2. 1 2 3 4 n
Work Center
WC 1
Queuing Time (j)
Change Over Time
(i,j)
Setting Time (j)
Dismantling Time (i)
Processing Time
……
Loading Time Unloading Time
Run Time
Total Processing Time
Waiting Time
Move Time
3. 1 2 3 4 n 1 2 3 4 n
Arrival of
(J) at WC1
Work Center
WC 1
Work Center
WC 2
Queuing
Time (j)
Change
Over Time
(i,j)
Setting
Time (j)
Dismantling
Time (i)
Processing
Time
……
Loading
Time
Dismantling
Time
Run
Time
Total Processing Time
Waiting
Time
Move
Time
Arrival of
(J) at WC2
……
4.
5.
6.
7.
8. Aggregate Production Planning
Production Planning and Master
Scheduling involve the determination of
future production levels over a time
horizon of several months to 1 yr.
They are tactical planning decisions
They respond to a firm’s overall business
plan
9. Aggregate Production Planning
The production plan sets an intermediate-
range goal for the company’s products and
capacity utilization in total
The master schedule provides the input for
detailed scheduling and control at the
operational level
10. Aggregate Production Planning
Manufacturing, Marketing, and Financial
plans must be coordinated
Poor production planning can lead to
excessive inventory levels or backorders
and thus increase cost or reduce service
level.
11. The Production Planning Process
Accurate forecasts can be made for
aggregate groups of items, particularly
over long time horizon
Since production plans are made for up to
1 year’ time, demand and
production/inventory levels are usually
expressed by aggregate measures of
capacity such as dollars, tons, gallons,
machine hours, or units of product groups
19. Production
Planning
Materials
Requirement
Planning (MRP)
Planning section
Issue Work Orders &
Control Paper Work
Dispatching section
Dispatch Orders
Dispatching section
Inspection
Order
Quality
Control
Material
Issue Order
Stores
Move
order
Follow up
ORDER DISPACTCHING
Manufacturing
Database
MPS
Aggregate
Plan
Aggregate
Plan
Work
Order
Workshop
Tool
Order
Tool
Stores
20.
21. Aggregate Production Planning
Aggregate production planning is the
development of monthly or quarterly
production requirements that will meet the
estimates of demand.
Gross capacity considerations must be
taken into account during production
planning.
22. Aggregate Production Planning
If production to satisfy demand cannot be
achieved within existing resource limitation,
then management may have to make
intermediate-range capacity adjustments.
If long-term trends are evident, then
management may also wish to consider
strategic resource changes
23. Aggregate Production Planning
Once a production plan is made, it must be
disaggregated into time-phased
requirements for individual products.
This plan is called the Master Production
Schedule (MPS).
The MPS usually states weekly product
requirements over 6 to 12 month time
horizon
24. Aggregate Production Planning
The master schedule is not a forecast, but
rather a schedule of when production should
be completed.
The MPS is used by operating personnel to
make detailed plans for the procurement of
materials, the production of components, and
final assembly of the finished goods.
25. Aggregate Production Planning
The Rough Cut Capacity Plan involves the
analysis of the MPS to determine if sufficient
capacity is available at critical points in the
production process
It focuses on specific operations such as final
assembly, painting, or finishing to determine
where bottlenecks will probability occur.
This provides a rapid determination of the
feasibility of the master production schedule.
26. Aggregate Production and
Capacity Planning
1. Translate demand forecasts into planned monthly
production level
2. Establish minimum inventory levels in order to
provide specified levels of customer service
(starting and ending inventory)
3. The total production required over the horizon is
the total sales forecast plus or minus any desired
change in inventory
4. Determine monthly or weekly production rates
27. Aggregate Production and Capacity
Planning (Example)
Automotive company uses filters
Opening inventory from filters= 80,000
Ending inventory from filters = 50,000
Projected demand during the year=500,000
Total production required=
500,000 – (50,000-80,000) = 470,000
Monthly production = 470,000/12 = 39,167 filter/month
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38. Transportation Model for Aggregate
Planning
Transportation model is useful in situations
when several sources of production are
available (for example, regular time,
overtime, and subcontracting), where
production and inventory costs are linear,
and where there is a limited capacity for
each source in each period.
39. Transportation Model for Aggregate Planning (Example)
Snow Sporting Goods Company
Projected demand for one product, snow skis, over
winter months is 5000, 10,000, 11,000, 7500 and 5000
pairs.
Labor costs for regular time = $50 per unit
Overtime cost = %54 per unit
Subcontract cost = $57 per unit
Inventory holding costs = $6 per unit each month
No shortages are allowed
Regular time production = 9000 units
Overtime production = 1800 units
Subcontracted possible quantity = 2500