Production Strategy: Level & Chase Strategy _ Materi Training PPICKanaidi ken
Strategi level memungkinkan perusahaan untuk mempertahankan tingkat output yang konstan dan masih memenuhi permintaan dengan meningkatkan atau menurunkan persediaan untuk mengantisipasi kenaikan atau penurunan permintaan. Pemesanan di awal digunakan untuk memindahkan permintaan antar periode agar permintaan tersebar secara merata. Kelemahan strategi ini termasuk biaya persediaan berlebih dan biaya subkontrak atau lembur.
Production Planning Control, Demand Forecasting, Aggregate Production Planning, Strategies of Aggregate Planning . Scheduling
Workforce Planning
Materials Requirement Planning
Capacity Planning
Production Control using JIT
Shop-Floor Control
The proposal summarizes an accounting system that Screaming Eagles, LLP can implement for Humble Pies, Inc. to more accurately track costs and improve decision making. Key aspects include identifying information needs, allocating overhead costs using activity-based costing, and developing reports like budgeting, variance, and cash flow reports to support business strategies and goals. The system is designed to enhance profitability by providing visibility into product costs and cost drivers.
This document discusses scheduling concepts and methods. It provides examples of workforce scheduling using different priority rules to allocate employees over time. It also discusses operations scheduling and different types of manufacturing processes like job shops and flow shops. Priority sequencing rules like earliest due date, shortest processing time and critical ratio are explained and compared using examples.
Material Requirement Plan (MRP) _ Materi Training PPICKanaidi ken
Dokumen tersebut membahas tentang Material Requirement Planning (MRP) yang merupakan sistem perencanaan kebutuhan bahan baku dan komponen untuk memproduksi barang jadi berdasarkan Master Production Schedule. MRP menghasilkan laporan yang memberikan saran pemesanan dan tindakan untuk menyesuaikan jadwal produksi. Tujuan penerapan MRP antara lain mengurangi persediaan dan waktu produksi serta memberikan komitmen pengiriman yang akurat kepada pelanggan.
The document discusses aggregate production planning and rough cut capacity planning (RCCP). It defines aggregate production planning as determining production levels for products using shared resources. The objectives are to set production strategies, meet demand appropriately, and determine resource needs. RCCP converts master production schedules to required capacity and compares it to available capacity. It helps check the feasibility of production plans and identifies if capacity adjustments are needed. The document outlines RCCP techniques like bill of labor approach and capacity planning using overall factors method.
Production Strategy: Level & Chase Strategy _ Materi Training PPICKanaidi ken
Strategi level memungkinkan perusahaan untuk mempertahankan tingkat output yang konstan dan masih memenuhi permintaan dengan meningkatkan atau menurunkan persediaan untuk mengantisipasi kenaikan atau penurunan permintaan. Pemesanan di awal digunakan untuk memindahkan permintaan antar periode agar permintaan tersebar secara merata. Kelemahan strategi ini termasuk biaya persediaan berlebih dan biaya subkontrak atau lembur.
Production Planning Control, Demand Forecasting, Aggregate Production Planning, Strategies of Aggregate Planning . Scheduling
Workforce Planning
Materials Requirement Planning
Capacity Planning
Production Control using JIT
Shop-Floor Control
The proposal summarizes an accounting system that Screaming Eagles, LLP can implement for Humble Pies, Inc. to more accurately track costs and improve decision making. Key aspects include identifying information needs, allocating overhead costs using activity-based costing, and developing reports like budgeting, variance, and cash flow reports to support business strategies and goals. The system is designed to enhance profitability by providing visibility into product costs and cost drivers.
This document discusses scheduling concepts and methods. It provides examples of workforce scheduling using different priority rules to allocate employees over time. It also discusses operations scheduling and different types of manufacturing processes like job shops and flow shops. Priority sequencing rules like earliest due date, shortest processing time and critical ratio are explained and compared using examples.
Material Requirement Plan (MRP) _ Materi Training PPICKanaidi ken
Dokumen tersebut membahas tentang Material Requirement Planning (MRP) yang merupakan sistem perencanaan kebutuhan bahan baku dan komponen untuk memproduksi barang jadi berdasarkan Master Production Schedule. MRP menghasilkan laporan yang memberikan saran pemesanan dan tindakan untuk menyesuaikan jadwal produksi. Tujuan penerapan MRP antara lain mengurangi persediaan dan waktu produksi serta memberikan komitmen pengiriman yang akurat kepada pelanggan.
