Master Scheduling A Practical Guide to Competitive Manufacturing

ISBN-10: 0471757276

ISBN-13: 9780471757276

Edition: 3rd 2007 (Revised)

Authors: John F. Proud

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Master scheduling is an essential planning tool that helps manufacturers synchronize their production cycle with actual market demand. The third edition of this easy-to-follow handbook helps you understand the basic and more advanced concepts of master scheduling, from implementation to capacity planning to final assembly techniques. Packed with handy checklists and examples, Master Scheduling, Third Edition delivers guidelines and techniques for a world-class master schedule.
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Book details

List price: $124.50
Edition: 3rd
Copyright year: 2007
Publisher: John Wiley & Sons, Incorporated
Publication date: 8/12/2013
Binding: Hardcover
Pages: 688
Size: 6.25" wide x 9.25" long x 2.00" tall
Weight: 1.980

JOHN F. PROUD is an educator, consultant, and Principal of Oliver Wight Americas. With more than a quarter century s experience in manufacturing support, Proud has helped dozens of companies improve their manufacturing operations through the use of ERP and master scheduling. He speaks frequently for organizations such as the American Production and Inventory Control Society and is actively involved in furthering the education of manufacturing professionals in the Americas, Asia, and Europe.

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