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Basics of Supply Chain ManagementSession 5Capacity Management and Production Activity ControlBasics of Supply Chain Management,Version 2.1 August 2001Session 1:Introduction to Supply Chain ManagementSession 2:ForecastingSession 3:Master PlanningSession 4:Material Requirements PlanningSession 5:Capacity Management and Production Activity ControlSession 6:Inventory FundamentalsSession 7:Inventory Management Session 8:Physical DistributionSession 9:Quality Management and PurchasingSession 10:Just-in-Time ManufacturingCourse Outline5-1aBasics of Supply Chain Management,Version 2.1 August 2001Session 5 ObjectivesCapacity management and its relation to priority planningRated or calculated capacityCapacity required for a shop orderPurpose and activities of production activity control(PAC)5-1bBasics of Supply Chain Management,Version 2.1 August 2001Session 5 Objectives(cont.)Process of order preparation and data requirements for a PAC systemTechniques of schedulingPurpose of a shop order and necessary informationImplementation and control of work ordersInput/output reports5-2Basics of Supply Chain Management,Version 2.1 August 2001Capacity ManagementPlanning and controlling resources needed to meet production objectivesPlanning:Determining resources needed to meet the priority planSelecting methods to make that capacity availableControlling:Monitoring output,comparing with the plan,and taking corrective actionCapacity management occurs at each planning level5-3Basics of Supply Chain Management,Version 2.1 August 2001Figure adapted from CPIM Exam Content Manual,APICS,1997Capacity Management TechniquesCapacityRequirements Planning(CRP)Priority Management TechniquesResource RequirementsPlanning(RRP)ProductionPlanRough-CutCapacity Planning(RCCP)MasterProductionScheduleMaterial Requirements Planning(MRP)Production Activity Control(PAC)Operation SequencingInput/Output ControlPlanning Levels5-4Basics of Supply Chain Management,Version 2.1 August 2001Defining CapacityThe capability of a system to perform its expected functionThe capability of a worker,machine,work center,plant,or organization to produce output per time period5-5Basics of Supply Chain Management,Version 2.1 August 2001Capacity Planning ProcessDetermine the capacity availableTranslate the released and planned orders into capacity required Sum up capacities required for each work centerResolve differences between available capacity and required capacity5-6Basics of Supply Chain Management,Version 2.1 August 2001Determining Capacity AvailableCapacity available is“The capability of a system or resource to produce a quantity of output in a particular time period”APICS DictionaryAvailable capacity can be calculated or measuredTo calculate available capacity,identify Available time Utilization Efficiency5-7Basics of Supply Chain Management,Version 2.1 August 2001Available TimeAvailable time:depends on the number of machines,number of workers,and hours of operationNumber of machines(or number of workers)hours of operationWhat is the weekly available time for a work center that has four machines and works eight hours a day for five days a week?5-8Basics of Supply Chain Management,Version 2.1 August 2001UtilizationUtilization:Percentage of the time that the work center is active Example:Work center is available 120 hours a week,but actually produces goods for 90 hours100%hours Availableorkedactually w Hours nUtilizatioutilization 75%100%12090=5-9Basics of Supply Chain Management,Version 2.1 August 2001EfficiencyEfficiency:Actual output rated againststandard outputExample:A work center is utilized 100 hours per week and produces 110 standard hours of work%100workedactually Hours workof hours Standardefficiency%110%100100110=5-10Basics of Supply Chain Management,Version 2.1 August 2001Problem 5.1A work center produces 90 standard hours of work in one week.The hours scheduled are 80,and 70 are actually worked.Calculate the utilization and efficiency of the work center.Utilization=Efficiency=100%orkedactually w Hours workof hours Standard100%hours Availableorkedactually w Hours5-11Basics of Supply Chain Management,Version 2.1 August 2001Rated CapacityRated capacity=available time x utilization x efficiencyExample:A work center consists of three machines and is operated eight hours a day for five days a week.Past utilization has been 75%,and efficiency has been 110%.Available time=Rated capacity=5-12Basics of Supply Chain Management,Version 2.1 August 2001Problem 5.2A work center consists of six machines that are available 16 hours per day for five days a week.Utilization is 80%,and efficiency is 110%.What is the rated weekly capacity?Rated weekly capacity=5-13Basics of Supply Chain Management,Version 2.1 August 2001Demonstrated CapacityProven capacity calculated from actual performance dataExample:Over the previous four weeks,a work center produced 