The document discusses aggregate production planning and rough cut capacity planning (RCCP). It defines aggregate production planning as determining production levels for products using shared resources. The objectives are to set production strategies, meet demand appropriately, and determine resource needs. RCCP converts master production schedules to required capacity and compares it to available capacity. It helps check the feasibility of production plans and identifies if capacity adjustments are needed. The document outlines RCCP techniques like bill of labor approach and capacity planning using overall factors method.
O documento discute planejamento e controle da produção. Aborda a diferença entre planejamento e controle, a importância de ambos, perspectivas de rede de suprimentos e gestão da capacidade produtiva a longo prazo.
Apresentação criada para seminário sobre Codificação e endereçamento de materiais.
Curso Técnico em Logística, ETEC Cidade do livro, Lençóis Paulista, SP.
Dokumen tersebut membahas proses manajemen pengadaan dan strategi-strategi pengadaan barang dan jasa. Beberapa topik utama yang dibahas adalah proses pengadaan, metode penyampaian penawaran, kriteria evaluasi supplier, dan berbagai strategi pengadaan seperti kontrak jangka panjang, konsinyasi, dan aliansi strategis.
Slide feito para aula-tema do COMPONENTE CURRICULAR de Gestão de Demanda :processos e sistemas de previsão de vendas, da Area de Administração-Logistica.
This document discusses capacity planning and control. It defines capacity as the maximum amount of work an organization can perform over a given period of time. Key aspects of capacity planning include measuring demand through forecasting, identifying alternative capacity plans like maintaining a constant level, chasing demand, or managing demand, and choosing the most appropriate plan. The document also covers measuring and improving capacity, dealing with seasonality, and using tools like cumulative representation and queuing theory to evaluate different capacity strategies.
small and effective ppt on master production scheduleyashbhhardwaj260
The master production schedule is a short-term production plan that spans a few weeks to several months. It sets the quantity of each finished product to be produced in each time period. The MPS provides information on planned production quantities and timing. It serves as the basis for resource planning, customer delivery commitments, balancing sales and operations, and achieving strategic goals. Master production scheduling techniques include maintaining positive inventory levels as a buffer for potential production or demand fluctuations.
Buffer Stock and Safety Stock are often used interchangeably. However, this often creates confusion. Buffer Stock and Safety Stock are different from each other. Buffer stock distinguishes it from Safety stock. Buffer Stock protects the Provider from the Supplier when there is delay in receiving supply. On the other hand, the Safety Stock protects the Provider from Consumer in probabilities like an abrupt change in the demand for a particular product or uncontrollable delay in the delivery of the material from supplier
This document discusses strategies for reducing lead times in supply chains. It defines lead time as the time it takes to complete an operation or process. Long lead times are caused by factors like setup times, wait times, and decision-making delays. The key is to map the current supply chain process and identify non-value-added activities. Reducing lead times can increase capacity and sales by cutting bottlenecks. Strategies include line balancing to even out workloads, reducing complexity, and integrating processes through automation. Measuring and comparing production and customer demand times helps determine where to focus optimization efforts.
O documento fornece informações sobre o planejamento de compras e negociação de uma empresa. Ele resume a formação acadêmica e experiência profissional de Delano Chaves, e discute tópicos como objetivos de compras, atividades do processo de compra, informações necessárias para o setor de compras, a função de compras, programação e lote econômico de compra.
This document discusses capacity planning and management. It defines design capacity as the maximum theoretical output and effective capacity as the expected output given operating constraints, which is usually lower than design capacity. Utilization is defined as actual output over design capacity, while efficiency is actual output over effective capacity. When demand exceeds capacity, curtail demand or increase capacity long term. When capacity exceeds demand, stimulate the market or make product changes. Methods for expanding capacity discussed include break even point analysis and decision trees.
Rough cut capacity planning (RCCP) is a technique used to test the feasibility of a master production schedule (MPS) by comparing the workload it places on critical resources to those resources' demonstrated capacities. The RCCP process involves developing a list of resources needed to meet the MPS quotas, calculating the workload on each resource, and allowing the company to modify capacity or the MPS if needed. RCCP helps identify potential problems before implementing the MPS and initiates actions to adjust mid- to long-term capacities.
