EGN_5623 PP-DS final

EGN_5623 PP-DS final - Production Planning and Detailed...

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Unformatted text preview: Production Planning and Detailed Scheduling (PP/DS) in SCM EGN 5623 Enterprise Systems Optimization (Professional MSEM) Fall, 2011 Production Planning and Detailed Scheduling (PP/DS) in SCM Theories & Concepts EGN 5623 Enterprise Systems Optimization (Professional MSEM) Fall, 2011 Production Process (review) Production Process (review) Purposes for Production Planning: to meet the demand to consider the resource capacities and the material availabilities to improve utilisation of the resources to low set up time to minimise the stock, and to minimise the work in process (WIP) to improve stability of the plan Hierarchical Planning Framework Hierarchical Planning Framework (review) Long term Mid term -Material programs - Supplier selection - Cooperation - Physical distribution structure - Transportation strategy -- Personnel training -- Master production Scheduling -- Contracts -- Capacity planning -- Distribution planning -- Material Requirements Planning -- Personnel scheduling -- Material ordering Short term - Plant location - Production systems - Subcontractors -- lot-sizing - operations scheduling - shop floor control -- Mid-term sales planning - Warehouse replenishment - Transportation planning -- Mid-term sales planning EXECUTION Flow of goods - Product program - Strategic sales planning Information Feedback Process Chain for a Make­to Stock Process Chain for a Make­to Stock Production (review) PP/DS Scope in SNP PP/DS Scope in SNP PP/DS Scope in SNP PP/DS Scope in SNP SNP determines the sequence of the locations to be planned and starts with the location that only has inbound transportation lanes. There is a demand at the customer location. The net requirements calculation before planning does not find any planned receipts to cover the demand at this location. The product in a DC is procured externally. The system analyzes the possible transportation lanes and comes to the distribution center. PP/DS Scope in SNP PP/DS Scope in SNP Assumingly, there are no planned receipts at the distribution center at the beginning of planning, SNP runs a check using the possible transportation lanes which arrive at the plant. There are also no planned receipts available at the plant, and the product is produced in-house, so the SNP explodes PDS and creates planned orders for each finished product, which is decomposed into dependent demands for its components. SNP turns the demand for components into purchase requisitions using possible transportation lanes and quota arrangements or priorities. SNP Heuristics used for PP SNP Heuristics used for PP Three interactive PP planning methods: 1.The location heuristic • Only plans for selected products in a location on one level. 2.The network heuristic • Plans for all selected products in all locations on one level. • SNP defines the sequence of locations internally. 3. The multilevel heuristic • Plans for selected products in all locations on all levels. • The location sequence is determined automatically for each product. • Note that all components of the selected product are planned. This corresponds to a multilevel cross-plant MRP run. Basics of PP/DS Basics of PP/DS PP/DS prerequisites: • Master data for products • Resources • PPM or PDS Planned order life cycle (see Figure 15.1) • Creation of a planned order to balance demand requirement • Conversion to a production order • Release of a production order • Confirmation (completion) of production order Planned Order Life Cycle Planned Order Life Cycle Planned Order Properties Planned Order Properties Properties of planned orders and production orders (Tables 15.1 and 15.2): •Order Status & Category •Fixing indicators •Schedule status •Other flags reflecting order status Order Status for Planned Orders in Order Status PP/DS Order Status for Production Orders in Order Status PP/DS PP/DS categories PP/DS categories Indicator and Schedule Status Indicator and Schedule Status Indicator: •“PP Firmed” indicates either the output (target) or the input (source) is firmed for the date. Schedule status types: Fully scheduled* Partly scheduled Fully de-allocated *”full scheduled” means all operations of an order are allocated with resources. “full de-allocated” means all operations are de-allocated with resources. Scheduling Strategy Profile Scheduling Strategy Profile Scheduling strategy profile defines the parameters as below: 1.Scheduling mode • (e.g. find slot, insert operation, etc) 1.Planning direction • (backwards, forwards, or reverse) 1.Priority restriction, • regarding the alternative PPM mode 1.Operation validity Scheduling Strategy Profile Scheduling Strategy Profile A strategy profile contains one or more strategies which are processed in a given order until a solution is found. • Schedule backwards or forwards, each with a finite number of time intervals. • Prioritise resources for production, e.g. automated machines are loaded with a higher priority. Note: Each used strategy profile must be flagged, in order to re-create the schedule. (see table 15.4) Strategy Profiles Strategy