topic 5_aggregate planning

8/3/2019 Topic 5_Aggregate Planning

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OperationsManagement

Topic 5 ProductionPlanning and Control

UiTM Shah AlamLecturer: Pn. Noriah YusoffT1-A16-6C


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Organizational Strategy andProduction Planning

Decision Level Decision Process Forecast NeededProduction

Planning andAllocation

Determinesseasonal plan by

product type

Determines

monthly itemproductionschedules

Monthly Demandfor 6 mths by items

Monthly Demandfor 12 mths byproduct types

Annual Demand byItem and Region

Corporate

(Top Management)

ShopSupervisor

Plant Manager

It explains the relationship between planning structure and organizational structure

It also tells who are responsible for the for the decision making.


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The Planning Process

Long Range Planning

Covers a period of 5 years and made up of :

Product & Market Planning

Financial Planning Resource Planning

Medium Range Planning

Covers 6 8 months and made up of :

Aggregate Planning Item Forecasting

Master Production Schedule (MPS)

Capacity Planning


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Short Range Planning Covers from 1 day to a few weeks and consists of :

Material Requirement Planning (MRP)

(Specify when production and purchase orders must be made)

Capacity Requirement Planning(Provide detailed schedule when each operation is to be run on each

work center and how long it will take to process).

Final Assembly Scheduling

(Operations required to put product in its final form).

Production Planning and Control

(Scheduling and shop-floor control activities).

Purchase Planning and Control

(Acquisition and control of purchased items).


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Aggregate Planning

An AP means combining the

appropriate resources into general, oroverall terms.

It is concerned with determining the

quantity and timing of production forimmediate future.

Definitions


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Aggregate Planning

Objectives

To minimize costs over the planningperiod.

To minimize fluctuations in the workforce or inventory levels.

To obtain a certain standard ofservice performance.


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Aggregate Planning Strategies

Changing inventory levels

Varying work force size by hiring or layoffs. Varying production rates through overtime

or idle time. Subcontracting.

Using part-time workers. Influencing demand.

Back ordering during high demand periods. Counter-seasonal product mixing.

Mixed strategies (combination of two or morecontrollable variables) often works best.


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Phases of Aggregate Planning

1. Prepare an aggregate demand forecast.2. Specify organization policies for smoothing

capacity utilization.

3. Determine feasible production alternatives : Changing production rate (same work force) Changing production rate (changing the size of work force). Absorbing demand through inventories. Absorbing demand through back ordering. Absorbing demand through subcontract.

Using part-time workers.

4. Determination of optimal productionstrategy.


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Aggregate Planning

Graphical or Charting Methods1. Popular they are easy to understand and use.

2. They are trial-and-error approaches that do notguarantee an optimal plan.

3. The five steps involved are:

Determine the demand in each period. Determine the capacity for regular, OT, hired

workers and subcontracting for each period.

Find production costs, hiring and layoff costs,

and inventory holding costs. Consider company policy on workers and stock

levels.

Develop alternative plans, examine their totalcosts and select the best plan (lowest total cost).


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Roofing Supplier Example 1

Table 13.2

Month Expected Demand Production DaysDemand Per Day

(computed)

Jan 900 22 41

Feb 700 18 39

Mar 800 21 38

Apr 1,200 21 57

May 1,500 22 68

June 1,100 20 55

6,200 124

= = 50 units per day6,200

124

Averagerequirement =

Total expected demand

Number of production days


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Figure 13.3

70

60

50

40

30

0Jan Feb Mar Apr May June = Month

22 18 21 21 22 20 = Number ofworking days

P

roductionrateperworkingday

Level production using averagemonthly forecast demand

Forecast demand


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Table 13.2


(computed)

Jan 900 22 41

Feb 700 18 39

Mar 800 21 38

Apr 1,200 21 57

May 1,500 22 68

June 1,100 20 55

6,200 124

Minimum requirement= 38 units per day


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70

60

50

40

30



P

roductionratep

erworkingday

Level productionusing lowest

monthly forecast

demand

Forecast demand


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Table 13.2


(computed)

Jan 900 22 41

Feb 700 18 39

Mar 800 21 38

Apr 1,200 21 57

May 1,500 22 68

June 1,100 20 55

6,200 124

Production = Expected Demand


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70

60

50

40

30



P

roductionratep

erworkingday

Forecast demand andmonthly production


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Aggregate Planning

Example 1:

Period 1 2 3 4 5 6 Total

Forecast 200 200 300 400 500 200 1800

Planners for a company that makes several models of skateboards have gatheredthe following information:

Associated data and costs:

Current work force = 15 peopleRegular time labour = RM0.25 per hourOvertime labour = RM3.00 per unitInventory = RM1.00 per unit per period on average inventory.Back orders = RM5.00 per unit per periodHire workers = RM50 per worker.