Lean manufacturing aims to maximize customer value and minimize waste. It involves using minimal inventory, having short lead times from customer order to product shipment, and eliminating sources of waste. The key aspects of lean manufacturing include just-in-time production, continuous flow, standardized work, and built-in quality. Toyota pioneered the Toyota Production System, which focuses on eliminating waste and respecting people.
Just In Time (JIT) merupakan integrasi dari serangkaian aktivitas desain untuk mencapai produksi volume tinggi dengan menggunakan minimum persediaan untuk bahan baku, WIP, dan produk jadi.
Continuous replenishment and vendor managed inventoryDr. Tapish Panwar
This document discusses the implementation of a vendor managed inventory (VMI) system between a global energy management specialist company and its distributors. Key benefits included decreased stockouts and inventory levels for distributors through improved forecasting, as well as workload and cost reductions. The VMI system provided visibility into sales data to help manufacturers plan production more efficiently. The implementation led to stronger partnerships between companies in the supply chain.
Material requirement planning presentationDelwin Arikatt
Material Requirement Planning (MRP) is a computerized inventory control and production planning system that schedules component items as needed to track inventory and help companies in many aspects. MRP takes inputs like the bill of materials, master production schedule, and inventory levels to generate outputs like manufacturing and purchasing orders through a process using an MRP matrix. It aims to reduce costs and improve operations by ensuring the right materials are available at the right time. MRP was later expanded to MRP II which additionally incorporates things like financial planning and capacity requirements.
O documento discute planejamento e controle da produção. Aborda a diferença entre planejamento e controle, a importância de ambos, perspectivas de rede de suprimentos e gestão da capacidade produtiva a longo prazo.
Apresentação criada para seminário sobre Codificação e endereçamento de materiais.
Curso Técnico em Logística, ETEC Cidade do livro, Lençóis Paulista, SP.
Dokumen tersebut membahas proses manajemen pengadaan dan strategi-strategi pengadaan barang dan jasa. Beberapa topik utama yang dibahas adalah proses pengadaan, metode penyampaian penawaran, kriteria evaluasi supplier, dan berbagai strategi pengadaan seperti kontrak jangka panjang, konsinyasi, dan aliansi strategis.
Slide feito para aula-tema do COMPONENTE CURRICULAR de Gestão de Demanda :processos e sistemas de previsão de vendas, da Area de Administração-Logistica.
This document discusses capacity planning and control. It defines capacity as the maximum amount of work an organization can perform over a given period of time. Key aspects of capacity planning include measuring demand through forecasting, identifying alternative capacity plans like maintaining a constant level, chasing demand, or managing demand, and choosing the most appropriate plan. The document also covers measuring and improving capacity, dealing with seasonality, and using tools like cumulative representation and queuing theory to evaluate different capacity strategies.
small and effective ppt on master production scheduleyashbhhardwaj260
The master production schedule is a short-term production plan that spans a few weeks to several months. It sets the quantity of each finished product to be produced in each time period. The MPS provides information on planned production quantities and timing. It serves as the basis for resource planning, customer delivery commitments, balancing sales and operations, and achieving strategic goals. Master production scheduling techniques include maintaining positive inventory levels as a buffer for potential production or demand fluctuations.
Buffer Stock and Safety Stock are often used interchangeably. However, this often creates confusion. Buffer Stock and Safety Stock are different from each other. Buffer stock distinguishes it from Safety stock. Buffer Stock protects the Provider from the Supplier when there is delay in receiving supply. On the other hand, the Safety Stock protects the Provider from Consumer in probabilities like an abrupt change in the demand for a particular product or uncontrollable delay in the delivery of the material from supplier
This document discusses strategies for reducing lead times in supply chains. It defines lead time as the time it takes to complete an operation or process. Long lead times are caused by factors like setup times, wait times, and decision-making delays. The key is to map the current supply chain process and identify non-value-added activities. Reducing lead times can increase capacity and sales by cutting bottlenecks. Strategies include line balancing to even out workloads, reducing complexity, and integrating processes through automation. Measuring and comparing production and customer demand times helps determine where to focus optimization efforts.
O documento fornece informações sobre o planejamento de compras e negociação de uma empresa. Ele resume a formação acadêmica e experiência profissional de Delano Chaves, e discute tópicos como objetivos de compras, atividades do processo de compra, informações necessárias para o setor de compras, a função de compras, programação e lote econômico de compra.
