Bài giảng Operations Management - Chapter 11 Aggregate Planning and Master Scheduling

Aggregate Planning and Master SchedulingChapter 11Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.Chapter 11: Learning ObjectivesYou should be able to:LO 11.1 Explain what aggregate planning is and how it is usefulLO 11.2 Identify the variables decision makers have to work with in aggregate planning LO 11.3 Describe some of the strategies that can be used for meeting uneven demand LO 11.4 Describe some of the graphical and quantitative techniques planners useLO 11.5 Prepare aggregate plans and compute their costsLO 11.6 Describe the master scheduling process and explain its importanceLO 11.7 Disaggregate an aggregate planAggregate planningIntermediate-range capacity planning that typically covers a time horizon of 2 to 18 monthsUseful for organizations that experience seasonal, or other variations in demandGoal:Achieve a production plan that will effectively utilize the organization’s resources to satisfy demandAggregate PlanningLO 11.1Why do organizations need to do aggregate planning?PlanningIt takes time to implement plansStrategicAggregation is important because it is not possible to predict with accuracy the timing and volume of demand for individual itemsIt is connected to the budgeting processIt can help synchronize flow throughout the supply chain; it affects costs, equipment utilization; employment levels; and customer satisfactionWhy Use Aggregate PlanningLO 11.1Aggregate Planning InputsResourcesWorkforce/production ratesFacilities and equipmentDemand forecastPoliciesWorkforce changesSubcontractingOvertimeInventory levels/changesBack ordersCostsInventory carryingBack ordersHiring/firingOvertimeInventory changessubcontractingLO 11.2Total cost of a planProjected levels ofInventoryOutputEmploymentSubcontractingBackorderingAggregate Planning OutputsLO 11.2Prominent Aggregate Planning StrategiesMaintain a level workforceMaintain a steady output rateMatch demand period by periodUse a combination of decision variablesLO 11.3Level capacity strategy: Maintaining a steady rate of regular-time output while meeting variations in demand by a combination of options: inventories, overtime, part-time workers, subcontracting, and back ordersChase demand strategy: Matching capacity to demand; the planned output for a period is set at the expected demand for that period.Aggregate Planning Pure StrategiesLO 11.3General procedure:Determine demand for each periodDetermine capacities for each periodIdentify company or departmental policies that are pertinentDetermine unit costsDevelop alternative plans and costsSelect the plan that best satisfies objectives. Otherwise return to step 5.Techniques for Aggregate PlanningLO 11.4Aggregate Planning in ServicesHospitals:Aggregate planning used to allocate funds, staff, and supplies to meet the demands of patients for their medical servicesAirlines:Aggregate planning in this environment is complex due to the number of factors involvedCapacity decisions must take into account the percentage of seats to be allocated to various fare classes in order to maximize profit or yieldRestaurants:Aggregate planning in high-volume businesses is directed toward smoothing the service rate, determining workforce size, and managing demand to match a fixed capacityCan use inventory; however, it is perishableLO 11.6The resulting plan in services is a time-phased projection of service staff requirementsAggregate planning in manufacturing and services is similar, but there are some key differences related to:Demand for service can be difficult to predictCapacity availability can be difficult to predictLabor flexibility can be an advantage in servicesServices occur when they are renderedAggregate Planning in ServicesLO 11.6Disaggregating the Aggregate PlanMaster schedule: The result of disaggregating an aggregate planShows quantity and timing of specific end items for a scheduled horizonLO 11.7The heart of production planning and controlIt determines the quantity needed to meet demand from all sourcesIt interfaces withMarketingCapacity planningProduction planningDistribution planningProvides senior management with the ability to determine whether the business plan and its strategic objectives will be achievedMaster SchedulingLO 11.7Time FencesPeriod“frozen”(firm orfixed)“slushy”somewhatfirm“liquid”(open)123456789LO 11.7The Master Scheduling ProcessBeginning inventoryForecastCustomer ordersInputsOutputsProjected inventoryMaster production scheduleUncommitted inventoryMasterSchedulingLO 11.7