Master Planning and Scheduling, 4th Edition

Master Planning and Scheduling, 4th Edition

by John F. Proud, Eric Deutsch
Released December 2021
Publisher(s): Wiley
ISBN: 9781119809418

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Book description

Discover the practical, real-world advantages of the Oliver Wight master planning and scheduling methodology.

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.

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.

In this book, readers will learn:

  • 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
  • The critical link between time-phased integrated business planning, master planning, master scheduling, capacity planning, and material planning
  • "How-to" details and examples to support master planning and scheduling implementation and enhancements within the company's demand and supply organizations

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.

Table of contents

  1. Cover
  2. Praise for Master Planning and Scheduling — the Book, the Process, the Results!
  3. Title Page
  4. Copyright
  5. Dedication
  6. Oliver Wight Supply Chain Management Book Series
  7. Acknowledgments
  8. Foreword
  9. Introduction: The Master of All Detailed Supply Plans and Schedules (Below-the-Line)
    1. Master Planning and Scheduling as Part of Enterprise Planning Systems
    2. Who Should Understand Master Planning and Scheduling?
    3. How This Book Is Organized
    4. Notes
  10. Initial Thoughts: People and Process and Profession
    1. The A's to Z's of Master Planning and Scheduling, Fourth Edition, 2021
  11. 1 Chaos in Manufacturing
    1. Problems in Manufacturing
    2. And the Solutions
    3. Getting Out of the Overloaded Master Plan and/or Master Schedule
    4. Rescheduling the Overloaded Master Plan and/or Master Schedule
    5. Note
  12. 2 Why Master Planning and Scheduling
    1. The Four Cornerstones of a Manufacturing Business
    2. Between Strategy and Execution
    3. What Is a Master Plan versus a Master Schedule?
    4. Maximizing, Minimizing, and Optimizing
    5. Objectives of Master Planning and Scheduling (If You Don't Know Where You're Going, Any Road Will Get You There)
    6. Challenges for the Master Planner and Master Scheduler
    7. Principles of Master Planning and Scheduling
    8. MPS, MRPII, ERP, SCM, and ITP
    9. Finding the Diamond in the Rough—Why It's Important
    10. The Four Cornerstones of Manufacturing Revisited
    11. Four Levels of Planning (Sometimes Use Only Three)
    12. Why Master Planning and Scheduling Is a Must in Business Excellence
    13. Notes
  13. 3 The Mechanics of Master Planning and Scheduling
    1. The Importance of Master Planning and Scheduling
    2. The Master Planning and Scheduling Matrices
    3. Master Scheduling in Action
    4. Why and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling
    5. The What, Why, and How of Safety Stock
    6. Additional Material Planning Techniques
    7. Maintaining Demand/Supply Balance Inside the Planning Time Fence
    8. Master Plan and Schedule Design Criteria
    9. So, What's Next?
    10. Notes
  14. 4 Managing the Supply Chain with Master Planning and Scheduling
    1. The Master Planner's and Master Scheduler's Job
    2. Exception‐Driven Action Messages
    3. Six (Sometimes Seven) Key Questions to Answer
    4. Answering the Six (or Seven) Questions
    5. Time Zones as Aids to Decision Making
    6. Planning Within Master Planning and Scheduling Policy
    7. No Past Dues
    8. Managing with Planning Time Fences
    9. Load‐Leveling in Manufacturing
    10. Lean Manufacturing and Continuous Improvement
    11. Mixed‐Model Scheduling
    12. Planned Plant Shutdowns
    13. Note
  15. 5 Using the Master Planning and Scheduling Output for Make‐to‐Stock Products
    1. The Master Schedule Screens
    2. Working Make‐to‐Stock Master Scheduled Items
    3. Time Phasing the Bills‐of‐Material
    4. Understanding Exception‐Driven Action Messages
    5. Bridging Data and Judgment
