供应链管理基础之05-能力需求计划ppt课件

1、Basics of Supply Chain ManagementSession 5Capacity Management and Production Activity ControlSession 1:Introduction to Supply Chain ManagementSession 2: ForecastingSession 3: Master PlanningSession 4: Material Requirements PlanningSession 5: Capacity Management and Production Activity ControlSession

2、 6:Inventory FundamentalsSession 7: Inventory Management Session 8:Physical DistributionSession 9:Quality Management and PurchasingSession 10:Just-in-Time ManufacturingCourse Outline5-1a.Session 5 ObjectivesCapacity management and its relation to priority planningRated or calculated capacityCapacity

3、 required for a shop orderPurpose and activities of production activity control (PAC)5-1b.Session 5 Objectives (cont.)Process of order preparation and data requirements for a PAC systemTechniques of schedulingPurpose of a shop order and necessary informationImplementation and control of work ordersI

4、nput/output reports5-2.Capacity ManagementPlanning and controlling resources needed to meet production objectivesPlanning:Determining resources needed to meet the priority planSelecting methods to make that capacity availableControlling:Monitoring output, comparing with the plan, and taking correcti

5、ve actionCapacity management occurs at each planning level5-3.Figure adapted from CPIM Exam Content Manual, APICS, 1997Capacity Management TechniquesCapacityRequirements Planning (CRP)Priority Management TechniquesResource RequirementsPlanning(RRP)ProductionPlanRough-CutCapacity Planning (RCCP)Maste

6、rProductionScheduleMaterial Requirements Planning (MRP)Production Activity Control (PAC)Operation SequencingInput/Output ControlPlanning Levels5-4.Defining CapacityThe capability of a system to perform its expected functionThe capability of a worker, machine, work center, plant, or organization to p

7、roduce output per time period5-5.Capacity Planning ProcessDetermine the capacity availableTranslate the released and planned orders into capacity required Sum up capacities required for each work centerResolve differences between available capacity and required capacity5-6.Determining Capacity Avail

8、ableCapacity available is“The capability of a system or resource to produce a quantity of output in a particular time periodAPICS DictionaryAvailable capacity can be calculated or measuredTo calculate available capacity, identify Available time Utilization Efficiency5-7.Available TimeAvailable time:

9、depends on the number of machines, number of workers, and hours of operationNumber of machines (or number of workers) hours of operationWhat is the weekly available time for a work center that has four machines and works eight hours a day for five days a week?5-8.UtilizationUtilization:Percentage of

10、 the time that the work center is active Example:Work center is available 120 hours a week, but actually produces goods for 90 hoursutilization 75% 100% 12090=5-9.EfficiencyEfficiency:Actual output rated againststandard outputExample:A work center is utilized 100 hours per week and produces 110 stan

11、dard hours of work 5-10.Problem 5.1A work center produces 90 standard hours of work in one week. The hours scheduled are 80, and 70 are actually worked. Calculate the utilization and efficiency of the work center.Utilization =Efficiency =5-11.Rated CapacityRated capacity = available time x utilizati

12、on x efficiencyExample:A work center consists of three machines and is operated eight hours a day for five days a week. Past utilization has been 75%, and efficiency has been 110%.Available time =Rated capacity = 5-12.Problem 5.2A work center consists of six machines that are available 16 hours per

13、day for five days a week. Utilization is 80%, and efficiency is 110%. What is the rated weekly capacity?Rated weekly capacity =5-13.Demonstrated CapacityProven capacity calculated from actual performance dataExample:Over the previous four weeks, a work center produced 110, 140, 120, and 130 standard

14、 hours of work. What is the demonstrated capacity?Demonstrated weekly capacity = standard hours/week5-14.LoadGenerated by the priority planning system (MRP)Translates the priorities, given in units, into time required at each work center in each time periodTakes place at each planning level5-15.Capa

15、city Requirements PlanningNeed to Know Take Information FromOpen shop ordersOpen order filePlanned order releasesMRPWhere work is doneRouting fileTime needed (standard hours)Routing fileLead timesRouting fileWork center fileWork center capacityWork center file5-16.Sun.WeekMon.Tues.Wed.Thurs.Fri.Sat.

