Proud, John F. <br/><br/>
Master planning and scheduling: an essential guide to competitive manufacturing 

 - 4th 
 - New Jersey  John Wiley & Sons, Inc.  2022 
 - xlii, 917 p. 
<br/><br/>TABLE OF CONTENTS<br/> Acknowledgments xxiii<br/><br/>Foreword xxix<br/><br/>Introduction xxxi<br/><br/>Initial Thoughts xxxix<br/><br/>1 Chaos in Manufacturing 1<br/><br/>Problems in Manufacturing 2<br/><br/>And the Solutions 7<br/><br/>Getting Out of the Overloaded Master Plan and/or Master Schedule 16<br/><br/>Rescheduling the Overloaded Master Plan and/or Master Schedule 19<br/><br/>2 Why Master Planning and Scheduling 25<br/><br/>The Four Cornerstones of a Manufacturing Business 25<br/><br/>Between Strategy and Execution 27<br/><br/>What Is a Master Plan versus a Master Schedule? 31<br/><br/>Maximizing, Minimizing, and Optimizing 32<br/><br/>Objectives of Master Planning and Scheduling (If You Don’t Know Where You’re Going, Any Road Will Get You There) 33<br/><br/>Challenges for the Master Planner and Master Scheduler 35<br/><br/>Principles of Master Planning and Scheduling 37<br/><br/>MPS, MRPII, ERP, SCM, and ITP 39<br/><br/>Finding the Diamond in the Rough—Why It’s Important 58<br/><br/>The Four Cornerstones of Manufacturing Revisited 67<br/><br/>Four Levels of Planning (Sometimes Use Only Three) 68<br/><br/>Why Master Planning and Scheduling Is a Must in Business Excellence 74<br/><br/>3 The Mechanics of Master Planning and Scheduling 79<br/><br/>The Importance of Master Planning and Scheduling 79<br/><br/>The Master Planning and Scheduling Matrices 80<br/><br/>Master Scheduling in Action 87<br/><br/>Why and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling 92<br/><br/>The What, Why, and How of Safety Stock 99<br/><br/>Additional Material Planning Techniques 103<br/><br/>Maintaining Demand/Supply Balance Inside the Planning Time Fence 107<br/><br/>Master Plan and Schedule Design Criteria 113<br/><br/>So, What’s Next? 115<br/><br/>4 Managing the Supply Chain with Master Planning and Scheduling 117<br/><br/>The Master Planner’s and Master Scheduler’s Job 119<br/><br/>Exception-Driven Action Messages 125<br/><br/>Six (Sometimes Seven) Key Questions to Answer 129<br/><br/>Answering the Six (or Seven) Questions 133<br/><br/>Time Zones as Aids to Decision Making 134<br/><br/>Planning Within Master Planning and Scheduling Policy 138<br/><br/>No Past Dues 141<br/><br/>Managing with Planning Time Fences 142<br/><br/>Load-Leveling in Manufacturing 147<br/><br/>Lean Manufacturing and Continuous Improvement 150<br/><br/>Mixed-Model Scheduling 151<br/><br/>Planned Plant Shutdowns 154<br/><br/>5 Using the MPS Output for Make-to-Stock Products 159<br/><br/>The Master Schedule Screens 160<br/><br/>Working Make-to-Stock Master Scheduled Items 168<br/><br/>Time Phasing the Bills-of-Material 170<br/><br/>Understanding Exception-Driven Action Messages 172<br/><br/>Bridging Data and Judgment 180<br/><br/>The Seven Key Questions Revisited 184<br/><br/>Scheduling in a World of Many Schedules 185<br/><br/>From Master Planning and Scheduling to Time-Phased Material Requirements Planning 194<br/><br/>From Master Planning to Master Scheduling (It’s Called Master Planning and Scheduling) 199<br/><br/>6 Where and What to Master Plan and Master Schedule 203<br/><br/>Manufacturing Strategies Defined 204<br/><br/>Choosing the Right Manufacturing Strategy 206<br/><br/>Master Planning, Master Scheduling, and Product Structures 210<br/><br/>Multilevel Master Planning and Scheduling 213<br/><br/>Ensuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated 216<br/><br/>Master Scheduling Capacities, Activities, and Events 224<br/><br/>7 Scheduling in a Flow Environment 227<br/><br/>Different Manufacturing Environments 228<br/><br/>Similarities Between