供应链管理基础之05节-能力需求计划

1、Basics of Supply Chain Management,Session 5 Capacity Management and Production Activity Control,Basics of Supply Chain Management, Version 2.1 August 2001,Session 1:Introduction to Supply Chain Management Session 2: Forecasting Session 3: Master Planning Session 4: Material Requirements Planning Ses

2、sion 5: Capacity Management and Production Activity Control Session 6:Inventory Fundamentals Session 7: Inventory Management Session 8:Physical Distribution Session 9:Quality Management and Purchasing Session 10:Just-in-Time Manufacturing,Course Outline,5-1a,Basics of Supply Chain Management, Versio

3、n 2.1 August 2001,Session 5 Objectives,Capacity management and its relation to priority planning Rated or calculated capacity Capacity required for a shop order Purpose and activities of production activity control (PAC),5-1b,Basics of Supply Chain Management, Version 2.1 August 2001,Session 5 Objec

4、tives (cont.),Process of order preparation and data requirements for a PAC system Techniques of scheduling Purpose of a shop order and necessary information Implementation and control of work orders Input/output reports,5-2,Basics of Supply Chain Management, Version 2.1 August 2001,Capacity Manageme

5、nt,Planning and controlling resources needed to meet production objectives Planning:Determining resources needed to meet the priority plan Selecting methods to make that capacity available Controlling:Monitoring output, comparing with the plan, and taking corrective action Capacity management occurs

6、 at each planning level,5-3,Basics of Supply Chain Management, Version 2.1 August 2001,Planning Levels,5-4,Basics of Supply Chain Management, Version 2.1 August 2001,Defining Capacity,The capability of a system to perform its expected function The capability of a worker, machine, work center, plant,

7、 or organization to produce output per time period,5-5,Basics of Supply Chain Management, Version 2.1 August 2001,Capacity Planning Process,Determine the capacity available Translate the released and planned orders into capacity required Sum up capacities required for each work center Resolve differ

8、ences between available capacity and required capacity,5-6,Basics of Supply Chain Management, Version 2.1 August 2001,Determining Capacity Available,Capacity available is “The capability of a system or resource to produce a quantity of output in a particular time period” APICS Dictionary Available c

9、apacity can be calculated or measured To calculate available capacity, identify Available time Utilization Efficiency,5-7,Basics of Supply Chain Management, Version 2.1 August 2001,Available Time,Available time:depends on the number of machines, number of workers, and hours of operation Number of ma

10、chines (or number of workers) hours of operation What 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,Basics of Supply Chain Management, Version 2.1 August 2001,Utilization,Utilization:Percentage of the time that the work ce

11、nter is active Example:Work center is available 120 hours a week, but actually produces goods for 90 hours,utilization,75%,100%,120,90,=,5-9,Basics of Supply Chain Management, Version 2.1 August 2001,Efficiency,Efficiency:Actual output rated againststandard output Example:A work center is utilized 1

12、00 hours per week and produces 110 standard hours of work,5-10,Basics of Supply Chain Management, Version 2.1 August 2001,Problem 5.1,A 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

13、work center. Utilization = Efficiency =,5-11,Basics of Supply Chain Management, Version 2.1 August 2001,Rated Capacity,Rated capacity = available time x utilization x efficiency Example:A work center consists of three machines and is operated eight hours a day for five days a week. Past utilization

14、has been 75%, and efficiency has been 110%. Available time = Rated capacity =,5-12,Basics of Supply Chain Management, Version 2.1 August 2001,Problem 5.2,A work center consists of six machines that are available 16 hours per day for five days a week. Utilization is 80%, and efficiency is 110%. What

15、is the rated weekly capacity? Rated weekly capacity =,5-13,Basics of Supply Chain Management, Version 2.1 August 2001,Demonstrated Capacity,Proven capacity calculated from actual performance data Example:Over the previous four weeks, a work center produced 110, 140, 120, and 130 standard hours of wo

