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Master Production Schedule

Master Production Schedule. Master Production Scheduling. It forms the link between production planning and what manufacturing will actually build. It forms the basis for calculating the capacity and resources needed The MPS drives the material requirements plan. AS a schedule

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Master Production Schedule

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  1. Master Production Schedule

  2. Master Production Scheduling It forms the link between production planning and what manufacturing will actually build. It forms the basis for calculating the capacity and resources needed The MPS drives the material requirements plan. AS a schedule of items to be built, the MPS and bills of material determine what components are needed from manufacturing and purchasing. It keeps priorities valid. The MPS is a priority plan for manufacturing.

  3. Master Production Scheduling • The Information Needed to Develop an MPS The production plan Forecasts for individual end items Actual orders received from customers and for stock replenishment Inventory levels for individual end items Capacity restraints

  4. Master Production Scheduling Beginning Inventory Customer Orders Forecast Master Scheduling Projected Inventory Master Production Schedule Uncommitted Inventory

  5. Master Production Scheduling Production Plan Jan. Feb. Mar. Apr. May. 200 300 400 400 350 Master Schedule Jan. Feb. Mar. Product 1 100 100 100 Product 2 75 150 200 Product 3 25 50 100

  6. Master Production Scheduling • POH POH = Inventory from previous period - Max(Forecast, Customer Orders)

  7. Master Production Scheduling • MPS

  8. Master Production Scheduling

  9. Master Production Scheduling • ATP

  10. Master Production Scheduling • ATP - Example Calculate the available to promise for the following example. Can an order for 30 more be accepted for delivery in week 5? What will be the ATP if the order is accepted? 45 25 0

  11. Master Production Scheduling • Master Schedule Decisions Make-To-Stock Products: The MPS is usually a schedule of finished-goods items. Assemble-To-Order Products: It’s much easier if production is planned in subsystem level. Make-To-Order Products: The MPS is usually a schedule of the actual customer orders.

  12. Master Production Scheduling • Final Assembly Schedule (FAS) This last step, assembly to customer order, is generally planned using a final assembly schedule. This is a schedule of what will be assembled. It is used when there are many options and it is difficult to forecast which combination the customers will want. The final assembly takes place only when a customer order is received.

  13. Master Production Scheduling • The planning Horizon 一項計劃所涵蓋的時間長度至少要大於完成此計劃 之前置時間。 12 Weeks

  14. Master Production Scheduling • Time Fence (時柵) 時期 時間 情況 確認 凍結期 0~4週 緊急 高階主管 半融期 5~8週 需求劇烈變動 行銷與製造部 門協調 易變期 9~12週 正常 主排程師

  15. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) MPS When? What? How Many? 需求產能 可用產能

  16. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) Rough-cut capacity planning checks whether critical resources are available to support the preliminary master production schedules. Critical resources include bottleneck operations, labor, and critical materials (perhaps material that is scarce or has a long lead time).

  17. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) • 目前有關用於驗証MPS可行性之粗略產能規劃技術主要有 • 三種： • .總體因子產能規劃法 • ﹝Capacity Planning Using Overall Factors， CPOF﹞ • .人力清單法﹝Bill of Labor Approach﹞ • .資源負載法﹝Resource Profile﹞ • 此三種方法的目的是類似的但其所需求之輸入資料及計算 • 方法與複雜度卻是相當的不同。

  18. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) 總體因子產能規劃法 本方法所需的資料及計算最少，其所需之資料包含有MPS， 生產每一單位產品所需總時數，及產品在每一工作站所花費 時間佔所有生產時間的百分比。CPOF將生產產品所需總時 數乘上MPS數量得到滿足MPS所需總時數，再將此一總時 數乘以在每一工作中心所用時間百分比即可得各工作站對生 產某項產品之工作負荷。

  19. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) 人力清單法﹝亦稱資源清單法﹞ 人力﹝資源﹞清單是針對產品﹝或料件﹞，根據主要之作業 所需人工﹝機器﹞小時所列出的清單，它不是為了途程之用 ，而只是估計特定產品所需產能的方法。一般而言，假定有 n個主排程產品﹝或料件﹞。將產品k之人力﹝資源﹞清單中 屬於工作中心i的時數記為aik。同時將主MPS中產品k在期間j 的MPS數量記為bkj。則期間j在工作中心k所需產能可以下列 公式表示之。 for all i and j

  20. Master Production Scheduling Example MPS Bill of Labor/Resources

  21. Master Production Scheduling Example Results RCCP Report

  22. Master Production Scheduling • Rough Cut Capacity Planning (RCPP) 資源負載法 前述二種方法都未考慮前置時間﹝lead time﹞倒推的情形並 假設全部零組件與最終料件在相同期間生產。而資源負載表 很類似人力﹝資源﹞清單，其將人力﹝資源﹞清單中的單位 產品人工﹝或資源﹞需求，依據標準作業程序及作業時間倒 推分配至不同生產期間之各工作中心。一但建立了資源負載 表，可將資源負載乘以MPS得到粗略產能。資源負載技術是 最詳細的粗略產能規劃法，但仍不及資源需求規劃來得詳細 。下表為一典型之資源負載表列

  23. Master Production Scheduling • Rough Cut Capacity Planning (RCPP)

  24. Master Production Scheduling • The Objectives In Developing an MPS To maintain the desired level of customer service by maintaining finished goods inventory levels or by scheduling to meet customer delivery requirements. To make the best use of material, labor, and equipment. To maintain inventory investment at the required levels.

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