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Capacity Planning. Contents for Capacity Planning and Utilization. Role of Capa . Plan’g in MPC. CP and Control Techniques. Scheduling Capa . and Mtl . Simultaneously. Management and CP/Utilization. Examples. Role of Capacity Planning and in MPC Systems.

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Contents for Capacity Planning and Utilization

Role of Capa. Plan’g in MPC

CP and Control Techniques

Scheduling Capa. and Mtl. Simultaneously

Management and CP/Utilization

Examples


Role of Capacity Planning and in MPC Systems

  • The primary objective is to estimate the capacity requirement

  • Located at Midterm Range coined with MRP


Role of Capacity Planning and in MPC Systems

  • Links to Other MPC Modules: - Resource Planning - Rough Cut Capacity Planning - Capacity Requirement Planning

  • Resource Planning <-> Sales and Operations Planning -gross labor hours, floor space, machine hours

  • Rough Cut Capacity Planning <-> MPS -CPOF, Capacity Bills, Resource Profiles

  • Capacity Planning <-> MRP -Time Phase Capacity Requirement, Gantt Chart, ..

  • Finite Loading -> Production Activity Control과 영역이 겹침

  • APS: Advanced Production/Planning and Scheduling

  • Input/Output Analysis


CP and Control Techniques: 4 Techniques

  • CPOF(Capacity Planning Using Overall Factors

  • Capacity Bills

  • Resource Profiles

  • Capacity Requirement Planning



CP and Control Techniques: Capacity Bills

  • Bill of Material, Routing Data including Machine/Labor Hour Data

  • Bill of Capacity indicates total Standard Hour

  • Some Companies use CBs only for Critical Work Centers

  • quirement Planning




CP and Control Techniques: Resource Profiles

  • Bill of Material, Routing Data including Machine/Labor Hour Data, and also Lead Time information is needed

  • Operation Set Back Chart is used



CP and Control Techniques: CRP

  • CRP utilizes time phased material plan information(MRP)

  • Similar to the one for Resource Profiles but use detailed MRP data, e.g. initial inventory, lot sizing, lead time, etc.


Scheduling Capacity and Material Simultaneously

  • Finite Loading is necessary( Fig.10.11)

  • Overall lead time based on Hierarchical BOM structure tends to be quite long

  • Vertical Loading vs. Horizontal Loading

  • Front Scheduling vs. Back Scheduling




Management and Capacity Planning and Utilization

  • Capacity Planning is one side of coin; Capacity Management is the other

  • Capacity Monitoring with Input/Output Control -Planned Input/Outputvs Actual Input/Output -Productivity Deviation at Work Centers, Breakdown, Absence, Poor Quality, etc… -Other reasons outside the Work Center, e.g. Raw Material Shortage, Unrealistic Capacity Plans,… -Order Backlogs also need to be considered: Planned Backlog vs. Actual Backlog

  • Required Capacity vs. Rated Capacity vs. Demonstrated Capacity

  • Managing Bottleneck Capacity: TOC(Theory of Constraints) “The Goal” by Eliyahu (1947.3.31-2011.6.1), 옛날 1984년경 OPT(Optimized Production Technology)


Management and Capacity Planning and Utilization

  • If Production Planning and Resource Planning are done well, then problems faced in Capacity Planning can be reduced

  • Choosing the Measure of Capacity: -Labor/Machine Hour -Days Work

  • Direct Labor: 비율 축소, 종신 고용

  • Planning Factors: 지속적 개선

  • Outsourcing: Foxconn, Solectron, Flextronics,…

  • Flexible Automation: Routing

  • Cellular Manufacturing: Bottleneck Capacity determines the Capa.

  • Full Capacity vs. Reserve Capacity( Plasticity in Capacity)


Management and Capacity Planning and Utilization

  • Choice of Specific Techniques among the 4

  • CRP unnecessary in JIT environment

  • Capacity Change: -Overtime/Undertime -Hiring/Firing -Number and Time of Machines -Alternative Routing -Make/Buy/Subcontracting -Material/Inventory/Customer Nego




Examples: with APS at a consumer products company

  • Manugistics사의 APS(NetWORKS) 활용

  • Horizontal Loading and Back Scheduling System

  • Many Options: Common Setup/Raw Material, Graphical Review, Troubleshooter, Changes in Setup/Changeover Costs, …




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