We have a simple, but little complicated way for scheduling. We came up with this method because we don't have a full time scheduler or good production standards for all of our parts.
Here's the simple part:
We set up all of our resources to have infinite capacity. The calendar on the resources are set to 5 days a week, 20 hours a day. This way 100 hours = 1 week and we schedule in the past.
On the master methods we add most of our lead time to the very first operation on the methods and tie all of our materials to the first operation. If a part is going to take 2 weeks in our shop then our production standard on our first operation is 200 fixed hours. If it's going to take 12 weeks then it's 1200 hours. If a job will take 2 weeks in our shop, accounting for machine time and the time the parts are going to sit waiting for a machine to open up, then our material is due in our shop 2 weeks before we have to ship the parts.
Here's the more complicated part:
Engineering doesn't know how long the parts are going to take to manufacture in our shop, production control does.
We added a number field to the part plant table. This number field is the lead time for the parts. When the methods are checked in, a BPM automatically sums all the production standards and days out for the part and puts this number into the partplant.number01 field. Production control can now change that number as needed. If it was originally set to 50 hours and production control knows it will take us 3 weeks to machine the parts then he'll change the partplant.number01 field to 300 hours. A BPM will automatically change the production standard on the first operation of the methods so that the total production hours for the methods is 300 hours.
This has worked great for us. We have assemblies with 300+ subassemblies and 5 or 6 levels deep... each subassembly is scheduled to have materials in on a very realistic date.
Marco Vissuet
Systems Engineering
Pacific Contours Corporation
Office (619) 670-3900
Fax (619) 670-1643
marcov@...<mailto:marcov@...>
http://www.pacificcontours.com/
"The information contained herein may be subject to the International Traffic in Arms Regulations (ITAR) Warning: - This document contains data whose export is restricted by the Arms Export Control Act (Title 22, U.S.C., Sec 2751, et seq.) as amended, or the Export Administration Act (Title 50, U.S.C., App 2401 et seq.) as amended. Violations of these export laws are subject to severe criminal and civil penalties. Disseminate in accordance with provisions of DoD Directive 5230.25.
From: vantage@yahoogroups.com [mailto:vantage@yahoogroups.com] On Behalf Of Lisser, Jennifer
Sent: Friday, February 10, 2012 6:02 AM
To: vantage@yahoogroups.com
Subject: [Vantage] Re: MRP settings: Need Planning Guru help!
Our company is doing a workaround by having q-time adder resources. When they know they need material in a couple days (or more) before the due date they will add this resource group. Within that group are various resources that add anywhere from 10-100 hours. It is a manual process but has been worth it in our situation to get the shipment out in time to the customer.
[Non-text portions of this message have been removed]
[Non-text portions of this message have been removed]
Here's the simple part:
We set up all of our resources to have infinite capacity. The calendar on the resources are set to 5 days a week, 20 hours a day. This way 100 hours = 1 week and we schedule in the past.
On the master methods we add most of our lead time to the very first operation on the methods and tie all of our materials to the first operation. If a part is going to take 2 weeks in our shop then our production standard on our first operation is 200 fixed hours. If it's going to take 12 weeks then it's 1200 hours. If a job will take 2 weeks in our shop, accounting for machine time and the time the parts are going to sit waiting for a machine to open up, then our material is due in our shop 2 weeks before we have to ship the parts.
Here's the more complicated part:
Engineering doesn't know how long the parts are going to take to manufacture in our shop, production control does.
We added a number field to the part plant table. This number field is the lead time for the parts. When the methods are checked in, a BPM automatically sums all the production standards and days out for the part and puts this number into the partplant.number01 field. Production control can now change that number as needed. If it was originally set to 50 hours and production control knows it will take us 3 weeks to machine the parts then he'll change the partplant.number01 field to 300 hours. A BPM will automatically change the production standard on the first operation of the methods so that the total production hours for the methods is 300 hours.
This has worked great for us. We have assemblies with 300+ subassemblies and 5 or 6 levels deep... each subassembly is scheduled to have materials in on a very realistic date.
Marco Vissuet
Systems Engineering
Pacific Contours Corporation
Office (619) 670-3900
Fax (619) 670-1643
marcov@...<mailto:marcov@...>
http://www.pacificcontours.com/
"The information contained herein may be subject to the International Traffic in Arms Regulations (ITAR) Warning: - This document contains data whose export is restricted by the Arms Export Control Act (Title 22, U.S.C., Sec 2751, et seq.) as amended, or the Export Administration Act (Title 50, U.S.C., App 2401 et seq.) as amended. Violations of these export laws are subject to severe criminal and civil penalties. Disseminate in accordance with provisions of DoD Directive 5230.25.
From: vantage@yahoogroups.com [mailto:vantage@yahoogroups.com] On Behalf Of Lisser, Jennifer
Sent: Friday, February 10, 2012 6:02 AM
To: vantage@yahoogroups.com
Subject: [Vantage] Re: MRP settings: Need Planning Guru help!
Our company is doing a workaround by having q-time adder resources. When they know they need material in a couple days (or more) before the due date they will add this resource group. Within that group are various resources that add anywhere from 10-100 hours. It is a manual process but has been worth it in our situation to get the shipment out in time to the customer.
[Non-text portions of this message have been removed]
[Non-text portions of this message have been removed]