Intermittent and Flow Environments 232<br/><br/>Product Definition 236<br/><br/>The Planning Process 239<br/><br/>Process Company Using Rough Cut Capacity Planning: An Extended Example 244<br/><br/>Catalysts and Recovered Material 250<br/><br/>Production Line Scheduling 251<br/><br/>Planning Multiplant Workloads 252<br/><br/>8 Planning Bills 255<br/><br/>The Overly Complex Bill-of-Material 257<br/><br/>Anatomy of a Planning Bill 266<br/><br/>Creating Demand at the Master Planning and Scheduling Level 271<br/><br/>9 Two-Level MPS Coupled with Other Advanced Techniques 277<br/><br/>The Backlog Curve 277<br/><br/>Identifying Demand 281<br/><br/>Creating the Master Plan and/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy 288<br/><br/>Option Overplanning 292<br/><br/>Calculating Projected Available Balance for Pseudo Items 294<br/><br/>Calculating Available-to-Promise 295<br/><br/>Using Available-to-Promise to Commit Customer Orders 297<br/><br/>Changes in Projected Available Balance 303<br/><br/>Option Overplanning for Products in the Make-to-Stock Environment 305<br/><br/>Master Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison 309<br/><br/>10 Using MPS Output for Make-to-Order Products 313<br/><br/>Using Planning Bills to Simplify Option Scheduling 315<br/><br/>The Scheduling Process 317<br/><br/>Master Scheduling Common Components 321<br/><br/>Analyzing the Detail Data 325<br/><br/>Balancing the Sold-Out Zone for Common Components 326<br/><br/>Handling Abnormal Demand 328<br/><br/>Action Messages 330<br/><br/>Working the Pseudo Options 330<br/><br/>Master Scheduling Purchased Items in the Planning Bill 341<br/><br/>Linking the Master Plan to the Master Schedule to the Material Plan 346<br/><br/>Manufacturing Strategies—Products in the Make-to-Order Environment 350<br/><br/>11 Master Planning and Scheduling in Custom-Product Environments 355<br/><br/>The Unique Challenges of the DTO and ETO Environments 356<br/><br/>The Case of New Product Introduction 358<br/><br/>Master Planning and Scheduling—Activities and Events 363<br/><br/>Prices and Promises to Keep 367<br/><br/>What Can Go Wrong 368<br/><br/>Integrating Design and Operation Activities 370<br/><br/>Plan Down, Replan Up 373<br/><br/>Make-to-Contract Environments 381<br/><br/>The Need for Standards—A Long Time Ago 382<br/><br/>When Supply Can’t Satisfy Demand 386<br/><br/>12 Finishing or Final Assembly Scheduling 389<br/><br/>Manufacturing Strategy Tied to Finishing/Final Assembly Schedules 389<br/><br/>Manufacturing Strategy Approaches 391<br/><br/>Traditional Means of Communicating the Master Plan and/or Master Schedule 395<br/><br/>The Role of People and Computers in Finishing and Final Assembly Scheduling—Past, Present, and Future 397<br/><br/>The Kanban System 399<br/><br/>Tying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling) 403<br/><br/>Final Assembly or Process Routings 406<br/><br/>Configuring and Building to a Customer Order 408<br/><br/>Finishing or Final Assembly Combined Materials and Operations List 411<br/><br/>Choosing the Most Effective Approach 413<br/><br/>Master Plans versus Master Schedules versus Finishing Schedules 414<br/><br/>Master Scheduling Logistics (Sharing In/Out Information) 415<br/><br/>13 Data Integrity Requirements to Support Master Planning and Scheduling 417<br/><br/>What Is Data Integrity and Why Is It Important? 