Production Planning and Control Chapter 7 Production Planning Professor JIANG Zhibin Dr.GENG Na Department of Industrial Engineering Management Shanghai Jiao Tong University 上浒充通大粤
Production Planning and Control Professor JIANG Zhibin Dr.GENG Na Department of Industrial Engineering & Management Shanghai Jiao Tong University Chapter 7 Production Planning
图 Chapter 7 Production Planning Contents ·Introduction Master Production Scheduling (MPS) o Material Requirement Planning (MRP) ·Capacity Planning 。Improvement in MRP 上游充道大睾
Chapter 7 Production Planning Contents • Introduction • Master Production Scheduling (MPS) • Material Requirement Planning (MRP) • Capacity Planning • Improvement in MRP
Capacity Planning-Techniques(CPOF) CPOF(Capacity planning using overall planning factors)is relatively simple approach to rough-cut capacity planning; CPOF plans are usually stated in terms of weekly or monthly time periods and accordingly are revised as the firm changes the MPS. Standard or Planning factor(e.g. Historical data historical data of direct labor time/ end product end product unit) on shop load Cap.req.on Cap.Req.on MPS overall labor or individual work machine-hr center The procedure for COPF 上泽充鱼大粤
Capacity Planning – Techniques (CPOF) Standard or historical data of end product • CPOF(Capacity planning using overall planning factors) is relatively simple approach to rough-cut capacity planning; • CPOF plans are usually stated in terms of weekly or monthly time periods and accordingly are revised as the firm changes the MPS. Planning factor (e.g. direct labor time/ end product unit) MPS Cap. req. on overall labor or machine-hr Historical data on shop load Cap. Req. on individual work center The procedure for COPF
apacity Planning-Techniques(CPOF) Example Problem data Master production schedule (in units) Period End product 1 2 3 4 5 6 7 8 9 10 11 12 13 Total A 3333 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 Direct labor time per end product unit: End product Total direct labor in standard hours/unit A 0.95 hours B 1.85 hours Estimated CPOF in standard direct labors Period Work center 2 3 4 5 6 7 8 9 10 11 12 13 Total Total required62.8062.8062.8062.0562.0562.0574.7574.7574.7585.1085.1085.1085.10939.20 Total Cap.Req.inP1:(0.95*33)+(1.85*17)=62.8 上帝究道大姿
Capacity Planning – Techniques (CPOF) Example Problem data Estimated CPOF in standard direct labors Total Cap. Req. in P1: (0.95*33)+(1.85*17) = 62.8 End product 1 2 3 4 5 6 7 8 9 10 11 12 13 Total A 33 33 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 End product A 0.95 hours B 1.85 hours Master production schedule (in units) Period Direct labor time per end product unit: Total direct labor in standard hours/unit 1 2 3 4 5 6 7 8 9 10 11 12 13 Total 62.80 62.80 62.80 62.05 62.05 62.05 74.75 74.75 74.75 85.10 85.10 85.10 85.10 939.20 Period Total required Work center
apacity Planning-Techniques(CPOF) Example Problem data Master production schedule (in units) Period End product 1 2 3 5 6 7 8 9 10 11 12 13 Total A 33 33 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 Direct labor time per end product unit: End product Total direct labor in standard hours/unit A 0.95 hours B 1.85 hours Estimated CPOF in standard direct labors Period Work Historical 3 4 5 6 7 9 10 11 12 13 Total center percentage 100 60.3 37.87 37.87 37.87 37.42 37.42 37.42 45.07 45.07 45.07 51.32 51.32 51.32 51.32 566.34 200 30.4 19.09 1909 19.0918.86 18.86 18.86 22.72 22.72 22.72 25.87 25.87 25.87 25.87285.52 300 9.3 5.84 5.84 5.84 5.77 5.77 5.77 6.95 6.95 6.95 7.91 7.91 7.91 7.91 87.35 Total required capacit 62.80 62.80 62.80 62.0562.05 62.0574.7574.75 74.7585.1085.10 85.1085.10939.20 Cap Req.for WC100inP1:62.8*60.3%=37.87 上泽充道大姿
