Acknowledgments |
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xxiii | |
Foreword |
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xxix | |
Introduction |
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xxxi | |
Initial Thoughts |
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xxxix | |
1 Chaos in Manufacturing |
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1 | (24) |
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Problems in Manufacturing |
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2 | (5) |
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7 | (9) |
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Getting Out of the Overloaded Master Plan and/or Master Schedule |
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16 | (3) |
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Rescheduling the Overloaded Master Plan and/or Master Schedule |
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19 | (6) |
2 Why Master Planning and Scheduling |
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25 | (54) |
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The Four Cornerstones of a Manufacturing Business |
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25 | (2) |
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Between Strategy and Execution |
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27 | (4) |
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What Is a Master Plan versus a Master Schedule? |
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31 | (1) |
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Maximizing, Minimizing, and Optimizing |
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32 | (1) |
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Objectives of Master Planning and Scheduling (If You Don't Know Where You're Going, Any Road Will Get You There) |
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33 | (2) |
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Challenges for the Master Planner and Master Scheduler |
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35 | (2) |
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Principles of Master Planning and Scheduling |
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37 | (2) |
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MPS, MRPII, ERP, SCM, and ITP |
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39 | (19) |
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Finding the Diamond in the Rough-Why It's Important |
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58 | (9) |
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The Four Cornerstones of Manufacturing Revisited |
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67 | (1) |
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Four Levels of Planning (Sometimes Use Only Three) |
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68 | (6) |
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Why Master Planning and Scheduling Is a Must in Business Excellence |
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74 | (5) |
3 The Mechanics of Master Planning and Scheduling |
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79 | (38) |
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The Importance of Master Planning and Scheduling |
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79 | (1) |
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The Master Planning and Scheduling Matrices |
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80 | (7) |
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Master Scheduling in Action |
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87 | (5) |
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Why and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling |
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92 | (7) |
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The What, Why, and How of Safety Stock |
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99 | (4) |
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Additional Material Planning Techniques |
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103 | (4) |
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Maintaining Demand/Supply Balance Inside the Planning Time Fence |
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107 | (6) |
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Master Plan and Schedule Design Criteria |
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113 | (2) |
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115 | (2) |
4 Managing the Supply Chain with Master Planning and Scheduling |
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117 | (42) |
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The Master Planner's and Master Scheduler's Job |
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119 | (6) |
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Exception-Driven Action Messages |
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125 | (4) |
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Six (Sometimes Seven) Key Questions to Answer |
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129 | (4) |
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Answering the Six (or Seven) Questions |
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133 | (1) |
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Time Zones as Aids to Decision Making |
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134 | (4) |
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Planning Within Master Planning and Scheduling Policy |
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138 | (3) |
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141 | (1) |
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Managing with Planning Time Fences |
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142 | (5) |
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Load-Leveling in Manufacturing |
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147 | (3) |
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Lean Manufacturing and Continuous Improvement |
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150 | (1) |
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151 | (3) |
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154 | (5) |
5 Using the MPS Output for Make-to-Stock Products |
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159 | (44) |
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The Master Schedule Screens |
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160 | (8) |
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Working Make-to-Stock Master Scheduled Items |
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168 | (2) |
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Time Phasing the Bills-of-Material |
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170 | (2) |
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Understanding Exception-Driven Action Messages |
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172 | (8) |
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Bridging Data and Judgment |
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180 | (4) |
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The Seven Key Questions Revisited |
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184 | (1) |
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Scheduling in a World of Many Schedules |
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185 | (9) |
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From Master Planning and Scheduling to Time-Phased Material Requirements Planning |
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194 | (5) |
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From Master Planning to Master Scheduling (It's Called Master Planning and Scheduling) |
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199 | (4) |
6 Where and What to Master Plan and Master Schedule |
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203 | (24) |
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Manufacturing Strategies Defined |
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204 | (2) |
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Choosing the Right Manufacturing Strategy |
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206 | (4) |
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Master Planning, Master Scheduling, and Product Structures |
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210 | (3) |
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Multilevel Master Planning and Scheduling |
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213 | (3) |
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Ensuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated |
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216 | (8) |
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Master Scheduling Capacities, Activities, and Events |
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224 | (3) |
7 Scheduling in a Flow Environment |
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227 | (28) |
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Different Manufacturing Environments |
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228 | (4) |
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Similarities Between Intermittent and Flow Environments |
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232 | (4) |
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236 | (3) |
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239 | (5) |
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Process Company Using Rough Cut Capacity Planning: An Extended Example |
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244 | (6) |
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Catalysts and Recovered Material |
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250 | (1) |
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Production Line Scheduling |
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251 | (1) |
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Planning Multiplant Workloads |
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252 | (3) |
8 Planning Bills |
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255 | (22) |
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The Overly Complex Bill-of-Material |
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257 | (9) |
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Anatomy of a Planning Bill |