418<br/><br/>Gaining Control and Integration Points 422<br/><br/>The Four Pillars of Data Integrity 425<br/><br/>Applying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling 438<br/><br/>Summary 452<br/><br/>14 Integrated Business Planning 455<br/><br/>Integrated Business Planning Process Elements in Brief 457<br/><br/>Workable, Adjustable Plans 466<br/><br/>Master Supply Planning 468<br/><br/>Integrated Business Planning and the Master Supply Schedule 470<br/><br/>Synchronizing and Assessing Demand and Supply 481<br/><br/>Measuring Accuracy and Performance 487<br/><br/>The Evolution of Integrated Business Planning 495<br/><br/>15 Resource Requirements Planning and Rough Cut Capacity Planning 499<br/><br/>Know Before You Go 500<br/><br/>Rough Cut Revealed 502<br/><br/>The Rough Cut Process 502<br/><br/>Creating the Resource Profile 505<br/><br/>Finalizing the Resource Profile 512<br/><br/>Capacity Inputs 514<br/><br/>Overloading Demonstrated and/or Planned Capacity 520<br/><br/>Rough Cut Capacity Planning at the Master Planning and Master Scheduling Levels 522<br/><br/>Resource Requirements and Rough Cut Capacity Planning Graphs 529<br/><br/>Using and Working the Rough Cut Capacity Plan 533<br/><br/>Simulations—Rough Cut Capacity Planning 538<br/><br/>Screen and Report Formats 540<br/><br/>Rough Cut Capacity Planning at a Process Company (Industry Example) 543<br/><br/>The Benefits and Limitations of Rough Cut Capacity Planning 551<br/><br/>Implementing the Rough Cut Capacity Planning Process 554<br/><br/>Closing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning 555<br/><br/>16 Supply Management and Aggregate Master Planning 559<br/><br/>Supply Management and Master Planning in Action 565<br/><br/>The Impact of New Product in Supply Management and Master Planning 567<br/><br/>Inventory Projection and Planning 572<br/><br/>Will the Plan Work? 575<br/><br/>Product-Driven, Disaggregated Inventory Planning 577<br/><br/>Product-Driven, Aggregated Backlog Planning 579<br/><br/>Product-Driven, Disaggregated Backlog Planning 585<br/><br/>Production-Driven Environments 589<br/><br/>Reviewing and Approving the Aggregate Supply Plan 591<br/><br/>Interplant Product Integration 592<br/><br/>Key Performance Metrics—Calculations, Colors, Standards 597<br/><br/>Should Companies Have Supply Managers and/or Master Planners? 598<br/><br/>17 Demand Management and Aggregate Master Planning 603<br/><br/>What Is Demand Management? 603<br/><br/>The Impact of New Product in Demand Management 608<br/><br/>Master Launch Plan and Pipeline Funnel Examples for New Products 609<br/><br/>Problems with the Demand Forecast 614<br/><br/>The Impact of Demand Bias on Supply Chain Management 615<br/><br/>Coping with Forecast Inaccuracies 617<br/><br/>Reviewing and Approving the Aggregate Demand Plan 619<br/><br/>It’s About Quantities 621<br/><br/>It’s About Time 623<br/><br/>Demand and Forecast Adjustment 631<br/><br/>Customer Order Processing with Process Flow Diagram Example 637<br/><br/>Possible Problems Caused by Abnormal Demand 640<br/><br/>Customer Linking 642<br/><br/>Getting Sales Pipeline Control 645<br/><br/>Distribution Resource/Requirements Planning 646<br/><br/>Available-to-Promise 655<br/><br/>ATP with Two Demand Streams 659<br/><br/>Should Companies Have Demand Managers? 663<br/><br/>18 The Proven Path to a Successful MPS Implementation (Phase 1) 669<br/><br/>From the Original Implementation Plan to the Current Proven Path 669<br/><br/>The Proven Path to Successful Operational Excellence 671<br/><br/>The Decision Point 673<br/><br/>Going on the Air 675<br/><br/>The Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment 676<br/><br/>The Journey to Excellence—Today and Tomorrow 679<br/><br/>Oliver Wight’s Class A Integrated Planning and Control Milestone 681<br/><br/>The Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation 683<br/><br/>Phase 1: Lead Phase (Understanding and Committing) 685<br/><br/>Company Vision of Operations (A Modified Client Example) 687<br/><br/>Case for Change (A Modified Excerpt from a Client Example) 696<br/><br/>Segue to . . . 