(A temporary worker can produce 15 units per period).Layoff workers = RM50 per worker.Labour hours = 8 hour per unitWorkdays = 20 days per periodSubcontract = RM6.00 /unit


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Aggregate Planning

Prepare an aggregate plan and determine its cost using a steadyrate of regular-time output. Use inventory to absorb the unevendemand but allowing some backlog. Start with zero inventory onhand in the first period. Note that the planned ending inventory iszero. Assume 8 hour of work per day.

Example 2 & 3Planners have learned that one person is about to retire from thecompany. Rather than replace him, they would like to :

stay with smaller work force and use overtime to makeup for the lost output.

Use temporary workers to fill in during month of higherdemand.

Develop alternative plans and compare their costs to theprevious one.

Solutions
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Aggregate Planning

Example 4: Month Jul Aug Sept Oct Nov Dec

Forecast 400 500 550 800 700 700

Cost:

Holding Cost = RM6 per DVD per mth Normal time labour = RM8 per hr

Overtime = RM12 per hr

Hiring = RM 400 per worker

Layoff = RM 800 per worker

Current work force = 8 workers

Labour hrs per DVD = 4 hrs

Work days per mth = 20 days

Begin inventory = 100DVDs

No backlog is allowed Labour hr per day = 8hrs

Max hrs for OT are 50% ofthe normal working hrs

Solutions
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Master Production Schedule(MPS)

Specifies what is to be made and when

Must be in accordance with the aggregateproduction plan

Inputs from financial plans, customerdemand, engineering, supplier performance

As the process moves from planning to

execution, each step must be tested forfeasibility

The MPS is the result of the productionplanning process
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Master Production Schedule

(MPS) MPS is established in terms of specific

products

Schedule must be followed for areasonable length of time

The MPS is quite often fixed or frozen inthe near term part of the plan

The MPS is a rolling schedule The MPS is a statement of what is to be

produced, not a forecast of demand
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Figure 14.1

Is capacityplan being

met?

Is executionmeeting the

plan?

Changemaster

productionschedule?

Changecapacity?

Changerequirements?

No

Executematerial plans

Execute capacityplans

Yes

Realistic?

Capacityrequirements plan

Materialrequirements plan

Master productionschedule
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MPS Examples

Gross Requirements for Crabmeat Quiche

Gross Requirements for Spinach Quiche

Day 6 7 8 9 10 11 12 13 14 and so onAmount 50 100 47 60 110 75

Day 7 8 9 10 11 12 13 14 15 16 and so on

Amount 100 200 150 60 75 100

Table 14.1

For Nancys Specialty Foods
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MRP

Material Requirement Planning is atool geared specifically to assembledoperations

MRP provides answers for severalquestions for the suppliers:

What items are required?

How many are required?

When are required ?
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Dependent Demand

The demand for one item is relatedto the demand for another item

Given a quantity for the end item,

the demand for all parts andcomponents can be calculated

In general, used whenever a

schedule can be established for anitem

MRP is the common technique
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Dependent Demand

1. Master production schedule

2. Specifications or bill of material

3. Inventory availability4. Purchase orders outstanding

5. Lead times

Effective use of dependent demandinventory models requires thefollowing
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Benefits of MRP

1. Better response to customerorders

2. Faster response to marketchanges

3. Improved utilization of facilities

and labor4. Reduced inventory levels
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Bills of Material

List of components, ingredients,and materials needed to make

product Provides product structure

Items above given level are calledparents

Items below given level are calledchildren
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BOM Example

B(2)Std. 12 Speaker kit C(3)Std. 12 Speaker kit w/amp-booster1

E(2)E(2) F(2)

Packing box and

installation kit of wire,bolts, and screws

Std. 12 Speakerbooster assembly

2

D(2)

12 Speaker

D(2)

12 Speaker

G(1)

Amp-booster

3

Product structure for Awesome(A)

A

Level

0

Independent Demand

Dependent Demand
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BOM Example

B(2)Std. 12 Speaker kit C(3)Std. 12 Speaker kit w/amp-booster1

E(2)E(2) F(2)