Profiles Cross­Plant Planning Cross­Plant Planning Use Fixing Horizon to Ensure Pegging Use Fixing Horizon to Ensure Pegging Relation Bottom­up Heuristic Bottom­up Heuristic Bottom-up heuristic reschedules dependent demands to the earliest receipt date first for the fix pegged elements. The dependent demands are sorted according to their requirement dates. The bottom-up heuristic should be executed from the lowest level on which scheduling problems exists (see Figure 15.7). For bottom-up heuristic, forward scheduling in profile strategy is suggested. Bottom­up Heuristic Bottom­up Heuristic Alternative Resource Modelling using Alternative Resource Modelling using Classification Alternative Resources in Routing & PPM/PDS Alternative Resources in Routing & PPM/PDS using Resource Classification Mode Linkage Mode Linkage The mode linkage determines the dependencies between adjacent operations regarding modes. By default, the mode linkage is “0” and no mode restrictions (see Figure 19.3). If the duration of operation depends on the selected resource, alternative sequences must be maintained in SAP ERP (see Figure 19.4). The number of operations in the alternative sequence must be the same as in the original sequence. Mode Linkage – no Mode Restriction Mode Linkage – no Mode Restriction Modelling of Production in a Different Modelling of Production in a Different Location Overlap for Orders: Continue Flow Overlap for Orders: Continue Flow Continue flow is characterised by the output rate against the consumption rate. It is calculated by the duration of the operation, the quantity and the offset. The total of consumed quantities has to be less than the total of the produced quantities (see Figure 19.7). Modelling of Production at the same Modelling of Production at the same location Push Production Push Production Push production is a functionality that is mostly required in the process industries, e.g. a semi-finished product (bulk) is created with fixed or minimum lot sizes and needs to be processed further due to technical or storage capacity issue. Push production functionality provides a list of products that have the bulk as input and allows creating orders for these interactively (see Figure 19.13). Push Production Push Production Production Planning and Detailed Scheduling (PP/DS) in SCM SAP Implementation EGN 5623 Enterprise Systems Optimization (Professional MSEM) Fall, 2011 SAP SCM Modules SAP SCM Modules THEORY AND PRACTICE OF ADVANCED PLANNER AND OPTIMIZER IN SUPPLY CHAIN DOMAIN by Sam Bansal SCM Product View (Elements) SCM Product View (Elements) APO – Production Planning – Interactive Production Planning – Product View (APO/RRP3) SCM Product View (Quantities) SCM Product View (Quantities) APO – Production Planning – Interactive Production Planning – Product View (APO/RRP3) SCM Product View (Semi­finished SCM Product View (Semi­finished Product) SCM Product View (Raw Materials) SCM Product View (Raw Materials) SCM Receipt View SCM Receipt View APO – Production Planning – Interactive Production Planning – Receipt View (APO/RRP4) SCM Requirement View SCM Requirement View APO – Production Planning – Interactive Production Planning – Requirement View (APO/RRP1) SCM Product Overview SCM Product Overview APO – Production Planning – Interactive Production Planning – APO Product Overview (APO/POV1) SCM Reporting Interface SCM Reporting Interface APO – Production Planning – Interactive Production Planning – APO Product Overview (APO/POV1) SCM Reporting (Order List) SCM Reporting (Order List) APO – Production Planning – Reporting– Order and Resource APO Reporting (APO/CDPS_REPT) SCM Reporting (Production Overview) SCM Reporting (Production Overview) APO – Production Planning – Reporting– Order and Resource APO Reporting (APO/CDPS_REPT) SCM Reporting (Resource Utilization) SCM Reporting (Resource Utilization) APO – Production Planning – Reporting– Order and Resource APO Reporting (APO/CDPS_REPT) SCM Production List (Interface) SCM Production List (Interface) APO – Production Planning – Reporting– Production List APO (APO/PPL1) SCM Production List SCM Production List APO – Production Planning – Reporting– Production List APO (APO/PPL1) SCM Definition of Key Figures for Plan SCM Definition of Key Figures for Plan Monitor APO – Supply Chain Monitoring– Current Settings– Define Current APO Key Figure Schema (APO/PMONDEF) SCM Supply Chain Cockpit SCM Supply Chain Cockpit APO – Supply Chain Monitoring– Supply Chain Cockpit APO (APO/SCC02) Exercises: Exercises: Module 10: Supply Network Planning (SNP) ­ (Section 3) 10.5 Supply Network Planning Heuristic 10.5.6 Location heuristic for multiple materials on multiple levels 10.5.7 Run SNP heuristic – network at the plant level 10.5.8 Run SNP heuristic – multilevel at the plant level 10.5.9 Review Production Plan in Product view 10.5.10 Network planning with heuristic 10.5.11 Network plan with multilevel heuristic 10.5.12 The planning board 10.6 Check the results in SAP ERP ...
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This note was uploaded on 12/03/2011 for the course EGN 5623 taught by Professor Chen during the Fall '11 term at FIU.

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