110,140,120,and 130 standard hours of work.What is the demonstrated capacity?Demonstrated weekly capacity=standard hours/week5-14Basics of Supply Chain Management,Version 2.1 August 2001LoadGenerated by the priority planning system(MRP)Translates the priorities,given in units,into time required at each work center in each time periodTakes place at each planning level5-15Basics of Supply Chain Management,Version 2.1 August 2001Capacity Requirements PlanningNeed to Know Take Information FromOpen shop ordersOpen order filePlanned order releasesMRPWhere work is doneRouting fileTime needed(standard hours)Routing fileLead timesRouting fileWork center fileWork center capacityWork center file5-16Basics of Supply Chain Management,Version 2.1 August 2001Sun.WeekMon.Tues.Wed.Thurs.Fri.Sat.MonthJuly1271281291301319101112131415281321331341351361617181920212229137138139140141232425262728293014214314414514630311234531123124125126234567827123July 22Work Day123Defines non-work daysReprinted with permission,J.R.Tony Arnold,Introduction to Materials Management,Prentice-Hall.Shop Calendar5-17Basics of Supply Chain Management,Version 2.1 August 2001Lead-Time ElementsQueueSetupRunWaitMoveLead TimeQueueTime waiting before operation beginsSetupTime getting ready for operationRunTime performing operationWaitTime waiting after operation endsMoveTime physically moving between operationsAdapted from Material and Capacity Requirements Planning Certification Review Course,1993,APICS5-18Basics of Supply Chain Management,Version 2.1 August 2001Scheduling OrdersTo determine when orders should be started and completed on each work centerCalculate operation time required at each work centerOperation time=setup time+run timeAllow for queue,wait,and move times5-19Basics of Supply Chain Management,Version 2.1 August 2001Work CenterQueue(days)Wait(days)Move(days)82119411OperationWorkCenterArrivalDateQueue(days)Operation(days)FinishDateWait andMove108103231082209110441182StoreStores120Order quantity=100 unitsFrom route sheetFrom work center filesScheduleOperationWorkCenterSetup Time(std hrs)Run Time(std hrs)Total Time(std hrs)Days1081.50.221.532090.50.330.54Scheduling Example5-20Basics of Supply Chain Management,Version 2.1 August 2001Problem 5.3OperationWorkCenterQueueTimeStartDateOperationTimeFinishDate101113220130543015521StoreStores1505-21Basics of Supply Chain Management,Version 2.1 August 2001Typical Load ProfileWeek18192021TotalReleased load105100 80 30315Planned load 60 80140Total load105100140110455Rated capacity110110110110440Over/under capacity 5 10(30)0(15)Shows the capacity required at a work center based on planned and released orders for each time periodExampleWork center:10 Rated capacity:110 standard hours/week5-22Basics of Supply Chain Management,Version 2.1 August 2001Resolving DifferencesChange the availableUse overtime orcapacity:undertimeHire or lay offShift work forceUse alternate routingsSubcontractAlter the load:Alter lot sizes(May complicate schedule Reschedule for other work centers)5-23Basics of Supply Chain Management,Version 2.1 August 2001Production Activity Control5-24Production PlanPlanningImplementcontrolPurchasingProduction Activity ControlMasterProduction ScheduleMaterialsRequirements PlanningCapacity ControlInput/OutputBasics of Supply Chain Management,Version 2.1 August 2001Objectives of PACExecute the MPS and MRPOptimize use of resourcesMinimize work in processMaintain customer service5-25Basics of Supply Chain Management,Version 2.1 August 2001PAC FunctionsPlanEnsure resources are availableSchedule start and completion datesExecuteGather relevant shop order informationRelease shop ordersControlEstablish and maintain order priorityTrack actual performanceMonitor and control WIP,lead times,and queuesReport work center performance5-26Basics of Supply Chain Management,Version 2.1 August 2001Reprinted with permission,J.R.Tony Arnold,Introduction to Materials Management,Prentice-Hall.Planning,Executing,and Controlling5-27Manufacturing OperationsExecuteWorkAuthorizationControlCompareDecidePlanScheduleReplanProduction Activity ControlBasics of Supply Chain Management,Version 2.1 August 2001Data RequirementsMust KnowObtained FromWhat and how many to produceWhen parts are neededWhat operations are neededHow much time operations will takeHow much capacity is available at each work center5-28Basics of Supply Chain Management,Version 2.1 August 2001SchedulingObjectivesMeet delivery datesEffectively use manufacturing resourcesInvolvesEstablishing start and finish dates for each operation needed to complete an order5-29Basics of Supply Chain Management,Version 2.1 August 2001Scheduling and Loading TechniquesForward scheduling:Activities are schedule from a start date with the completion date of an order computedBackward scheduling:Activities are scheduled back from the due dateInfinite loading:Assumes capacity is infinite at any work centerFinite