PM lecture 6.pdf
-
Upload
teknikpembakaran2013 -
Category
Documents
-
view
216 -
download
0
Transcript of PM lecture 6.pdf
-
8/14/2019 PM lecture 6.pdf
1/16
Part Three Planning and Control
Chapter 10 The Nature of Planning and Control
Chapter 11 Capacity Planning and Control
Chapter 12 Inventory Planning and Control
Chapter 13 Supply Chain Planning and Control
Chapter 14 ERP
Chapter 15 Just-in-Time Planning and Control
Chapter 16 Project Planning and Control
Chapter 17 Quality Planning and Control
-
8/14/2019 PM lecture 6.pdf
2/16
Chapter 10 The Nature ofPlanning and Control
a plan is a set of intentions as to what is supposed to happen
control is the monitoring of what actually happens and making changesas necessary
an operation is influenced by the nature of supply and nature of demand:demand may be uncertain in the long-term and short-term, making
forecasting difficult
dependent demand is demand which is relatively predictable because it isdependent on some known factors
independent demand is demand which is unpredictable providing no
visibility of customer orders
Page 1 of 8
-
8/14/2019 PM lecture 6.pdf
3/16
10 The Nature of Planning and Control
3 ways of responding to demand:
resource to order
operation starts organising resources when the order is confirmed
in cases of unpredictability
make to order
operation organises resources due to some confidence, but makes only whencertain
make to stock
operation produces goods ahead and puts to stock
in cases of low risk or cost
Page 2 of 8
-
8/14/2019 PM lecture 6.pdf
4/16
-
8/14/2019 PM lecture 6.pdf
5/16
10 The Nature of Planning and Control
there are 4 planning and control activities:
loading:
amount of work allocated to a work center
finite loading allocates work to a set limit, which is the estimate of capacity
work above this limit is not accepted
infinite loading does not limit accepting work but tries to deal with it
Page 4 of 8
-
8/14/2019 PM lecture 6.pdf
6/16
10 The Nature of Planning and Control
sequencing:
the order in which work will be tackled
affected by:
physical constraints
customer priority
due date
LIFO (last in first out)
FIFO (first in first out)
SOT (shortest operation time first)
especially advantageous when operations become cash constrained
Page 5 of 8
-
8/14/2019 PM lecture 6.pdf
7/16
10 The Nature of Planning and Control
scheduling:
a detailed timetable showing when jobs should start and finish
forward scheduling involves starting work as soon as it arrives
backward scheduling involves starting jobs at the last possible moment toprevent lateness
through Gantt charts
Page 6 of 8
-
8/14/2019 PM lecture 6.pdf
8/16
10 The Nature of Planning and Control
monitoring and controlling the operation:
to ensure planned activities are happening
push systems:each work center pushes out work without considering whether the next work center
can make use of it or not
idle time, inventory and queues often are characteristics
pull systems:
pace and specification of what is done are set by customer
triggers movement (kanban)less likely to result in build up of inventory
Page 7 of 8
-
8/14/2019 PM lecture 6.pdf
9/16
10 The Nature of Planning and Control
Operationinput output
monitor
compare/replan
intervention plan
Page 8 of 8
-
8/14/2019 PM lecture 6.pdf
10/16
Chapter 11 Capacity Planning andControl
capacity of an operation is the maximum level of value added activityover a period of time that it can achieve
capacity constraints of the operation are those operating at the ceiling bottlenecks
capacity planning and control is the task of setting capacity of anoperation so that it can respond to demands
capacity planning will influence the 5 performance factors
Page 1 of 7
-
8/14/2019 PM lecture 6.pdf
11/16
11 Capacity Planning and Control
there are 3 main steps in capacity planning and control:
measure demand and capacity:
demand forecast (short-term, medium-term..)
demand fluctuations seasonally are predictable
demand fluctuations in short-term (weekly, daily) are predictable
forecasting demand is unavoidably complex and not accurate
D e m a n
d
Page 2 of 7
-
8/14/2019 PM lecture 6.pdf
12/16
11 Capacity Planning and Control
C a p a c
i t y
output is the most important measure of capacity but input can also be used
theoretical design capacity does not cater for maintenance and other knownlosses
capacity after consideration of known losses is known as effective capacity
actual output is the value after losses which were not accounted for
utilisation = ratio of output/design capacity
efficiency = ratio of output/effective capacity
OEE (overall equipment effectiveness)
Page 3 of 7
-
8/14/2019 PM lecture 6.pdf
13/16
11 Capacity Planning and Control
identify alternative capacity plans:
level capacity plan:
ignore fluctuations and keep activity levels constant
possible for non-perishable goods
materials processed and put into stock in anticipation of being sold later
chase demand plan:
adjust capacity to reflect demand fluctuations
not appealing for producers of non-perishable products or where large capital
investment is required
adjusts capacity by:overtimevarying size of workforce
part-time staff sub-contracting
Page 4 of 7
-
8/14/2019 PM lecture 6.pdf
14/16
11 Capacity Planning and Control
manage demand:
change demand to fit capacity availability
transfer customer demand from peak to quiet periods
use pricing objectives to achieve transfer
yield management using capacity to its full potential to maximise yield, especially inoperations with fixed capacities (airlines)
Page 5 of 7
-
8/14/2019 PM lecture 6.pdf
15/16
11 Capacity Planning and Control
choosing a capacity planning and control approach:
a cumulative plot can assess feasibility of capacity
c u m u
l a t i v e a g g r e g a
t e d o u
t p u
t
cumulative productive days
cumulativedemand
cumulativeoutput(capacity)
Page 6 of 7
-
8/14/2019 PM lecture 6.pdf
16/16
11 Capacity Planning and Control
Assessdemand and
capacity
demand forecast
capacity measurement
Identifycapacity
plans
level capacity plan
chase capacity plan
manage demand
Choosecapacity
planning andcontrol
cumulativepresentations
Page 7 of 7