Please enable JavaScript.

Coggle requires JavaScript to display documents.

CPIM P1 Module 1 - Coggle Diagram

- - - - sales and operations planning (S&OP)
        
        A process to develop tactical plans that provide management the ability to strategically direct its businesses to achieve competitive advantage on a continuous basis by integrating customer-focused marketing plans for new and existing products with the management of the supply chain.
      - S&OP process
        
        Data gathering
        
        Demand planning
        
        Pre-S&OP meeting
        
        Supply planning.
        
        Executive meeting
      - Marketing Impact on Demand
        
        bullwhip effect
    - - Sales Plan
        
        A time-phased statement of expected customer orders anticipated to be received (incoming sales, not outgoing shipments) for each major product family or item.
      - Updating the sales forecasting reports
        
        updating files with data from the period that most recently ended.
    - - Demand Planning
        
        The process of combining statistical forecasting techniques and judgment to construct demand estimates for products or services (both high and low volume; lumpy and continuous) across the supply chain from the suppliers’ raw materials to the consumer’s needs
        
        Internal customers: other plants or subsidiaries or owned distribution centers
        
        External customer: distribution centers, wholesalers, retailers, and customers
    - - Production Planning
        
        definition
        
        A process to develop tactical plans based on setting the overall level of manufacturing output (production plan) and other activities to best satisfy the current planned levels of sales (sales plan or forecasts), while meeting general business objectives of profitability, productivity, competitive customer lead times, etc., as expressed in the overall business plan.
        
        The primary purpose is to set production rates, planning of resources and not the production of an end item
        
        It is coordinated with other functions and optimizes tradeoffs. (S&OP is one way this coordination can occur.)
        
        transforms strategic plans into tactical plans.
      - Establishing Product Families/product groups
        
        need to be established when organizations enter into a new line of business, when they create new products, and so on.
      - Production Environments
        
        Make-to-stock (MTS).
        
        A production environment where products can be and usually are finished before receipt of a customer order.
        
        Assemble-to-order (ATO)/Build-to-order, finish-to-order, or even package-to-order.
        
        A production environment where a good or service can be assembled after receipt of a customer’s order
        
        Make-to-order (MTO).
        
        A production environment where a good or service can be made after receipt of a customer’s order.
        
        Engineer-to-order (ETO).
        
        Products whose customer specifications require unique engineering design, significant customization, or new purchased materials.
      - Production Strategies
        
        Chase (Demand Matching)
        
        a production planning method that maintains a stable inventory level while varying production to meet demand.
        
        Level (Production Leveling at Average Level)
        
        a production planning method that maintains a stable production rate while varying inventory levels to meet demand.
        
        Subcontracting (Minimum-Level Strategy with Supplemental Subcontracting)
        
        a leveling strategy that sets production at the minimum level of annual demand and then subcontracts out all excess demand.
        
        Hybrid(最好的方法)
        
        combine the prior three strategies in different ways to arrive at custom solutions.
      - Production Plans
        
        Definition: the tactical plan specifying how production will be carried out over the medium term.
        
        imputs
        
        Forecast demand including backorders (orders late for delivery) broken down by planning bucket period
        
        Opening inventory (or opening backlog) if leveling production
        
        Targeted ending inventory (or projected backlog) if leveling production
      - Resource Planning
        
        The process of establishing, measuring, and adjusting limits or levels of long-range capacity.
        
        Resource planning is used at the sales and operations planning level to determine capital investments or other changes in property, plant, or equipment and workforce levels
      - Bill of Resources
        
        A listing of the required capacity and key resources needed to manufacture one unit of a selected item or family. Roughcut capacity planning uses these bills to calculate the approximate capacity requirements of the master production schedule.
        
        Critical or key resources
        
        bottleneck operations, materials, labor, and facility resources (e.g., plant, warehouse, logistics) required to make one average unit of a selected item or family.
        
        two forms
        
        A bill of resources for one or more related product families
        
        A bill of resources for one product family.
    - - Pre-S&OP Meeting
        
        功能
        
        Make decisions regarding demand and supply levels
        
        Reconcile differing recommendations to generate a single recommended action
        
        Identify issues that cannot be reconciled (These will be discussed in the executive meeting.)
        
