Scheduling
Engineering Change Management[1]
Engineering Change Control[2]
Time Phased Replacement [3]
Immidiate Replacement [4]
Interplant Requirements [5]
Resource Bills [6]
Available Capacity[7]
Selecting the Unit of Measure[8]
Determining Available Capacity[9]
Establishing the Planning Time Fence and Horizon[10]
Product Structure Effect on MPS Level :                  The first consideration is whether to master schedule at the final product level as in normal asembly business. The second choice is whether to use a family bill for  range of end items such as a set of screwdrivers.                                            The third method is to master schedule at the main module level when customer options and configurations are offered .This involves the use of percentage billd to forecast the individual option requirements fronm the overall forecast.
Multilevel MPS[11]
Level Scheduling  [12]
Pegging[13]
Rough-Cut Capacity Planning [14]
Projected Available Balance[15]
Scrap Quantity[16]
Scrap Percentage (shrinkage factor)[17]
Component Scrap (scrap factor)[18]
Preventive Maintenance Schedule Integrated with Production schedule . Preventive maintenance needs to be planned into the production schedule[19]
Rescheduling Management[20]
Changing Capacity Management
Types of Capacity                                                               * Labor                                                                * Equipment                                                         * Tools / Fixtures
Resolving Capacity limitations                               *Alter the Routing                                                 * Alter Order Quantity                                           * Work extra hours                                               * Move the Work Force                                         *Sub- Contract
Firm Planned Orders[21]
Scheduling of work [22]
Loading of Work[23]
Operation Dates[24]
Track Work-in-Progress[25]
Accept Detailed Recording [26]
Dispatch System[27]
Status and Production Reporting [28]
Customer Service[29]
Make to Stock[30]
Assemble to Order[31]
Make to Order[32]
Engineer to Order[33]
Infinite Capacity Loading [34]
Backward Loading [35]
Dispatch List[36]
[1]
Enas refaat:
Our bills of material are an essential part of an MRP system. It is in the bill that we define what our products are.  In any on-going business, our produts will be continually changing in some form or other and so it is essential that we have an organized procedure for implementing changes.The whole question of the oganization of engineering changes brings two questions to mind. First who authorizes the change and secondally, who implements the change.
[2]
Enas refaat:
This is the text book  approach to managing engineering and bill of material changes, and it works. The concept of this approach is that a senior man in the organization chairs the enginering change order board.  He then has beneath him a group of departmental heads on the board.  The engineering change note controller is usually a clerck who does'nt need great technical knowledge of the products. Anyone can request a change, but the rules are that with any request for a change, the full documentation backup must be provided.  the engineering change note controller then sends copies of each proposed change to each of the department heads on the engineering change order board.  At the change note meeting, each member is expected to have prepard answers for each change note theyhave received.  Thus a decision can be made in an organized manner.
[3]
Enas refaat:
This is a normal way of implemeting a change. After investigating the change itself, it is found that we want to use up a certain amount of our existing stock,with specific Process changes. As the new item will only be available after purchase order have been placed, it is decided to implement the chage at some date in the future.  That date is important as the part that is to be phased out will have that date put in the "outfield"  and the new part will be added with the future date entered in the "in-field".  MRP will now plan for the exsiting part to be continued to be used for kitting up to that date and will then plan for the new part from that date on, and not use the old part any longer.
[4]
Enas refaat:
This is normally used for a safty problem on a high failure problem with our cusomers, so it is decreed that no more product is to be moved out of the factory untill the changes in the components and processes are activated.  To do this the part number to be phased out has today's date put in the out field, the new part is added to the bill with today's date. MRP will then plan from today on for the new part to be applicable.  If there is insufficient stock, the kits will not be complete from the stores and we will have to wait untill the material has been obtained before we can continue with the build program. This is obviouslly only used in severe cases.
[5]
These are typically demands from one division of a company on another.
They can either be components, sub-assemblies or finished products.  When divisions operate an MRP system, it is not unsusal for a planned order release from the customer division to be entered directly into the "supplier" divisions's system.