16、rk. What is the demonstrated capacity? Demonstrated weekly capacity = standard hours/week,5-14,Basics of Supply Chain Management, Version 2.1 August 2001,Load,Generated by the priority planning system (MRP) Translates the priorities, given in units, into time required at each work center in each tim

17、e period Takes place at each planning level,5-15,Basics of Supply Chain Management, Version 2.1 August 2001,Capacity Requirements Planning,Need to Know Take Information From Open shop ordersOpen order file Planned order releasesMRP Where work is doneRouting file Time needed (standard hours)Routing f

18、ile Lead timesRouting file Work center file Work center capacityWork center file,5-16,Basics of Supply Chain Management, Version 2.1 August 2001,Sun.,Week,Mon.,Tues.,Wed.,Thurs.,Fri.,Sat.,Month,July,127128129130131,9101112131415,28,132133134135136,16171819202122,29,137138139140141,23242526272829,30,

19、142143144145146,303112345,31,123124125126,2345678,27,123,July 2,2,Work Day123,Defines non-work days,Reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, Prentice-Hall.,Shop Calendar,5-17,Basics of Supply Chain Management, Version 2.1 August 2001,Lead-Time Elements,Queue

20、SetupRunWaitMove,Lead Time,QueueTime waiting before operation begins SetupTime getting ready for operation RunTime performing operation WaitTime waiting after operation ends MoveTime physically moving between operations,Adapted from Material and Capacity Requirements Planning Certification Review Co

21、urse, 1993, APICS,5-18,Basics of Supply Chain Management, Version 2.1 August 2001,Scheduling Orders,To determine when orders should be started and completed on each work center Calculate operation time required at each work center Operation time = setup time + run time Allow for queue, wait, and mov

22、e times,5-19,Basics of Supply Chain Management, Version 2.1 August 2001,Order quantity = 100 units From route sheet,From work center files,Schedule,Scheduling Example,5-20,Basics of Supply Chain Management, Version 2.1 August 2001,Problem 5.3,5-21,Basics of Supply Chain Management, Version 2.1 Augus

23、t 2001,Typical Load Profile,Shows the capacity required at a work center based on planned and released orders for each time period Example Work center: 10Rated capacity: 110 standard hours/week,5-22,Basics of Supply Chain Management, Version 2.1 August 2001,Resolving Differences,Change the available

24、Use overtime or capacity:undertime Hire or lay off Shift work force Use alternate routings Subcontract Alter the load:Alter lot sizes (May complicate schedule Reschedule for other work centers),5-23,Basics of Supply Chain Management, Version 2.1 August 2001,Production Activity Control,5-24,Basics of

25、 Supply Chain Management, Version 2.1 August 2001,Objectives of PAC,Execute the MPS and MRP Optimize use of resources Minimize work in process Maintain customer service,5-25,Basics of Supply Chain Management, Version 2.1 August 2001,PAC Functions,Plan Ensure resources are available Schedule start an

26、d completion dates Execute Gather relevant shop order information Release shop orders Control Establish and maintain order priority Track actual performance Monitor and control WIP, lead times, and queues Report work center performance,5-26,Basics of Supply Chain Management, Version 2.1 August 2001,

27、Reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, Prentice-Hall.,Planning, Executing, and Controlling,5-27,Manufacturing Operations,Execute Work Authorization,Control Compare Decide,Plan Schedule Replan,Production Activity Control,Basics of Supply Chain Management, V

28、ersion 2.1 August 2001,Data Requirements,Must KnowObtained From What and how many to produce When parts are needed What operations are needed How much time operations will take How much capacity is available at each work center,5-28,Basics of Supply Chain Management, Version 2.1 August 2001,Scheduli

29、ng,Objectives Meet delivery dates Effectively use manufacturing resources Involves Establishing start and finish dates for each operation needed to complete an order,5-29,Basics of Supply Chain Management, Version 2.1 August 2001,Scheduling and Loading Techniques,Forward scheduling:Activities are sc

