Intended learning outcomes: Disclose an example of iterative master planning by comparing three production plans, with zero, two or four changes in production rhythm per year.
Continuation from previous subsection (5.2.2b)
Figures 5.2.2.2 through 5.2.2.4 illustrate iterative master planning that accords with the concept of integrated resource management: All resources are planned simultaneously. Using forecasted sales figures, the objective is to produce an optimal production plan. To estimate the consequences of different manufacturing strategies for total production, different variants are calculated. Thus, only steps 2 and 3 of the steps shown in Figure 5.2.2.1 are iterated.
Fig. 5.2.2.2 Plan 1: production plan at a constant level.
Fig. 5.2.2.3 Plan 2: production plan with four changes in production rhythm per year.
Fig. 5.2.2.4 Plan 3: production plan with two changes in production rhythm per year.
Many products, such as toys or lawnmowers, have a seasonal demand pattern like the one shown in the example. Should planners choose regular production, which will create inventory, or should production be a function of the demand, which will incur the costs of changing production rhythm? These costs go beyond micro costs, such as machine setup costs. Macro costs will be incurred, such as the costs of making changes to personnel or machinery. In the example, planners should calculate the following three production plans:
- Maintain the production rhythm throughout the whole year.
- Change production rhythm frequently — in this case, four times a year.
- Attempt to find an optimal compromise between plans 1 and 2.
The planners can now compare the three variants with respect to budget, assuming the following cost rates:
- Number of hours required to manufacture one unit: 100
- Cost per hour: $100
- Carrying cost: 20% of inventory value
- Cost of changing production rhythm: $800,000 (at least once a year, according to the new sales plan)
Figure 5.2.2.5 shows that the third solution results in the lowest total costs.
Fig. 5.2.2.5 Comparison of the three production plans.
The following simulation shows the production planning of one good depending on the demand evoking during a year.
Objective of the planning is to minimize inventory costs and cost of change(s) in the montly production.
Inventory costs are calculated by taking a percentage of the worth of the units laying in the warehouse. Cost of change(s) is the product of number of changes and cost per change.
To get a clue how production planning works, push the buttons in the top left corner.
Course section 5.2: Subsections and their intended learning outcomes
5.2 Master Planning — Long-Term Planning
Intended learning outcomes: Describe demand management, sales and operations planning as well as resource requirements planning. Explain master scheduling and rough-cut capacity planning. Disclose supplier scheduling: blanket order processing, release, and coordination.
5.2.1 Demand Management: Bid and Customer Blanket Order Processing and Demand Forecasting
Intended learning outcomes:: Describe demand management, customer bid, order success probability and customer blanket order. Present some aspects of demand forecasting.
5.2.2 Sales and Operations Planning
Intended learning outcomes: Present the concepts of sales plan, production plan, procurement plan, inventory policy, and inventory plan.
5.2.2b Resource Requirements Planning (RRP) and Iterative Master Planning
Intended learning outcomes: Present the concepts resource requirements planning (RRP) and aggregate plan. Explain sales and operations planning as an iterative master planning process.
5.2.2c Iterative Master Planning — an Example of Integrated Resource Management
Intended learning outcomes: Disclose an example of iterative master planning by comparing three production plans, with zero, two or four changes in production rhythm per year.
5.2.3 Master Scheduling — The Master Production Schedule (MPS)
Intended learning outcomes: Produce an overview on master scheduling and planning time fence. Present in detail the master production schedule (MPS) as a disaggregated version of the production plan. Explain the first task for establishing a master production schedule, which is the selection of the master schedule items.
5.2.3b Master Scheduling — Break Down the Production Plan Quantity for a Product Family into Quantity for Each Product of the Family.
Intended learning outcomes: Explain the second task for establishing a master production schedule, which is the break down the production plan quantity for a product family into quantity for each product of the family.
5.2.3c Rough-Cut Capacity Planning (RCCP)
Intended learning outcomes: Describe the third task for establishing a master production schedule, which is the process of rough-cut capacity planning (RCCP).
5.2.4 Supplier Scheduling: Blanket Order Processing and Blanket Release
Intended learning outcomes: Produce an overview on supplier scheduling. Explain the systematics of blanket orders and blanket releases with quantities and time periods.
