Overview of materials management concepts and systems.
Authors: Chapman, Arnold, Gatewood, and Clive.
Focus on the production planning system.
Priority: Defines what is needed, when, and in what quantity.
Capacity: Refers to the ability to produce the required amount at the required time.
Strategic Plan
Production Plan
Master Production Schedule (MPS)
Material Requirements Plan (MRP)
Purchasing and Production Activity Control (PAC)
Capacity Management
Sales and Operations Planning (S&OP)
Types:
Chase Strategy: Adjust production rates to follow demand.
Level Strategy: Maintain average production rates.
Hybrid Strategy: Combination of chase and level strategies.
Subcontracting: Supplement internal production.
Costs and benefits associated with each strategy.
Key considerations in production planning:
What are we going to make?
What does it take to make it?
What resources do we have?
What resources do we need to acquire?
Levels range from long-term strategic plans to short-term specific production details:
Strategic Plans
Strategic Business Plans
Sales and Operations Plans (SOP)
Master Production Schedules
Material Requirements Plans
Purchasing and Production Activity Control
Need to determine:
What priorities must be addressed? (What to produce, how much, when)
What capacity is available?
How to reconcile differences between priorities and capacities?
Establishes the broad direction of the firm:
Product lines
Market focus
Growth strategies
Input required from senior management and all functional areas.
Hoshin Planning may be used:
Vision and goals for the organization.
Essential to ensure operations can be sustained:
Pollution and waste control.
Social responsibility practices.
Remanufacturing and reverse supply chain management.
Recycling practices.
Negative Risks: Evaluate sources of failure and impacts; develop mitigation strategies.
Positive Risks (Opportunities): Identify sources and develop exploitation plans.
Response strategies depend on:
Risk magnitude (probability and impact).
Success likelihood of risk management strategies and costs.
Types of risk responses:
Risk Acceptance: Decision to do nothing.
Risk Avoidance: Adjust plans to eliminate risk.
Risk Mitigation: Reduce probability or impact.
Risk Transfer: Transfer risk to a third party (e.g., insurance).
Shows how different plans relate at various levels:
Strategic Business Plan
Production Plan (SOP)
Master Production Schedule
Material Requirements Plan
Production Activity Control and Purchasing
Involves resource planning, capacity management, and implementation.
Data Gathering: Analyze last month’s actuals and inventory.
Demand Planning: Forecast future demand.
Supply Planning: Combine sales and inventory plans.
Pre-S&OP Meeting: Resolve discrepancies and rate alternative plans.
Executive Meeting: Make final decisions.
Chase Strategy: Adjust production to exactly meet demand.
Pros: Low inventory costs.
Cons: Can lead to variability in production rates.
Level Strategy: Produce at a consistent average level.
Pros: Stability in operations.
Cons: Higher inventory costs.
Hybrid Strategy: Combine elements of both chase and level strategies for flexibility.
Example problem demonstrating how to calculate production needs based on forecasted demand and inventory levels.
Objectives include evaluating feasibility and adequacy of resources in relation to the production plan.
Bill of Resources: Lists key resources required at the product family level.
Determine the bill of key resources for each product family.
Assess available capacity for each resource by period.
Calculate load on each key resource.
Adjust production plans as necessary to meet capacity constraints.
Involves closed-loop planning feedback at each stage of production.
Critical to distinguish MRP from more advanced planning systems like APS (Advanced Production Scheduling).
Essential topics include priority, capacity, various levels of manufacturing planning and control, and the importance of aligning resource planning with strategic objectives.
Functions of the S&OP process in minimizing disruptions and improving efficiency.