{"product_id":"master-planning-and-scheduling-9781119809418","title":"Master Planning and Scheduling","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e Acknowledgments xxiii\u003c\/p\u003e \u003cp\u003eForeword xxix\u003c\/p\u003e \u003cp\u003eIntroduction xxxi\u003c\/p\u003e \u003cp\u003eInitial Thoughts xxxix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Chaos in Manufacturing 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProblems in Manufacturing 2\u003c\/p\u003e \u003cp\u003eAnd the Solutions 7\u003c\/p\u003e \u003cp\u003eGetting Out of the Overloaded Master Plan and\/or Master Schedule 16\u003c\/p\u003e \u003cp\u003eRescheduling the Overloaded Master Plan and\/or Master Schedule 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Why Master Planning and Scheduling 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Four Cornerstones of a Manufacturing Business 25\u003c\/p\u003e \u003cp\u003eBetween Strategy and Execution 27\u003c\/p\u003e \u003cp\u003eWhat Is a Master Plan versus a Master Schedule? 31\u003c\/p\u003e \u003cp\u003eMaximizing, Minimizing, and Optimizing 32\u003c\/p\u003e \u003cp\u003eObjectives of Master Planning and Scheduling (If You Don’t Know Where You’re Going, Any Road Will Get You There) 33\u003c\/p\u003e \u003cp\u003eChallenges for the Master Planner and Master Scheduler 35\u003c\/p\u003e \u003cp\u003ePrinciples of Master Planning and Scheduling 37\u003c\/p\u003e \u003cp\u003eMPS, MRPII, ERP, SCM, and ITP 39\u003c\/p\u003e \u003cp\u003eFinding the Diamond in the Rough—Why It’s Important 58\u003c\/p\u003e \u003cp\u003eThe Four Cornerstones of Manufacturing Revisited 67\u003c\/p\u003e \u003cp\u003eFour Levels of Planning (Sometimes Use Only Three) 68\u003c\/p\u003e \u003cp\u003eWhy Master Planning and Scheduling Is a Must in Business Excellence 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Mechanics of Master Planning and Scheduling 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Importance of Master Planning and Scheduling 79\u003c\/p\u003e \u003cp\u003eThe Master Planning and Scheduling Matrices 80\u003c\/p\u003e \u003cp\u003eMaster Scheduling in Action 87\u003c\/p\u003e \u003cp\u003eWhy and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling 92\u003c\/p\u003e \u003cp\u003eThe What, Why, and How of Safety Stock 99\u003c\/p\u003e \u003cp\u003eAdditional Material Planning Techniques 103\u003c\/p\u003e \u003cp\u003eMaintaining Demand\/Supply Balance Inside the Planning Time Fence 107\u003c\/p\u003e \u003cp\u003eMaster Plan and Schedule Design Criteria 113\u003c\/p\u003e \u003cp\u003eSo, What’s Next? 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Managing the Supply Chain with Master Planning and Scheduling 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Master Planner’s and Master Scheduler’s Job 119\u003c\/p\u003e \u003cp\u003eException-Driven Action Messages 125\u003c\/p\u003e \u003cp\u003eSix (Sometimes Seven) Key Questions to Answer 129\u003c\/p\u003e \u003cp\u003eAnswering the Six (or Seven) Questions 133\u003c\/p\u003e \u003cp\u003eTime Zones as Aids to Decision Making 134\u003c\/p\u003e \u003cp\u003ePlanning Within Master Planning and Scheduling Policy 138\u003c\/p\u003e \u003cp\u003eNo Past Dues 141\u003c\/p\u003e \u003cp\u003eManaging with Planning Time Fences 142\u003c\/p\u003e \u003cp\u003eLoad-Leveling in Manufacturing 147\u003c\/p\u003e \u003cp\u003eLean Manufacturing and Continuous Improvement 150\u003c\/p\u003e \u003cp\u003eMixed-Model Scheduling 151\u003c\/p\u003e \u003cp\u003ePlanned Plant Shutdowns 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Using the MPS Output for Make-to-Stock Products 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Master Schedule Screens 160\u003c\/p\u003e \u003cp\u003eWorking Make-to-Stock Master Scheduled Items 168\u003c\/p\u003e \u003cp\u003eTime Phasing the Bills-of-Material 170\u003c\/p\u003e \u003cp\u003eUnderstanding Exception-Driven Action Messages 172\u003c\/p\u003e \u003cp\u003eBridging Data and Judgment 180\u003c\/p\u003e \u003cp\u003eThe Seven Key Questions Revisited 184\u003c\/p\u003e \u003cp\u003eScheduling in a World of Many Schedules 185\u003c\/p\u003e \u003cp\u003eFrom Master Planning and Scheduling to Time-Phased Material Requirements Planning 194\u003c\/p\u003e \u003cp\u003eFrom Master Planning to Master Scheduling (It’s Called Master Planning and Scheduling) 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Where and What to Master Plan and Master Schedule 203\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManufacturing Strategies Defined 204\u003c\/p\u003e \u003cp\u003eChoosing the Right Manufacturing Strategy 206\u003c\/p\u003e \u003cp\u003eMaster Planning, Master Scheduling, and Product Structures 210\u003c\/p\u003e \u003cp\u003eMultilevel Master Planning and Scheduling 213\u003c\/p\u003e \u003cp\u003eEnsuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated 216\u003c\/p\u003e \u003cp\u003eMaster Scheduling Capacities, Activities, and Events 224\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Scheduling in a Flow Environment 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDifferent Manufacturing Environments 228\u003c\/p\u003e \u003cp\u003eSimilarities Between Intermittent and Flow Environments 232\u003c\/p\u003e \u003cp\u003eProduct Definition 236\u003c\/p\u003e \u003cp\u003eThe Planning Process 239\u003c\/p\u003e \u003cp\u003eProcess Company Using Rough Cut Capacity Planning: An Extended Example 244\u003c\/p\u003e \u003cp\u003eCatalysts and Recovered Material 250\u003c\/p\u003e \u003cp\u003eProduction Line Scheduling 251\u003c\/p\u003e \u003cp\u003ePlanning Multiplant Workloads 252\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Planning Bills 255\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Overly Complex Bill-of-Material 257\u003c\/p\u003e \u003cp\u003eAnatomy of a Planning Bill 266\u003c\/p\u003e \u003cp\u003eCreating Demand at the Master Planning and Scheduling Level 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Two-Level MPS Coupled with Other Advanced Techniques 277\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Backlog Curve 277\u003c\/p\u003e \u003cp\u003eIdentifying Demand 281\u003c\/p\u003e \u003cp\u003eCreating the Master Plan and\/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy 288\u003c\/p\u003e \u003cp\u003eOption Overplanning 292\u003c\/p\u003e \u003cp\u003eCalculating Projected Available Balance for Pseudo Items 294\u003c\/p\u003e \u003cp\u003eCalculating Available-to-Promise 295\u003c\/p\u003e \u003cp\u003eUsing Available-to-Promise to Commit Customer Orders 297\u003c\/p\u003e \u003cp\u003eChanges in Projected Available Balance 303\u003c\/p\u003e \u003cp\u003eOption Overplanning for Products in the Make-to-Stock Environment 305\u003c\/p\u003e \u003cp\u003eMaster Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison 309\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Using MPS Output for Make-to-Order Products 313\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Planning Bills to Simplify Option Scheduling 315\u003c\/p\u003e \u003cp\u003eThe Scheduling Process 317\u003c\/p\u003e \u003cp\u003eMaster Scheduling Common Components 321\u003c\/p\u003e \u003cp\u003eAnalyzing the Detail Data 325\u003c\/p\u003e \u003cp\u003eBalancing the Sold-Out Zone for Common Components 326\u003c\/p\u003e \u003cp\u003eHandling Abnormal Demand 328\u003c\/p\u003e \u003cp\u003eAction Messages 330\u003c\/p\u003e \u003cp\u003eWorking the