This document discusses capacity planning and management. It defines design capacity as the maximum theoretical output and effective capacity as the expected output given operating constraints, which is usually lower than design capacity. Utilization is defined as actual output over design capacity, while efficiency is actual output over effective capacity. When demand exceeds capacity, curtail demand or increase capacity long term. When capacity exceeds demand, stimulate the market or make product changes. Methods for expanding capacity discussed include break even point analysis and decision trees.
Rough cut capacity planning (RCCP) is a technique used to test the feasibility of a master production schedule (MPS) by comparing the workload it places on critical resources to those resources' demonstrated capacities. The RCCP process involves developing a list of resources needed to meet the MPS quotas, calculating the workload on each resource, and allowing the company to modify capacity or the MPS if needed. RCCP helps identify potential problems before implementing the MPS and initiates actions to adjust mid- to long-term capacities.
Lean manufacturing aims to maximize customer value and minimize waste. It involves using minimal inventory, having short lead times from customer order to product shipment, and eliminating sources of waste. The key aspects of lean manufacturing include just-in-time production, continuous flow, standardized work, and built-in quality. Toyota pioneered the Toyota Production System, which focuses on eliminating waste and respecting people.
Just In Time (JIT) merupakan integrasi dari serangkaian aktivitas desain untuk mencapai produksi volume tinggi dengan menggunakan minimum persediaan untuk bahan baku, WIP, dan produk jadi.
Continuous replenishment and vendor managed inventoryDr. Tapish Panwar
This document discusses the implementation of a vendor managed inventory (VMI) system between a global energy management specialist company and its distributors. Key benefits included decreased stockouts and inventory levels for distributors through improved forecasting, as well as workload and cost reductions. The VMI system provided visibility into sales data to help manufacturers plan production more efficiently. The implementation led to stronger partnerships between companies in the supply chain.
Material requirement planning presentationDelwin Arikatt
Material Requirement Planning (MRP) is a computerized inventory control and production planning system that schedules component items as needed to track inventory and help companies in many aspects. MRP takes inputs like the bill of materials, master production schedule, and inventory levels to generate outputs like manufacturing and purchasing orders through a process using an MRP matrix. It aims to reduce costs and improve operations by ensuring the right materials are available at the right time. MRP was later expanded to MRP II which additionally incorporates things like financial planning and capacity requirements.
가만히 있어도 고객이 우리 제품을 찾아준다면 더할 나위 없이 좋겠죠. 하지만 현실은 그렇지 않습니다. 고객에게 우리 제품을 적극적으로 전달하기 위해 영업의 개념에 대해 알아보고, 영업관리는 어떻게 해야 하는지, 영업을 조금 더 효율적으로 할 수 있는 방법은 무엇이 있는지 확인해 보세요.
A Plenary speech at TOC Korea Conference 2015.
Table of Contents;
TOC based management in perspective of FLOW
Improving FLOW in companies/organizations
Improving individual(personal) FLOW
The present and future of TOC based management in Korea
2. 2/31
학습목표
• 판매 및 생산계획이 무엇인지 그리고
그것이 제조, 물류, 서비스, 마케팅
계획을 어떻게 조정하는지를 이해.
• 수요만족을 위해 여러가지 다른
전략하에서 총괄계획 수립.
• 수율관리가 무엇인지 설명하고 왜
그것이 수요를 평준화하는데 중요한
전략인가를 이해.
3. 3/31
판매 및 생산계획은 무엇인가?
• 판매 및 생산계획을 수립하는 것은 기업에게 더
나은 고객서비스, 낮은 재고, 짧은
고객리드타임, 생산율의 안정화를 도와 주는
과정이며 최고경영진이 기업경영을 조정할 수
있도록 한다.
• 이 과정은 연속적인 회의의 과정을 거쳐 고위
경영진 회의에서 종결되는 데 주요 중기
의사결정이 이루어진다.
• 이것은 총괄수준에서 이루어지며 또한
개별제품수준에서도 수립된다.
– “총괄”이란 주요 제품군 수준을 의미한다.