        Generate alternate action plans for consideration
        
        Set the agenda for the executive meeting.
      - Executive Meeting
        
        The executive meeting provides an opportunity for the key management of each functional area to escalate any decisions that could not be agreed upon among the S&OP team.
    - - MPC Components
        
        manufacturing planning and control system (MPC)
        
        A closed-loop information system that includes the planning functions of production planning (sales and operations planning), master production scheduling, material requirements planning, and capacity requirements planning.
        
        P92
        
        MPC Components and Business Hierarchy
  - - - Functional Layout
        
        Functional layout: A facility configuration in which operations of a similar nature or function are grouped together; an organizational structure based on departmental specialty (e.g., saw, lathe, mill, heat treat, press).
        
        Job shop: 1) An organization in which similar equipment is organized by function. Each job follows a distinct routing through the shop. 2) A type of manufacturing process used to produce items to each customer’s specifications. Production operations are designed to handle a wide range of product designs and are performed at fixed plant locations using general-purpose equipment.
      - Cellular Layout
        
        also called work cells or cellular manufacturing, is a hybrid of a functional layout and a product-based layout that places sequential steps adjacent to one another so one unit or a small batch can be processed from start to finish with no waiting at each station.
        
        蜂窝制造Cellular manufacturing: A manufacturing process that produces families of parts within a single line or cell of machines controlled by operators who work only within the line or cell.
        
        工作单元 Work cell: Dissimilar machines grouped together into a production unit to produce a family of parts having similar routings.
        
        嵌套 Nesting: The act of combining several small processes to form one larger process.
      - Product-Based Layout
        
        A system that is set up for a limited range of similar products.
        
        a dedicated flow that minimizes materials handling between work centers by placing each workstation in the proper sequence.
      - Fixed-Position Layout
        
        Definition: Similar to project manufacturing, this type of manufacturing is mostly used for large, complex projects where the product remains in one location for its full assembly period or may move from location to location after considerable work and time are spent on it.
    - - Manufacturing Process and Philosophy
        
        Manufacturing process
        
        The series of operations performed upon material to convert it from the raw material or a semifinished state to a state of further completion.
        
        Manufacturing philosophy
        
        The set of guiding principles, driving forces, and ingrained attitudes that helpscommunicate goals, plans, and policies to all employees and that is reinforced through conscious and subconscious behavior within the manufacturing organization.
    - - Make-to-Stock
        
        Lead time can be very short / Customers are not able to make design decisions / high inventory costs.
      - Assemble-to-Order
        
        lead time is short, consisting only of assembly and shipping./ lower inventory costs than in a make-to-stock environment
      - Configure-to-Order(CTO)
        
        allows customers to configure a product, selecting from various features and options / lead time to nearly equal to that in a make-to-order environment.
      - Make-to-Order
        
        includes production, assembly, and shipping, so lead time is fairly long./
      - Engineer-to-Order
        
        extensive lead times
      - Remanufacturing
        
        reverse logistics/reused and recycled from worn-out products.
      - Hybrids and Subtypes
        
        definition: describe efforts to achieve the benefits of more than one method or to remove the limitations of a method.
        
        mass customization(usually considered to be a subset of (ATO) and (CTO))
        
        The creation of a high-volume product with large variety whose manufacturing cost is low due to the large volume, allowing customers to specify an exact model out of a large volume of possible end items
        
        postponement(常在ATO用)
        
        A product design, or supply chain strategy that deliberately delays final differentiation of a product (assembly, production, packaging, tagging, etc.) until the latest possible time in the process.
        
        package-to-order
        
        A production environment in which a good or service can be packaged after receipt of a customer order.
    - - Environments Differentiated by Volume, Variety, and Lead Time
        
        lead time
        
        Supplier lead time
        
        The amount of time that normally elapses between the time an order is received by a supplier and the time the order is shipped.
        