Pseudo Options 330\u003c\/p\u003e \u003cp\u003eMaster Scheduling Purchased Items in the Planning Bill 341\u003c\/p\u003e \u003cp\u003eLinking the Master Plan to the Master Schedule to the Material Plan 346\u003c\/p\u003e \u003cp\u003eManufacturing Strategies—Products in the Make-to-Order Environment 350\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Master Planning and Scheduling in Custom-Product Environments 355\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Unique Challenges of the DTO and ETO Environments 356\u003c\/p\u003e \u003cp\u003eThe Case of New Product Introduction 358\u003c\/p\u003e \u003cp\u003eMaster Planning and Scheduling—Activities and Events 363\u003c\/p\u003e \u003cp\u003ePrices and Promises to Keep 367\u003c\/p\u003e \u003cp\u003eWhat Can Go Wrong 368\u003c\/p\u003e \u003cp\u003eIntegrating Design and Operation Activities 370\u003c\/p\u003e \u003cp\u003ePlan Down, Replan Up 373\u003c\/p\u003e \u003cp\u003eMake-to-Contract Environments 381\u003c\/p\u003e \u003cp\u003eThe Need for Standards—A Long Time Ago 382\u003c\/p\u003e \u003cp\u003eWhen Supply Can’t Satisfy Demand 386\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Finishing or Final Assembly Scheduling 389\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManufacturing Strategy Tied to Finishing\/Final Assembly Schedules 389\u003c\/p\u003e \u003cp\u003eManufacturing Strategy Approaches 391\u003c\/p\u003e \u003cp\u003eTraditional Means of Communicating the Master Plan and\/or Master Schedule 395\u003c\/p\u003e \u003cp\u003eThe Role of People and Computers in Finishing and Final Assembly Scheduling—Past, Present, and Future 397\u003c\/p\u003e \u003cp\u003eThe Kanban System 399\u003c\/p\u003e \u003cp\u003eTying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling) 403\u003c\/p\u003e \u003cp\u003eFinal Assembly or Process Routings 406\u003c\/p\u003e \u003cp\u003eConfiguring and Building to a Customer Order 408\u003c\/p\u003e \u003cp\u003eFinishing or Final Assembly Combined Materials and Operations List 411\u003c\/p\u003e \u003cp\u003eChoosing the Most Effective Approach 413\u003c\/p\u003e \u003cp\u003eMaster Plans versus Master Schedules versus Finishing Schedules 414\u003c\/p\u003e \u003cp\u003eMaster Scheduling Logistics (Sharing In\/Out Information) 415\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Data Integrity Requirements to Support Master Planning and Scheduling 417\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Data Integrity and Why Is It Important? 418\u003c\/p\u003e \u003cp\u003eGaining Control and Integration Points 422\u003c\/p\u003e \u003cp\u003eThe Four Pillars of Data Integrity 425\u003c\/p\u003e \u003cp\u003eApplying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling 438\u003c\/p\u003e \u003cp\u003eSummary 452\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Integrated Business Planning 455\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntegrated Business Planning Process Elements in Brief 457\u003c\/p\u003e \u003cp\u003eWorkable, Adjustable Plans 466\u003c\/p\u003e \u003cp\u003eMaster Supply Planning 468\u003c\/p\u003e \u003cp\u003eIntegrated Business Planning and the Master Supply Schedule 470\u003c\/p\u003e \u003cp\u003eSynchronizing and Assessing Demand and Supply 481\u003c\/p\u003e \u003cp\u003eMeasuring Accuracy and Performance 487\u003c\/p\u003e \u003cp\u003eThe Evolution of Integrated Business Planning 495\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Resource Requirements Planning and Rough Cut Capacity Planning 499\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnow Before You Go 500\u003c\/p\u003e \u003cp\u003eRough Cut Revealed 502\u003c\/p\u003e \u003cp\u003eThe Rough Cut Process 502\u003c\/p\u003e \u003cp\u003eCreating the Resource Profile 505\u003c\/p\u003e \u003cp\u003eFinalizing the Resource Profile 512\u003c\/p\u003e \u003cp\u003eCapacity Inputs 514\u003c\/p\u003e \u003cp\u003eOverloading Demonstrated and\/or Planned Capacity 520\u003c\/p\u003e \u003cp\u003eRough Cut Capacity Planning at the Master Planning and Master Scheduling Levels 522\u003c\/p\u003e \u003cp\u003eResource Requirements and Rough Cut Capacity Planning Graphs 529\u003c\/p\u003e \u003cp\u003eUsing and Working the Rough Cut Capacity Plan 533\u003c\/p\u003e \u003cp\u003eSimulations—Rough Cut Capacity Planning 538\u003c\/p\u003e \u003cp\u003eScreen and Report Formats 540\u003c\/p\u003e \u003cp\u003eRough Cut Capacity Planning at a Process Company (Industry Example) 543\u003c\/p\u003e \u003cp\u003eThe Benefits and Limitations of Rough Cut Capacity Planning 551\u003c\/p\u003e \u003cp\u003eImplementing the Rough Cut Capacity Planning Process 554\u003c\/p\u003e \u003cp\u003eClosing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning 555\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Supply Management and Aggregate Master Planning 559\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSupply Management and Master Planning in Action 565\u003c\/p\u003e \u003cp\u003eThe Impact of New Product in Supply Management and Master Planning 567\u003c\/p\u003e \u003cp\u003eInventory Projection and Planning 572\u003c\/p\u003e \u003cp\u003eWill the Plan Work? 575\u003c\/p\u003e \u003cp\u003eProduct-Driven, Disaggregated Inventory Planning 577\u003c\/p\u003e \u003cp\u003eProduct-Driven, Aggregated Backlog Planning 579\u003c\/p\u003e \u003cp\u003eProduct-Driven, Disaggregated Backlog Planning 585\u003c\/p\u003e \u003cp\u003eProduction-Driven Environments 589\u003c\/p\u003e \u003cp\u003eReviewing and Approving the Aggregate Supply Plan 591\u003c\/p\u003e \u003cp\u003eInterplant Product Integration 592\u003c\/p\u003e \u003cp\u003eKey Performance Metrics—Calculations, Colors, Standards 597\u003c\/p\u003e \u003cp\u003eShould Companies Have Supply Managers and\/or Master Planners? 598\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Demand Management and Aggregate Master Planning 603\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Demand Management? 603\u003c\/p\u003e \u003cp\u003eThe Impact of New Product in Demand Management 608\u003c\/p\u003e \u003cp\u003eMaster Launch Plan and Pipeline Funnel Examples for New Products 609\u003c\/p\u003e \u003cp\u003eProblems with the Demand Forecast 614\u003c\/p\u003e \u003cp\u003eThe Impact of Demand Bias on Supply Chain Management 615\u003c\/p\u003e \u003cp\u003eCoping with Forecast Inaccuracies 617\u003c\/p\u003e \u003cp\u003eReviewing and Approving the Aggregate Demand Plan 619\u003c\/p\u003e \u003cp\u003eIt’s About Quantities 621\u003c\/p\u003e \u003cp\u003eIt’s About Time 623\u003c\/p\u003e \u003cp\u003eDemand and Forecast Adjustment 631\u003c\/p\u003e \u003cp\u003eCustomer Order Processing with Process Flow Diagram Example 637\u003c\/p\u003e \u003cp\u003ePossible Problems Caused by Abnormal Demand 640\u003c\/p\u003e \u003cp\u003eCustomer Linking 642\u003c\/p\u003e \u003cp\u003eGetting Sales Pipeline Control 645\u003c\/p\u003e \u003cp\u003eDistribution Resource\/Requirements Planning 646\u003c\/p\u003e \u003cp\u003eAvailable-to-Promise 655\u003c\/p\u003e \u003cp\u003eATP with Two Demand Streams 659\u003c\/p\u003e \u003cp\u003eShould Companies Have Demand Managers? 