Master scheduling
- 2. Introduction Products into product groups. They combine Which alltogether Aggregate Production Demand into reflect Top Management & Capacity Plans monthly totals. Decisions. Personnel Requirements across departments Eventually, the time comes when individual “end item” products and services must be scheduled at specific work centers. This is accomplished by master scheduling Which means, producing a SUPPLY PLAN (a time table including quantities) to produce specific items or provide specific services within a given time period.
- 3. Master Schedule & the Master Production Schedule (MPS) The master schedule (MS) is a Example : A simple MS for an MPS item (end presentation of the demand, including product) the forecast and the backlog (customer orders received), the master production schedule (the supply plan), the projected on hand (POH) inventory, and the available-to-promise (ATP) quantity. The master production schedule (MPS) is the primary output of the master scheduling process.It is the “plan” for providing the supply to meet the demand. Table 1
- 4. Relationship of Master Scheduling to other MPC activities Is the “key” in Creates demand Creates demand developing the requirements requirements master schedule The master schedule (MS) is a key link in the manufacturing planning and control chain. The MS interfaces with marketing, distribution planning, production planning, and capacity planning. The MS drives the material requirements planning (MRP) system. Master scheduling calculates the quantity required to meet demand Is the “key” requirements from all sources (see link Calculates net requirements the example case on next page). Input-Output Control & Operation Scheduling Figure 1
- 5. Example : A case in which the distribution requirements are the gross requirements for the MS Here, the MS; enables marketing to make legitimate delivery commitments to field warehouses and final customers. enables production to evaluate capacity requirements in a more detailed manner. provides to management the opportunity to ascertain whether the business plan and its strategic objectives will be achieved. Table 2 Distribution Net Requirements are requirements (gross calculated by MRP logic. requirements for MS)
- 6. Understanding THE ENVIRONMENT in which master scheduling takes place. Before describing the activities involved in creating and managing the MS, we need to examine the different organizational environments in which master scheduling takes place. THESE ENVIRONMENTS ARE DETERMINED BY the company’s STRATEGIC RESPONSES to; the INTERESTS of CUSTOMERS and the ACTIONS of COMPETITORS Thus, a COMPETETIVE STRATEGY evolves...
- 7. The Role and Structure of Master Scheduling Master Scheduling is a business process designed to balance demand and supply at the detailed, mix level. Master Scheduling is primarily a decision-making process, performed by an individual called the Master Scheduler. As such, it is people- centered; the computer’s role is to support the people in their decision-making activities. The output from this process is the Master Production Schedule, which is the anticipated build schedule for specific products (or parts of products) and customer orders. The Master Schedule is: • time-phased, • extends for a number of weeks into the future, and • is typically expressed in weekly time increments or smaller.
- 8. Inputs & outputs of master scheduling: Capacity Company Product Economic Consts. Policies Charact. Considerations Placed Orders Master Production Forecasted Demand Schedule: MPS When & How Much Current and Planned to produce for each Availability, eg., product •Initial Inventory, •Initiated Production, •Subcontracted quantities Planning Time Horizon unit Capacity Planning
- 9. Rough-Cut Capacity Planning • RCCP checks whether critical resources are available to support the preliminary master production schedules. Critical resources include bottleneck operations, labor, and critical materials.
- 10. MASTER PRODUCTION SCHEDULING PROCESS Figure 1 shows the master production scheduling process. Operations must first create a prospective MPS to test whether it meets the schedule with the resources(e.g., machine capacities, labor, overtime, and subcontractors) provided for in the aggregate production plan. Operations revises the MPS until it obtains a schedule that satisfies all resource limitations or determines that no feasible schedule can bedeveloped. In the latter event, the production plan must be revised to adjust production requirements or increase authorized resources. Once a feasible prospective MPShas been accepted by plant management, operations uses the authorized MPS as input to material requirements planning. Operations can then determine specific schedules for component production and assembly. Actual performance data such as inventory levels and shortages are inputs to the next prospective MPS, and the master production scheduling process is repeated.
