CHAPTER 3 : MASTER PRODUCTION SCHEDULING (MPS)

Chapter yang seterusnya ialah chapter 3 yang akan membincangkan tenteng Master Production Schedule (MPS).

MPS is a vital link in production planning system that:

• forms link between production planning and what will actually build.
• forms basics calculating capacity and resources needed.
• drive material requirements plan.
• keeps priorities valid. It also a priority plan for manufacturing.

The information that needed to develop this MPS is:

1) production plan

2) forecasts for individual end items

3) actual orders received from customers and for stock replenishment

4) Inventory levels for individual end items

5) capacity restraints

The objectives in developing an MPS are:

• to maintain desired level of customer service by maintaining finished goods inventory level or scheduling to meet customer delivery requirement
• to make the best use of material, labor, and equipment
• to maintain inventory investment at the required level

PROBLEMS

1) 

Opening Inventory = 50 Dozen

Lot Size = 100 Dozen

Week	1	2	3	4	5	6	Total
Forecast	75	50	30	40	70	20	285
PAB      50 (Ending Inventory)	75	25	95	55	85	65	400
MPS (Production)	100	-	100	-	100	-	300

Ending Inventory =  Opening Inventory + Production - demand
             1            = 50 + 100 - 75 = 75
             2            = 75 + 100 - 50 = 125 - 100 = 25
             3            = 25 + 100 - 30 = 95
             4            = 95 + 100 - 40 = 155 -100 = 55
             5            = 55 + 100 - 70 = 85
             6            = 85 + 100 - 20 = 165 -100 = 65

2)
Opening Inventory = 500 Units
Ending Inventory = 300 Units
Production Leveled = 250 per week

Week	1	2	3	4	Total
Forecast	300	350	300	250	1200
PAB          500	450	350	300	300	1400
Production Plan	250	250	250	250	1000

PAB = Opening Inventory + Production - Forecast Demand
   1    = 500 + 250 - 300 = 450
   2    = 450 + 250 - 350 = 350
   3    = 350 + 250 - 300 = 300
   4    = 300 + 250 - 250 = 300

Week	1	2	3	4	Total
Forecast	200	300	100	100	700
PAB         200	250	200	100	250	800
MPS	250	250	-	250	750

PAB = Opening Inventory + Production - Forecast Demand
    1   = 200 + 250 - 200 = 250
    2   = 250 + 250 - 300 = 200
    3   = 200 + 250 - 100 = 350 - 250 = 100
    4   = 100 + 250 - 100 = 250

Week	1	2	3	4	Total
Forecast	100	50	200	150	500
PAB        300	200	150	200	50	600
MPS	-	-	250	-	250

PAB = Opening Inventory + Production - Forecast Demand
    1   = 300 + 250 - 100 = 450 - 250 = 200
    2   = 200 + 250 - 50   = 400 - 250 = 150
    3   = 150 + 250 - 200 = 200
    4   = 200 + 250 - 150 = 300 - 250 = 50

3)
Opening Inventory = 270 Units
Ending Inventory = 150 Units

Production

Quarter	1	2	3	4	Total
Forecast Sales	220	300	200	200	920
PAB        270	250	150	150	150	700
Production Plan	200	200	200	200	800

Total Production = ∑ Forecast Demand + Ending Inventory - Opening Inventory
                          = 920 + 150 - 270 = 800 Units
Average Total Production = 800 / 4 = 200 Units

PAB = Opening Inventory + Production - Forecast Demand
   1    = 270 + 200 - 220 = 250
   2    = 250 + 200 - 300 = 150
   3    = 150 + 200 - 200 = 150
   4    = 150 + 200 - 200 = 150

Mail Box A. Lot size = 200

Quarter	1	2	3	4	Total
Forecast Sales	120	180	100	120	520
PAB            120	0	20	120	0	140
Production Plan	-	200	200	-	400

PAB = Opening Inventory + Production - Forecast Demand
   1   = 120 + 200 - 120 = 200 -200 = 0
   2   = 0     + 200 - 180 = 20
   3   = 20   + 200 - 100 = 120
   4   = 120 + 200 -120 = 200 - 200 = 0

Mail Box B. Lot Size = 200

Quarter	1	2	3	4	Total
Forecast Sales	100	120	100	80	400
PAB            150	250	130	30	150	560
Production Plan	200	-	-	200	400

PAB = Opening Inventory + Production - Forecast Demand
   1    = 150 + 200 - 100 = 250
   2    = 250 + 200 - 120 = 330 - 200 = 130
   3    = 130 + 200 - 100 = 230 - 200 = 30
   4    = 30   + 200 - 80   = 150