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266 | (5) |
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Creating Demand at the Master Planning and Scheduling Level |
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271 | (6) |
9 Two-Level MPS Coupled with Other Advanced Techniques |
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277 | (36) |
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277 | (4) |
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281 | (7) |
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Creating the Master Plan and/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy |
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288 | (4) |
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292 | (2) |
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Calculating Projected Available Balance for Pseudo Items |
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294 | (1) |
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Calculating Available-to-Promise |
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295 | (2) |
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Using Available-to-Promise to Commit Customer Orders |
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297 | (6) |
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Changes in Projected Available Balance |
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303 | (2) |
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Option Overplanning for Products in the Make-to-Stock Environment |
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305 | (4) |
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Master Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison |
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309 | (4) |
10 Using MPS Output for Make-to-Order Products |
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313 | (42) |
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Using Planning Bills to Simplify Option Scheduling |
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315 | (2) |
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317 | (4) |
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Master Scheduling Common Components |
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321 | (4) |
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Analyzing the Detail Data |
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325 | (1) |
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Balancing the Sold-Out Zone for Common Components |
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326 | (2) |
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328 | (2) |
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330 | (1) |
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Working the Pseudo Options |
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330 | (11) |
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Master Scheduling Purchased Items in the Planning Bill |
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341 | (5) |
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Linking the Master Plan to the Master Schedule to the Material Plan |
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346 | (4) |
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Manufacturing Strategies-Products in the Make-to-Order Environment |
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350 | (5) |
11 Master Planning and Scheduling in Custom-Product Environments |
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355 | (34) |
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The Unique Challenges of the DTO and ETO Environments |
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356 | (2) |
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The Case of New Product Introduction |
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358 | (5) |
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Master Planning and Scheduling-Activities and Events |
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363 | (4) |
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Prices and Promises to Keep |
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367 | (1) |
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368 | (2) |
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Integrating Design and Operation Activities |
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370 | (3) |
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373 | (8) |
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Make-to-Contract Environments |
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381 | (1) |
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The Need for Standards-A Long Time Ago |
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382 | (4) |
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When Supply Can't Satisfy Demand |
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386 | (3) |
12 Finishing or Final Assembly Scheduling |
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389 | (28) |
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Manufacturing Strategy Tied to Finishing/Final Assembly Schedules |
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389 | (2) |
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Manufacturing Strategy Approaches |
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391 | (4) |
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Traditional Means of Communicating the Master Plan and/or Master Schedule |
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395 | (2) |
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The Role of People and Computers in Finishing and Final Assembly Scheduling-Past, Present, and Future |
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397 | (2) |
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399 | (4) |
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Tying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling) |
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403 | (3) |
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Final Assembly or Process Routings |
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406 | (2) |
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Configuring and Building to a Customer Order |
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408 | (3) |
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Finishing or Final Assembly Combined Materials and Operations List |
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411 | (2) |
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Choosing the Most Effective Approach |
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413 | (1) |
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Master Plans versus Master Schedules versus Finishing Schedules |
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414 | (1) |
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Master Scheduling Logistics (Sharing In/Out Information) |
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415 | (2) |
13 Data Integrity Requirements to Support Master Planning and Scheduling |
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417 | (38) |
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What Is Data Integrity and Why Is It Important? |
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418 | (4) |
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Gaining Control and Integration Points |
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422 | (3) |
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The Four Pillars of Data Integrity |
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425 | (13) |
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Applying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling |
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438 | (14) |
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452 | (3) |
14 Integrated Business Planning |
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455 | (44) |
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Integrated Business Planning Process Elements in Brief |
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457 | (9) |
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Workable, Adjustable Plans |
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466 | (2) |
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468 | (2) |
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Integrated Business Planning and the Master Supply Schedule |
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470 | (11) |
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Synchronizing and Assessing Demand and Supply |
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481 | (6) |
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Measuring Accuracy and Performance |
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487 | (8) |
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The Evolution of Integrated Business Planning |
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495 | (4) |
15 Resource Requirements Planning and Rough Cut Capacity Maiming |
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499 | (60) |
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500 | (2) |
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502 | (1) |
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502 | (3) |
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Creating the Resource Profile |
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505 | (7) |
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Finalizing the Resource Profile |
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512 | (2) |
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514 | (6) |
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Overloading Demonstrated and/or Planned Capacity |
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520 | (2) |
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Rough Cut Capacity Planning at the Master Planning and Master Scheduling Levels |
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522 | (7) |
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Resource Requirements and Rough Cut Capacity Planning Graphs |
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529 | (4) |
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Using and Working the Rough Cut Capacity Plan |
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533 | (5) |
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Simulations-Rough Cut Capacity Planning |
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538 | (2) |
