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Production Planning

Production Planning. Long range. Intermediate range. Short range. Now. 2 months. 1 Year. Planning Horizon. Overview of Planning Levels. Short-range plans (Detailed plans) Machine loading Job assignments Intermediate plans (General levels) Employment Output Long-range plans

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Production Planning

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  1. Production Planning

  2. Long range Intermediate range Short range Now 2 months 1 Year Planning Horizon

  3. Overview of Planning Levels • Short-range plans (Detailed plans) • Machine loading • Job assignments • Intermediate plans (General levels) • Employment • Output • Long-range plans • Long term capacity • Location / layout

  4. 長程的生產計劃Long Range Planning Production Planning (PP) 生產規劃 Resource Requirements Planning (RRP) 資源需求規劃

  5. 生產規劃/計劃 Production Planning Input Process Output Forecasting 銷售預測 Production Planning Production Plan 公司各時期 (月，季)的 生產率及存貨 水準 產能規劃/管理策略

  6. 產能規劃策略 How big do we make the facilities? Where do we locate them? When do we build them? What type of process(es) do we install to make the products?

  7. 產能規劃-競爭考量 競爭能力 成本 品質 傳輸 生產彈性 服務

  8. 生產規劃/計劃 Production Planning 規劃總時程 (planning horizon): 大約一年以上。(每月或每季調整一次、由產 銷會議決定) 時間單位: 月、季 單位: 個、台、 $ 、工時

  9. 生產規劃/計劃 Production Planning 用處: 製造─雇用多少人 ─加班 ─外包 行銷─未來可銷售量 財務─資金預算、調度運用

  10. 生產規劃/計劃 Production Planning 規劃重點: 需求與產能的均衡 所需資訊: 銷售預測量 產能管理策略 輸出資訊: 生產計劃

  11. 生產規劃/計劃 Production Planning 產銷會議: 生管部、製造部、業務部 每週、二週、每月、每季召開一次

  12. 需求與產能的均衡 改變需求 Pricing Promotion Back Order (欠撥定單) New Demand

  13. 需求與產能的均衡 改變產能 (供給) Hire and Fire Worker Overtime/Slack Time Part Time Worker Inventories Subcontracting

  14. 迎合不均勻需求的產能管理策略 Level Capacity Strategy 平準化產能策略 Maintaining a steady rate of regular-time output while meeting variations in demand by a combination of option.

  15. 迎合不均勻需求的產能管理策略 Chase Demand Strategy 追逐需求策略 Matching capacity to demand; the planned output for a period is set at the expected demand for that period.

  16. Level Capacity Strategy 平準化產能策略 • Advantages • Stable output rates and workforce • Disadvantages • Greater inventory costs • Increased overtime and idle time • Resource utilizations vary over time

  17. Chase Demand Strategy 追逐需求策略 • Advantages • Investment in inventory is low • Labor utilization in high • Disadvantages • The cost of adjusting output rates and/or workforce levels

  18. 資源需求規劃 Resource Requirement Planning 產品群生產資訊 Resource Profile Material Profile + + 資源及物料需求

  19. 資源需求規劃 Resource Requirement Planning 生產資源 人工、 物料、設施、設備、資金 產能 資源

  20. 資源需求規劃 Resource Requirement Planning 理論上的原有產能 利用率造成的減少 效率造成的減少 可用產能

  21. 資源需求規劃 Resource Requirement Planning 需求產能 可用 產能 加班、增加人員、外包、存貨、更改計劃

  22. 資源需求規劃 Resource Requirement Planning 如何約略計算需求產能 Resource Profile (資源負載表): 表示生產一單位產品 群需要的資源，需要的資源是以每一個獨立的製造單位加以分析，如此才能發現何單位的資源不足或過剩。

  23. 資源需求規劃 Resource Requirement Planning Resource Profile - Example Group A - 最終人工組裝部門 Item # 需求% 標準工時 50% 0.342 1 30% 0.294 2 20% 0.210 3 平均組裝工時=0.342 * 0.5+0.294*0.3+0.21*0.2=0.301

  24. 資源需求規劃 Resource Requirement Planning Resource Profile - Example (Continue) 若在十月份預計要生產 Group A 產品 720 個，則 最終人工組裝此一製造部門在十月份需要具有 720*0.301=216.72人工小時的 可用產能才能完成 Group A 的生產計劃。 依相同的原理，我們可求得最終人工組裝部須有 68.40及40.96人工小時的可用產能才能完成產品 Group B 和 C 的生產需求量。對此一部門而言要 完成全公司十月份的計劃生產量，它必須具有 216.72+68.40+40.96=326.08人工小時的可用產能。

  25. 資源需求規劃 Resource Requirement Planning Resource Profile - Example (Continue) 若最終人工組裝部在十月份的可用產能只有 300 人工 小時，則此部門於十月份將缺少 326.08-300=26.08小時 的 可用產能。 進一步假設此部門的產能使用率是100%，效率是95%， 依據定義: 可用產能(Available Capacity)=原有產能(Raw Capacity)*使用率*效率。如此可知人工組裝部在十月份 的資源需求上將不足 26.08 / (1* 0.95) = 27.45人工小時。 以上的計算亦可由下列方法得到 實際需求產能 - 原有產能 = (326.08/0.95) - (300/0.95) = 27.45

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