663\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 The Proven Path to a Successful MPS Implementation (Phase 1) 669\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom the Original Implementation Plan to the Current Proven Path 669\u003c\/p\u003e \u003cp\u003eThe Proven Path to Successful Operational Excellence 671\u003c\/p\u003e \u003cp\u003eThe Decision Point 673\u003c\/p\u003e \u003cp\u003eGoing on the Air 675\u003c\/p\u003e \u003cp\u003eThe Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment 676\u003c\/p\u003e \u003cp\u003eThe Journey to Excellence—Today and Tomorrow 679\u003c\/p\u003e \u003cp\u003eOliver Wight’s Class A Integrated Planning and Control Milestone 681\u003c\/p\u003e \u003cp\u003eThe Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation 683\u003c\/p\u003e \u003cp\u003ePhase 1: Lead Phase (Understanding and Committing) 685\u003c\/p\u003e \u003cp\u003eCompany Vision of Operations (A Modified Client Example) 687\u003c\/p\u003e \u003cp\u003eCase for Change (A Modified Excerpt from a Client Example) 696\u003c\/p\u003e \u003cp\u003eSegue to . . . 702\u003c\/p\u003e \u003cp\u003eThe Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure 702\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 The Proven Path to a Successful MPS Implementation (Phase 2) 705\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMethodology for Implementing Change Revisited 705\u003c\/p\u003e \u003cp\u003ePhase 2: Transform Phase (Process Designing and Structuring) 707\u003c\/p\u003e \u003cp\u003ePolicy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined 731\u003c\/p\u003e \u003cp\u003eSegue to . . . 741\u003c\/p\u003e \u003cp\u003eThe Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures 741\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 The Proven Path to a Successful MPS Implementation (Phase 3) 743\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMethodology for Implementing Change Revisited—Again! 743\u003c\/p\u003e \u003cp\u003ePhase 3: Own Phase (Launching and Measuring) 745\u003c\/p\u003e \u003cp\u003eDeterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology 762\u003c\/p\u003e \u003cp\u003eThe Master Planner’s and Master Scheduler’s List of Responsibilities 764\u003c\/p\u003e \u003cp\u003ePutting It All Together to Ensure Success—Guaranteed 768\u003c\/p\u003e \u003cp\u003eAn Aggressive Master Plan and Schedule for the MPS Implementation 771\u003c\/p\u003e \u003cp\u003eThe Variables of a Master Planning and Scheduling Implementation 774\u003c\/p\u003e \u003cp\u003eEpilogue\u003c\/p\u003e \u003cp\u003eOrder from Chaos 779\u003c\/p\u003e \u003cp\u003eFinal Thoughts – People and Process and Profession 783\u003c\/p\u003e \u003cp\u003eAppendix A Master Planning and Scheduling Process and Performance Standards 809\u003c\/p\u003e \u003cp\u003eAppendix B Master Planning and Scheduling Improvement Initiative Task Listing 817\u003c\/p\u003e \u003cp\u003eAppendix C Master Planning and Scheduling Policy, Procedure, and Flow Diagram 827\u003c\/p\u003e \u003cp\u003eAppendix D Master Planning and Scheduling 831\u003c\/p\u003e \u003cp\u003eAppendix E Supply Chain Management Overall Process Flow Diagram (An Example) 843\u003c\/p\u003e \u003cp\u003eAppendix F Master Planning and Scheduling Process Flow Diagram Examples 845\u003c\/p\u003e \u003cp\u003eAppendix G Master Planning and Scheduling RACI Examples 851\u003c\/p\u003e \u003cp\u003eAppendix H Master Planning and Scheduling Spinoff Task Team Charter 855\u003c\/p\u003e \u003cp\u003eAppendix I Master Planning and Scheduling Oliver Wight International Offerings Founders’ and Co-Authors’ Biographies 859\u003c\/p\u003e \u003cp\u003eGlossary 865\u003c\/p\u003e \u003cp\u003eIndex 895\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407159402839,"sku":"9781119809418","price":103.5,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119809418.jpg?v=1730498380","url":"https:\/\/bookcurl.com\/products\/master-planning-and-scheduling-9781119809418","provider":"Book Curl","version":"1.0","type":"link"}