loading:Assumes there is a definite limit to capacity at any work center5-30Basics of Supply Chain Management,Version 2.1 August 2001Reprinted with permission,BMS Associates,Inc.Backward and Forward Scheduling5-31Basics of Supply Chain Management,Version 2.1 August 2001Infinite versus Finite LoadingSource:Bihun and Musolf,Capacity Management Review Course,19855-32Basics of Supply Chain Management,Version 2.1 August 2001Bottlenecks Bottlenecks control the throughput of all products processed by them Work centers feeding bottlenecks should be scheduled at the rate the bottleneck can process A time buffer inventory should be established before the bottleneck Work centers fed by the bottleneck have their throughput controlled by the bottleneck5-33Basics of Supply Chain Management,Version 2.1 August 2001Execute the PlanShop Order PacketOrder number,part number,name and description,and quantityEngineering drawingsBills of materialRoute sheetsMaterial issue ticketsTool requisitionsJob tickets and move tickets5-34Basics of Supply Chain Management,Version 2.1 August 2001Period12345TotalPlanned input3832364044190Actual input3432324240180Cumulative variancePlanned output4040404040200Actual output3236444436192Cumulative variancePlanned backlog32Actual backlog32Work center:201Capacity per period:40 standard hoursInput/Output Control5-35Basics of Supply Chain Management,Version 2.1 August 2001Period123TotalPlanned input383642Actual input343640Cumulative variancePlanned output404040Actual output423642Cumulative variancePlanned backlog30Actual backlog30Work center:20Capacity per period:40 standard hoursProblem 5.45-36Basics of Supply Chain Management,Version 2.1 August 2001Dispatch ListWork center:10Rated capacity:100 standard hours per weekShop date:250 OrderPartOrderSetupRun Operation DateNumberNumberQuantityHoursHoursStartFinish12365541001.5152492501217345500.53024925114226875000.275250259Total standard hours2.2120Jobs coming:14577452000.7202512531352832 201.21.5253254Reprinted with permission,J.R.Tony Arnold,Introduction to Materials Management,3rd ed.Prentice-Hall,19985-37Basics of Supply Chain Management,Version 2.1 August 2001Dispatching RulesFirst come,first served(FCFS)Jobs performed in order receivedEarliest job due date(EDD)Jobs performed according to due datesEarliest operation due date(ODD)Jobs performed according to operation due datesShortest process time(SPT)Jobs sequenced according to process timeCritical ratio(CR)5-38Basics of Supply Chain Management,Version 2.1 August 2001Critical RatioExample:Todays date is 180Critical Time WorkOrderDue DateRemainingRemainingRatioA185 5 days10 days .5B19010 days10 days1.0C19515 days10 days1.5If CR less than()1:Order is ahead of schedule remaining Workremaining Time=ratio Critical5-39Basics of Supply Chain Management,Version 2.1 August 2001Production ReportingFeedback on what is actually happening plantwide and by work centerOrder statusException reportsInventory statusLabor reportsMachine performance5-40Basics of Supply Chain Management,Version 2.1 August 2001Session 5:ObjectivesDiscuss objectives of capacity management and its relation to priority planningUnderstand how to determine rated or calculated capacity(available capacity)Understand how to calculate the capacity required for a shop order(required capacity)Define the purpose of production activity control(PAC)and the activities performedUnderstand the process of order preparation and the data requirements for a PAC systemDescribe the basic techniques of schedulingDescribe the purpose of a shop order and the information it should containSummarize the process of implementing and controlling work ordersDevelop a simple input/output report5-41Basics of Supply Chain Management,Version 2.1 August 2001Problem 5.5Available hours=Hours actually worked=Standard hours produced=Utilization=Efficiency=Weekly available time=Rated capacity=5-42Basics of Supply Chain Management,Version 2.1 August 2001Problem 5.5(Solution)Available hours=12,000Hours actually worked=10,440Standard hours produced=11,480Utilization=x 100%=87%Efficiency=x 100%=110%Weekly available time=3 x 16 x 5=240 hoursRated capacity=240 x.87 x 1.10=229.75-42a10,44012,00011,48010,440Basics of Supply Chain Management,Version 2.1 August 2001Work center:20Capacity per period:40 standard hoursProblem 5.65-43Period1234TotalPlanned input3638 35Actual inputCumulative variancePlanned output404040Actual outputCumulative variancePlanned backlog 32Actual backlog 32403432 32424038364038Basics of Supply Chain Management,Version 2.1 August 2001Work center:20Capacity per period:40 standard hoursProblem 5.6(Solution)5-43aPeriod1234TotalPlanned input3638 35149Actual input-2-8-11-9Cumulative variancePlanned output404040160Actual outputCumulative variancePlanned backlog 32Actual backlog 3240-93432 32140424028241620-2-6-6-8-83836401523828262121演讲完毕，谢谢观看！
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