The document discusses Master Production Scheduling (MPS), which connects production planning with manufacturing execution and drives the material requirements plan. It outlines the objectives and steps for developing an MPS that satisfies customer demand while considering manufacturing capacity and inventory management. Additionally, it details the importance of rough-cut capacity planning and decision-making in scheduling products efficiently.

1. Profesor:
Asignatura:
Departamento:
Mastes Scheduling
Producción I
IITI
MC. Ma. del Pilar C. León Franco

2. Master Scheduling (MPS)
• It forms the link between production
planning and what manufacturing will
actually build.
• It forms the basis for calculating the
capacity and resources needed
• The MPS drives the material
requirements plan
• It keeps priorities valid. The MPS is a
priority plan for manufacturing.

3. Master Scheduling (MPS)
• The end items made by the company
are assembled from component and
subcomponents parts. These must be
available in the right quantities at the
right time to support the master
production schedule. The material
requirements planning system plan the
schedule for these components based
on the needs of the MPS.

4. Master Scheduling (MPS)
• The master production schedule is a
plan for manufacturing. It reflects the
needs of the marketplace and the
capacity of manufacturing and forms a
priority plan for manufacturing to follow.

5. Master Scheduling (MPS)
MPS
•Makes possible valid order promises
Sales Production
The production plan
Forecasts for individual end items
Actual orders received from customers and for stock replenishment
Inventory levels for individual end items
Capacity restraints

6. Relationship to produce plan
Week
1 2 3 4 5 6
Aggregate Forecast
(units) 160 160 160 160 215 250
Production Plan
Aggregate
Inventory (units) 500

7. Developing a Master production
Schedule
• The objectives in developing an MPS are:
• To maintain the desired level of customer
service by maintaining finished-goods
inventory levels or by schedule to meet
customer delivery requirements
• To make the best use of material, labor and
equipment
• To maintain inventory investment at the
required levels

8. Developing a Master production
Schedule
• The plan must satisfy customer
demand, be within the capacity of
manufacturing, and be within the
guidelines of the production plan

9. Developing a Master production
Schedule
• Steps:
– Develop a preliminary MPS
– Check the preliminary MPS against
available capacity
– Resolve differences between the
preliminary MPS and capacity availability

10. Preliminary Master Production
Schedule
Week 0 1 2 3 4 5 6
Forecast 60 60 60 60 60 60
Projected Available 80 20 60 0 40 80 20
MPS 100 100 100

11. Rough-Cut Capacity Planning
• RCCP checks whether critical resources
are available to support the preliminary
master production schedules. Critical
resources include bottleneck
operations, labor, and critical materials.

12. Rough-Cut Capacity Planning
Week 0 1 2 3 Total
Medium 40 25 40 15 120
Fine 20 10 30 20 80
Medium 0.5 hrs./unit
Fine 1.2 hrs./unit
Week 0 1 2 3 Total
Medium
Fine
Total Horas

13. Resolution of Differences
• Compare the total time required to the
available capacity of the work center
– Resources use
– Customer service
– Cost

14. Master Schedule Decisions
• The MPS should represent as efficiently as
possible what manufacturing will make.
• Make to stock products: Limited number of
standard items are assembled from many
components
• Make to order products: Many different
ended items are made form a small number
of components
• Assemble to order products: Many end
items can be made form combinations of
basic components and subassemblies.

15. Master Schedule Decisions
Make to stock Assemble to Order
Make to order
End
Product
Raw
Material
End
Product
Raw
Material
End
Product
Raw
Material
MPS
MPS
MPS
FAS
FAS
FAS = Finaly Assembly Schedule