供应链管理基础之05-能力需求计划.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Basics of Supply Chain Management,Version 2.1 August 2001,5-,#,Visual,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,Session 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,Version 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 Objectives(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 Management,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 at each planning level,5-3,Basics of Supply Chain Management,Version 2.1 August 2001,Figure adapted from,CPIM Exam Content Manual,APICS,1997,Capacity Management Techniques,CapacityRequirements Planning(CRP),Priority Management Techniques,Resource RequirementsPlanning(RRP),ProductionPlan,Rough-CutCapacity Planning(RCCP),MasterProductionSchedule,Material Requirements Planning(MRP),Production Activity Control(PAC),Operation Sequencing,Input/Output Control,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,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 differences 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 capacity 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 machines(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 center 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 100 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 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 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 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 work.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 time 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 file,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,127128129130131,9101112131415,28,132133134135136,16171819202122,29,137138139140141,23242526272829,30,142143144145146,303112345,31,123124125126,2345678,27,123,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,QueueSetupRunWaitMove,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 Course,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 move 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 August 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 availableUse 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,Production Plan,Planning,Implement,control,Purchasing,Production,Activity,Control,Master,Production,Schedule,Materials,Requirements,Planning,Capacity,Control,Input/Output,Basics of 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 and 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,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,Version 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,Scheduling,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 schedule 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 Supply 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 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 centers 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 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,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,40,40,40,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:250,OrderPartOrderSetupRun Operation DateNumberNumberQuantityHoursHoursStartFinish,12365541001.515249250,1217345500.530249251,14226875000.275250259,Total standard hours2.2120,Jobs coming:,14577452000.720251253,1352832 201.21.5253254,Reprinted with permission,J.R.Tony Arnold,Introduction to Materials 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 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 days .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,Labor 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 calculate 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 should contain,Summarize the process of implementing and controlling work orders,Develop a simple input/output report,5-41,Basics of Supply Chain Management,Version 2.1 August 2001,Problem 5.5,Available hours=,Hours actually worked=,Standard hours produced=,Utilization=,Efficiency=,Weekly available time=,Rated capacity=,5-42,Basics of Supply Chain Management,Version 2.1 August 2001,Problem 5.5(Solution),Available hours=12,000,Hours actually worked=10,440,Standard hours produced=11,480,Utilization=x 100%=87%,Efficiency=x 100%=110%,Weekly available time=3 x 16 x 5=240 hours,Rated capacity=240 x.87 x 1.10=229.7,5-42a,10,440,12,000,11,480,10,440,Basics of Supply Chain Management,Version 2.1 August 2001,Work center:20,Capacity per period:40 standard hours,Problem 5.6,5-43,Period,1,2,3,4,Total,Planned input,36,38,35,Actual input,Cumulative variance,Planned output,40,40,40,Actual output,Cumulative variance,Planned backlog 32,Actual backlog 32,40,34,32,32,42,40,38,36,40,38,Basics of Supply Chain Management,Version 2.1 August 2001,Work center:20,Capacity per period:40 standard hours,Problem 5.6(Solution),5-43a,Period,1,2,3,4,Total,Planned input,36,38,35,149,Actual input,-2,-8,-11,-9,Cumulative variance,Planned output,40,40,40,160,Actual output,Cumulative variance,Planned backlog 32,Actual backlog 32,40,-9,34,32,32,140,42,40,28,24,16,20,-2,-6,-6,-8,-8,38,36,40,152,38,28,26,21,21,演讲完毕，谢谢观看！,