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Ops management, MRP engine - Coggle Diagram

- - - - dertmine quantity and timing of purchase
      - Objective:
        How much to buy
        When to buy
        Ensure availibility
        maintian lowest inventory
        Input for scheduling
  - - - MPS - #
      - BOM - bill of material #
      - Material data #
      - Inventory #
  - - - Less or more
      - regenaration Vs Net change
        
        Regeneration - complete new run
        
        Net change - look the changes last week and this week
      - Hypersensitvity and nevevousness
        
        Number of action command | if high run frequently
    - - Lead time and other units should be in same metrics
- - - - Quantity
      - Variety
      - Flow
        
        sequence / type
      - Types of production system
        
        Continues / process won't stop
        
        EX: petrolium
        
        Consideration / optiizations
        
        Flow rate determin capacisty
        
        Bottlenecjs easuly identifiable
        
        maximize througput
        
        stop - start inefficient
        
        no buffer
        
        failure intermediate - impact
        
        unique
        
        project
        
        Intermitternt / have a break in the middle
        
        batch
        
        Ex: consumer goods
        
        Job
        
        Ex: Job shop
        
        Ex: Vanila / Chocolates ice cream
        
        Mass production / ford car
        
        Discrete products / individual units
        
        number of variation low / no sudden change
        
        Assembly line
        
        Ex: Ford mass production
        
        Flow
        
        Line
- - - - sequence
    - - Celler / group of product
  - - - Absoulute necessary
      - Especially important
      - Important
      - Ordinary closess
      - Un-neceessry proximity
      - Avoid closeness
- - - - Q of design
      - Q in manufacturing
  - - - customer - target and customer
      - Benchmark
      - Reserse engineering
      - Suppliers, Employees & other stakeholders
- - - - Demand managment
        
        Why?
        
        Demand plan
        
        Manipulative / regulatory
        
        Ex: petroleum these day
        
        Should be done by cross functional team
        
        Demand forcast is part of demand planing
        
        forecast on a rage
        
        Methods
        
        Quantitative
        
        Data
        
        Mathematical model
        
        4 more items...
        
        Qualitative
        
        Opinions
        
        Experts
        
        2 more items...
        
        Salse force
        
        1 more item...
        
        Customer
        
        2 more items...
        
        Causal / Casue and effect
        
        Iddentify the varaible cause demand
        
        EX: Rise and fall of complementary products
        
        Ex: breakdown of ur competitor plant
        
        Nature of forecast - Rules
        
        Forecast is always wrong
        
        Aggregate FC accurate than detaled
        
        Short term FC more accurate than long term
        
        Four step process
        
        Plan
        
        2.communicate
        
        3.shape / influance
        
        4.priority
        
        prioritize depend on goal
        Fuck don't lose ur ustomer
        Ex: milk supply is less -> what should do
        gonna make yougut (high profit) or fresh milk (low profit)
        
        Marketing campaign to improve forecasts
        Market mix
        Pricing strategies
        
        MPS
        Sales targets
        Sales and ops
        
        Sales forecast
        Prod availability
        Busines goals
        
        Ex: News paper / Yought
        
        Demand pattern
        
        additive - accelerating heart beat
        
        seasonal - heartbeat
        
        multupicative growing heart beat -
        
        Demand decomposistion
        
        Baseline
        
        Trend
        
        Seasonilty
        
        Seasnality
  - - - Capacity
        
        Attributes
        
        Difficult / Unique -> many constraint
        
        measuring
        
        rated capacisty
        
        demonstrated
        
        theoretical
        
        Ex: pediapro milk powder
      - Materials
        
        material requirment planning
      - Strategies
        
        Pure strategy
        
        Level
        
        Chase : going with the demand
        
        short shelf type products
        
        hybrid : out source when demand is high
- - - - Inbound Logistics
      - Procurement materials
      - Cost
    - - Automated / Labor intense
      - Own / third party
      - Convert to finish good
    - - Customer service
        
        Customer service is more broder in supply chain
        
        Measuring customer service
      - Warehousing
      - Out bound delivery
      - logistic
    - - Demand
      - Capacity
      - Distribution
      - Inventory
      - Return
      - *case: supply chain of online business
      - Master production scheduling
        
        Frontend
        
        Demand / Resources
        
        Back end
        
        Shop floor / Supplier system
        
        Planning engine / Algorithm, manual
        
        Capacity
        
        Material
  - - - Waiting preference
      - Level of customization
    - - Make to Stock - no waiting time / no customization
        
        No waiting time
        Risky - obsolete
        Standard product
      - Make to order
        
        Customized
        High lead time
        Raw materials need to plan ahead
        less manufacturing buffer
        clock ticking
        Inefficient
      - Assemble to order
        
        Customization
        Varity of option, fast delivery
        Ex Dell online order
- - - - System of approch
        
        Org/ Sys exisit for a purpose
        
        Purpose is better achived linking indedpent elemts
        
        Sys owner dermines the purpose
        
        Linked
        
        The metric = Strenght of the chain
        
        Improve weekest link
        
        Total improvement of improvment of weakest link
      - Traditional approch
        
        Localized optmization
        
        The metric = total weight = cost
        
        decrese wirhgt of link - impact end goal
        
        Sum of total improvement
      - TOC approch - 5 step
        
        Know the system constraint
        
        2.Decide how to exploit constraint
        
        3.Subbordinate everything to constraint / bottleneck is highest priorty
        
        Elevate constraint
        
        Prevent inertia / more demand, can't say no -> go to setp 1
      - Drum buffer rope
        
        Drum- the beat / Takt time
        
        Buffer before constraint - no starving
        
        Rope - Com channels on pull
      - Activieis in series -> lowset will govern
    - - determine avaliable capacity of resources - optimal way of match demand
      - Utilize / oprtimize
      - Balcne customer service / capacisty / inventory
    - - Long range
        
        Capacity leads - module
        
        Capacity lags
        
        Capacity leads | one step expansion
        
        Avarage
    - - Rationale
        
        How much you will use
        
        How much of of output
      - Efficiency
        
        High utilization give better efficiency
      - measuring capcity
        
        Design capacity
        
        Effective capacity
        
        Rated
        
        Demonstrated
    - - Short term planning use demonstrated capacity