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E-raamat: Master Planning and Scheduling: An Essential Guide to Competitive Manufacturing

  • Formaat: EPUB+DRM
  • Sari: The Oliver Wight Companies
  • Ilmumisaeg: 30-Nov-2021
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119809425
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  • Formaat: EPUB+DRM
  • Sari: The Oliver Wight Companies
  • Ilmumisaeg: 30-Nov-2021
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119809425

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"Master planning and scheduling involves many functions of business and crosses most departmental lines. This is the first and only book designed to pull together a comprehensive body of knowledge about master planning and scheduling and to discuss the MPS process within the context of various manufacturing environments. It not only paints a broad perspective across the whole canvas of service and manufacturing operations but provides the fine details needed to understand MPS in specific types of businesses. Whether you make finished goods to stock, manufacturer or assemble or finish to customer order, package/re-package or kit to customer specification/order, or design and build products to customer specifications, you will find information and tools relevant to your business. Chapters 1 through 6 of Master Planning and Scheduling: An Essential Guide to Competitive Manufacturing define the master planning and scheduling process by explaining why and what to master plan and/or master schedule, the basic terminology, calculations, formats, mechanics, and how to manage change using master planning and scheduling. Chapters 7 through 12 cover specific tools and techniques used in various manufacturing environments (make-to-stock, make-to-order, design-to-order, engineer-to-order, make-to-contract, finish-to-order, kit-to-order, package-to-order). Chapter 13 is devoted to data integrity requirements in order to support an effective and efficient master planning and scheduling process. Chapters 14 through 17 describe process supporting functions of MPS, such as integrated business planning, resource requirements planning/rough cut capacity planning, supply management, and demand management. The book's chapters conclude with chapters 18 through 20 that provide guidelines for implementing and operating successful master planning and scheduling processes across the supply chain and entire enterprise."--

Discover the practical, real-world advantages of the Oliver Wight master planning and scheduling methodology.

The newly revised Fourth Edition of Master Planning and Scheduling: An Essential Guide to Competitive Manufacturing delivers a masterful exploration of today's master planning and scheduling techniques, as well as an insightful discussion of the future of the master planning and scheduling processes and profession.

Written in the context of an ever-evolving digital environment and augmented with new and critical information required to implement best practices, the book is a guide for practitioners and leaders on the principles of master planning and scheduling and its application in modern and future work environments.

In this book, readers will learn:

  • Insights regarding top-down, bottom-up, and side-to-side integration of business practices in support of a company's strategic direction and tactical deployment
  • The critical link between time-phased integrated business planning, master planning, master scheduling, capacity planning, and material planning
  • "How-to" details and examples to support master planning and scheduling implementation and enhancements within the company's demand and supply organizations

Master Planning and Scheduling is an indispensable guide for supply chain professionals, planners and schedulers in all functional domains of a business. It also belongs on the bookshelves of any executive or manager who seeks to improve their understanding of best practice planning and scheduling processes and how those processes enable a business to outperform the competition through alignment, integration and synchronization across all functions in an organization.

