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| Acknowledgments | |
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| Foreword | |
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| Introduction | |
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| Chaos in Manufaduring | |
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| Problems in Manufacturing | |
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| Symptoms of Master Scheduling Problems | |
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| The Inaccurate Forecast | |
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| And the Solutions | |
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| The Case of the Overloaded Master Schedule | |
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| Getting Out of the Overloaded Master Schedule | |
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| Why Master Scheduling? | |
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| Between Strategy and Execution | |
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| What Is the Master Schedule? | |
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| Maximizing, Minimizing, and Optimizing | |
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| The Challenge for the Master Scheduler | |
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| MPS, MRPII, ERP, and SCM | |
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| Enterprise Resource Planning | |
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| Supply Chain Management | |
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| Where Have All the Orders Gone? | |
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| The Fout Cornerstones of Manufacturing Revisited | |
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| So, Why Master Scheduling? | |
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| The Mechanics of Master Scheduling | |
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| The Master Schedule Matrix | |
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| Master Scheduling in Action | |
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| How Master Scheduling Drives Material Planning | |
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| The What, Why, and How of Safety Stock | |
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| Planning Time Fence | |
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| Demand Time Fence | |
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| Master Schedule Design Criteria | |
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| Managing with the Master Schedule | |
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| The Master Scheduler's Job | |
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| Moving a Customer Order to an Earlier Date | |
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| Action and Exception Messages | |
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| Six Key Questions to Answer | |
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| Answering the Six Questions | |
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| Time Zones as Aids to Decision Making | |
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| Moving a Manufacturing Order to an Earlier Date | |
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| Planning Within Policy | |
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| No Past Dues | |
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| Managing with Planning Time Fences | |
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| Load-Leveling in Manufacturing | |
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| Lean Manufacturing and Continuous Improvement | |
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| Mixed-Model Scheduling | |
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| Planned Plant Shutdowns | |
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| The Production Shutdown | |
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| Using the MPS Output in a Make-to-Stock Environment | |
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| The Master Schedule Screen | |
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| Working a Make-to-Stock Master Schedule | |
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| Time Phasing the Bill-of-Material | |
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| Understanding the Action Messages | |
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| Bridging Data and Judgment | |
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| Seasonality and Inventory Buildup | |
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| The Six Key Questions Revisited | |
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| Scheduling in a World of Many Schedules | |
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| From Master Scheduling to Material Requirements Planning | |
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| What to Master Schedule | |
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| Manufacturing Strategies | |
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| Choosing die Right Strategy | |
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| Master Scheduling and Product Structures | |
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| Multilevel Master Scheduling | |
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| Tying the Master Schedule and the Production Plan Together | |
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| Master Scheduling Capacities, Activities, and Events | |
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| Scheduling in a Flow Environment | |
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| Different Manufacturing Environments | |
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| Similarities between Intermittent and Flow Environments | |
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| Product Definition | |
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| The Planning Process | |
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| An Extended Example | |
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| Catalysts and Recovered Material | |
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| Line Scheduling | |
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| Planning Bills | |
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| The Overly Complex Bill-of-Material | |
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| Anatomy of a Planning Bill | |
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| Creating Demand at the Master Schedule Level | |
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| Restructuring Company Bills into Planning Bills: A Case Study | |
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| Two-Level MPS and Other Advanced Techniques | |
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| The Backlog Curve | |
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| Scheduling and the Backlog Curve Zones | |
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| Identifying Demand | |
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| Creating the Master Schedule in a Make-to-Order Environment | |
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| Option Overplanning | |
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| Calculating Projected Available Balance | |
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| Calculating Available-to-Promise | |
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| Using ATP to Commit Customer Orders | |
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| Option Overplanning in the Make-to-Stock Environment | |
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| Master Scheduling in Make-to-Order and Make-to-Stock Environments: A Comparison | |
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| Using MPS Output in a Make-to-Order Environment | |
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| Using Planning Bills to Simplify Option Scheduling | |
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| The Scheduling Process | |
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| The Common-Items Master Schedule | |
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| Analyzing the Detail Data | |
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| Balancing the Sold-Out Zone for Common Items | |
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| Handling Abnormal Demand | |
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| Action Messages | |
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| Working the Pseudo Options | |
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| Master Scheduling a Purchased Item in the Planning Bill | |
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| Linking Master Schedule and Material Plan | |
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| Master Scheduling in Custom-Product Environments | |
