Master production system
Introduction
Scheduling involves developing and assigning specific dates for start and completion of the necessary tasks or operation in a production shop floor. The operations scheduling and control process includes activities such as priority sequencing, detailed scheduling, loading, expediting and input/output control.
1. loading
2. sequencing
3. detailed sequencing
4. expediting
5. input-output control
Loading
Also known as shop loading or machine loading, is the assignment of jobs to various work center or machines for future processing, giving due consideration to the sequence of operations as per the route sheet and the priority sequencing and machine or work center utilization. Loading establishes the amount of load (labour hours or machine hours) each work center or machine must carry during the future period.
Sequencing
It is the process of determining the sequence of processing all jobs at each work center or machine. It establishes priorities for processing the jobs which are waiting in the queue at each work center or machine.
Detailed scheduling
It is the process of determining the start and finish dates at each work center or machine for all jobs.
Expediting
It is the fluid effort or action needed to keep the job moving through the production facility on time as per the detailed schedule.
Input-output control
It is a key activity that provides detailed information about the actual utilization of a work center or machine’s capacity verses the planned capacity utilization.
Meaning of MPS
The master schedule (or MPS) sets the quantity of each end item (finished product) to be completed in each time period (week or month or quarter) of the short-range planning horizon. MPS are developed by reviewing market forecasts, customer orders, inventory levels, facility loading and capacity information regularly.
Or
MPS is also known as disaggregation planning. MPS is a plan for future production of end items over a short-range planning horizon that usually spans from a few weeks to several months it is an important link between marketing and production. Total time horizon for planning and implementation of MPS is 12 weeks and for manufacturing firms a week or a fortnight.
Objectives
o To schedule end items to be completed promptly and when promised to customers.
o To avoid over-loading or under-loading the production facility.
o To set due dates for the availability of end items.
o To provide information regarding resources and materials required to support the aggregate plan.
o Set specific production schedules for parts and components used in end items as an input to MRP.
o Keep inventories at desired levels and low cost of production.
o Efficiently utilization of production capacity and best use of resources.
o Attaining firm strategic objectives.
Functions of MPS
1. translating aggregate planning: - the aggregate plans is translated into specific numbers of end products to be produced in specific time periods.
2. evaluating alternatives master schedules: - it is done on a trial and error basis. Trail-fitting on alternatives MPS can be done by simulation using computer. Detailed material and capacity required are then derived from the firm’s MPS.
3. generating material requirements: - the MPS is the prime input to the MRP-I system. The MRP-I system provides for purchasing the necessary items in sufficient time to meet the final assembly dates specified, based on the MPS for end products.
4. generating capacity requirements: - capacity requirement planning is based on the MPS which should reflect an economic usage of labour and equipment capacities. Master schedule will have to be revised when capacity requirements are inadequate.
5. facilitating information processing: - by controlling the work load on work center, the MPS determines the delivery schedules for end products both for make to stock and make to orders items. It coordinate other management information such as marketing capabilities, financial resources ( for carrying inventory ) and personal policies ( supplying labour).
6. effectively utilizing the capacity: - by specifying the end item requirements over a time period, the MPS-establishes-the load and utilization parameters for labour and equipment.
Guidelines for MPS
Master scheduling have following guidelines these are widely applied.
o Work from an aggregate production plan.
o Schedule common modules when possible.
o Load facilities realistically.
o Release orders on a timely basis.
o Monitor inventory levels closely.
o Reschedule as required.
Procedures for developing MPS
The total demand for the end items (produced) from all sources is estimated, orders are assigned to production slots, delivery promises are made to customers before detail calculations are made of the workload on work center for MPS. As orders are slotted in the MPS, the effects on the loading of the production work center are checked. This preliminary checking of the MPS is called as ‘rough-cut capacity planning’. The main goal in rough-cut capacity planning is to identify any weak in the MPS, when under-loading or overloading of the production capacity occurs and to revise the MPS are required.
Scheduling technique for job shop
The type of scheduling used in job shop depends on the volume of orders, the nature of operations and job complexity. There are two types of scheduling technique.
those persons want to get the diagram of this then mail me himanshu143goel@gmail.com
Forward scheduling: - in this approach, each task is scheduled to occur at the earliest time that, the necessary material will be on hand and capacity will be available. It assumes the procurement of material and operations starts as soon as the customers, requirements are known. The customers place their orders on a “need as soon as possible” basis. The earliest completion date assuming that everything gases are planned could be quoted to the potential customers. Some buffer time may be added to determine a date that is more likely to be achievable, if it is acceptable to the customers. Forward scheduling is used in many companies such as steel mills and machine tools manufactures where jobs are manufactured to customer order and delivery is requested on “as early as possible” basis.
Backward scheduling
This scheduling technique is often used in assembly type industries and in job shops that commit in advance to specify delivery dates. After determining the required schedules dates for major sub-assemblies, the schedule uses these require dates for each component and works backward to determine the proper release date for each component manufacturing order. The jobs start date in determining by ‘setting back’ from the finish date, the processing time for the job. By assigning jobs as late as possible, backward scheduling minimizes inventories, since each job is not completed until it is due, but not earlier. Backward scheduling is also known as reverse scheduling order release date.