        Procurement lead time
        
        The time required to design a product, modify or design equipment, conduct market research, and obtain all necessary materials
        
        Purchasing lead time
        
        The total lead time required to obtain a purchased item. Included here are order preparation and release time; supplier lead time; transportation time; and receiving, inspection, and put-away time.
        
        Manufacturing lead time
        
        The total time required to manufacture an item, exclusive of lower-level purchasing lead time.
    - - Flow Process Types
        
        flow terminology
        
        Flow processing
        
        In process systems development, work flows from one workstation to another at a nearly constant rate and with no delays.
        
        Flow shop
        
        A form of manufacturing organization in which machines and operators handle a standard, usually uninterrupted, material flow.
        
        flow通常是生产standardized products，high volume, low variety
        
        Line flow / repetitive flow
        
        is used when the products being produced are discrete units, like cans of soda or cars.
        
        Repetitive manufacturing
        
        The repeated production of the same discrete products or families of products.
        
        Assembly line
        
        An assembly process in which equipment and work centers are laid out to follow the sequence in which raw materials and parts are assembled.
        
        Production line
        
        A series of pieces of equipment dedicated to the manufacture of a specific number of products or families.
        
        Batch flow
        
        starts out in large batches of material that are transformed into discrete end items, such as a batch of candy that starts in liquid form and ends as distinct items
        
        Continuous
        
        is used when the products being produced are liquids, liquid metals as in a foundry, or bulk solids like flour or pet food
        
        A production system in which the productive equipment is organized and sequenced according to the steps involved to produce the product
        
        Flow processes use a product-based layout.
      - Intermittent Process Types(many product design variants)
        
        a form of manufacturing in which the jobs pass through the functional departments in lots, and each lot may have a different routing.
        
        Intermittent Process Types
        
        a form of manufacturing in which the jobs pass through the functional departments in lots, and each lot may have a different routing.
        
        生产费时间，unbalanced workflows, different-sized orders, and long throughput times，difficult to schedule equipment capacities, and bottlenecks can form in different places.
        
        Work Center/job shop/intermittent manufacturing
        
        is organized around similar processes and usually involves smaller lots or batches
        
        Batch flow/lot manufacturing
        
        is a version of intermittent manufacturing for higher production volume.
        
        Intermittent processes might use fixed-position, functional, or cellular layouts.
      - Project Process Type
        
        Buildings, ships, aircraft, and other large, complex deliverables are produced using project manufacturing.
        
        Project management
        
        The use of skills and knowledge in coordinating the organizing, planning, scheduling, directing, controlling, monitoring, and evaluating of prescribed activities to ensure that the stated objectives of a project, manufactured good, or service are achieved.
        
        two key elements: time-delimited and unique deliverables
        
        a key project management tool for scheduling: Gantt chart
        
        The earliest and best-known type of planning and control chart, especially designed to show graphically the relationship between planned performance and actual performance over time
  - - - Key Performance Indicators (Including SCOR) P.137
        
        KPI: A financial or nonfinancial measure that is used to define and assess progress toward specific organizational goals and typically is tied to an organization’s strategy andbusiness stakeholders.
        
        Supply Chain Operations Reference (SCOR): describes the business activities associated with satisfying a customer’s demand, which include plan, source, make, deliver, return, and enable.
      - Balanced Scorecard
        
        Customer perspective: focused on their customers’ changing needs
        
        Business process perspective: measure the cost and efficiency of their processes and continually improve them.
        
        Financial perspective
        
        Innovation and learning perspective: spur investment in future growth and workforce maturity.
        
        Definition: A list of financial and operational measurements used to evaluate organizational or supply chain performance.
    - - Metrics to Measure Performance
        
        Strategic: Strategy sets the long-term direction of the organization. such as profitability, productivity, learning and growth, and market share.
        
        Tactical: Tactics turn strategy into discrete medium-term plans
        
        Operational: Operations are the daily activities of the organization.
        