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Screen and Report Formats |
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540 | (3) |
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Rough Cut Capacity Planning at a Process Company (Industry Example) |
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543 | (8) |
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The Benefits and Limitations of Rough Cut Capacity Planning |
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551 | (3) |
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Implementing the Rough Cut Capacity Planning Process |
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554 | (1) |
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Closing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning |
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555 | (4) |
16 Supply Management and Aggregate Master Planning |
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559 | (44) |
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Supply Management and Master Planning in Action |
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565 | (2) |
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The Impact of New Product in Supply Management and Master Planning |
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567 | (5) |
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Inventory Projection and Planning |
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572 | (3) |
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575 | (2) |
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Product-Driven, Disaggregated Inventory Planning |
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577 | (2) |
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Product-Driven, Aggregated Backlog Planning |
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579 | (6) |
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Product-Driven, Disaggregated Backlog Planning |
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585 | (4) |
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Production-Driven Environments |
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589 | (2) |
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Reviewing and Approving the Aggregate Supply Plan |
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591 | (1) |
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Interplant Product Integration |
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592 | (5) |
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Key Performance Metrics-Calculations, Colors, Standards |
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597 | (1) |
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Should Companies Have Supply Managers and/or Master Planners? |
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598 | (5) |
17 Demand Management and Aggregate Master Planning |
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603 | (66) |
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What Is Demand Management? |
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603 | (5) |
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The Impact of New Product in Demand Management |
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608 | (1) |
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Master Launch Plan and Pipeline Funnel Examples for New Products |
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609 | (5) |
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Problems with the Demand Forecast |
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614 | (1) |
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The Impact of Demand Bias on Supply Chain Management |
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615 | (2) |
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Coping with Forecast Inaccuracies |
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617 | (2) |
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Reviewing and Approving the Aggregate Demand Plan |
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619 | (2) |
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621 | (2) |
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623 | (8) |
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Demand and Forecast Adjustment |
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631 | (6) |
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Customer Order Processing with Process Flow Diagram Example |
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637 | (3) |
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Possible Problems Caused by Abnormal Demand |
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640 | (2) |
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642 | (3) |
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Getting Sales Pipeline Control |
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645 | (1) |
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Distribution Resource/Requirements Planning |
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646 | (9) |
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655 | (4) |
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ATP with Two Demand Streams |
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659 | (4) |
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Should Companies Have Demand Managers? |
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663 | (6) |
18 The Proven Path to a Successful MPS Implementation (Phase 1) |
|
669 | (36) |
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From the Original Implementation Plan to the Current Proven Path |
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669 | (2) |
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The Proven Path to Successful Operational Excellence |
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671 | (2) |
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673 | (2) |
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675 | (1) |
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The Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment |
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676 | (3) |
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The Journey to Excellence-Today and Tomorrow |
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679 | (2) |
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Oliver Wight's Class A Integrated Planning and Control Milestone |
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681 | (2) |
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The Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation |
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683 | (2) |
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Phase 1: Lead Phase (Understanding and Committing) |
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685 | (2) |
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Company Vision of Operations (A Modified Client Example) |
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687 | (9) |
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Case for Change (A Modified Excerpt from a Client Example) |
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696 | (6) |
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702 | (1) |
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The Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure |
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|
702 | (3) |
19 The Proven Path to a Successful MPS Implementation (Phase 2) |
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705 | (38) |
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Methodology for Implementing Change Revisited |
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705 | (2) |
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Phase 2: Transform Phase (Process Designing and Structuring) |
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707 | (24) |
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Policy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined |
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|
731 | (10) |
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|
741 | (1) |
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The Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures |
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|
741 | (2) |
20 The Proven Path to a Successful MPS Implementation (Phase 3) |
|
743 | (36) |
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Methodology for Implementing Change Revisited-Again! |
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|
743 | (2) |
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Phase 3: Own Phase (Launching and Measuring) |
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745 | (17) |
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Deterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology |
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|
762 | (2) |
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The Master Planner's and Master Scheduler's List of Responsibilities |
|
|
764 | (4) |
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Putting It All Together to Ensure Success-Guaranteed |
|
|
768 | (3) |
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An Aggressive Master Plan and Schedule for the MPS Implementation |
|
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771 | (3) |
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The Variables of a Master Planning and Scheduling Implementation |
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|
774 | (5) |
Epilogue Order from Chaos |
|
779 | (4) |
Final Thoughts - People and Process and Profession |
|
783 | (26) |
Appendix A Master Planning and Scheduling Process and Performance Standards |
|
809 | (8) |
Appendix B Master Planning and Scheduling Improvement Initiative Task Listing |
|
817 | (10) |
Appendix C Master Planning and Scheduling Policy, Procedure, and Flow Diagram |
|
827 | (4) |
Appendix D Master Planning and Scheduling |
|
831 | (12) |
Appendix E Supply Chain Management Overall Process Flow Diagram (An Example) |
|
843 | (2) |
Appendix F Master Planning and Scheduling Process Flow Diagram Examples |
|
845 | (6) |
Appendix G Master Planning and Scheduling RACI Examples |
|
851 | (4) |
Appendix H Master Planning and Scheduling Spinoff Task Team Charter |
|
855 | (4) |
Appendix I Master Planning and Scheduling Oliver Wight International Offerings Founders' and Co-Authors' Biographies |
|
859 | (6) |
Glossary |
|
865 | (30) |
Index |
|
895 | |