Master Scheduling A Practical Guide to Competitive Manufacturing The Oliver Wight Companies 3rd Edition by John Proud ISBN 0471757276 978-0471757276

Master Scheduling A Practical Guide to Competitive Manufacturing The Oliver Wight Companies 3rd Edition by John F. Proud – Ebook PDF Instant Download/Delivery: 0471757276, 978-0471757276
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Product details: 

ISBN 10: 0471757276 

ISBN 13: 978-0471757276

Author:  John F. Proud

Table of contents: 

1 Chaos in Manufacturing

• 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

2 Why Master Scheduling?

• Between Strategy and Execution

• What Is the Master Schedule?

• Maximizing, Minimizing, and Optimizing

• The Challenge for the Master Scheduler

• MPS, MRPII, ERP, and SCM

• Enterprise Resource Planning

• Supply Chain Management

• Where Have All the Orders Gone?

• The Four Cornerstones of Manufacturing Revisited

• So, Why Master Scheduling?

3 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

4 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

5 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

6 What to Master Schedule

• Manufacturing Strategies

• Choosing the 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

7 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

8 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

9 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

10 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

11 Master Scheduling in Custom-Product Environments

• The Unique Challenges of the ETO Environment

• The Case of New-Product Introductions

• Master Scheduling Activities and Events

• 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

12 Finishing Schedules

• Manufacturing Strategy and Finishing Schedules

• Manufacturing Approaches

• Other Manufacturing Issues

• Sequencing

• 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

13 Sales and Operations Planning (S&OP)

• Workable, Adjustable Plans

• S&OP and the Master Schedule

• The Case of S&OP at AutoTek

• Synchronizing Demand and Supply

14 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

15 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?

16 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

• It’s 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

• Available-to-Promise

• ATP with Two Demand Streams

• Should Companies Have Demand Managers?

17 Effective Implementation

• Proven Path to Successful Operational Excellence

• The Decision Point

• Going on the Air

• The Path to Master Scheduling Implementation

• Stage 1: Evaluation and Preparation

• Master Scheduling Vision Statement (A Sample)

• Stage 2: Design and Action

• Business Meeting Agenda (A Sample)

• Master Scheduling Policy (A Sample)

• Master Schedule Procedure Action Message Review (A Sample)

• Stage 3: 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

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Tags: John Proud, Master Scheduling, A Practical Guide, Competitive Manufacturing