Packing box and

installation kit of wire,bolts, and screws

Std. 12 Speakerbooster assembly

2

D(2)

12 Speaker

D(2)

12 Speaker

G(1)

Amp-booster

3

Product structure for Awesome(A)

A

Level

0

Part B: 2 x number of As= (2)(50) = 100Part C: 3 x number of As= (3)(50) = 150

Part D: 2 x number of Bs+ 2 x number of Fs= (2)(100) + (2)(300) = 800

Part E: 2 x number of Bs+ 2 x number of Cs= (2)(100) + (2)(150) = 500

Part F: 2 x number of Cs= (2)(150) = 300

Part G: 1 x number of Fs= (1)(300) = 300
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Time-Phased Product Structure

| | | | | | | |

1 2 3 4 5 6 7 8Time in weeks

F

2 weeks

3 weeks

1 week

A

2 weeks

1 week

D

E

2 weeks

D

G

1 week

1 week

2 weeks toproduce

B

C

E

Start production of DMust have D and Ecompleted here so

production canbegin on B

Figure 14.4


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MRP Structure

Figure 14.5

Output Reports

MRP byperiod report

MRP bydate report

Planned orderreport

Purchase advice

Exception reports

Order early or lateor not needed

Order quantity toosmall or too large

Data Files

Purchasing data

BOM

Lead times

(Item master file)

Inventory data

Masterproduction schedule

Materialrequirement

planningprograms(computer and

software)


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Expanded MRP with emphasisplaced on integration

Financial planning

Marketing

Engineering

Purchasing

Manufacturing

MRP IIMaterial Resource Planning II(MRP II)
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Material Resource Planning II

(MRP II)

Once an MRP system is in place, inventorydata can be augmented by other usefulinformation

Labor hours

Material costs

Capital costs

Virtually anyresource

System is generally calledMRP II orMaterial Resource Planning
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Material Requirements Planning

Draw up a production schedule for 2000 units of product A.Assume the units are required on week 20

DB

A

C

E

E E

DC E E

Item LT BatchQty

OnHand

A 4 - 0

B 4 100 200

C 3 500 750

D 4 200 400

E 3 400 2000

Solution
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DB

A

C

E

E E

DC E E
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Week Item GrossReqmt

OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0
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DB

A

C

E

E E

DC E E


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OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0

16 B 2000 200 1800 4 12 18(100) 0

16 C 2000 750 1250 3 13 3(500) 250

16 D 2000 400 1600 4 12 8(200) 0
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DB

A

C

E

E E

DC E E


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OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0

16 B 2000 200 1800 4 12 18(100) 0

16 C 2000 750 1250 3 13 3(500) 250

16 D 2000 400 1600 4 12 8(200) 0

12 C 1800 0 1800 3 9 4(500) 200

12 D 1800 0 1800 4 8 9(200) 0
http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/


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DB

A

C

E

E E

DC E E


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OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0

16 B 2000 200 1800 4 12 18(100) 0

16 C 2000 750 1250 3 13 3(500) 250

16 D 2000 400 1600 4 12 8(200) 0

12 C 1800 0 1800 3 9 4(500) 200

12 D 1800 0 1800 4 8 9(200) 0

13 E 1250 1250 0 3 - - 0
http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/


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DB

A

C

E

E E

DC E E


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OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0

16 B 2000 200 1800 4 12 18(100) 0

16 C 2000 750 1250 3 13 3(500) 250

16 D 2000 400 1600 4 12 8(200) 0

12 C 1800 0 1800 3 9 4(500) 200

12 D 1800 0 1800 4 8 9(200) 0

13 E 1250 1250 0 3 - - 0

12 E 2(1600) 750 2450 3 9 7(400) 350
http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/


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DB

A

C

E

E E

DC E E


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OnHand

NetReqmt

LT OrderWeek

OrderQty

Remain

20 A 2000 0 2000 4 16 2000 0

16 B 2000 200 1800 4 12 18(100) 0

16 C 2000 750 1250 3 13 3(500) 250

16 D 2000 400 1600 4 12 8(200) 0

12 C 1800 0 1800 3 9 4(400) 200

12 D 1800 0 1800 4 8 9(200) 0

13 E 1250 1250 0 3 - - 0

12 E 2(1600) 750 2450 3 9 7(400) 350

8 E 2(1800) 0 3600 3 5 9(400) 0
http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/http://aggre_examples.doc/

topic 5_aggregate planning

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