30、hedule from a start date with the completion date of an order computed Backward scheduling:Activities are scheduled back from the due date Infinite loading:Assumes capacity is infinite at any work center Finite loading:Assumes there is a definite limit to capacity at any work center,5-30,Basics of S

31、upply Chain Management, Version 2.1 August 2001,Reprinted with permission, BMS Associates, Inc.,Backward and Forward Scheduling,5-31,Basics of Supply Chain Management, Version 2.1 August 2001,Infinite versus Finite Loading,Source: Bihun and Musolf, Capacity Management Review Course, 1985,5-32,Basics

32、 of Supply Chain Management, Version 2.1 August 2001,Bottlenecks,Bottlenecks control the throughput of all products processed by them Work centers feeding bottlenecks should be scheduled at the rate the bottleneck can process A time buffer inventory should be established before the bottleneck Work c

33、enters fed by the bottleneck have their throughput controlled by the bottleneck,5-33,Basics of Supply Chain Management, Version 2.1 August 2001,Execute the PlanShop Order Packet,Order number, part number, name and description, and quantity Engineering drawings Bills of material Route sheets Material

34、 issue tickets Tool requisitions Job tickets and move tickets,5-34,Basics of Supply Chain Management, Version 2.1 August 2001,Period,1,2,3,4,5,Total,Planned input,38,32,36,40,44,190,Actual input,34,32,32,42,40,180,Cumulative variance,Planned output,40,40,40,40,40,200,Actual output,32,36,44,44,36,192

35、,Cumulative variance,Planned backlog,32,Actual backlog,32,Work center:201 Capacity per period:40 standard hours,Input/Output Control,5-35,Basics of Supply Chain Management, Version 2.1 August 2001,Period,1,2,3,Total,Planned input,38,36,42,Actual input,34,36,40,Cumulative variance,Planned output,40,4

36、0,40,Actual output,42,36,42,Cumulative variance,Planned backlog,30,Actual backlog,30,Work center:20 Capacity per period:40 standard hours,Problem 5.4,5-36,Basics of Supply Chain Management, Version 2.1 August 2001,Dispatch List,Work center: 10 Rated capacity: 100 standard hours per week Shop date: 2

37、50 OrderPartOrderSetupRun Operation DateNumberNumberQuantityHoursHoursStartFinish 12365541001.515249250 1217345500.530249251275250259 Total standard hours2.2120 Jobs coming:720251253 1352832 201.21.5253254,Reprinted with permission, J.R. Tony Arnold, Introduction to Materia

38、ls Management,3rd ed. Prentice-Hall, 1998,5-37,Basics of Supply Chain Management, Version 2.1 August 2001,Dispatching Rules,First come, first served (FCFS)Jobs performed in order received Earliest job due date (EDD)Jobs performed according to due dates Earliest operation due date (ODD)Jobs performed

39、 according to operation due dates Shortest process time (SPT)Jobs sequenced according to process time Critical ratio (CR),5-38,Basics of Supply Chain Management, Version 2.1 August 2001,Critical Ratio,Example: Todays date is 180 Critical Time Work OrderDue DateRemainingRemainingRatio A185 5 days10 d

40、ays .5 B19010 days10 days1.0 C19515 days10 days1.5 If CR less than ()1:Order is ahead of schedule,5-39,Basics of Supply Chain Management, Version 2.1 August 2001,Production Reporting,Feedback on what is actually happening plantwide and by work center Order status Exception reports Inventory status L

41、abor reports Machine performance,5-40,Basics of Supply Chain Management, Version 2.1 August 2001,Session 5: Objectives,Discuss objectives of capacity management and its relation to priority planning Understand how to determine rated or calculated capacity (available capacity) Understand how to calcu

42、late the capacity required for a shop order (required capacity) Define the purpose of production activity control (PAC) and the activities performed Understand the process of order preparation and the data requirements for a PAC system Describe the basic techniques of scheduling Describe the purpose of a shop order and the information it shoul