10. 10/31
생산계획전략
• 추종전략
– 채용과 해고를 통해 생산율을 맞춤
– 숙련된 노동자를 쉽게 확보 가능해야함
• 고용수준유지- 작업시간조정
– 유연한 작업스켸쥴과 잔업을 통해
작업시간을 변동
• 생산수준 평활 전략
– 재고수준, 미납주문 추후납품, 판매포기로
수요변동 흡수
11. 11/31
생산계획전략 Continued
• 순수전략: 수요변동을 흡수하기 위해서
한가지 전략을 사용하는 경우
• 혼합전략: 두가지 이상의 전략을
혼합하여 사용하는 경우
• 이러한 전략 이외에 생산의 일부를
하청하는 전략을 선택할 수 있음
– 추종전략에서 인력 채용과 해고 대산
하청으로 바뀐 것으로 봄
12. 12/31
관련비용
• 기본생산비용
– 주어진 기간 동안에 제품생산에 소요되는
고정비와 변동비
• 생산율변경비용
– 충원, 교육, 해고에 따른 비용
• 재고유지비용
• 재고부족비용
17. 17/31
비교할 네 가지 생산계획
• 인력고용수준을 조정하여 월별
생산요구량만큼 생산
• 인력고용수준고정하고 예상 평균 수요
만큼 생산
• 예상최소수요량 만큼 생산할 인력
고용수준 고정하고 추가요구량은 하청
• 인력고용수준 고정하고 첫 2개월을
제외한 에상 전체수요량 만큼 생산하고
추가 요구량에 대해 잔업을 활용함
The JC Company
24. 24/31
평준화 전략
• 평준화전략은 일정 기간 동안 생산량을
일정하게 유지하게 함
• 이것은 여기서 논의 여러 전략들의
조합으로 이루어진다.
• 각 계획기간에 대해서 고용수준은 일정,
재고수준은 가능한 낮게 유지하고
수요에 변화에 따른 생산
25. 25/31
평준화 전략의 장점
• 전체시스템은 재고와 재공품 수준을
최저로 하도록 계획할 수 있음
• 재공품 보유수준이 낮기 때문에
제품개선이 쉽다.
• 생산시스템내의 흐름이 원활하다.
• 외부 조달원자재가 필요시기에
배달가능하고 생산라인으로 직접 배달
26. 26/31
평준화 전략 활용의 전제 조건
1. 조립생산라인처럼 반복 생산
2. 시스템은 초과 생산능력을 보유
3. 각 단위기간 동안 시스템 산출은 고정되어야
4. 구매, 마케팅, 생산 부서 기능간의 관계가
원활한 협조
5. 재고보유비용이 높다
6. 장비 관련 비용이 낮다
7. 작업인력이 다기능화되어야
27. 27/31
수율관리
• 수율관리(Yield management): 기업의 매출
혹은 수익을 최대화하기위해서, 공급능력을
적절한 가격과 시점에 적절한 고객에게
할당하는 과정
– 수요를 좀더 예측 가능하게하는 강력한 접근법이될 수
있음
• 고객수요를 만족하기에 제한된 공급능력인
경우 존재
• SABRE로 부터 광범위하게 활용하는 계기
28. 28/31
수율관리는 아래와 같은 경우에 가장 효과적
• 고객그룹별로 수요가 분리될 수 있을 때
• 고정비는 높고 변동비는 낮을 때
• 재고 (잉여공급능력) 은 시간이 지나면
사용불가
• 예약으로 사전판매 가능할 때
• 수요가 매우 변동성이 높을 때
29. 29/31
호텔에서 수율관리
• 주중요금체계와 주말요금체제가 다를 때
• 객실을 하나 추가 건설하는 경비에 비해
객실 하나에 소요되는 변동비가 낮을 때
• 공실은 하루 지나면 활용할 수 없다.
• 켄벤션이나 단체여행객에게 객실의
일정구역을 판매할 수 있음
• 예약된투숙일정을 단축하거나 불이행할
수 있음.
30. 30/31
수율관리시스템 운영
• 가격책정 구조가 고객이 논리적 느껴야 하고
가격차등이 정당화되어야
• 도착시간, 체류기간, 고객들간의 시간간격에
있어서 변동성에 대처할 수 있어야
• 서비스과정을 관리할 수 있어야
• 고객에 직접 영향을 주는 초과예약과
가격변동이 발생하는 작업환경에 대한
종업원훈련
• 수율관리의 핵심은 수요를 관리할 수 있는 능력