16、MonthJuly1271281291301319101112131415281321331341617181920212229140141232425262728293014214314414514630311234531123124125126234567827123July 22Work Day123Defines non-work daysReprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, Prentice-Hall. Shop Calendar5-17.Lead-Time

17、 ElementsQueueSetupRunWaitMoveLead TimeQueueTime waiting before operation beginsSetupTime getting ready for operationRunTime performing operationWaitTime waiting after operation endsMoveTime physically moving between operationsAdapted from Material and Capacity Requirements Planning Certification Re

18、view Course, 1993, APICS5-18.Scheduling OrdersTo determine when orders should be started and completed on each work centerCalculate operation time required at each work centerOperation time = setup time + run timeAllow for queue, wait, and move times5-19.Order quantity = 100 unitsFrom route sheetFro

19、m work center filesScheduleScheduling Example5-20.Problem 5.35-21.Typical Load ProfileShows the capacity required at a work center based on planned and released orders for each time periodExampleWork center: 10Rated capacity: 110 standard hours/week5-22.Resolving DifferencesChange the availableUse o

20、vertime orcapacity:undertimeHire or lay offShift work forceUse alternate routingsSubcontractAlter the load:Alter lot sizes(May complicate schedule Reschedule for other work centers)5-23.Production Activity Control5-24Production PlanPlanningImplementcontrolPurchasingProduction Activity ControlMasterP

21、roduction ScheduleMaterialsRequirements PlanningCapacity ControlInput/Output.Objectives of PACExecute the MPS and MRPOptimize use of resourcesMinimize work in processMaintain customer service5-25.PAC FunctionsPlanEnsure resources are availableSchedule start and completion datesExecuteGather relevant

22、 shop order informationRelease shop ordersControlEstablish and maintain order priorityTrack actual performanceMonitor and control WIP, lead times, and queuesReport work center performance5-26.Reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, Prentice-Hall.Planning, E

23、xecuting, and Controlling5-27Manufacturing OperationsExecuteWorkAuthorizationControlCompareDecidePlanScheduleReplanProduction Activity Control.Data RequirementsMust KnowObtained FromWhat and how many to produceWhen parts are neededWhat operations are neededHow much time operations will takeHow much

24、capacity is available at each work center5-28.SchedulingObjectivesMeet delivery datesEffectively use manufacturing resourcesInvolvesEstablishing start and finish dates for each operation needed to complete an order5-29.Scheduling and Loading TechniquesForward scheduling:Activities are schedule from

25、a start date with the completion date of an order computedBackward scheduling:Activities are scheduled back from the due dateInfinite loading:Assumes capacity is infinite at any work centerFinite loading:Assumes there is a definite limit to capacity at any work center5-30.Reprinted with permission,

26、BMS Associates, Inc.Backward and Forward Scheduling5-31.Infinite versus Finite LoadingSource: Bihun and Musolf, Capacity Management Review Course, 19855-32.BottlenecksBottlenecks control the throughput of all products processed by themWork centers feeding bottlenecks should be scheduled at the rate

27、the bottleneck can processA time buffer inventory should be established before the bottleneckWork centers fed by the bottleneck have their throughput controlled by the bottleneck5-33.Execute the PlanShop Order PacketOrder number, part number, name and description, and quantityEngineering drawingsBil

28、ls of materialRoute sheetsMaterial issue ticketsTool requisitionsJob tickets and move tickets5-34.Period12345TotalPlanned input3832364044190Actual input3432324240180Cumulative variancePlanned output4040404040200Actual output3236444436192Cumulative variancePlanned backlog32Actual backlog32Work center

29、:201Capacity per period:40 standard hoursInput/Output Control5-35.Period123TotalPlanned input383642Actual input343640Cumulative variancePlanned output404040Actual output423642Cumulative variancePlanned backlog30Actual backlog30Work center:20Capacity per period:40 standard hoursProblem 5.45-36.Dispat

30、ch ListWork center: 10Rated capacity: 100 standard hours per weekShop date: 250 OrderPartOrderSetupRun Operation DateNumberNumberQuantityHoursHoursStartFinish12365541001.5152492501217345500.53024925114226875000.275250259Total standard hours2.2120Jobs coming7202512532832 201.21.5253254Re

31、printed with permission, J.R. Tony Arnold, Introduction to Materials Management,3rd ed. Prentice-Hall, 19985-37.Dispatching RulesFirst come, first served (FCFS)Jobs performed in order receivedEarliest job due date (EDD)Jobs performed according to due datesEarliest operation due date (ODD)Jobs perfor

32、med according to operation due datesShortest process time (SPT)Jobs sequenced according to process timeCritical ratio (CR)5-38.Critical RatioExample:Todays date is 180Critical Time WorkOrderDue DateRemainingRemainingRatioA185 5 days10 days .5B19010 days10 days1.0C19515 days10 days1.5If CR less than

33、()1:Order is ahead of schedule 5-39.Production ReportingFeedback on what is actually happening plantwide and by work centerOrder statusException reportsInventory statusLabor reportsMachine performance5-40.Session 5: ObjectivesDiscuss objectives of capacity management and its relation to priority pla

34、nningUnderstand how to determine rated or calculated capacity (available capacity)Understand how to calculate the capacity required for a shop order (required capacity)Define the purpose of production activity control (PAC) and the activities performedUnderstand the process of order preparation and the data requirements for a PAC systemDescribe the basic techniques o