        3个重要部分for metrics: performance criterion, performance standard(target value or goal), an actual result or measurement
  - - - Marketing Strategies
        
        Marketing strategy: The basic plan the marketing function expects to use to achieve its business and marketing objectives in a particular market. Includes marketing expenditures, marketing mix, and marketing allocation.
        
        Product: Product and service design to determine the combination of features that will make products into order qualifiers and some competitive differentiators that will hopefully make them into order winners
        
        Price involves determining the price at which the product will make the highest profit,
        
        Cost-Volume-Profit Analysis
        
        break-even point
        
        Place includes both where to sell products and what lead times to offer.
        
        Promotion types include sales promotions, advertising, sales incentives for salespersons or retailers, campaign management, and public relations.
    - - the distribution route, from raw materials through consumption, along which products travel.
    - - Market Segmentation
        
        Intermediate customers
        
        Ultimate customers
      - Supplier Segmentation
        
        Ideal relationship type
        
        Supplier capabilities
        
        Customization versus standardization
        
        Level of innovation
        
        Lead times
  - - - The Supply Chain
        
        Flow of information
        
        from left to right, returns flow in the opposite direction
        
        Flow of cash
        
        flow upstream. (Refunds are obviously the exception.)
        
        Flow of materials and services
        
        in both directions
      - Customer Expectations
        
        客户期望考虑方面：rapid design, product requirements, prices, specific lead times (the time from order to arrival), quality, delivery frequency, dependability, product and volume flexibility, and aesthetics.
        
        Order qualifiers
        
        Minimum customer expectations for lead times or other specifics
        
        Order winners
      - Government Regulations
      - Economic Conditions
      - Global and Domestic Competitors
        
        Competition due to the internet and the shipping container, among other innovations
    - - Company Vision, Mission, and Core Values
        
        Vision: The shared perception of the organization’s future — what the organization will achieve and a supporting philosophy
        
        Mission: The overall goal(s) for an organization set within the parameters of the business scope.
        
        Value: Principles that support the vision, culture, and beliefs of the organization.
      - Alignment with All Functional Strategies
        
        Horizontal alignment: cross-functional,
      - Functionally Oriented Organizations
        
        Sales and marketing
        
        Highest priority: customer service,
        
        Finance
        
        Highest priority: minimize inventory and physical assets, have high production efficiency to minimize costs.
        
        Cross-Functional Organizations
        
        value chainvanalysis
        
        an examination of all links a company uses to produce and deliver its products and services, starting from the origination point and continuing through delivery to the final customer.
        
        logistics
        
        risk management
      - Planning of Strategic Buffers
        
        7 “rights” of logistics: the right quantity of the right products and/or services to the right customer at the right time, the right place, the right cost, and the right quality level.
      - Strategy and the Role of Metrics
        
        strategic plan: The plan for how to marshal and determine actions to support the mission, goals, and objectives of an organization.
        
        Product differentiation
        
        Business plan: P34
        
        Integrated Measurement Model: P35
        
        Divisional: Balanced scorecard
        
        Functional: operations strategy and related high-level performance objectives. Such as speed, dependability, flexibility, quality, and cost
        
        Organization: Strategic goals
        
        Individual
  - - - Internal Influences:在公司自己的控制之下， the types of customers they want and the types of products
      - External Influences: 不在公司自己的控制之下，当地，全球竞争等等
    - - 4个大方向: human rights, labour, environment, anti-corruption
      - UNGC feedback loop 6个步骤: commit, assess, define, implement, measure, communicate
      - 3 key elements: governance, transparency, and engagement
      - UN Global Compact 10 Principles
    - - Sustainability: contributing to economic growth, environmental protection, and social progress
      - Social Responsibility: Commitment by top management to behave ethically and to contribute to community development
      - Ethics 道德:efforts to establish, promote, monitor, and maintain fair and honest standards throughout all interactions with every company stakeholder.
    - - Financial Compliance
      - Legal and Regulatory Compliance: compliance risk(遵守法律等), contract risk, Trademark/patent infringement, Bribery and corruption
      - Cost caused by noncompliancing with laws and regulations