ISBN-10:
0471757276
ISBN-13:
9780471757276
Pub. Date:
02/09/2007
Publisher:
Wiley
Master Scheduling: A Practical Guide to Competitive Manufacturing / Edition 3

Master Scheduling: A Practical Guide to Competitive Manufacturing / Edition 3

by John F Proud
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Overview

Master scheduling is an essential planning tool which helps manufacturing companies synchronize their production cycle with actual market demand. Taking into account a company's strategy, processes and operations, master schedulers can then devise a plan based on the needs of the company and the resources available. Master scheduling provides the backbone for all other operations and processes, including JIT, sales and operations planning, materials management, and engineering. This revised edition will reflect current developments and thinking, as well as new cases and examples. Two new chapters cover rationalization and master scheduling in the process industry.

Product Details

ISBN-13: 9780471757276
Publisher: Wiley
Publication date: 02/09/2007
Series: Oliver Wight Companies Series , #16
Edition description: REV
Pages: 688
Product dimensions: 6.42(w) x 9.11(h) x 2.08(d)

About the Author

JOHN F. PROUD is an educator, consultant, and Principal of Oliver Wight Americas. With more than a quarter century s experience in manufacturing support, Prouvéd has helped dozens of companies improve their manufacturing operations through the use of ERP and master scheduling. He speaks frequently for organizations such as the American Production and Inventory Control Society and is actively involved in furthering the education of manufacturing professionals in the Americas, Asia, and Europe.

