.
— Already had firm orders for 5 for wk
18
™ Increase forecasts of future week
shipments.
™ Started period 1 with 20, demand
was 10, ended with 10.
صفحه 16:
Order Promising - Fig.
6.9
= 9 9 6 a 6 40 9 9
(Forecast AG 6G IG] GG] 6G] dG dG. ag dG ag ag 4
Crna 6 6 6
Qrailable (Gadiaa) | QD GD dG 0 6 00 150 0
ore 3 En 5۱۱1۲۳2۱ 1
oes ao ga qd aaj da qa a
Og hua دی کی | dG
Received more orders for periods 2-4
Period 2 ending inventory would be 0, so have
to produce in week 2.
(10+30) - (5+5+2)=28
Order backlog went from 10 to 12- factor in
revising forecasts?
صفحه 17:
inventory plus production is 10+30 ات
We have orders for 5 in period 2
It looks like we could accept orders for up to
35 ۲۳2۵۲۵ ۱۱۳۲5 1۱ ۰
But we can’t. We've promised 7 of those
units to weeks 3&4.
Selling more would mean we have to
expedite another shipment, like we just did,
but which we really, really don’t want to have
to do.
So, not safe to assume we can easily
expedite in short term
8 8 © qa ad aaj ad ag
Cae ad ag ad ad ad ag ag adag ad ag ag
oe 98 6
انیت aad alent den det dai gd
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06 ad dal d dat day day @g
Cae een | 00
صفحه 18:
Calculating “Available”
™ Current batch plus on hand
™ Minus the greater of Forecast and
confirmed orders
™ Previous available + MPS -
(greater of forecast or orders)
صفحه 19:
Calculating ATP
™ Calculated in current week and
any week with MPS>0
— Current period: on-hand plus any
current period MPS, minus all orders
in that and subsequent periods until
next MPS
— Later periods: MPS - all orders until
next MPS
— ATP = MPS in weeks 5, 8, 10, 12
صفحه 20:
ATP: Future
ات Oe
Wk 10 ATP goes to 0, 5 additional units
need to come from ATP for previous
MPS
™ Week 8 MPS goes to 25
= Set MPS for 11? We need to do
أطاع ممه 07 € 6 a5 5۳/6
ات ادوس ems
Orders ا [=
Cee Cre mks he ها
Ca iss] 900 8 0 اک
ORs adda ada da da
ONIN CAR AE RCD,
صفحه 21:
Consuming the
Forecast
Fig. 6.10
™ Go back to Fig. 6.9
" Can we accept following orders?
1. 5 units week 2
2. 15 units week 3
3. 35 units week 6
4. 10 units week 5
صفحه 22:
ala
اام اك تم
5 in week 2?
5 © © © 2 © © 000 00 8
AQ, dO dq dG ag ag 49 19 9
عات
is RCO
bs)
1
5
eee
۹
۹
co
وا
0
forecast
Orders
Cue Cae)
۳
ORG
ات سید له
™ 5 in week 2 - must come from ATP in
.2 كاعع الا
Le Na a eo 0) ao
™ Reduce ATP to 23, add order
صفحه 23:
PS
2 ۵
000
06
5 in week 2? OK
2 2۱ ۵
CGorecust dG dG dQ dQ dG dg ag a
Orders aq
Cee Cue ke he RCORe Oke DESKS
)7 م oD 91
MPG Fs) OO) Ke 1) الى اللكاه4 الى
Og kad (stunting) 0
= Reduced ATP to 23, add 5 to
01015
صفحه 24:
airy
اح
حم
ات
15 in week 3?
552 dq a 0
ag ad ad ad ag ag ag agg
152
0 6 90 © 90 50 00 0ه لم
ay ٩0 [a0 عه
0 30 0 0 50 0 0 20
000
(Forecast
Orders
Cee one)
CAG
ORS
0 cabins?)
= 15 in week 3 - needs to come
from ATP in week 2.