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| The Unique Challenges of the ETO Environment | |
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| The Case of New-Product Introductions | |
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| Master Scheduling Activities and Evonts | |
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| Launching a New Product | |
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| Prices and Promises to Keep | |
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| What Can Go Wrong | |
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| Integrating Design and Operation Activities | |
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| Plan Down, Replan Up | |
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| Capacity-Driven Environments | |
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| Make-to-Contract Environments | |
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| The Need for Standards | |
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| When Supply Can't Satisfy Demand | |
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| Finishing Schedules | |
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| Manufacturing Strategy and Finishing Schedules | |
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| Manufacturing Approaches | |
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| Other Manufacturing Issues | |
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| Sequencing | |
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| Traditional Means of Communicating the Schedule | |
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| Do We Really Need These Computers? | |
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| The Kanban System | |
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| Tying It All Together | |
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| Final Assembly or Process Routings | |
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| Configuring and Building to a Customer Order | |
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| Finishing or Final Assembly Combined Materials and Operations List | |
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| Choosing the Most Effective Approach | |
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| Finishing Schedules versus Master Schedules | |
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| Sales and Operations Planning | |
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| Workable, Adjustable Plans | |
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| S&OP and the Master Schedule | |
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| The Case of S&OP at AutoTek | |
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| Synchronizing Demand and Supply | |
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| Rough Cut Capacity Planning | |
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| Know Before You Go | |
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| Rough Cut Revealed | |
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| The Rough Cut Process | |
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| Creating Resource Profiles | |
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| Finalizing the Resource Profile | |
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| Capacity Inputs | |
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| Overloading Demonstrated Capacity | |
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| Rough Cut at the Master Scheduling Level | |
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| Working the Rough Cut Capacity Plan | |
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| What-If Analysis and Rough Cut Capacity Planning | |
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| Screen and Report Formats | |
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| The Limitations and Benefits of Rough Cut Capacity Planning | |
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| Implementing the Rough Cut Process | |
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| Final Thoughts | |
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| Supply Management | |
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| Supply Management in Action | |
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| Product-Driven, Aggregated Inventory Planning | |
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| Will the Plan Work? | |
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| Product-Driven, Disaggregated Inventory Planning | |
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| Product-Driven, Aggregated Backlog Planning | |
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| Product-Driven, Disaggregated Backlog Planning | |
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| Production-Driven Environments | |
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| Interplant Integration | |
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| Should Companies Have Supply Managers? | |
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| Demand Management | |
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| What Is Demand Management? | |
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| The Role of Forecasting in the Company: The Case of Hastings & Brown | |
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| Problems with Forecasting | |
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| Coping with Forecast Inaccuracies | |
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| It's about Quantities | |
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| lts about Time | |
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| Small Numbers and the Master Schedule | |
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| Demand and Forecast Adjustment | |
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| Computer Alert | |
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| The Problem of Abnormal Demand | |
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| Customer Linking | |
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| Getting Pipeline Control | |
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| Distribution Resource/Requirements Planning | |
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| Multiplant Communications | |
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| Tell Us What You Want, and We'll Do the Rest, Sir | |
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| Available-to-Promise | |
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| ATP with Two Demand Streams | |
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| Should Companies Have Demand Managers? | |
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| Effective Implementation | |
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| Proven Path to Successful Operational Excellence | |
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| The Decision Point | |
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| Going on the Air | |
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| The Path to Master Scheduling Implementation | |
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| Evaluation and Preparation | |
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| Master Scheduling Vision Statement (A Sample) | |
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| Design and Action | |
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| Business Meeting Agenda (A Sample) | |
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| Master Scheduling Policy (A Sample) | |
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| Master Schedule Procedure Action Message Review (A Sample) | |
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| Launch and Cutover | |
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| Who's in Control of the Software? | |
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| Deterrents to Successful Implementation of the Master Scheduling Process | |
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| The Master Scheduler's List of Responsibilities | |
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| Master Scheduler Position Description | |
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| Epilogue: Order from Chaos | |
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| Class A Master Scheduling Process and Performance Checklists | |
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| Master Scheduling Sample Implementation Task List | |
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| Master Scheduling Policy, Procedure, and Flow Diagram Listing | |
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| Master Scheduling Sample Process Flow Diagram | |
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| Glossary | |
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| Index | |