Acknowledgments xxiii
Foreword xxix
Introduction xxxi
Initial Thoughts xxxix
1 Chaos in Manufacturing 1(24)
Problems in Manufacturing
2(5)
And the Solutions
7(9)
Getting Out of the Overloaded Master Plan and/or Master Schedule
16(3)
Rescheduling the Overloaded Master Plan and/or Master Schedule
19(6)
2 Why Master Planning and Scheduling 25(54)
The Four Cornerstones of a Manufacturing Business
25(2)
Between Strategy and Execution
27(4)
What Is a Master Plan versus a Master Schedule?
31(1)
Maximizing, Minimizing, and Optimizing
32(1)
Objectives of Master Planning and Scheduling (If You Don't Know Where You're Going, Any Road Will Get You There)
33(2)
Challenges for the Master Planner and Master Scheduler
35(2)
Principles of Master Planning and Scheduling
37(2)
MPS, MRPII, ERP, SCM, and ITP
39(19)
Finding the Diamond in the Rough-Why It's Important
58(9)
The Four Cornerstones of Manufacturing Revisited
67(1)
Four Levels of Planning (Sometimes Use Only Three)
68(6)
Why Master Planning and Scheduling Is a Must in Business Excellence
74(5)
3 The Mechanics of Master Planning and Scheduling 79(38)
The Importance of Master Planning and Scheduling
79(1)
The Master Planning and Scheduling Matrices
80(7)
Master Scheduling in Action
87(5)
Why and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling
92(7)
The What, Why, and How of Safety Stock
99(4)
Additional Material Planning Techniques
103(4)
Maintaining Demand/Supply Balance Inside the Planning Time Fence
107(6)
Master Plan and Schedule Design Criteria
113(2)
So, What's Next?
115(2)
4 Managing the Supply Chain with Master Planning and Scheduling 117(42)
The Master Planner's and Master Scheduler's Job
119(6)
Exception-Driven Action Messages
125(4)
Six (Sometimes Seven) Key Questions to Answer
129(4)
Answering the Six (or Seven) Questions
133(1)
Time Zones as Aids to Decision Making
134(4)
Planning Within Master Planning and Scheduling Policy
138(3)
No Past Dues
141(1)
Managing with Planning Time Fences
142(5)
Load-Leveling in Manufacturing
147(3)
Lean Manufacturing and Continuous Improvement
150(1)
Mixed-Model Scheduling
151(3)
Planned Plant Shutdowns
154(5)
5 Using the MPS Output for Make-to-Stock Products 159(44)
The Master Schedule Screens
160(8)
Working Make-to-Stock Master Scheduled Items
168(2)
Time Phasing the Bills-of-Material
170(2)
Understanding Exception-Driven Action Messages
172(8)
Bridging Data and Judgment
180(4)
The Seven Key Questions Revisited
184(1)
Scheduling in a World of Many Schedules
185(9)
From Master Planning and Scheduling to Time-Phased Material Requirements Planning
194(5)
From Master Planning to Master Scheduling (It's Called Master Planning and Scheduling)
199(4)
6 Where and What to Master Plan and Master Schedule 203(24)
Manufacturing Strategies Defined
204(2)
Choosing the Right Manufacturing Strategy
206(4)
Master Planning, Master Scheduling, and Product Structures
210(3)
Multilevel Master Planning and Scheduling
213(3)
Ensuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated
216(8)
Master Scheduling Capacities, Activities, and Events
224(3)
7 Scheduling in a Flow Environment 227(28)
Different Manufacturing Environments
228(4)
Similarities Between Intermittent and Flow Environments
232(4)
Product Definition
236(3)
The Planning Process
239(5)
Process Company Using Rough Cut Capacity Planning: An Extended Example
244(6)
Catalysts and Recovered Material
250(1)
Production Line Scheduling
251(1)
Planning Multiplant Workloads
252(3)
8 Planning Bills 255(22)
The Overly Complex Bill-of-Material
257(9)
Anatomy of a Planning Bill
266(5)
Creating Demand at the Master Planning and Scheduling Level
271(6)
9 Two-Level MPS Coupled with Other Advanced Techniques 277(36)
The Backlog Curve
277(4)
Identifying Demand
281(7)
Creating the Master Plan and/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy
288(4)
Option Overplanning
292(2)
Calculating Projected Available Balance for Pseudo Items
294(1)
Calculating Available-to-Promise
295(2)
Using Available-to-Promise to Commit Customer Orders
297(6)