- 12. DEVELOPING A MASTER PRODUCTION SCHEDULE The process of developing a master production schedule includes (1) calculating the projected on-hand inventory (2) determining the timing and size of the production quantities of specific products Step 1. Calculate Projected On-Hand Inventories. The first step is to calculate the projected on-hand inventory, which is an estimate of the amount of inventory available each week after demand has been satisfied:
- 13. In some weeks, there may be no MPS quantity for a product because sufficient inventory already exists. For the projected requirements for this week, the scheduler uses whichever is larger—the forecast or the customer orders booked—recognizing that the forecast is subject to error. If actual booked orders exceed the forecast, the projection will be more accurate if the scheduler uses the booked orders because booked orders are a known quantity. Conversely, if the forecast exceeds booked orders for a week, the forecast will provide a better estimate of requirements for that week because some orders are yet to come in.
- 14. Example The manufacturer of the ladder-back chair produces the chair to stock and needs to develop an MPS for it. Marketing has forecasted a demand of 30 chairs for the first week of April, but actual customer orders booked are for 38 chairs. The current on-hand inventory is 55 chairs. No MPS quantity is due in week 1. Figure 2 shows an MPS record with these quantities listed. As actual orders for week 1 are greater than the forecast, the scheduler uses that figure for actual orders in calculating the projected inventory balance at the end of week 1:
- 15. In week 2, the forecasted quantity exceeds actual orders booked, so the projected on-hand inventory for the end of week 2 is 17 + 0 - 30= -13. The shortage signals the need for more chairs in week 2.
- 16. Step 2. Determine the Timing and Size of MPS Quantities. The goal of determining the timing and size of MPS quantities is to maintain a nonnegative projected on-hand inventory balance. As shortages in inventory are detected, MPS quantities should be scheduled to cover them, The first MPS quantity should be scheduled for the week when the projected on-hand inventory reflects a shortage, such as week 2 in Figure 2 The scheduler adds the MPS quantity to the projected on-hand inventory and searches for the next period when a shortage occurs. This shortage signals a need for a second MPS quantity, and so on. Figure 3 shows a master production schedule for the ladder-back chair for the next eight weeks. The order policy requires production lot sizes of 150 units. A shortage of 13 chairs in week 2 will occur unless the scheduler provides for an MPS quantity for that period.
- 18. Once the MPS quantity is scheduled, the updated projected inventory balance for week 2 is The scheduler proceeds column by column through the MPS record until reaching the end, filling in the MPS quantities as needed to avoid shortages. The 137 units will satisfy forecasted demands until week 7, when the inventory shortage in the absence of an MPS quantity is 7 + 0 -35 =-28. This shortage signals the need for another MPS quantity of 150 units. The updated inventory balance is 7 + 150 - 35 = 122 chairs for week 7. The last row in Figure 3 indicates the periods in which production of the MPS quantities must begin so that they will be available when indicated in the MPS quantity row.
- 19. a lead time of one week is indicated for the ladder-back chair; that is, one week is needed to assemble 150 ladder-back chairs, assuming that items B, C, D, and E are available. For each MPS quantity, the scheduler works backward through the lead time to determine when the assembly department must start producing chairs. Consequently, a lot of 150 units must be started in week 1 and another in week 6.
- 20. AVAILABLE-TO-PROMISE QUANTITIES In addition to providing manufacturing with the timing and size of production quantities ,the MPS provides marketing with information that is useful in negotiating delivery dates with customers. The quantity of end items that marketing can promise to deliver on specified dates is called available-to-promise (ATP) inventory. It is the difference between the customer orders already booked and the quantity that operations is planning to produce. As new customer orders are accepted, the ATP inventory is reduced to reflect commitment of the firm to ship those quantities, but the actual inventory stays unchanged until the order is removed from inventory and shipped to the customer. An available-to-promise inventory is associated with each MPS quantity because the MPS quantity specifies the timing and size of new stock that can be earmarked to meet future bookings.