702<br/><br/>The Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure 702<br/><br/>19 The Proven Path to a Successful MPS Implementation (Phase 2) 705<br/><br/>Methodology for Implementing Change Revisited 705<br/><br/>Phase 2: Transform Phase (Process Designing and Structuring) 707<br/><br/>Policy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined 731<br/><br/>Segue to . . . 741<br/><br/>The Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures 741<br/><br/>20 The Proven Path to a Successful MPS Implementation (Phase 3) 743<br/><br/>Methodology for Implementing Change Revisited—Again! 743<br/><br/>Phase 3: Own Phase (Launching and Measuring) 745<br/><br/>Deterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology 762<br/><br/>The Master Planner’s and Master Scheduler’s List of Responsibilities 764<br/><br/>Putting It All Together to Ensure Success—Guaranteed 768<br/><br/>An Aggressive Master Plan and Schedule for the MPS Implementation 771<br/><br/>The Variables of a Master Planning and Scheduling Implementation 774<br/><br/>Epilogue<br/><br/>Order from Chaos 779<br/><br/>Final Thoughts – People and Process and Profession 783<br/><br/>Appendix A Master Planning and Scheduling Process and Performance Standards 809<br/><br/>Appendix B Master Planning and Scheduling Improvement Initiative Task Listing 817<br/><br/>Appendix C Master Planning and Scheduling Policy, Procedure, and Flow Diagram 827<br/><br/>Appendix D Master Planning and Scheduling 831<br/><br/>Appendix E Supply Chain Management Overall Process Flow Diagram (An Example) 843<br/><br/>Appendix F Master Planning and Scheduling Process Flow Diagram Examples 845<br/><br/>Appendix G Master Planning and Scheduling RACI Examples 851<br/><br/>Appendix H Master Planning and Scheduling Spinoff Task Team Charter 855<br/><br/>Appendix I Master Planning and Scheduling Oliver Wight International Offerings Founders’ and Co-Authors’ Biographies 859<br/><br/>Glossary 865<br/><br/>Index 895 
<br/><br/> The newly revised Fourth Edition of Master Planning and Scheduling: An Essential Guide to Competitive Manufacturing delivers a masterful exploration of today's master planning and scheduling techniques, as well as an insightful discussion of the future of the master planning and scheduling processes and profession.<br/><br/>Written in the context of an ever-evolving digital environment and augmented with new and critical information required to implement best practices, the book is a guide for practitioners and leaders on the principles of master planning and scheduling and its application in modern and future work environments.<br/><br/>In this book, readers will learn:<br/><br/>Insights regarding top-down, bottom-up, and side-to-side integration of business practices in support of a company's strategic direction and tactical deployment<br/>The critical link between time-phased integrated business planning, master planning, master scheduling, capacity planning, and material planning<br/>"How-to" details and examples to support master planning and scheduling implementation and enhancements within the company's demand and supply organizations<br/>Master Planning and Scheduling is an indispensable guide for supply chain professionals, planners and schedulers in all functional domains of a business. It also belongs on the bookshelves of any executive or manager who seeks to improve their understanding of best practice planning and scheduling processes and how those processes enable a business to outperform the competition through alignment, integration and synchronization across all functions in an organization. 
<br/><br/><label>ISBN: </label>9781119809418 
<br/><br/><label>Subjects--Topical Terms: </label><br/>Manufacturing resource planning<br/>Production scheduling
<br/><br/><label>Dewey Class. No.: </label>658.53  / PRO