Changes in Projected Available Balance
303(2)
Option Overplanning for Products in the Make-to-Stock Environment
305(4)
Master Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison
309(4)
10 Using MPS Output for Make-to-Order Products 313(42)
Using Planning Bills to Simplify Option Scheduling
315(2)
The Scheduling Process
317(4)
Master Scheduling Common Components
321(4)
Analyzing the Detail Data
325(1)
Balancing the Sold-Out Zone for Common Components
326(2)
Handling Abnormal Demand
328(2)
Action Messages
330(1)
Working the Pseudo Options
330(11)
Master Scheduling Purchased Items in the Planning Bill
341(5)
Linking the Master Plan to the Master Schedule to the Material Plan
346(4)
Manufacturing Strategies-Products in the Make-to-Order Environment
350(5)
11 Master Planning and Scheduling in Custom-Product Environments 355(34)
The Unique Challenges of the DTO and ETO Environments
356(2)
The Case of New Product Introduction
358(5)
Master Planning and Scheduling-Activities and Events
363(4)
Prices and Promises to Keep
367(1)
What Can Go Wrong
368(2)
Integrating Design and Operation Activities
370(3)
Plan Down, Replan Up
373(8)
Make-to-Contract Environments
381(1)
The Need for Standards-A Long Time Ago
382(4)
When Supply Can't Satisfy Demand
386(3)
12 Finishing or Final Assembly Scheduling 389(28)
Manufacturing Strategy Tied to Finishing/Final Assembly Schedules
389(2)
Manufacturing Strategy Approaches
391(4)
Traditional Means of Communicating the Master Plan and/or Master Schedule
395(2)
The Role of People and Computers in Finishing and Final Assembly Scheduling-Past, Present, and Future
397(2)
The Kanban System
399(4)
Tying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling)
403(3)
Final Assembly or Process Routings
406(2)
Configuring and Building to a Customer Order
408(3)
Finishing or Final Assembly Combined Materials and Operations List
411(2)
Choosing the Most Effective Approach
413(1)
Master Plans versus Master Schedules versus Finishing Schedules
414(1)
Master Scheduling Logistics (Sharing In/Out Information)
415(2)
13 Data Integrity Requirements to Support Master Planning and Scheduling 417(38)
What Is Data Integrity and Why Is It Important?
418(4)
Gaining Control and Integration Points
422(3)
The Four Pillars of Data Integrity
425(13)
Applying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling
438(14)
Summary
452(3)
14 Integrated Business Planning 455(44)
Integrated Business Planning Process Elements in Brief
457(9)
Workable, Adjustable Plans
466(2)
Master Supply Planning
468(2)
Integrated Business Planning and the Master Supply Schedule
470(11)
Synchronizing and Assessing Demand and Supply
481(6)
Measuring Accuracy and Performance
487(8)
The Evolution of Integrated Business Planning
495(4)
15 Resource Requirements Planning and Rough Cut Capacity Maiming 499(60)
Know Before You Go
500(2)
Rough Cut Revealed
502(1)
The Rough Cut Process
502(3)
Creating the Resource Profile
505(7)
Finalizing the Resource Profile
512(2)
Capacity Inputs
514(6)
Overloading Demonstrated and/or Planned Capacity
520(2)
Rough Cut Capacity Planning at the Master Planning and Master Scheduling Levels
522(7)
Resource Requirements and Rough Cut Capacity Planning Graphs
529(4)
Using and Working the Rough Cut Capacity Plan
533(5)
Simulations-Rough Cut Capacity Planning
538(2)
Screen and Report Formats
540(3)
Rough Cut Capacity Planning at a Process Company (Industry Example)
543(8)
The Benefits and Limitations of Rough Cut Capacity Planning
551(3)
Implementing the Rough Cut Capacity Planning Process
554(1)
Closing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning
555(4)
16 Supply Management and Aggregate Master Planning 559(44)
Supply Management and Master Planning in Action
565(2)
The Impact of New Product in Supply Management and Master Planning
567(5)
Inventory Projection and Planning
572(3)
Will the Plan Work?
575(2)
Product-Driven, Disaggregated Inventory Planning
577(2)
Product-Driven, Aggregated Backlog Planning
579(6)
Product-Driven, Disaggregated Backlog Planning
