Live Learning Center. Solution-Driven Integrated Learning Paths. Make the Most of Your Educational Experience

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1 Solution-Driven Integrated Learning Paths Educational Sessions Lean Global Supply Chain Basics of Operation Management Demand Management, ing, and S & OP Professional Advancement Special Interest Topics Plant Tours Networking Events/Peer Interaction Materials for Sale at the APICS Bookstore Make the Most of Your Educational Experience Develop a Learning Plan Assess your learning needs Use teamwork Prepare to learn Create your own Action Plan Live Learning Center Sync-to-Slide

2 Jack Gips, president of Jack Gips Inc., has 41 years of manufacturing experience as a practitioner, educator, and consultant. He has worked with hundreds of companies on manufacturing systems projects worldwide and provided education for thousands of seminar attendees. Gips APICS activities include 12 years on certification committees, speaker at over 300 chapter meetings and 12 APICS International Conferences, and editor of the "Capacity Planning" chapter in The Production and Inventory Control Handbook. Sales and Operations Planning and Master Scheduling for Success Jack Gips President, Jack Gips Inc. The Issues In the evolution of Sales and Operation Planning have we lost sight of its original intent? a game plan or just a re-packaged management review? a plan but not necessarily execution? S&OP and master scheduling are very well developed, but very little has been done to connect them systematically What is the best way to link S&OP s supply/production plans to the master schedules and ensure a single plan?

3 S&OP Missing a Link? Production Plans Drive Master Schedules Demand Management Systems Business plan Sales & operations plan Order entry Distribution planning Demand plan Production plan/sales plan Resource requirements plan Master schedule Master schedule summary Master Schedules Drive Production Plans Demand Management Systems Business plan Master schedules Order entry Distribution planning Demand plan Rough cut or detailed capacity plan Σ Master schedules Production plans Sales & operations planning Master schedule summary Resource requirements plan

4 Master Schedulers Are Only Link Between Production Plans and Master Schedules Business plan Master schedules Demand plan Order entry Distribution planning Rough cut capacity plan MRP Sales & operations planning CRP/finite Production plans Resource requirements plan Inventory, financial plans Is Sales and Operations Planning... a creator of driving plans? a creator of a set of goals and targets against which to regulate the real plans? or, an after-the fact review process? Assumptions S&OP determines plans for volume and resources Master scheduling determines plans for mix and specific schedules to execute They should roughly equate and not be two different plans There should be systematic ways to ensure this Our Mfg. systems should help us translate Management's plans and goals into detailed plans for the rest of the organization to follow

5 S&OP/ Workshop? S&OP/ 1. Based on the sales and operations plan for product family A, create master schedules for H1, H3010, and H4050 for January and February. (Assume four weeks in each month.) 2. Complete the master schedule summary for Product family A for January and February. 3. What recommendations would you make, if any, for this family? WKSP 2-2 Sales & Operations Planning Product Family - A Jan Feb Mar Apr May Jun Jul Beg Inv End Inv Prod Plan WKSP 2-1

6 Create the Sales End Items - Aggregate to Product Family Jan H % H % H % H % H % Total Family A 00 % WKSP 2-3 Item No: H1 Safety stock: 1500 Lead time: 3 weeks On hand: 3000 Order Qty: 2500 JAN. FEB. Item No: H3010 Safety Stock: 2000 Lead time: 1 Wk. On Hand: 2500 Order Qty: 3000 JAN. FEB.

7 Item No: H4050 Safety stock: 4000 Lead time: 2 weeks On hand: 5000 Order Qty: 5000 JAN. FEB. Summary End Items Jan Feb H1 H2002 H3010 H4050 H5007 Total PP 0 7,000 4,000 7,000 WKSP 2-7 Master Schedule Summary Product Family Small Hooks Item January February March April S S S S Total Prod Plan

8 S&OP/ Workshop Answers Item No: H1 Safety Stock: 1500 Leadtime: 3 Wks. On Hand: 3000 Order Qty: 2500 JAN. 500 FEB A-T-P Item No: H3010 Safety Stock: 2000 Leadtime: 1 Wk. On Hand: 2500 Order Qty: 3000 JAN FEB A-T-P

9 Item No: H4050 Safety Stock: 4000 Leadtime: 2 Wks. On Hand: 5000 Order Qty: 5000 JAN FEB A-T-P Summary End Items Jan Feb H1 0 0 H ,000 H3010 3,000 0 H4050 5,000 5,000 H5007 7,000 7,000 Total 15,000 16,000 PP 25,000 30,000 Sales & Operations Planning Product Family - A Jan Feb Mar Apr May Jun Jul Beg Inv End Inv Prod Plan WKSP 2-1

10 Create the End Items - Aggregate to Product Families H1-500 H H H H Total Family 00 Jan Sales Jan Production 5% 5% % 7.5% % 11.9% 29 47% 47% % 28.6% 7150 % PP Item No: H1 Safety Stock: 1500 Leadtime: 3 Wks. On Hand: 3000 Order Qty: 2500 JAN FEB A-T-P Item No: H3010 Safety Stock: 2000 Leadtime: 1 Wk. On Hand: 2500 Order Qty: 3000 JAN. 29 FEB A-T-P