    6. The Seven Key Questions Revisited
    7. Scheduling in a World of Many Schedules
    8. From Master Planning and Scheduling to Time‐Phased Material Requirements Planning
    9. From Master Planning to Master Scheduling (It's Called Master Planning and Scheduling)
    10. Notes
  16. 6 Where and What to Master Plan and Master Schedule
    1. Manufacturing Strategies Defined
    2. Choosing the Right Manufacturing Strategy
    3. Master Planning, Master Scheduling, and Product Structures
    4. Multilevel Master Planning and Scheduling
    5. Ensuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated
    6. Master Scheduling Capacities, Activities, and Events
    7. Notes
  17. 7 Scheduling in a Flow Environment
    1. Different Manufacturing Environments
    2. Similarities Between Intermittent and Flow Environments
    3. Product Definition
    4. The Planning Process
    5. Process Company Using Rough Cut Capacity Planning: An Extended Example
    6. Catalysts and Recovered Material
    7. Production Line Scheduling
    8. Planning Multiplant Workloads
    9. Notes
  18. 8 Planning Bills
    1. The Overly Complex Bill‐of‐Material
    2. Anatomy of a Planning Bill
    3. Creating Demand at the Master Planning and Scheduling Level
    4. Note
  19. 9 Two‐Level Master Planningand Scheduling Coupled with Other Advanced Techniques
    1. The Backlog Curve
    2. Identifying Demand
    3. Creating the Master Plan and/or Master Schedule for Products Using a Make‐to‐Order Manufacturing Strategy
    4. Option Overplanning
    5. Calculating Projected Available Balance for Pseudo Items
    6. Calculating Available‐to‐Promise
    7. Using Available‐to‐Promise to Commit Customer Orders
    8. Changes in Projected Available Balance
    9. Option Overplanning for Products in the Make‐to‐Stock Environment
    10. Master Planning and Scheduling Products in Make‐to‐Stock and Make‐to‐Order Environments: A Comparison
    11. Notes
  20. 10 Using Master Planning and Scheduling Output for Make‐to‐Order Products
    1. Using Planning Bills to Simplify Option Scheduling
    2. The Scheduling Process
    3. Master Scheduling Common Components
    4. Analyzing the Detail Data
    5. Balancing the Sold‐Out Zone for Common Components
    6. Handling Abnormal Demand
    7. Action Messages
    8. Working the Pseudo Options
    9. Master Scheduling Purchased Items in the Planning Bill
    10. Linking the Master Plan to the Master Schedule to the Material Plan
    11. Manufacturing Strategies—Products in the Make‐to‐Order Environment
    12. Notes
  21. 11 Master Planning and Scheduling in Custom‐Product Environments
    1. The Unique Challenges of the DTO and ETO Environments
    2. The Case of New Product Introduction
    3. Master Planning and Scheduling—Activities and Events
    4. Prices and Promises to Keep
    5. What Can Go Wrong
    6. Integrating Design and Operation Activities
    7. Plan Down, Replan Up
    8. Make‐to‐Contract Environments
    9. The Need for Standards—A Long Time Ago
    10. When Supply Can't Satisfy Demand
    11. Notes
  22. 12 Finishing or Final Assembly Scheduling
    1. Manufacturing Strategy Tied to Finishing/Final Assembly Schedules
    2. Manufacturing Strategy Approaches
    3. Traditional Means of Communicating the Master Plan and/or Master Schedule
    4. The Role of People and Computers in Finishing and Final Assembly Scheduling—Past, Present, and Future
    5. The Kanban System
    6. Tying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling)
    7. Final Assembly or Process Routings
    8. Configuring and Building to a Customer Order
    9. Finishing or Final Assembly Combined Materials and Operations List
    10. Choosing the Most Effective Approach
    11. Master Plans versus Master Schedules versus Finishing Schedules
    12. Master Scheduling Logistics (Sharing In/Out Information)
    13. Notes
  23. 13 Data Integrity Requirements to Support Master Planning and Scheduling
    1. What Is Data Integrity and Why Is It Important?
    2. Gaining Control and Integration Points