- 21. Figure 4 shows an MPS record with an additional row for the available-to promise quantities. The ATP in week 2 is the MPS quantity minus booked customer orders until the next MPS quantity, or 150 - (27 + 24 + 8 + 0 + 0) = 91 units. The ATP indicates to marketing that, of the 150 units scheduled for completion in week 2, 91 units are uncommitted, and total new orders up to that quantity can be promised for delivery as early as week 2. In week 7, the ATP is 150 units because there are no booked orders in week 7 and beyond. The procedure for calculating available-to-promise information is slightly different for the first (current) week of the schedule than for other weeks because it accounts for the inventory currently in stock. The ATP inventory for the first week equals current on-hand inventory plus the MPS quantity for the first week, minus the cumulative total of booked orders up to (but not including) the week in which the next MPS quantity arrives. So, in Figure 4, the ATP for the first week is 55 + 0 - 38 = 17.
- 23. This information indicates to the sales department that it can promise as many as 17 units this week, 91 more units sometime in weeks 2 through 6, and 150 more units in week 7 or 8. If customer order requests exceed ATP quantities in those time periods, the MPS must be changed before the customer orders can be booked or the customers must be given a later delivery date—when the next MPS quantity arrives. See the solved problem at the end of this supplement for an example of decision making using the ATP quantities. FREEZING THE MPS many firms, particularly those with a make-to-stock strategy and a focus on low-cost operations, freeze, or disallow changes to, a portion of the MPS. Freezing can be accomplished by specifying a demand time fence, which is the number of periods (beginning with the current period) during which few, if any, changescan be made to the MPS (i.e., the MPS is firm). Companies select the demand time fence after considering the costs of making changes to the MPS:
- 24. Other time fences that allow varying amounts of change can be specified. For example, the planning time fence typically covers a longer period than the demand time fence.
- 25. Example : The number of time fences can vary. Black & Decker uses three time fences: 8, 13, and 26 weeks. The 8-week fence is essentially a demand time fence. From 8 to 13 weeks, the MPS is quite rigid, but minor changes to model series may be made if components are available. From 13 to 26 weeks, substitution of one end item for another is permitted as long as the production plan is not violated and components are available. Beyond 26 weeks, marketing can make changes as long as they are compatible with the production plan.
- 26. SOLVED PROBLEM The order policy is to produce end item A in lots of 50 units. Using the data shown in Figure 6 and the FOQ lot-sizing rule, complete the projected on-hand inventory and MPS quantity rows. Then complete the MPS start row by offsetting the MPS quantities for the final assembly lead time. Finally, compute the available-to-promise inventory for item A. If in week 1, a customer requests a new order for 30 units of item A, when is the earliest date the entire order could be shipped? The projected on-hand inventory for the second week is
- 28. where requirements are the larger of the forecast or actual customer orders booked for shipment during this period. No MPS quantity is required. Without an MPS quantity in the third period, there will be a shortage of item A: 5 + 0 - 40 =- 35. Therefore, an MPS quantity equal to the lot size of 50 must be scheduled for completion in the third period. Then the projected on-hand inventory for the third week will be 5 + 50 - 40 = 15. Figure K.7 shows the projected on-hand inventories and MPS quantities from OM Explorer that would result from completing the MPS calculations. The MPS start row is completed by simply shifting a copy of the MPS quantity row to the left by one column to account for the one-week final assembly lead time. Also shown are the available-to-promise quantities. In week 1, the ATP is
- 30. The ATP for the MPS quantity in week 3 is The other ATPs equal their respective MPS quantities because there are no booked orders for those weeks. As for the new order for 30 units, the earliest it can be shipped is week 3 because the ATP for week 1 is insufficient. If the customer accepts the delivery date of week 3, the ATP for week 1 will stay at 5 units and the ATP for week 3 will be reduced to 5 units. This acceptance allows the firm the flexibility to immediately satisfy an order for 5 units or less, if one comes in. The customer orders booked for week 3 would be increased to 35 to reflect the new order’s shipping date.