11 Item No: H4050 Safety Stock: 4000 Leadtime: 2 Wks. On Hand: 5000 Order Qty: 5000 JAN. 110 FEB A-T-P Summary End Items Jan Feb H1 0 2,500 H ,000 H3010 3,000 6,000 H ,000 10,000 H5007 7,000 7,000 Total 25,000 29,500 PP 25,000 30,000 2 Methods to Link S&OP/ 1. Master schedule summary Supply plans are targets to be regulated against 2. Disaggregate the supply plans Drive the master schedules with a production forecast

12 Master Schedule Summary Production plans are targets to regulate against Master Schedule to satisfy the Sales Master schedulers should review summaries before they begin scheduling Tolerances must be set and respected There must be tools to relate trade-offs to resources, or a process to adjust production plans Otherwise, the plans will be disconnected Master Schedule Summary Product Family Small Hooks Item January February March April S S S S Total Prod Plan Disaggregate the Production Plans Disaggregate production plans based on % s of the forecast for each family member over the forecast interval Store disaggregated production forecasts in or S&OP modules and download to drive master schedules Consume sales forecasts with customer orders to determine over or under-selling Consume production forecasts with customer orders to stabilize schedules

13 Family Item Month Statistical forecast ACE AC1 AC2 Jan Feb Mar Apr... Jan Feb Mar Apr Mgt. forecast Proposed Prod. plan Approved Prod. plan If You Do Not Disaggregate the Supply Plans... The system s capabilities become ineffectual The planners have to plan manually Chances of synchronizing the S&OP and master schedules are diminished When Supply Plans May Not Equal Demand Plans Seasonality of demand Seasonality of supply Materials Capacity or plant conditions Vacation shutdowns Unusually large orders/demands Campaigning Temporary loss of capacity/capability New product introductions Allocations Any type of leveling of families across resources Inventory builds or reductions for other reasons

14 Sales & Operations Planning Sales Production Plan Jan Mar May July Sept Nov Month Sales & Operations Planning Production Plan Sales Jan Mar May July Sept Nov Month Production Plan Mo. 1 Mo. 2 Mo. 3 Sales Inventory Change Production Plan Item A represents 20% of demand for this family TTOB-IRE

15 Master Schedule Item A Sales Unconsumed S. Fcst Customer Orders Projected Inventory ATP WK #1 WK #2 WK #3 WK # This is how the system wants to schedule. 2. Master scheduler must manually schedule every order to level. 3. Once leveled, almost every order has change messages telling master scheduler that the schedule is not right... despite Management s instructions to level. Master Schedule Item A Sales Fcst Unconsumed S. Fcst Projected Inventory Customer Orders Production Fcst Unconsumed P. Fcst Bal. Discounting PFcst ATP WK 1 WK2 WK3 WK Sales forecast consumption warns of over or under-selling. 2. Inventory projections must be based on adding in master schedules and taking out sales demand. 3. Master schedules must be planned based on production forecasts to synchronize with production plan. What are the Pros and Cons of Disaggregating the Production Plans? PROs 1. Directly links S&OP to 2. Planning logic supports S&OP decisions 3. Facilitates planning when demand and supply are different 4. Makes exceptions relevant 5. Means master schedulers can work by exception instead of manually planning all orders 6. Stabilizes master schedules 7. Maintains a single plan CONs 1. Must manage production plans 2. Must maintain % s 3. Must have rules for changing production plans 4. Extra work when demand and supply usually align 5. Many resource families mean many production plans 6. Not necessary when customer orders drive long term plans

16 What are the Pros and Cons of The Summary Approach? PROs 1. Allows S&OP to be the game plan and driver 2. Designed to keep aligned with production plans 3. Works well when demand and supply do not differ 4. Next best choice when disaggregation does not fit 5. Easier to understand for non-planners 6. Requires less system logic CONs 1. Tends to be reactive 2. Short term sales forecast changes can make unstable 3. Difficult to manage situations when demand and supply are not the same 4. Disables logic and exceptions 5. Can lead to rework 6. Less chance of synchronizing production plans and into a single plan Is there a % Answer? Master Schedule Summary works well when supply and demand plans usually align Disaggregation may be needed when supply plans significantly differ over time from demand plans Best Approach for Your Company Do you make-to-stock, make-to-order, or assemble-to-order? Do your order backlogs extend beyond your real time fences? Do you have many families or just a few? Do your families have many items or just a few? Are there a lot of cases in which the demand and supply plans vary?

17 Learning Objectives A different way to look at S&OP Is it satisfying its original objectives in your company? Importance of directly linking S&OP with the Master Schedules Two methods to link them and when to use each method How this can make master scheduling tools really help the planners Thank you for Attending! Jack Gips Jack Gips Inc. 57 East Washington Street Chagrin Falls, Ohio Tel jgipsinc@aol.com

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