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ROUGH-CUT CAPACITY PLANNING

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ROUGH-CUT CAPACITY PLANNING

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    1. ROUGH-CUT CAPACITY PLANNING Validating The MPS (Sort Of) Bills Of Materials & Routings Capacity Planning Using Overall Factors Capacity Bills Picking A RCCP Technique

    2. CORE MRP II

    3. VALIDATING THE MPS (SORT OF) Need to ensure that MPS is feasible MPS must not require more capacity then is available Use rough-cut capacity planning techniques to estimate capacity needs in each workcenter  Labor requirements  Machine requirements Compare capacity needed to planned available capacity Adjust MPS if workcenters are overloaded

    4. VALIDATING THE MPS (SORT OF) RCCP eliminates MPS's which drastically overload some workcenters Low computational expense Rapid calculation for “what-if” analysis Not 100% accurate Does not use material plans All RCCP ignores actual lot-sizing, beginning inventory, work-in-process

    5. VALIDATING THE MPS (SORT OF) Information requirements for all RCCP techniques Bills of Materials (BOM’s) Show how products are put together Routings Show where products and component parts are made

    6. BILLS OF MATERIALS BOM's show how parts combine to create a product Representation may be graphical

    7. BILLS OF MATERIALS Indented BOM’s are common as computer printouts X A B A Y B(2) A

    8. ROUTINGS A routing lists the  Operations necessary to make a part  Workcenters where the operations are performed The routing also lists the expected capacity needed at each operation  Per setup  Per unit

    9. STANDARD TIMES A standard time per unit includes the runtime and an allocated portion of the setup time Standard times assume an “average” lot size Used in RCCP since actual lot sizes for parts ignored

    10. CAPACITY PLANNING USING OVERALL FACTORS Simplest and least accurate RCCP method For N products, W workcenters, and a planning horizon of T periods, requires only N +W + 1 rows and T columns in a spreadsheet   Ignores current product mix, lead times Therefore appropriate if lead time is short and product mix is steady over time

    11. CAPACITY PLANNING USING OVERALL FACTORS Determine cumulative standard times for each product Apply cumulative standard times from (1) to MPS to determine total required capacity per period for facility Determine planning factors expressing % of facilty capacity historically used in each workcenter Apply planning factors from (3) to facility capacity from (2) to determine capacity requirements per period for each workcenter

    12. CUMULATIVE STANDARD TIMES The Cumulative Standard Time is the time required to make a unit of a part “from scratch” STi,j – Incremental standard time to make part i in workcenter j CSTi,j – Cumulative standard time to make part i and all component parts in workcenter j CSTi – Cumulative standard time to make part i and all component parts in all workcenters

    13. CUMULATIVE STANDARD TIMES

    14. CUMULATIVE STANDARD TIMES

    15. CUMULATIVE STANDARD TIMES

    16. CAPACITY PLANNING USING OVERALL FACTORS Determine cumulative standard times for each product: CSTX = 2.05 ; CSTY = 4.60

    17. CAPACITY PLANNING USING OVERALL FACTORS 2. Apply cumulative standard times from (1) to MPS to determine total required capacity per period for facility [CSTX = 2.05 ; CSTY = 4.60]

    18. CAPACITY PLANNING USING OVERALL FACTORS 2. Apply cumulative standard times from (1) to MPS to determine total required capacity per period for facility [CSTX = 2.05 ; CSTY = 4.60]

    19. CAPACITY PLANNING USING OVERALL FACTORS Determine planning factors expressing % of facilty capacity historically used in each workcenter Workcenter W101: 70% Workcenter W102: 30%

    20. CAPACITY PLANNING USING OVERALL FACTORS 4. Apply planning factors from (3) to facility capacity from (2) to determine capacity requirements per period for each workcenter Workcenter W101: 70% Workcenter W102: 30%

    21. CAPACITY PLANNING USING OVERALL FACTORS 4. Apply planning factors from (3) to facility capacity from (2) to determine capacity requirements per period for each workcenter Workcenter W101: 70% Workcenter W102: 30%

    22. CAPACITY PLANNING USING OVERALL FACTORS 4. Apply planning factors from (3) to facility capacity from (2) to determine capacity requirements per period for each workcenter Workcenter W101: 70% Workcenter W102: 30%

    23. CAPACITY BILLS Slightly more computationally complex and more accurate than CPOF For N products, W workcenters, and a planning horizon of T periods, requires N(W + 1) + 1 rows and T columns in a spreadsheet   Ignores lead times Therefore appropriate if lead time is short

    24. CAPACITY BILLS Determine cumulative standard times per workcenter for each product Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter

    25. CUMULATIVE STANDARD TIMES

    26. CAPACITY BILLS Determine cumulative standard times per workcenter for each product CSTX,W101 = 1.25 CSTX,W102 = 0.80 CSTY,W101 = 3.00 CSTY,W102 = 1.60

    27. CAPACITY BILLS 2. Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter [CSTX,W101 = 1.25; CSTX,W102 = 0.80; CSTY,W101 = 3.00; CSTY,W102 = 1.60]

    28. CAPACITY BILLS 2. Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter [CSTX,W101 = 1.25; CSTX,W102 = 0.80; CSTY,W101 = 3.00; CSTY,W102 = 1.60]

    29. CAPACITY BILLS 2. Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter [CSTX,W101 = 1.25; CSTX,W102 = 0.80; CSTY,W101 = 3.00; CSTY,W102 = 1.60]

    30. CAPACITY BILLS 2. Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter [CSTX,W101 = 1.25; CSTX,W102 = 0.80; CSTY,W101 = 3.00; CSTY,W102 = 1.60]

    31. CAPACITY BILLS 2. Apply cumulative standard times per workcenter from (1) to MPS to determine capacity requirements per period for each workcenter [CSTX,W101 = 1.25; CSTX,W102 = 0.80; CSTY,W101 = 3.00; CSTY,W102 = 1.60]

    32. PICKING A RCCP TECHNIQUE Stable demand and product mix? Use CPOF Changing mix but short lead times? Use capacity bills Changing mix and long lead times? Use resource profiles  

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