    3. The Four Pillars of Data Integrity
    4. Applying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling
    5. Summary
    6. Notes
  24. 14 Integrated Business Planning
    1. Integrated Business Planning Process Elements in Brief
    2. Workable, Adjustable Plans
    3. Master Supply Planning
    4. Integrated Business Planning and the Master Supply Schedule
    5. Synchronizing and Assessing Demand and Supply
    6. Measuring Accuracy and Performance
    7. The Evolution of Integrated Business Planning
    8. Notes
  25. 15 Resource Requirements Planning and Rough Cut Capacity Planning
    1. Know Before You Go
    2. Rough Cut Revealed
    3. The Rough Cut Process*
    4. Creating the Resource Profile
    5. Finalizing the Resource Profile
    6. Capacity Inputs
    7. Overloading Demonstrated and/or Planned Capacity
    8. Rough Cut Capacity Planning at the Master Planning and Master Scheduling Levels
    9. Resource Requirements and Rough Cut Capacity Planning Graphs
    10. Using and Working the Rough Cut Capacity Plan
    11. Simulations—Rough Cut Capacity Planning
    12. Screen and Report Formats
    13. Rough Cut Capacity Planning at a Process Company (Industry Example)
    14. The Benefits and Limitations of Rough Cut Capacity Planning
    15. Implementing the Rough Cut Capacity Planning Process
    16. Closing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning
    17. Notes
  26. 16 Supply Management and Aggregate Master Planning
    1. Supply Management and Master Planning in Action
    2. The Impact of New Product in Supply Management and Master Planning
    3. Inventory Projection and Planning
    4. Will the Plan Work?
    5. Product‐Driven, Disaggregated Inventory Planning
    6. Product‐Driven, Aggregated Backlog Planning
    7. Product‐Driven, Disaggregated Backlog Planning
    8. Production‐Driven Environments
    9. Reviewing and Approving the Aggregate Supply Plan
    10. Interplant Product Integration
    11. Key Performance Metrics—Calculations, Colors, Standards
    12. Should Companies Have Supply Managers and/or Master Planners?
    13. Notes
  27. 17 Demand Management and Aggregate Master Planning
    1. What Is Demand Management?
    2. The Impact of New Product in Demand Management
    3. Master Launch Plan and Pipeline Funnel Examples for New Products
    4. Problems with the Demand Forecast
    5. The Impact of Demand Bias on Supply Chain Management
    6. Coping with Forecast Inaccuracies
    7. Reviewing and Approving the Aggregate Demand Plan
    8. It's About Quantities
    9. It's About Time
    10. Demand and Forecast Adjustment
    11. Customer Order Processing with Process Flow Diagram Example
    12. Possible Problems Caused by Abnormal Demand
    13. Customer Linking
    14. Getting Sales Pipeline Control
    15. Distribution Resource/Requirements Planning
    16. Available‐to‐Promise
    17. ATP with Two Demand Streams
    18. Should Companies Have Demand Managers?
  28. 18 The Proven Path to a Successful Master Planning and Scheduling Implementation (Phase 1)
    1. From the Original Implementation Plan to the Current Proven Path
    2. The Proven Path to Successful Operational Excellence
    3. The Decision Point
    4. Going on the Air
    5. The Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment
    6. The Journey to Excellence—Today and Tomorrow
    7. Oliver Wight's Class A Integrated Planning and Control Milestone
    8. The Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation
    9. Phase 1: Lead Phase (Understanding and Committing)
    10. Size of Gap (Comparison between Vision and Diagnostic Findings)
    11. Value Opportunity (Benefit/Cost Analysis, ROI, Five‐Year Cash Flow)
    12. Prioritize (High Priority—Just Do It, Low Priority—Some Other Time)
    13. Case for Change (Diagnostic, Journey and Operational Vision, Gap Analysis, Benefit/Cost Analysis, Return‐on‐Investment, Five‐Year Cash Flow, Recommended Company Priority)
    14. Organization for Change (Steering Committee, Project Team, Spinoff Task Forces)