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Table of Contents


Acknowledgments     xii
Foreword     xvii
Introduction     xix
Chaos in Manufaduring     1
Problems in Manufacturing     3
Symptoms of Master Scheduling Problems     3
The Inaccurate Forecast     4
And the Solutions     7
The Case of the Overloaded Master Schedule     12
Getting Out of the Overloaded Master Schedule     17
Why Master Scheduling?     23
Between Strategy and Execution     25
What Is the Master Schedule?     29
Maximizing, Minimizing, and Optimizing     30
The Challenge for the Master Scheduler     31
MPS, MRPII, ERP, and SCM     33
Enterprise Resource Planning     39
Supply Chain Management     41
Where Have All the Orders Gone?     42
The Fout Cornerstones of Manufacturing Revisited     45
So, Why Master Scheduling?     46
The Mechanics of Master Scheduling     49
The Master Schedule Matrix     50
Master Scheduling in Action     57
How Master Scheduling Drives Material Planning     63
The What, Why, and How of Safety Stock     71
Planning Time Fence     75
Demand Time Fence     80
Master Schedule Design Criteria     82
Managing with the Master Schedule     85
The Master Scheduler's Job     88
Moving a Customer Order to an Earlier Date     90
Action and Exception Messages     93
Six Key Questions to Answer     97
Answering the Six Questions     100
Time Zones as Aids to Decision Making     101
Moving a Manufacturing Order to an Earlier Date     103
Planning Within Policy     106
No Past Dues     109
Managing with Planning Time Fences     109
Load-Leveling in Manufacturing     115
Lean Manufacturing and Continuous Improvement     118
Mixed-Model Scheduling     119
Planned Plant Shutdowns     123
The Production Shutdown     125
Using the MPS Output in a Make-to-Stock Environment     129
The Master Schedule Screen     130
Working a Make-to-Stock Master Schedule     137
Time Phasing the Bill-of-Material     140
Understanding the Action Messages     142
Bridging Data and Judgment     149
Seasonality and Inventory Buildup     151
The Six Key Questions Revisited     154
Scheduling in a World of Many Schedules     154
From Master Scheduling to Material Requirements Planning     164
What to Master Schedule     171
Manufacturing Strategies     172
Choosing die Right Strategy     174
Master Scheduling and Product Structures     177
Multilevel Master Scheduling     180
Tying the Master Schedule and the Production Plan Together     182
Master Scheduling Capacities, Activities, and Events     184
Scheduling in a Flow Environment     186
Different Manufacturing Environments     188
Similarities between Intermittent and Flow Environments     191
Product Definition     196
The Planning Process     200
An Extended Example     206
Catalysts and Recovered Material     211
Line Scheduling     213
Planning Bills     216
The Overly Complex Bill-of-Material     218
Anatomy of a Planning Bill     227
Creating Demand at the Master Schedule Level     232
Restructuring Company Bills into Planning Bills: A Case Study     233
Two-Level MPS and Other Advanced Techniques     240
The Backlog Curve      240
Scheduling and the Backlog Curve Zones     244
Identifying Demand     244
Creating the Master Schedule in a Make-to-Order Environment     251
Option Overplanning     255
Calculating Projected Available Balance     258
Calculating Available-to-Promise     259
Using ATP to Commit Customer Orders     260
Option Overplanning in the Make-to-Stock Environment     267
Master Scheduling in Make-to-Order and Make-to-Stock Environments: A Comparison     271
Using MPS Output in a Make-to-Order Environment     274
Using Planning Bills to Simplify Option Scheduling     276
The Scheduling Process     278
The Common-Items Master Schedule     282
Analyzing the Detail Data     287
Balancing the Sold-Out Zone for Common Items     288
Handling Abnormal Demand     290
Action Messages     292
Working the Pseudo Options     293
Master Scheduling a Purchased Item in the Planning Bill     304
Linking Master Schedule and Material Plan     310
Master Scheduling in Custom-Product Environments     315
The Unique Challenges of the ETO Environment     316
The Case of New-Product Introductions     318
Master Scheduling Activities and Evonts     320
Launching a New Product     321
Prices and Promises to Keep     326
What Can Go Wrong     327
Integrating Design and Operation Activities     328
Plan Down, Replan Up     332
Capacity-Driven Environments     336
Make-to-Contract Environments     341
The Need for Standards     342
When Supply Can't Satisfy Demand     346
Finishing Schedules     348
Manufacturing Strategy and Finishing Schedules     349
Manufacturing Approaches     350
Other Manufacturing Issues     353
Sequencing     354
Traditional Means of Communicating the Schedule     355
Do We Really Need These Computers?     356
The Kanban System     357
Tying It All Together     361
Final Assembly or Process Routings     365
Configuring and Building to a Customer Order     367
Finishing or Final Assembly Combined Materials and Operations List     370
Choosing the Most Effective Approach     372
Finishing Schedules versus Master Schedules     373
Sales and Operations Planning      375
Workable, Adjustable Plans     378
S&OP and the Master Schedule     380
The Case of S&OP at AutoTek     381
Synchronizing Demand and Supply     394
Rough Cut Capacity Planning     400
Know Before You Go     401
Rough Cut Revealed     402
The Rough Cut Process     403
Creating Resource Profiles     406
Finalizing the Resource Profile     412
Capacity Inputs     413
Overloading Demonstrated Capacity     419
Rough Cut at the Master Scheduling Level     421
Working the Rough Cut Capacity Plan     428
What-If Analysis and Rough Cut Capacity Planning     433
Screen and Report Formats     435
The Limitations and Benefits of Rough Cut Capacity Planning     438
Implementing the Rough Cut Process     440
Final Thoughts     442
Supply Management     445
Supply Management in Action     450
Product-Driven, Aggregated Inventory Planning     452
Will the Plan Work?     456
Product-Driven, Disaggregated Inventory Planning     458
Product-Driven, Aggregated Backlog Planning     462
Product-Driven, Disaggregated Backlog Planning     467
Production-Driven Environments     471
Interplant Integration     473
Should Companies Have Supply Managers?     478
Demand Management     482
What Is Demand Management?     482
The Role of Forecasting in the Company: The Case of Hastings & Brown     485
Problems with Forecasting     488
Coping with Forecast Inaccuracies     488
It's about Quantities     489
lts about Time     491
Small Numbers and the Master Schedule     494
Demand and Forecast Adjustment     495
Computer Alert     499
The Problem of Abnormal Demand     502
Customer Linking     504
Getting Pipeline Control     507
Distribution Resource/Requirements Planning     509
Multiplant Communications     516
Tell Us What You Want, and We'll Do the Rest, Sir     518
Available-to-Promise     519
ATP with Two Demand Streams     522
Should Companies Have Demand Managers?     526
Effective Implementation     531
Proven Path to Successful Operational Excellence     532
The Decision Point      534
Going on the Air     535
The Path to Master Scheduling Implementation     536
Evaluation and Preparation     538
Master Scheduling Vision Statement (A Sample)     541
Design and Action     546
Business Meeting Agenda (A Sample)     548
Master Scheduling Policy (A Sample)     553
Master Schedule Procedure Action Message Review (A Sample)     554
Launch and Cutover     557
Who's in Control of the Software?     558
Deterrents to Successful Implementation of the Master Scheduling Process     565
The Master Scheduler's List of Responsibilities     566
Master Scheduler Position Description     567
Epilogue: Order from Chaos     570
Class A Master Scheduling Process and Performance Checklists     573
Master Scheduling Sample Implementation Task List     581
Master Scheduling Policy, Procedure, and Flow Diagram Listing     593
Master Scheduling Sample Process Flow Diagram     596
Glossary     598
Index     637

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