585(4)
Production-Driven Environments
589(2)
Reviewing and Approving the Aggregate Supply Plan
591(1)
Interplant Product Integration
592(5)
Key Performance Metrics-Calculations, Colors, Standards
597(1)
Should Companies Have Supply Managers and/or Master Planners?
598(5)
17 Demand Management and Aggregate Master Planning 603(66)
What Is Demand Management?
603(5)
The Impact of New Product in Demand Management
608(1)
Master Launch Plan and Pipeline Funnel Examples for New Products
609(5)
Problems with the Demand Forecast
614(1)
The Impact of Demand Bias on Supply Chain Management
615(2)
Coping with Forecast Inaccuracies
617(2)
Reviewing and Approving the Aggregate Demand Plan
619(2)
It's About Quantities
621(2)
It's About Time
623(8)
Demand and Forecast Adjustment
631(6)
Customer Order Processing with Process Flow Diagram Example
637(3)
Possible Problems Caused by Abnormal Demand
640(2)
Customer Linking
642(3)
Getting Sales Pipeline Control
645(1)
Distribution Resource/Requirements Planning
646(9)
Available-to-Promise
655(4)
ATP with Two Demand Streams
659(4)
Should Companies Have Demand Managers?
663(6)
18 The Proven Path to a Successful MPS Implementation (Phase 1) 669(36)
From the Original Implementation Plan to the Current Proven Path
669(2)
The Proven Path to Successful Operational Excellence
671(2)
The Decision Point
673(2)
Going on the Air
675(1)
The Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment
676(3)
The Journey to Excellence-Today and Tomorrow
679(2)
Oliver Wight's Class A Integrated Planning and Control Milestone
681(2)
The Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation
683(2)
Phase 1: Lead Phase (Understanding and Committing)
685(2)
Company Vision of Operations (A Modified Client Example)
687(9)
Case for Change (A Modified Excerpt from a Client Example)
696(6)
Segue to...
702(1)
The Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure
702(3)
19 The Proven Path to a Successful MPS Implementation (Phase 2) 705(38)
Methodology for Implementing Change Revisited
705(2)
Phase 2: Transform Phase (Process Designing and Structuring)
707(24)
Policy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined
731(10)
Segue to...
741(1)
The Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures
741(2)
20 The Proven Path to a Successful MPS Implementation (Phase 3) 743(36)
Methodology for Implementing Change Revisited-Again!
743(2)
Phase 3: Own Phase (Launching and Measuring)
745(17)
Deterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology
762(2)
The Master Planner's and Master Scheduler's List of Responsibilities
764(4)
Putting It All Together to Ensure Success-Guaranteed
768(3)
An Aggressive Master Plan and Schedule for the MPS Implementation
771(3)
The Variables of a Master Planning and Scheduling Implementation
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
JOHN F. PROUD is a business advisor with Oliver Wight. Throughout his career, Mr. Proud has enjoyed collaborating with several large companies, from Lockheed Martin and Boeing to Weyerhaeuser and Starbucks. He has educated and consulted throughout the USA as well as around the free world. Numerous companies under his leadership and coaching have implemented supply chain management including master planning and scheduling best practice principles for more than 50 years. Mr. Proud was a recipient of Whos Who Albert Nelson Marquis Lifetime Achievement Award in 2021 and will be listed in Whos Who in America in 2022.

ERIC DEUTSCH is a business advisor with Oliver Wight, working with companies to implement and improve their integrated business planning processes. He has an academic background and career experience in the biotech industry and, since starting his consulting practice, has worked across many industries to coach and advise clients through transformational change. In addition to advising clients, he is a member of the Oliver Wight Board of Directors, and teaches the Oliver Wight Master Planning and Scheduling Course offered publicly several times per year.