Introduction
Scheduling involves developing and assigning specific dates for start and completion of the necessary tasks or operation in a production shop floor. The operations scheduling and control process includes activities such as priority sequencing, detailed scheduling, loading, expediting and input/output control.
1. loading
2. sequencing
3. detailed sequencing
4. expediting
5. input-output control
Loading
Also known as shop loading or machine loading, is the assignment of jobs to various work center or machines for future processing, giving due consideration to the sequence of operations as per the route sheet and the priority sequencing and machine or work center utilization. Loading establishes the amount of load (labour hours or machine hours) each work center or machine must carry during the future period.
Sequencing
It is the process of determining the sequence of processing all jobs at each work center or machine. It establishes priorities for processing the jobs which are waiting in the queue at each work center or machine.
Detailed scheduling
It is the process of determining the start and finish dates at each work center or machine for all jobs.
Expediting
It is the fluid effort or action needed to keep the job moving through the production facility on time as per the detailed schedule.
Input-output control
It is a key activity that provides detailed information about the actual utilization of a work center or machine’s capacity verses the planned capacity utilization.
Meaning of MPS
The master schedule (or MPS) sets the quantity of each end item (finished product) to be completed in each time period (week or month or quarter) of the short-range planning horizon. MPS are developed by reviewing market forecasts, customer orders, inventory levels, facility loading and capacity information regularly.
Or
MPS is also known as disaggregation planning. MPS is a plan for future production of end items over a short-range planning horizon that usually spans from a few weeks to several months it is an important link between marketing and production. Total time horizon for planning and implementation of MPS is 12 weeks and for manufacturing firms a week or a fortnight.
Objectives
o To schedule end items to be completed promptly and when promised to customers.
o To avoid over-loading or under-loading the production facility.
o To set due dates for the availability of end items.
o To provide information regarding resources and materials required to support the aggregate plan.
o Set specific production schedules for parts and components used in end items as an input to MRP.
o Keep inventories at desired levels and low cost of production.
o Efficiently utilization of production capacity and best use of resources.
o Attaining firm strategic objectives.
Functions of MPS
1. translating aggregate planning: - the aggregate plans is translated into specific numbers of end products to be produced in specific time periods.
2. evaluating alternatives master schedules: - it is done on a trial and error basis. Trail-fitting on alternatives MPS can be done by simulation using computer. Detailed material and capacity required are then derived from the firm’s MPS.
3. generating material requirements: - the MPS is the prime input to the MRP-I system. The MRP-I system provides for purchasing the necessary items in sufficient time to meet the final assembly dates specified, based on the MPS for end products.
4. generating capacity requirements: - capacity requirement planning is based on the MPS which should reflect an economic usage of labour and equipment capacities. Master schedule will have to be revised when capacity requirements are inadequate.
5. facilitating information processing: - by controlling the work load on work center, the MPS determines the delivery schedules for end products both for make to stock and make to orders items. It coordinate other management information such as marketing capabilities, financial resources ( for carrying inventory ) and personal policies ( supplying labour).
6. effectively utilizing the capacity: - by specifying the end item requirements over a time period, the MPS-establishes-the load and utilization parameters for labour and equipment.
Guidelines for MPS
Master scheduling have following guidelines these are widely applied.
o Work from an aggregate production plan.
o Schedule common modules when possible.
o Load facilities realistically.
o Release orders on a timely basis.
o Monitor inventory levels closely.
o Reschedule as required.
Procedures for developing MPS
The total demand for the end items (produced) from all sources is estimated, orders are assigned to production slots, delivery promises are made to customers before detail calculations are made of the workload on work center for MPS. As orders are slotted in the MPS, the effects on the loading of the production work center are checked. This preliminary checking of the MPS is called as ‘rough-cut capacity planning’. The main goal in rough-cut capacity planning is to identify any weak in the MPS, when under-loading or overloading of the production capacity occurs and to revise the MPS are required.
Scheduling technique for job shop
The type of scheduling used in job shop depends on the volume of orders, the nature of operations and job complexity. There are two types of scheduling technique.
those persons want to get the diagram of this then mail me himanshu143goel@gmail.com
Forward scheduling: - in this approach, each task is scheduled to occur at the earliest time that, the necessary material will be on hand and capacity will be available. It assumes the procurement of material and operations starts as soon as the customers, requirements are known. The customers place their orders on a “need as soon as possible” basis. The earliest completion date assuming that everything gases are planned could be quoted to the potential customers. Some buffer time may be added to determine a date that is more likely to be achievable, if it is acceptable to the customers. Forward scheduling is used in many companies such as steel mills and machine tools manufactures where jobs are manufactured to customer order and delivery is requested on “as early as possible” basis.
Backward scheduling
This scheduling technique is often used in assembly type industries and in job shops that commit in advance to specify delivery dates. After determining the required schedules dates for major sub-assemblies, the schedule uses these require dates for each component and works backward to determine the proper release date for each component manufacturing order. The jobs start date in determining by ‘setting back’ from the finish date, the processing time for the job. By assigning jobs as late as possible, backward scheduling minimizes inventories, since each job is not completed until it is due, but not earlier. Backward scheduling is also known as reverse scheduling order release date.
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