APICS資源主計(jì)劃M(mǎn)PRSES1-PlanningProcessPPT精選文檔

1、Master Planning of ResourcesSession 1The Business Planning ProcessVisual1-2Course ObjectiveslTo explain the principles and processes of master planning of resourceslTo describe the techniques and methods of demand management, sales and operations planning, and master schedulinglTo examine the develo

2、pment of operations plans in different business environmentslTo explain the process for developing, validating, and evaluating performance at all levels of master planning of resourcesVisual1-3Master Planning of ResourcesSession 1: The Business Planning ProcessSession 2: Forecasting DemandSession 3:

3、 Demand Management and Customer ServiceSession 4: Distribution PlanningSession 5: The Sales and Operations Planning ProcessSession 6: The Master Scheduling ProcessSession 7: Managing the Master Scheduling ProcessSession 8: Measuring Performance and Validatingthe Plan Visual1-4Session 1 ObjectiveslId

4、entify and describe the elements ofmaster planning of resourceslIdentify and describe the levels of the planning hierarchylDescribe and distinguish the roles in the planning process that product volume and product mix playlDescribe the elements of business planninglIdentify and describe the inputs t

5、o a business planlIdentify and describe several manufacturing environments Visual1-5Master Planning of ResourcesDemand Management ForecastingDistribution planningOrder servicingSales and Operations PlanningIntegrates the plans of the business Sales MarketingUtilizes resource planningMaster Schedulin

6、gIncludes the development of Master production schedule (MPS) Final Assembly Schedule (FAS)Utilizes rough-cut capacity planning (RCCP)A grouping of business processes that includes Development Manufacturing Sourcing FinancialVisual1-6Master Planning of Resources ModelDemandSupplySALES AND OPERATIONS

7、 PLANNINGMASTER SCHEDULINGPRODUCTION PLANMASTER PRODUCTION SCHEDULEDetailed Scheduling and PlanningExecution and Control of OperationsPriorityInformationFeedbackFORECASTING&DEMANDMANAGEMENTCAPACITYMANAGEMENTStrategic PlanningBusiness PlanningVisual1-7Demand ManagementForecastingDistribution planning

8、Order servicingVisual1-8Sales and Operations PlanningBusiness PlanSales andOperations PlanningProduction PlanResource PlanningVisual1-9Master SchedulingProduction PlanMaster SchedulingMaster Production ScheduleRough-Cut Capacity PlanningVisual1-10The Balancing ActDemandSupplyDemandForecastsActualOrd

9、ersProductionOrdersPurchaseOrdersVisual1-11Product Volume and Product MixVolumeEstablishes the big pictureHow much?Rates (selling/production)Product familiesPlanned in sales and operations planningMixThe detailsWhich ones?Customer ordersIndividual productsPlanned in master schedulingVisual1-12The Pl

10、anning HierarchyStrategicPlanningPlanning DetailPlanning HorizonLessNear TermMoreLong TermBusinessPlanningSales andOperations PlanningMaster SchedulingVisual1-13Long-Range Strategic PlanningSales and Operations PlanningBudgetingPlanning Horizons1234512121Source: Adapted from Ling, Richard C., and Wa

11、lter E. Goddard. Orchestrating SuccessImprove Control of the Business withSales and Operations Planning. John Wiley & Sons, Inc. (1988)1Legend:= Time period in yearsBUSS I N ESSPLANN I NGVisual1-14Source: APICS Dictionary, Ninth ed. 1998Business PlanA statement oflLong-range strategylRevenue, cost,

12、and profit objectives usually accompanied by Budgets Projected balance sheet Cash flow projectionsVisual1-15Business Plan (cont.)lCommon features of the business plan include: The nature of the firm Locations and facilities Organization and people Levels of processing technology The type and nature

13、of capital resources required Primary stakeholders interestsVisual1-16Business Plan (cont.) The Market Location Growth rates Changing needs of customers Regional economic considerations and business conditions as they affect customer needs The Business Environment Major competitors Projections of bu

