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Leveling production sap-support_intro
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Transcript of Leveling production sap-support_intro
© Lean & Mean Consulting. All rights reserved. 2015 © Lean & Mean Consulting. All rights reserved. 2016
05 / 16
Production Leveling And Creating Continuous Flow
OPTIONAL: How SAP System supports Leveling in MPS and S&OP
World-Class Standards & Best Practices of Operational Excellence
2
Agenda
1. Introduction: Customer relationship. Situation today.
2. Characteristics of unlevelled production
3. Why do we need leveling?
4. 4 aspects of production leveling:
Leveling of volume
Leveling of mix
Leveling of manpower
Leveling of flow (withdrawals, line feeding)
5. Transmitting leveled demand to production lines
6. S&OP: Sales & Operations Plan
7. MPS: Master Production Scheduling
3
Agenda
Tools & transactions to support leveling in SAP system
1. Introduction: SAP functions to support production leveling
2. Long-term planning of S&OP: SAP transaction MC94
3. Operational & Tactical planning of MPS: SAP transaction MC94
4. Role & meaning of MRP parameters for lean-ruled planning standards
5. Types of planning approaches in MPS
6. Exercises & simulations using operative SAP system
7. Open questions & discussion
8. Summary & Conclusions
4
Production leveling What does it mean?
Production leveling is the method by which we reduce as much as possible the demand variability to optimize the production resources needed
Leveling is a task which aims to repeat an identical process during several consecutive periods
5
As a world-class benchmark in automotive industry „leveling” means:
Production leveling What does it mean?
Maintain steady production volumes with the same line balancing
Producing every day (or on regular basis) the same part numbers
Regular and sequential withdrawals (Sequencer)
Maintain steady plan of needs for components
6
Characteristics of
Unleveled
Production
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(1) Production resources…
Equipment is specified to meet the peak demand
Manpower retained to achieve peak demand
Are 30% underutilized for 90% of the time
Manpower productivity is NOT under control
8
Why do we need leveling?
9
Why is leveling necessary?
9
To reduce or minimize costs (MUDA)
To maximize utilization of the resources
To absorb system instability
To reduce stocks / inventory
10
Four aspects of production leveling
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What should we consider when leveling production?
The leveling of volume
The leveling of mix
The leveling of manpower
The leveling of withdrawals and flows
There are 4 aspects to production leveling:
12
Leveling of volume
Week Mo Tu We Th Fr
Total quantity required in period
Number of production days in period = Quantity to be produced
per day
13
Leveling of mix (1) Using a monthly schedule
13
Product Quantity Weeks
1 2 3 4
A
B
C
1,000
600
400
Monthly production schedule:
Green balls are made in the fourth week of the schedule during
last four days…
14
Leveling of mix (1) The notion of production pace or Takt-time (TT)
Product Daily
6.00 noon 14.00
A
B
C
50
30
20
Task: Calculate production pace (takt-time) for the whole family ABC and for each product separately:
T/T = ... min
Time available is 8h =
480 min
T/T = … min
T/T = … min
T/T = … min
Quantity
15
Leveling of manpower (1) Work content
Work content WC = 15 min
1
2
3 4
5
6
Work content WC = 10 min
1
2
3
4
Work content WC = 20 min
1
2
3
4
5 6 7
8
9
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Leveling of the flow (1) The Sequencer
Production „Sequencer”:
Withdrawal kanbans are spread evenly over the shift for each variant
Product Shift
6.00 14.00
A
B
C
50
30
20
Shift broken into 10-min slots (the pitch)
The Sequencer is used to transmit the leveled demand to production line through frequent and regular
withdrawals
The number of kanbans in any column cannot exceed the line capacity (work load) for that period of time
Quantity
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How to level?
18
Sales & Operations Planning: S&OP (1) Medium-term projecting
January February March April May June
No leveling….
Volumes
…
19
Sales & Operations Planning: S&OP (2) Medium-term vision
S&OP
M T W T F
Volumes
W1 W2 W3 W4 W5
W1 – Week 1
Days of the week
Goal: to produce every day the same mix of products of the same volumes
January February March April May June
20
Sales & Operations Planning: S&OP (3) Example of a yearly customer forecast
I II III IV V VI VII VIII IX X XI XII months
Volumes
100
640 480 750 410 560 710 880 980 630 420 440 750
500
1000
21
Sales & Operations Planning: S&OP (4) Managing different production takt-times
I II III IV V VI VII VIII IX X XI XII months
Takt 1
Volumes
Takt 2
Takt 3
Takt 1: (example) number of operators = 3
PPH = 0,95 Output expected = 23 / per shift 460 / per month
Takt 2: (example) number of operators = 4 PPH = 1,00 Output expected = 32 / per shift 640 / per month
Takt 3
Takt 2
Takt 1 Takt 1
Takt 3: (example) number of operators = 5 PPH = 0,93 Output expected = 37 / per shift 740 / per month
Takt 2 Takt 2
22
Master Production Schedule: MPS (1) Leveling mix & volume
C C C C C
B B B B B
W1
A A A A A
W5 W4 W3 W2
M
c c c c c
B B B B B
A A A A A
T W T F
ZOOM
Decided production
A A
A A
A
B
B B
B
B
C
C
C
C
C
W1 W2 W3 W5 W4
A real customer demand…
leveling
23
Leveling of Production in 4 aspects
Leveling of Supplies
Production leveling Objectives
Objective: Constant level of production, and NOT constant level of stocks!
