1 / 22

Outline

Outline. Questions? Did you hear or notice anything since last class that has something to do with this class? Discuss last homework Manufacturing Planning and Control. Outline. Why plan? Horizons Why is it called a system? Activities Classifications A bit of history. Why plan?.

luke-owen
Download Presentation

Outline

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Outline • Questions? • Did you hear or notice anything since last class that has something to do with this class? • Discuss last homework • Manufacturing Planning and Control

  2. Outline Why plan? Horizons Why is it called a system? Activities Classifications A bit of history

  3. Why plan?

  4. What is MPC?

  5. Three horizons Long term 1 to more years Medium – 1 year Short weeks to 3 months

  6. Classifications Flow Repetitive JIT MRP Project

  7. Types of Operations MTS ATO MTO (ETO)

  8. Production Planning Example

  9. MRP Record, ATP

  10. Capacity Capacity planning is the process of reconciling the difference between the capacity available for the process and the capacity required to properly manage a load to satisfy the timing of the output for the specific customer whose orders represent the load “The fundamentals of production planning and control”, Stephen N. Chapman, Pearson Prentice Hall, 2006, ISBN 0-13-017615-X

  11. Capacity – Rough cut These methods that are the easiest to calculate and take the least amount of data are also the methods that are the "roughest" - meaning the least specific and detailed. Overall Factors. This method is the "roughest" of the rough-cut methods. Take the number of the items being produced on the master schedule and multiply them by the standard hours used to produce the item. The capacity required per work center is then calculated by taking a historical percentage of each work center’s usage.

  12. Capacity – Rough cut – overall factor Overall Factors (also see Excel spreadsheet)

  13. Capacity – Another method • Calculate hours required per work center per product in the period in which the product is to be delivered. Add all products • Product A • WC 1 0.25 hours • WC 2 0.1 hours • WC 3 0.3 hours • Units required 100 • WC 1 25 hours • WC 2 10 hours • WC 3 30 hours

  14. Capacity Requirements Planning (CRP) – most detailed Requirements: Planned order releases from MRP The open order file. These are jobs that have been released for production and are in process. They appear on the MRP files as a scheduled receipt. The reason detailed capacity planning needs the open order information in addition to the scheduled receipt information on MRP is that the MRP file does not indicate what operations on the open order have been completed. The open order file will generally contain information as to how far along the order is toward completion or, from a capacity perspective, what specific capacity is still required to complete the rest of the order.

  15. Capacity Requirements Planning (CRP) – most detailed • The routing file. Containing information about the route the work is to take through the facility work centers, including the operations that are to be performed. • The work center file. Generally contains information on the various ele­ments of lead time associated with the type of equipment in the center. These time elements can include: • Move time - the time it usually takes to move material from one work center to another. • Wait time - the time material has to wait to be moved after it has had an operation completed. • Queue time - the time material has to wait in front of an operation before it can be processed by that operation. In many operations queue time tends to be the largest element of total lead time.

  16. Capacity Requirements Planning (CRP) – most detailed Production lead time is generally defined to be the total of move time, wait time, queue time, setup time, and run time for the given lot size of the ma­terial produced. The "downside" of using detailed CRP is that while most of the rough-cut methods can be set up on a spreadsheet using only standard information with the master schedule, CRP requires MRP to be run. In fact, most modern sys­tems include a detailed CRP module that is linked directly into the MRP run. CRP tends to be too complex and requires too much data from other files to be run on a "stand-alone" spreadsheet application.

  17. Example Bill of Material X – 1 A and 1 B Y – 1 A and 2 C

  18. Example

  19. Example

  20. Example

  21. Example we will assume, for convenience sake, that each operation in the routing takes 1 week to accomplish. That implies that for the products due at the end of week 5 (and therefore assembled during week 5), the components to assemble those products must have been built in week 4.

  22. Capacity

More Related