Capacity Requirements Planning MRP planned order releases Routing

Capacity Requirements Planning MRP planned order releases Routing file Capacity requirements planning Load profile for each machine center 3 Open orders file

Capacity Terms Load profile - compares released and planned orders with work center capacity Capacity - productive capability; Includes utilization and efficiency Utilization - % of available working time spent working Efficiency - performance compared to a standard Load - the standard hours of work assigned to a facility Load percent - the ratio of load to capacity 4

פרופיל עומס התחלתי Hours of capacity Normal capacity 1 2 3 4 Time (weeks) 5 5 6

פרופיל עומס מתוקן Hours of capacity Work an extra shift Overtime Push back Pull ahead Push back 1 6 2 3 4 Time (weeks) 5 6

Capacity Requirements Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week: 32 Week 9 32 33 34 35 36 37 Planned hours 90 156 349 210 360 280 Actual hours 210 104 41 0 0 0 Total hours 300 260 390 210 360 280 ד"ר שי רוזנס

Capacity Requirements Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week: 32 Week 10 32 33 34 35 36 37 Planned hours 90 156 349 210 360 280 Actual hours 210 104 41 0 0 0 Total hours 300 260 390 210 360 280 ד"ר שי רוזנס הקיבולת הצפויה תחרוג מעבר לקיבולת הקיימת

Input-output Report Workstation: Rough Mill Tolerance: 25 hours Week: 32 Week Ending 28 29 30 31 32 160 145 - 15 155 160 - 10 170 168 - 12 160 177 +5 165 170 165 - 10 160 150 - 20 160 148 - 32 160 Inputs Planned Actual Cumulative deviation Outputs Planned Actual Cumulative deviation 11 ד"ר שי רוזנס

Input-output Report : הסבר Workstation: Rough Mill Tolerance: 25 hours Week: 32 Week Ending 28 29 30 31 32 160 145 - 15 155 160 - 10 170 168 - 12 160 177 +5 165 170 165 - 10 160 150 - 20 160 148 - 32 160 Inputs Planned Actual Cumulative deviation Outputs Planned Actual Cumulative deviation 12 ד"ר שי רוזנס הסטייה המצטברת המותרת – 25 לבין 25+ הינה בין . שעות

Input-output Report : הסבר Workstation: Rough Mill Tolerance: 25 hours Week: 32 הסטייה המצטברת המותרת – 25 לבין 25+ הינה בין . שעות Week Ending 28 29 30 31 32 160 145 - 15 155 160 - 10 170 168 - 12 160 177 +5 165 170 165 - 10 160 150 - 20 160 148 - 32 160 Inputs Planned Actual Cumulative deviation Outputs Planned Actual Cumulative deviation 13 ד"ר שי רוזנס : הסבר הסטייה המצטברת חרגה מעבר לגבול התחתון המותר השעות בפועל יהיו מעל למתוכנן ויש . לנקוט בצעדים לתיקון המצב

Manufacturing Resource Planning (MRP II). MRP הרחבה של . תכנון כל המשאבים הנדרשים לעסק : MRP II השינויים הקיימים ב Service Requirements Planning (SRP). Business Requirements Planning (BRP). Distribution Requirements Planning (DRP).

MRP II Modules Forecasting Customer order entry Production planning / master production scheduling Product structure / billof-material processor Inventory control Material requirements planning Capacity planning Shop floor control Purchasing Accounting Financial analysis

MRP II Flowchart Business Plan Marketing Plan Financial Plan Production Plan No Feasible? Yes 22 more

Master production schedule Material requirements planning Feedback Capacity requirements planning No Feasible? Yes Purchase orders Work orders Inventory Shop floor control Manufacture 23