Capacity Planning – Techniques (CPOF) Example Problem data Estimated CPOF in standard direct labors Cap Req. for WC 100 in P1: 62.8*60.3%=37.87 End product 1 2 3 4 5 6 7 8 9 10 11 12 13 Total A 33 33 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 End product A 0.95 hours B 1.85 hours Master production schedule (in units) Period Direct labor time per end product unit: Total direct labor in standard hours/unit Work center Historical percentage 1 2 3 4 5 6 7 8 9 10 11 12 13 Total 100 60.3 37.87 37.87 37.87 37.42 37.42 37.42 45.07 45.07 45.07 51.32 51.32 51.32 51.32 566.34 200 30.4 19.09 19.09 19.09 18.86 18.86 18.86 22.72 22.72 22.72 25.87 25.87 25.87 25.87 285.52 300 9.3 5.84 5.84 5.84 5.77 5.77 5.77 6.95 6.95 6.95 7.91 7.91 7.91 7.91 87.35 62.80 62.80 62.80 62.05 62.05 62.05 74.75 74.75 74.75 85.10 85.10 85.10 85.10 939.20 Period Total required capacit y
Capacity Planning-Techniques (Capacity Bills) Capacity bill is a rough-cut method,providing more direct linkage between individual end product in MPS and the capacity required for each work centers; considers any shifts in product mix; requires more data than CPOF:not only BOM and routing date are,but also direct labor-hour or machine-hour data. Calculation procedures: First calculate bill of capacity of end product,that is total time/unit for each end product on each resource,based on BOM,routing data,direct labor-hour or machine-hour; Then,apply bill of capacity to MPS to obtain capacity requirements of each resources in each period; 上浒充通大粤
Capacity Planning – Techniques (Capacity Bills) • Capacity bill is a rough-cut method, providing more direct linkage between individual end product in MPS and the capacity required for each work centers; considers any shifts in product mix; requires more data than CPOF: not only BOM and routing date are, but also direct labor-hour or machine-hour data. • Calculation procedures: First calculate bill of capacity of end product, that is total time/unit for each end product on each resource, based on BOM, routing data, direct labor-hour or machine-hour; Then, apply bill of capacity to MPS to obtain capacity requirements of each resources in each period;
Capacity Planning-Techniques (Capacity Bills) Routing and standard time data of an example Work Standard Standard setup Standard run time Total hours End products Lot sizes Operation center setup hours hours per unit hours per unit per unit A 40 1 ofl 100 1.00 0.025 0.025 9.050 B 20 lofl 100 1.00 6.050 1.250 1.300 Components C 40 1 of2 200 1.00 0.025 0.575 0.600 40 1 of2 300 1.00 0.025 0.175 0.200 D 60 1 ofl 200 2.00 0.033 0067 0.100 E 100 lofl 200 2,00 0.020 0.080 0.100 F 100 1 ofl 200 2.00 0.020 0.043 0.063 B q(D E(2) 0.025=setup time/lot size=1/40 F2) 0.05=standard setup time per unit+standard run time per unit=0.025+0.025 上帝充鱼大婴
Capacity Planning – Techniques (Capacity Bills) Routing and standard time data of an example 0.05=standard setup time per unit+ standard run time per unit=0.025+0.025 End products Lot sizes Operation Work center Standard setup hours Standard setup hours per unit Standard run time hours per unit Total hours per unit A 40 1 of 1 100 1.00 0.025 0.025 0.050 B 20 1 of 1 100 1.00 0.050 1.250 1.300 Components C 40 1 of 2 200 1.00 0.025 0.575 0.600 40 1 of 2 300 1.00 0.025 0.175 0.200 D 60 1 of 1 200 2.00 0.033 0.067 0.100 E 100 1 of 1 200 2.00 0.020 0.080 0.100 F 100 1 of 1 200 2.00 0.020 0.043 0.063 0.025=setup time/lot size=1/40
