Apics Exam 1 Bscm- Wb Session 5

Front 1

In ___, the execution and control phase of the MPC begins

Back 1

PAC

Front 2

the best practice is to determine the availability of resources using CRP before the release of the planned order

Back 2

True

Front 3

two major components of defining capacity

Back 3

1. the capacity of the system to perform expect function

2. capacity of the worker, machine, work center, plant, or organization as measure in the output per time period

Front 4

Steps to Capacity Planning Process (which takes place at all levels of capacity planning- from S&OP to MRP)

Back 4

1. determine the capacity avialable

2. translate the priority plan in to th capacity required for each time period

3. sum up the capacities for each time period required for each resource in order to compare to capacity available

4. resolve differences for each time period

Front 5

demonstrated capacity

Back 5

Calculated by historial data

Front 6

rated capacity

Back 6

based on available time, utilization, efficiency

Front 7

Available time EQN

Back 7

Available time (hours)= number of machinesx hours a day x days a week

Front 8

Utilization

Back 8

Compares hours actually worked to available hours? A percentage. Adjusts the available time. determined from history or sample data. EQN:

Utilization= hours actually worked/available hoursx100%

Front 9

Efficiency

Back 9

a measure of the actual output compared to the standard expected output.

efficiency= standard hours of work/hours actually worked x100%

Front 10

Rated Capacity

Back 10

A measure of the output that can be expected of a resource or system such as a work center.

RC (standard hours)= available time x utilization x efficiency

Front 11

Demonstrated Capacity

Back 11

demonstrated capacity based on actual past performance data. the result is an average capacity. formula:

DC (standard hours)= [sum of standard hours for n past periods]/[n past periods]

Front 12

Load

Back 12

Capacity requirements generated by the priority planning system. steps to calculate load:

1. component requirements are generated by MRP

2. component requirements converted to operation rime required at each work center. operation time per work order= number of pieces x run time per piece + set up time

3. operation times are allocated- scheduling operations

4. Add the load placed by all orders in each period to calculate load.

Front 13

5 components of manufacturing lead time

Back 13

1. queue- time before operation begins

2. setup

3. run

4. wait- time waiting after operation ends

5. move- moving materials between operations

Front 14

CRP process summary

Back 14

1. scheduling orders simulation

2. establishing load profiles (visual graph that shows available capacity and the actual load that is being done to see where there is more capacity available)

3. resolve differences

*the goals is not too do real scheduling (done later) but to determine the load by doing backward scheduling.

Front 15

Capacity Control

Back 15

the capacity management process that monitors actual versus planned output and takes corrective action to get back on plan if there is variance

Front 16

Objectives of PAC

Back 16

1. execute the MPS and MRP

2. optimize use of resources

3. minimize work in progress

4. maintain customer service

Front 17

PAC functions

Back 17

1. plan/replan

2. implement

3. control (beings once shop order has been released and operation begins)

Front 18

Priority Control

Back 18

Rank shop orders in a dispatch list to establish their priority in the sequence of orders that require capacity from a work center

Front 19

4 basic scheduling techniques

Back 19

used by schedulers as part of the PAC function

1. forward scheduling

2. backward scheduling

3. infinite loading

4. finite loading

see 5-50 for visuals.

Front 20

forward scheduling

Back 20

activites are scheduled from a known start date to a known finish date.

see 5-50 for visuals.

Front 21

backward scheduling

Back 21

activites are scheduled backward from a known due date

see 5-50 for visuals.

Front 22

infinite loading

Back 22

assumes that capacity is infinite at any work center

see 5-50 for visuals.

Front 23

finite loading

Back 23

assumes there is a definite limit to capacity at any work center.

see 5-50 for visuals.

Front 24

APS

Back 24

Advanced Planning Scheduling

Front 25

Rope

Back 25

communicates schedule of RM release at the beginning in order to ensure that the bottleneck is never idle

Front 26

Time buffer

Back 26

the lead time plus some safety time to allow for WIP to accumulate at the bottle neck. this is the time from the release of materials to receipt of WIP at bottleneck.

Front 27

shop order packet

Back 27

must contain all information needed by manufacturing to make the item. to see a list of these things see 5-55

Front 28

Dispatching rules

Back 28

see page 5-59 for table of some

Front 29

critical ratio

Back 29

CR. commonly used dispatching rule. it will be less than 1 if the time remaining is less than the work remaining- aka an order will be late. the lower the CR, the later the order. jobs can be sequenced using this value.

CR= time remaining/work remaining

Front 30

Input/output control EQN's

Back 30

backlog= previous backlog+input-output

cumulative variance= previous variance +actual-planned

practice on 5-61

Front 31

flow control

Back 31

used to control material in a continuous manufacturing system