14、siness growth Availability of financial resources Emerging technologiesVisual1-17Key Business GoalsGrowthProfitabilityReturn on InvestmentMarket ShareCustomer ServiceReputationCompany ValueVisual1-18Business Stakeholders lThe CommunitylThe Management TeamlThe Owners and ShareholderslThe Members of A

15、ssociationslThe EmployeeslThe CustomerslThe Suppliers lOthersVisual1-19BenchmarkingStrategiesCapabilitiesProcessesCostsLogisticsSystemsOthersVisual1-20Business Plan Strategic Data SourcesEnvironmental scanningMarketplace needsCompany capabilitiesFinancial targetsStrategic goalsDemographics, governme

16、nt and business regulations, economic conditions, competitive environment Customer orders, market research, focus groups, and forecastsPersonnel skill levels, available resourcesProfit, cash flow, and revenue growthLevels of desired customer service, planned quality improvements, cost reduction goal

17、s, and productivity improvementsVisual1-21Finished ProductsManufacturingProcessRaw MaterialsManufacturing Environment CharacteristicsMTSMTOorETOATOorMass CustomizationVisual1-22Volume/Variety RelationshipsProduct VolumeProduct VarietyHighLowHighEngineer-to-OrderMake-to-OrderAssemble-to-OrderMake-to-

18、StockMassCustomizationVisual1-23P:D RatioProduction timeDelivery timeVisual1-24Manufacturing Environment and Supply Process StrategySupply ProcessProject, DiscreteDiscrete BatchIntermittent BatchContinuous Flow or RepetitiveFlexible high volume Manufacturing Environment StrategyEngineer-to-OrderMake

19、-to-OrderAssemble-to-OrderMake-to-StockMass CustomizationVisual1-25Manufacturing Environment StrategiesMake-to-OrderProduction initiated after receipt of customer orderConcerns: Production schedule, flexible facilitiesLead time may be lengthyEngineer-to-OrderDesign and production initiated only afte

20、r receipt of customer orderConcerns: Availability of technical resources, resource availability, flexible facilitiesLead time may be lengthyVisual1-26Make-to-StockProduct shipped from finished goods, “off the shelf”Concerns: Inventory costs, stock distributionForecast error could be expensive (appli

21、es to all strategies)Assemble-to-OrderA customer-ordered item where some or all subcomponents used in assembly, packaging, and finishing processes are planned and stocked in anticipation of a customer order Concerns: Rapid delivery, customized variationsManufacturing Environment StrategiesVisual1-27

22、Service Delivery CharacteristicsCustomizedStandardVisual1-28Sales and Operations PlanninglFormal business process lBalances demand and supply lProduct Families (not items)lVolume, not mixlMonthly review cyclelBoth product and financial unitsSource: Wallace, Tom F. Sales and Operations Planning, A Ho

23、w-To Guide, T.F. Wallace & Co. 1999.Visual1-29Sales and Operations Planning BenefitslLinks business plan to departmental operationslProvides a means to work for a common goallProvides a realistic production plan for meeting business objectiveslEliminates counterproductive “hidden” or unilateral deci

24、sionsVisual1-30Product FamilieslRepresent how the product is presented to the marketlLogical groupings based on similar sales and manufacturing requirementslShould be meaningful in terms of volume of sales generatedlIdeally should be no more than 6-12 product groupings per business unitVisual1-31Pro

25、duct /Service HierarchyStockkeeping Unit (SKU)Package SizeCatalog Number/Model/BrandProductSubfamilyProductFamilyBusinessUnitTotalCompanySource: Wallace, Tom F. Sales and Operations Planning, A How-To Guide, T.F. Wallace & Co. 1999.Visual1-32Resource PlanninglConducted at the business planning and s

26、ales and operations planning levels, but normally based on the production planlAddresses long-range capacity Establishing Measuring Adjusting limits Long-term resource acquisitionlAlways requires top-management approvalVisual1-33Bill of ResourceslA bill of resources is a listing of the required amount of constraining resources needed to manufacture one unit of a selected item or family. lThese could include the following resources: Labor Materials or components Facilities Equipment Research and development Financ