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Session 13 Capacity Planning Techniques http://www.pom.edu/mpc/lectures_in_manufacturing_planning.htm lecture session 1

Session 13 Capacity Planning Techniques http://www.pom.edu/mpc/lectures_in_manufacturing_planning.htm lecture session 14. Capacity Planning: Role in MPC Systems Rough Cut Capacity Planning Capacity Bill Technique Resource Profiles Technique Capacity Requirements Planning

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Session 13 Capacity Planning Techniques http://www.pom.edu/mpc/lectures_in_manufacturing_planning.htm lecture session 1

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  1. Session 13Capacity Planning Techniqueshttp://www.pom.edu/mpc/lectures_in_manufacturing_planning.htmlecture session 14 • Capacity Planning: Role in MPC Systems • Rough Cut Capacity Planning • Capacity Bill Technique • Resource Profiles Technique • Capacity Requirements Planning • Capacity Definitions • Technique Advantages/Limitations

  2. Capacity Planning in the MPC System

  3. Capacity Bill Example Sarah Reed. master scheduler at Walnut Hill, has developed a master production schedule for the XYZ boom box: Period 1 2 3 4 MPS 450 300 625 890 Dept.CapacityHours per Unit of End Product Circuit Board 130 .2 Assembly 160 .3 The XYZ is fabricated in several departments, but the circuit board department and assembly areas are the potential bottlenecks. Prepare a rough-cut analysis of capacity for the MPS.

  4. Problem 4. Sarah Reed Period: 1 2 3 4 MPS: 450 300 625 890 Capacity Requirements Capacity Capacity BillDept1234Available (.2 hr/unit) Circuit Board 90 60 125 178 130 hr/per. (.3 hr/unit) Assembly 135 90 187.5 267 160 hr/per. Requires: MPS, setup time and run time information from product routing file.

  5. Resource Profile Example Determine the capacity requirements in all work centers at Erben Fabricators using the MPS, resource profile, product structure, and lead time information given below for product Z and all of its components. (Assume all usages are one and that a new setup must be made in each period at each work center.) Period 12345 Product Z MPS 10 20 15 10 15 Product Z resource profile PartWork centerSetup hoursRun hours/unitPlanned Lead time Z 201 8.0 1.5 0 periods M 201 5.0 1.0 1 period N 202 3.0 2.0 1 period O 202 2.0 1.0 2 periods P 203 1.0 0.5 3 periods

  6. Resource Profile Solution Requires: MPS, setup and run time information from the product routing file, and lead time information.

  7. Capacity Requirements Planning (CRP) Example The Kuczma Company makes sign mounts for commercial customers. One product is the H mount which is made up of a painted surface on both sides of a wooden H frame. The H mount is put together in final assembly. The surfaces are painted in the paint shop, and frame is made in the frame shop. Kuczma wants to estimate the H mount capacity needs for next five periods in final assembly, the paint shop, and the frame shop. Setup Operation Work CenterTimeRun time Mount assembly Final Assembly 2 hours 1.0 hours Fabricate H frame Frame Shop 3 hours 0.5 hours Paint surfaces Paint Shop 4 hours 0.4 hours

  8. Capacity Requirements Planning (CRP) Example (continued)

  9. Capacity Requirements Planning (CRP) Example (continued) * In hours

  10. Capacity Requirements Planning (CRP) Example (continued) Capacity Requirements Period Dept 1 2 3 4 5 6 H Mount Assy 17 22 22 22 22 0 H Frame 28.5 0 18 18 0 0 Painted Surface 24 24 24 24 0 0 Note: 28.5 = 3 + 0.5(15) + 3 + 0.5(30) Requires: Planned order and schedule receipt information from the MRP system, and setup and run times from the product routing file.

  11. Capacity Definitions • Required capacity: Estimated using capacity planning techniques • Rated capacity: Available capacity considering staffing equipment capabilities • Demonstrated capacity: Actual (or realized) capacity based on actual production output

  12. Capacity Planning Techniques: Pros and Cons Capacity Bills ProsCons Easy to use Doesn’t consider lead times, inventory Minimal computational information, or gross-to-netting requirements Consider product mix Less accurate Resource Profiles Easy to use Doesn’t consider inventory information Minimal computational or gross-to- netting requirements Considers lead times Less accurate Consider product mix Capacity Requirements Planning Considers: gross-to-netting, Requires MRP system, Time-phased Inventory information, records, Extensive computational lead times requirements More accurate Considers product mix

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