供應(yīng)鏈管理基礎(chǔ)之05-能力需求計劃-資料下載頁
2025-01-15 13:41本頁面
【正文】 to Materials Management,3rd ed. PrenticeHall, 1998 537 Visual Basics of Supply Chain Management, Version — August 2023 Dispatching Rules ? First e, first served (FCFS) Jobs performed in order received ? Earliest job due date (EDD) Jobs performed according to due dates ? Earliest operation due date (ODD) Jobs performed according to operation due dates ? Shortest process time (SPT) Jobs sequenced according to process time ? Critical ratio (CR) 538 Visual Basics of Supply Chain Management, Version — August 2023 Critical Ratio Example: Today’s date is 180 Critical Time Work Order Due Date Remaining Remaining Ratio A 185 5 days 10 days .5 B 190 10 days 10 days C 195 15 days 10 days If CR less than () 1: Order is late If CR equal to (=) 1: Order is on time If CR greater than ()1: Order is ahead of schedule r e m a i ni ng W o r kr e m a i ni ng Ti m e = r a t i o C r i t i c a l539 Visual Basics of Supply Chain Management, Version — August 2023 Production Reporting Feedback on what is actually happening plantwide and by work center ? Order status ? Exception reports ? Inventory status ? Labor reports ? Machine performance 540 Visual Basics of Supply Chain Management, Version — August 2023 Session 5: Objectives ? Discuss objectives of capacity management and its relation to priority planning ? Understand how to determine rated or calculated capacity (available capacity) ? Understand how to calculate the capacity required for a shop order (required capacity) ? Define the purpose of production activity control (PAC) and the activities performed ? Understand the process of order preparation and the data requirements for a PAC system ? Describe the basic techniques of scheduling ? Describe the purpose of a shop order and the information it should contain ? Summarize the process of implementing and controlling work orders ? Develop a simple input/output report 541 Visual Basics of Supply Chain Management, Version — August 2023 Problem Available hours = Hours actually worked = Standard hours produced = Utilization = Efficiency = Weekly available time = Rated capacity = 542 Visual Basics of Supply Chain Management, Version — August 2023 Problem (Solution) Available hours = 12,000 Hours actually worked = 10,440 Standard hours produced = 11,480 Utilization = x 100% = 87% Efficiency = x 100% = 110% Weekly available time = 3 x 16 x 5 = 240 hours Rated capacity = 240 x .87 x = 542a 10,440 12,000 11,480 10,440 Visual Basics of Supply Chain Management, Version — August 2023 Work center: 20 Capacity per period: 40 standard hours Problem 543 Period 1 2 3 4 Total Planned input 36 38 35 Actual input Cumulative variance Planned output 40 40 40 Actual output Cumulative variance Planned backlog 32 Actual backlog 32 40 34 32 32 42 40 38 36 40 38 Visual Basics of Supply Chain Management, Version — August 2023 Work center: 20 Capacity per period: 40 standard hours Problem (Solution) 543a Period 1 2 3 4 Total Planned input 36 38 35 149 Actual input 2 8 11 9 Cumulative variance Planned output 40 40 40 160 Actual output Cumulative variance Planned backlog 32 Actual backlog 32 40 9 34 32 32 140 42 40 28 24 16 20 2 6 6 8 8 38 36 40 152 38 28 26 21 21 Visual 演講完畢，謝謝觀看！
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