= ATP in 2 is 23, so it works
صفحه 25:
_15 in week 3? OK
EG 1 G dadaajadad
Cee 00000100 00.007 08 026 026 02 06 06 ع0
دل Cae!
raiable (Gadiay) [AN dc] Gavad -<dagd -dad -Gad -<
Cis 6 0 a jal [a
Go ا ا ادع 2۱ da dmg a
Oa kuad (stuntiag) | dD)
™ Reduced ATP to 8, added 15 to “Orders”
= Notice all future ending levels went down
by 10
™ Consider moving MPS from 5 to 4.
— Depends on marketing’s beliefs about 4.
RE Se feta Me et er ae a و
صفحه 26:
دا
35 in week 6?
۱20۳2۳ 212 1
Forecast dd dG dG dO dg dg dg aGag
Oia qgay gq
Qvaitable (Gadivy) | QDdID Gandd -Gdag -Gag
Orr 6 0 0 الك
20 _0ه 0 0[ 91 0( 00 91(_ 0( 0
(ONIN ل | 0
= ATP in week 5 is only 30.
™ How could this work?
صفحه 27:
_35 in week 6? OK
(GL el ken SLs
6 8 4 mC RCS mS,
فد متا ۱۱۹۹۱۹ ۹ ۹2 2 06 06
Orders CORSE, ات
vuilable (Gadivy) | QD 00 0 50( -9 -20( 216 -30( -.19 -20( -9 -ap
Cag اللكا الاک 0 ی is)
0005 _0مهك 0 00 9 ¢ agmam am oa
تفت له | IG
= 30 from ATP in week 5, which goes to 0.
™ Need 5 more ATP from week 2, ATP in 2 goes down to 3.
= But it would only be prudent to approve it if:
® You think this 35 represents all the demand you'll see
= (Those forecasted other orders are not coming), OR
™ You can adjust the MPS to meet forecasted demand
= No room to accommodate 10 in w 5, could do in week 8
صفحه 28:
Fig. 6.10
5 © 6 6 8 6 8 0000| 086108 ©
Caan ad daa ag ag ag ag ag ag ag ag ag
xn a 4 a aq,
vailable (Gadivy) [AO O 20 -9 -20 -09 -60( -49 -00 -16 -90 5
one 9 0 90 0 0
Wao) 0 460 ¢ 00 OR OD 0 0
(وورسع) معط و6 | 0
™ Roll one week forward in time
= What to do about Available < 0?
— Maybe nothing. forecasted sales may not
appear
— If they do, we’re in trouble - produce more,
صفحه 29:
Bill of Materials
™ Bill of Materials - Parent-child diagram
that shows what goes into what.
= Used to make sure
enough parts for
production plan
™ Each part has LT,
ordering policy
™ One BOM for every
end product 1
Frame
Assy
‘Component
5
Hubs
&
Rims
صفحه 30:
BOM formats
" Bidglt:¢eveOBOM only shows one
= kiyer down.
— Frame Assembly
Whe« Tires.
— Wheel Assembly
" اعع نالا
تور راز
— Spokes
"Tires
صفحه 31:
Low-Level Code
1
اه :
Numbers
= Lowest level in
structure item
occurs
= Top level is 0; next
level is 1 etc.
™ Process Os first,
then 1s
= Know all demand
for an item
= Where should blue
99
صفحه 32:
LLC Drawing
= Item only appears ine
in one level of LLC °
drawing
4ك وت تعد لا
understand 2
= Simplifies
calculations
صفحه 33:
Final Assembly
Schedule
™ Master Production schedule is
anticipated build schedule
™ FAS is actual build schedule
— Exact end-item configurations
صفحه 34:
Schedule Stability
™ Stable schedule means stable
component schedules, more efficient
™ No changes means lost sales
™ Frozen zone- no changes at all
™" Time fences
— >24 wks, all changes allowed (water)
— 16-23 wks substitutions, if parts there
(slush)
— 8-16 minor changes only (slush)
— < 8 no changes (ice)
صفحه 35:
HW
™ Pages 168-181, 183-188
" 00: 5
= Problems: 1,4,6,8