Capacity Planning-Techniques (Capacity Bills) Routing and standard time data of an example Work Standard Standard setup Standard run time Total hours End products Lot sizes Operation center setup hours hours per unit hours per unit per unit A 40 1 ofl 100 1.00 0.025 0.025 0.050 B 20 lofl 100 1.00 0.050 1.250 1.300 Components C 40 1 of2 200 1.00 0.025 0.575 0.600 40 1of2 300 1.00 0.025 0.175 0.200 D 60 1ofl 200 2.00 0033 0.067 0.100 E 100 lofl 200 2.00 0.020 0.080 0.100 (0.1*1D+0.1*2E+0.063*4F) 0 1 of1 200 2.00 6.020 0.043 0.063 0nWC200=0.55 Bill of capacity B End product A B Work center Total time/unit Total time/unit 100 0.05 1.3 C(1) E(2) 200 0.7 0.55 300 0.2 0 F2) Total time/unit 0.95 1.85 上浒充通大粤
Capacity Planning – Techniques (Capacity Bills) Routing and standard time data of an example End products Lot sizes Operation Work center Standard setup hours Standard setup hours per unit Standard run time hours per unit Total hours per unit A 40 1 of 1 100 1.00 0.025 0.025 0.050 B 20 1 of 1 100 1.00 0.050 1.250 1.300 Components C 40 1 of 2 200 1.00 0.025 0.575 0.600 40 1 of 2 300 1.00 0.025 0.175 0.200 D 60 1 of 1 200 2.00 0.033 0.067 0.100 E 100 1 of 1 200 2.00 0.020 0.080 0.100 F 100 1 of 1 200 2.00 0.020 0.043 0.063 A B Work center Total time/unit Total time/unit 100 0.05 1.3 200 0.7 0.55 300 0.2 0 Total time/unit 0.95 1.85 Bill of capacity End product (0.1 * 1D + 0. 1 * 2E + 0.063*4F) on WC 200=0.55
Capacity Planning-Techniques (Capacity Bills) Master production schedule (in units) Period End product 1 2 3 4 5 6 7 8 9 10 11 12 13 Total A 33 33 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 Bill of capacity End product A B Work center Total time/unit Total time/unit 0.05*33+1.3*17=23.75 100 0.05 1.3 200 0.7 0.55 300 0.2 0 Total time/unit 0.95 1.85 Capacity requirement Period Work 1 2 3 5 6 7 8 10 11 12 13 Total center 100 23.75 23.75 23.75 18.9 18.9 18.9 34 34 34 36.95 36.95 36.95 36.95 377.75 200 32.45 32.45 32.45 35.15 35.15 35.15 34.75 34.75 34.75 40.75 40.75 40.75 40.75 470.05 300 6.6 6.6 6.6 P 8 P 6 6 6 7.4 7.4 7.4 7.4 91.4 上帝家鱼大警
Capacity Planning – Techniques (Capacity Bills) End product 1 2 3 4 5 6 7 8 9 10 11 12 13 Total A 33 33 33 40 40 40 30 30 30 37 37 37 37 457 B 17 17 17 13 13 13 25 25 25 27 27 27 27 273 Master production schedule (in units) Period Work center 1 2 3 4 5 6 7 8 9 10 11 12 13 Total 100 23.75 23.75 23.75 18.9 18.9 18.9 34 34 34 36.95 36.95 36.95 36.95 377.75 200 32.45 32.45 32.45 35.15 35.15 35.15 34.75 34.75 34.75 40.75 40.75 40.75 40.75 470.05 300 6.6 6.6 6.6 8 8 8 6 6 6 7.4 7.4 7.4 7.4 91.4 Ca pacity re quirement Period A B Work center Total time/unit Total time/unit 100 0.05 1.3 200 0.7 0.55 300 0.2 0 Total time/unit 0.95 1.85 Bill of capacity End product 0.05*33+1.3*17=23.75
Capacity Planning-Techniques(CRP) CRP is to calculate capacity requirements placed on a work center or resource group by using the output of MRP,that is,the time-phased material plan information generated by MRP. The information include actual lot sizes and lead time for both open shop orders(scheduled receipts)and orders planned for future release (planned orders). 。 By calculating capacity requirements both for open shop orders (scheduled receipts)and orders planned for future release (planned orders)in the MRP data base,CRP accounts for the capacity already stored in the form of finished and WIP inventories. 上浒充通大粤
Capacity Planning – Techniques (CRP) • CRP is to calculate capacity requirements placed on a work center or resource group by using the output of MRP, that is, the time-phased material plan information generated by MRP. • The information include actual lot sizes and lead time for both open shop orders (scheduled receipts) and orders planned for future release (planned orders). • By calculating capacity requirements both for open shop orders (scheduled receipts) and orders planned for future release (planned orders) in the MRP data base, CRP accounts for the capacity already stored in the form of finished and WIP inventories