[6]
Enas refaat:
A bill of resources is defined as a listing of a required capacity and key resources needed to manufacture one unit of a selected item or family.  Rough-cut capacity planning uses these bills to calculate the approximate capacity requirements of the master production schedule.  Resource planning may use a form of this bill.
[7]
Enas refaat:
The amount of capacity available is stored in the work center file or resource file. The question that arises is, what is the realistic capacity in standard hours available.  A theroritical number is not much use in the real world, and the term used for the practical capacity is demonstrated capacity .
[8]
Enas refaat:
This is often one of the most difficult and controversial decisions to make when first introducing a master sechedule.  The units used in the master schedule depends on, should you be master scheduling at the finished product level or one level down at the major modules and then use a final assembly schedule (FAS) for the build to customer orders?
[9]
Enas refaat:
There are two ways of establishing the available capacity for a resource.
Demonestrated Capacity
Measuring capacity is determing the actual output product.  This is called "demonstrated capacity" and should be used for work center capacity.
 Demonstrated capacity is the capacity that has been proven time and time again, it is not just the standard hours that can be produced, but the standard hours that have been produced repeatedly.
Calculating Capacity
This is determing what the capacity should be and is called "rated capacity". It should only be used to state the available capacity untill work has been produced and actual demonstrated capacity is available 
[10]
Enas refaat:
The horizon used by the master sechedule must be practical.  As we are using the master schedule to plan our manufacturing and material purchases, the master schedule must cover their combined lead times at least (manufactuing and purchasing).  This is known as cumulative lead time .  It starts at the completion date of the final product and works backwards to establish when the planner must start planning. the first item of raw material.    
[11]
Enas refaat:
When establishing at what level to master schedule it is often found necessary to provide control both at the final product level and at a lower level.  This could occur when a finished product is produced and master scheduled, and uses a sub-assembly for which there is a marketing forecast and spares sales.  This is typical of the domestic appliance business, for example, the pump on a washing machine.
[12]
Enas refaat:
The concept of level scheduling is to have a balanced work load every day of the week for production.  If the same items are built each day then tne advantages are even greater.  For example, if you do produce exactly the same every day then your component manufacturing work centers need to produce the same every day, as do your suppliers.
[13]
Enas refaat:
APICS defines pegging as - in MRP and MPS, the capability to identify for a given item the sources of its gross requirements and/or allocations.  Pegging can be thought of as active where used information.
[14]
Enas refaat:
Rough -Cut Capacity Planning is part of long range
 capacity management.  When the production plan is converted into MPS items the monthly quantities are also broken down into quantities with a precise requirement date.  It is unlikely a good balance will be created at the first attempt. A series of trials should be run to sort out the firm MPS.
[15]
Enas refaat:
The projected available balance is a calculation of what the stock on hand will be at the end of future periods if the assumptions made are met.  The assumptions made are that stock will be received in the correct quantity on the exact date and the isssues will be as anticipated.
[16]
Enas refaat:
This is a scrap allowance made to cover set up scrap, which is entered as a quantity in an item master field.  The concept is that  each time you make a quantity, a certin amount of the product is wasted during the set-up process.  The quantity is not related to the order size but is once per order. Typical cases of this are in the printing industry where they need to ensure the colors are the right shade so they will print a small amount   and then check , rectify and print some more and eventually when they are satisfied, they can then start the actual poduction run.  They need to plan for the material which is used during this process.
[17]
Enas refaat:
This is entered in the item master as a percentage.  The concept is that a certain percentage of this item is always scrapped during the manufacturing process.  Thus additional quantities of its material will be needed to cover that being scraped during the manufacturing process either the order quantity or the gross requirement is inflated by the scrap percentage.
[18]
Enas refaat:
This type of scrap allowance is where one part is found to be scraped more when used on one particular type of assembly than other.  Thus it needs to be identified on the bill of material product structure record as a perentage.  This way the requirement is inflated only by the percentage needed depending upon where it is to be used
[19]
Enas refaat:
Unplanned downtime of equipment is likely to cause planned work to become overdue.  If it is not possible for the manufacturing orders to "catch up" the original schedule, they could affect the validity of the MPS unless they are rescheduled, and cause the shipments to customers.
