Business plan

Month Jan-13 Feb-13 Mar-13 Apr-13 May-13 June-13 July-13 AugustSep-13 Oct-13 Nov-13 Dec-13 Total 13

Forecast

1200

1400

1300

1550

1400

1200

1600

1400

1500

1400

1650

1400

17000

Operations

1500

1500

1500

1500

1500

1500

1500

1500

1500

1500

1500

1500

18000

Inventory(500)

800

900

1100

1050

1150

1450

1350

1450

1450

1550

1400

1500

Master Scheduling
A business process designed to balance demand and supply at the detailed, mix level Disaggregates the production plan into end items Creates a statement of future output for specific products Generally has a weekly review cycle. Create a build schedule for specific products: end items, quantities, and due dates.

Master Scheduling Process Relationships

Production plan

Demand management

Master scheduling

Rough-cut capacity planning (RCCP)

MPS (build or buy)

APICS CONFIDENTIAL AND PROPRIETARY

63

Master Scheduling -Terminologies

Forecasts and customer orders
S&OP forecast are divided as per volume mix of products Customer orders are actual orders booked for that particular week

MPS
Determining the timing and size of the production quantities of specific products. The goal of determining the timing and size of MPS quantities is to maintain a nonnegative projected on-hand inventory balance.

PAB (Projected Available Balance)

Master Scheduling -Terminologies

ATP (Available to promise)
The quantity of end items that marketing can promise to deliver on specified dates. It is the difference between the customer orders already booked and the quantity that operations is planning to produce

Lot sizing
Also referred as order policy Quantity of the finished goods to be produced at one time

Safety Stock
Minimum inventory level of finished goods to be kept at any time during production.

TOMATO week Forecast Customer Orders PAB MPS ATP 100 200 On Hand 1 200 190 100 2 200 165 200 300 0 3 200 190 300 300 150 4 150 140 150 Total 750 685

Lot Size
Tomato = 300 Masala = 200

MASALA
week Forecast On Hand 1 100 90 2 150 160 3 100 90 4 100 90 Total 450 430

Safety Stock = 100

Customer Orders

PAB
MPS ATP

300

200

240
200

140

240
200 240

200

FREEZING THE MPS

Demand Time fence (frozen Zone)
The point in time inside of which the forecast is no longer included in total demand and projected available inventory calculations. inside this point, only customer orders are considered. Beyond this point, total demand is a combination of actual orders and forecasts, depending on the forecast consumption technique chosen.

Planning Time fence (Slushy Zone)

Capacity and material are committed to less extend. This is an area for trade-offs that must be negotiated between marketing and manufacturing. The extent of the slushy zone is defined by the planning time fence. Within this time fence the computer will not reschedule MPS orders. Changes inside the planning time fence must be made manually by the master scheduler. Outside the planning time fence, customer orders may be booked and changes to the master schedule can be made within the constraints of the production plan.

Example
On hand: 50 Lot size: 40 Safety Stock: 15

Period

Sales forecast Orders 10

10 9

10 8

10 6

10 5

10 3

10 0

10 0

Projected available balance

50

40

30

20

25

55

45

35

25

MPS
DTF

15F
PTF

40

Rough Cut Capacity planning

Validates the MPS with respect to available capacity Converts MPS end items into requirements for key resources Compares key resource requirements to available capacity Generally has a weekly review cycle.

Steps involved in RCCP

Identify capacity of critical resources. Develop resource profiles for products in MPS. Calculate critical resource load on work centers. Compare load to demonstrated capacity. Balance required capacity and planned available capacity.