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Production Planning 3 PDF

This document discusses rough-cut capacity planning and different types of production planning and control systems. It provides an example of a company, Texprint, analyzing the capacity of its production plan using rough-cut capacity planning. The document then describes different types of production planning systems including pond-draining, push, pull, and those focusing on bottlenecks. Synchronous manufacturing is discussed as an approach that focuses on bottlenecks.

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96 views15 pages

Production Planning 3 PDF

This document discusses rough-cut capacity planning and different types of production planning and control systems. It provides an example of a company, Texprint, analyzing the capacity of its production plan using rough-cut capacity planning. The document then describes different types of production planning systems including pond-draining, push, pull, and those focusing on bottlenecks. Synchronous manufacturing is discussed as an approach that focuses on bottlenecks.

Uploaded by

asyikiin aja
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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PRODUCTION PLANNING

Rough-Cut Capacity Planning


PRODUCTION PLANNING
Rough-Cut Capacity Planning

 As orders are slotted in the MPS, the effects on the


production work centers are checked
 Rough cut capacity planning identifies underloading
or overloading of capacity
PRODUCTION PLANNING
Example: Rough-Cut Capacity Planning

Texprint Company makes a line of computer printers on a


produce-to-stock basis for other computer manufacturers.
Each printer requires an average of 24 labor-hours. The plant
uses a backlog of orders to allow a level-capacity aggregate
plan. This plan provides a weekly capacity of 5,000 labor-
hours.
Texprint’s rough-draft of an MPS for its printers is shown on
the next slide. Does enough capacity exist to execute the
MPS? If not, what changes do you recommend?
PRODUCTION PLANNING
Example: Rough-Cut Capacity Planning

 Rough-Cut Capacity Analysis


WEEK
1 2 3 4 5 TOTAL
PRODUCTION 100 200 200 250 280 1030
LOAD 2400 4800 4800 6000 6720 24720
CAPACITY 5000 5000 5000 5000 5000 25000
UNDER or OVER LOAD 2600 200 200 1000 1720 280
PRODUCTION PLANNING
Example: Rough-Cut Capacity Planning

 Rough-Cut Capacity Analysis


 The plant is underloaded in the first 3 weeks (primarily
week 1) and it is overloaded in the last 2 weeks of the
schedule.
 Some of the production scheduled for week 4 and 5
should be moved to week 1.
PRODUCTION PLANNING

Types of Production-Planning
and Control Systems
PRODUCTION PLANNING

Types of Production-Planning and Control Systems

 Pond-Draining Systems
 Push Systems
 Pull Systems
 Focusing on Bottlenecks
PRODUCTION PLANNING
Pond-Draining Systems

 Emphasis on holding inventories (reservoirs) of


materials to support production
 Little information passes through the system
 As the level of inventory is drawn down, orders are
placed with the supplying operation to replenish
inventory
 May lead to excessive inventories and is rather
inflexible in its ability to respond to customer needs
Production Planning

PUSH SYSTEMS

Use information about customers, suppliers, and


production to manage material flows
Flows of materials are planned and controlled by a
series of production schedules that state when batches
of each particular item should come out of each stage of
production
Can result in great reductions of raw-materials
inventories and in greater worker and process utilization
than pond-draining systems
Production Planning

PULL SYSTEMS
Look only at the next stage of production and
determine what is needed there, and produce only that
Raw materials and parts are pulled from the back of the
system toward the front where they become finished
goods
Raw-material and in-process inventories approach zero
Successful implementation requires much preparation
Production Planning

FOCUSING ON BOTTLENECKS
Bottleneck Operations
Impede production because they have less capacity
than upstream or downstream stages
Work arrives faster than it can be completed
Binding capacity constraints that control the capacity
of the system
Optimized Production Technology (OPT)
Synchronous Manufacturing
Production Planning

SYNCHRONOUS MANUFACTURING

Operations performance measured by


throughput (the rate cash is generated by sales)
inventory (money invested in inventory), and
operating expenses (money spent in converting
inventory into throughput)
Production Planning

SYNCHRONOUS MANUFACTURING

System of control based on:


drum (bottleneck establishes beat or pace for other
operations)
buffer (inventory kept before a bottleneck so it is never
idle), and
rope (information sent upstream of the bottleneck to
prevent inventory buildup and to synchronize
activities)
Production Planning

WRAP-UP: WORLD-CLASS PRACTICE

Push systems dominate and can be applied to almost


any type of production
Pull systems are growing in use. Most often applied in
repetitive manufacturing
Few companies focusing on bottlenecks to plan and
control production.

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