In an effort to prevent or reduce this problem the concept of preventive maintenance is introduced. 
[20]
Enas refaat:
As a principle the MPS must be kept as firm as possible, and every effort must be made to avoid rescheduling the MPS. 
[21]
Enas refaat:
It is defined as a planned order that is fixed for time and quantity.  The computer cannot reschedule it but will give reschedule message.  The master production sechedule is normally stated in firm planned orders and scheduled receipts.
The firm planned order is exploded by MRP to create the next level down gross requirement. 
[22]
ghannam:
Determing the priority of operations to be performed
[23]
ghannam:
Determune the volume that an operation can cope with
[24]
ghannam:
deciding on a start and finish time for each operation
[25]
ghannam:
Identify the status of released work orders,Batch, and the material on the shopfloor
[26]
ghannam:
Recording the jobs that seem to offer the greatest scope of improvement, or which are causing bottle-necks,delays,or problems in the operation.
[27]
ghannam:
Scheduling and rescheduling is based on a set of dispatching rules to satisfy selected objectives,which might be:minimizing average idle time of the machines,minimizing the average lateness of jobs,maximizing fraction of jobs completed on time,....etc.
[28]
ghannam:
It is a measure for the :The budgeted cost of work scheduled,the budgeted cost of work performed,the actual cost of work performed
[29]
ghannam:
Customer service is defined as the ability of a company to address the needs, inquiries, and requests from customers, or a measure of the delivery of a product to the customer at the time the customer specified. Service level is defined as the percentage of times a demand is satisfied when placed.  A service level of  90%  accepts that for every 100 demands for an item, 10 will not be satisfied
[30]
Enas refaat:
A make-to-stock company is one where products can be and usually are finished before receipt of a customer order.  Customer orders are typically filled from existing stocks, and production orders are used to replenish stocks.
[31]
Enas refaat:
This approach is one typr of make to order that is often put into a separate category.
It is defined as a make-to-order product for which key components (bulk, semifinished, intermediate, subassembly, fabricated, purchased, packaging etc) used in the assembly or finishing process are planned and stocked in anticipation of a customer order.  Receipt of an order initiates assembly of the finished products.  This is quite useful where a large number of finished products can be assembled from common components.
[32]
Enas refaat:
A make to order product is one that is finished after receipt of a customer's order. The final product is usually a combination of standard items and items custom designed to meet the special needs of the customer.  Frequently long lead time components are planned prior to the order arriving in order to reduce the delivey time to the customer.  Where options or other sub assemblies are stocked prior to customer orders arriving, the term "assemble to order" is frequently used"
[33]
Enas refaat:
Engineer to order is defined as products whose customer specifications require unique engineering design, significant customization or new purchased material. Each customer order results in a unique set of part numbers, bills of material and routings
[34]
Enas refaat:
Infinite loading is defined by APICS as the calculation of the capacity required at work centers in the time periods required regardless of the capacity available to perfoem this work
[35]
Enas refaat:
  Backward loading works on the principle that an order must be completed on its due date.  It calculates backwards from the order due date through  each operation.  this means that the work is shown in  the schedule on the date it is to be completed. 
[36]
Enas refaat:
The planner has the responsibility to ensure that the right work is performed at the right time to enable the next level of assembly or manufacture to take place in line with the requirements to meet the MPS.  He must in conjunction with manufacturing supervision and if necessary , the master scheduler revise dates where overloads occure in certain periods.  This may mean altering delivery dates to customers as a last resort. We know that overall the work should fit because of the checks that were carried out at the resource requiremnets planning level and the balancing by the master scheduler using rough cut capacity planning.  The balance may be out at the lower level due to the varied lead times on the different manufacturing orders, thus creating overloads and under-loading on the work centers in any one time period