Stock BOP
Filter
Our plant
Supplier Customer
24
Leveling
0
50
100
150
200
250
1 2 3 4
Kwartał
Vo
lum
es Planned production
Shipment
End stock
Strategy for Leveling In practice of our plant functioning, in order to achieve expected level of
effectiveness our resources should be leveled over the whole year.
But … The customer demand is never leveled nor balanced!
Quarter 1 2 3 4
Start stock 20 40 40 10
Planned production 50 100 150 200
Available for shipping 70 90 90 60
Shipment 30 80 160 200
End stock 40 40 10 20
The chart presents the follwoing principle :
„If production is leveled, and sales is not, the
stock works as a leveling buffer.”
25
„Variability” – is defined as a difference between maximum and minimum value of the demand
It is calculated by taking into account at least 20 items in the data
It is expressed in %
Demand variability
(Max – min) / 2
Average demand Demand Variability =
Exercise:
Calculate the demand variability for the case of S&OP levelling (p. 69)
26
Tools & transactions to support leveling in SAP system
1. Introduction: SAP functions to support production leveling
27
Model of resource planning
Functionality of SAP in production leveling
Strategic planning
Mid term plan
Sales and operation plan
Master production schedule
Material requirement Planning
Business Plan CCP – Critical capacity
Plan
Production activity control, execution and control of
operations, shop floor scheduling
S&OP
MPS
MRP
PAC
RP – Resource Plan
RCCP – Rough Cut Capacity Plan
CRP – Capacity requirements Plan
Input / Output control
Info
rmat
ion
ab
ou
t p
rio
riti
es
Op
eration
Man
agemen
t Executio
n
Man
agemen
t of reso
urces
Fore
cast
an
d m
anag
emen
t o
f d
eman
d
DEMAND SUPPLY
28
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S&OP MPS MRP
Definition Sales & Operation Planning Master Production Schedule Material Requirement Planning
Frequency Monthly Weekly Weekly
Horizon 18 months (Customizable) 15 weeks (Customizable) 12 months
Time Bucket Monthly Weekly Daily
Product aggregation Vehicle family for Sales forecast
S&OP family for Production
MPS family -
Scope Finished goods (mandatory):
Series
Pre-series
Semi-finished goods (optional)
Components (optional)
Finished goods (mandatory):
Series
Pre-series
Semi-finished goods (optional)
Components (optional)
ALL
Inputs Sales forecast
Last year sales forecast
Last month S&OP validated
Last week MPS validated
Actual customer demand
Actual production plan
Workcenter capacity
Supplier capacity
Inventory policy
SO&P demand forecast
Actual customer demand
Last week MPS validated
Actual Production Plan
Workcenter capacity
Supplier capacity
Inventory policy set during SO&P
Actual sales orders
Arbitrated production plan (IR)
Stock level
MRP parameters:
Offset parameters
Rounding parameters
…
Outputs Long-term production plan
Capacity (investment)
Headcount / OT
Sourcing forecast
Inventory policy
Sales forecast for Budget
Medium-term Production plan (Independent requirement IR)
Procurement plan
Inventory plan
Production orders
Supplier schedule lines / PO
Functionality of SAP in production leveling
29
1. Set up of parameters before the initialization of S&OP – SM31 table T991
2. Creation of product group – MC84, MC86, MC62
3. Arbitration of long term sales and production – MC94 table ZSOP
4. Analysis of plant capacity – CM38
5. Analysis of supplier’ capacity - MCEA, MCEB, MCEC
Sales and Operation Plan (SOP) in SAP
Master production schedule (MPS) in SAP
1. Set up of parameters before the initialization of MPS – SM31 table T986
2. Arbitration of short term sales and production– MC94 table ZMPS
3. Analysis of plant capacity– CM01
Functionality of SAP in production leveling
30 © Lean & Mean Consulting. All rights reserved. 2016