    15. Milestone Planning (Macro Project Plan—Tasks, Responsibility, Dates)
    16. Point of Commitment (Go/No‐Go Decision)
    17. Segue to …
    18. The Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure
    19. Notes
  29. 19 The Proven Path to a Successful Master Planning and Scheduling Implementation (Phase 2)
    1. Methodology for Implementing Change Revisited
    2. Phase 2: Transform Phase (Process Designing and Structuring)
    3. Policy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined
    4. Segue to …
    5. The Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures
    6. Notes
  30. 20 The Proven Path to a Successful Master Planning and Scheduling Implementation (Phase 3)
    1. Methodology for Implementing Change Revisited—Again!
    2. Phase 3: Own Phase (Launching and Measuring)
    3. Deterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology
    4. The Master Planner's and Master Scheduler's List of Responsibilities
    5. Putting It All Together to Ensure Success—Guaranteed
    6. An Aggressive Master Plan and Schedule for the MPS Implementation
    7. The Variables of a Master Planning and Scheduling Implementation
  31. Epilogue: Order from Chaos
  32. Final Thoughts: People and Process and Profession
    1. WHY THESE FINAL THOUGHTS NEEDED TO BE WRITTEN IN THE FOURTH EDITION OF THIS MPS BOOK
    2. PLANNING ADVANCEMENTS IN THE LAST 50 YEARS OF THE PAST CENTURY
    3. PLANNING ADVANCEMENTS IN THE PAST 20 YEARS OF THIS CENTURY
    4. A LOOK AT MASTER PLANNING AND SCHEDULING IN THE PAST TWO DECADES
    5. ANTICIPATED TECHNOLOGY ADVANCEMENTS IN THE NEXT 10 TO 20 YEARS
    6. THE ROLE OF ARTIFICIAL INTELLIGENCE IN SUPPLY CHAIN MANAGEMENT IN THE 2020S AND 2030S
    7. MACHINES (COMPUTERS AND ROBOTS) DOING TASKS PEOPLE ONCE DID
    8. INTEGRATING THE SUPPLY CHAIN
    9. MASTER PLANNING AND SCHEDULING: PEOPLE AND PROCESS AND PROFESSION
    10. MULTITASKING SUPPORTED BY TECHNOLOGY IS THE NEW MASTER PLANNING AND SCHEDULING ROLE
    11. WHY THESE FINAL THOUGHTS WERE NECESSARY TO PUT ON THE MPS TABLE
    12. Notes
  33. Appendix A: Master Planning and Scheduling Process and Performance Standards
    1. MASTER PLANNING AND SCHEDULING AS PART OF BUSINESS EXCELLENCE
    2. MANAGING INTERNAL SUPPLY (CHAPTER 8 IN THE OLIVER WIGHT CLASS A STANDARD FOR BUSINESS EXCELLENCE)
    3. MASTER PLANNING AND SCHEDULING AS PART OF PLANNING AND CONTROL INTERNAL SUPPLY MODEL (DEFINITIONS 8.3 AND 8.4 IN THE OLIVER WIGHT CLASS A PLANNING AND CONTROL MILESTONE WORKBOOK)
    4. Note
  34. Appendix B: Master Planning and Scheduling Improvement Initiative Task Listing
  35. Appendix C: Master Planning and Scheduling Policy, Procedure, and Flow Diagram
    1. POLICY LISTING FOR CONSIDERATION (ALPHABETICAL ORDER)
    2. PROCEDURE LISTING FOR CONSIDERATION (ALPHABETICAL ORDER)
    3. FLOW DIAGRAMS LISTING FOR CONSIDERATION (ALPHABETICAL ORDER)
  36. Appendix D: Master Planning and Scheduling
    1. MASTER PLANNING AND SCHEDULING POLICY INCLUDING SUBPOLICIES (AN EXAMPLE)
    2. MASTER PLANNING AND SCHEDULING PAST‐DUE SUPPLY POLICY (AN EXAMPLE)
  37. Appendix E: Supply Chain Management Overall Process Flow Diagram (An Example)
  38. Appendix F: Master Planning and Scheduling Process Flow Diagram Examples
  39. Appendix G: Master Planning and Scheduling RACI Examples
  40. Appendix H: Master Planning and Scheduling Spinoff Task Team Charter
  41. Appendix I: Master Planning and Scheduling Oliver Wight International OfferingsFounders’ and Co‐Authors’ Biographies
    1. OLIVER WIGHT BIOGRAPHY (FOUNDER OF OLIVER WIGHT EDUCATION ASSOCIATES)
    2. WALT GODDARD BIOGRAPHY (OLIVER WIGHT'S PARTNER AND CONFIDANT)
    3. JOHN F. PROUD BIOGRAPHY (CO‐AUTHOR OF MASTER PLANNING AND SCHEDULING)
    4. ERIC DEUTSCH BIOGRAPHY (CO‐AUTHOR OF MASTER PLANNING AND SCHEDULING)
    5. Note
  42. Glossary
  43. Index
  44. End User License Agreement

Product information

  • Title: Master Planning and Scheduling, 4th Edition
  • Author(s): John F. Proud, Eric Deutsch
  • Release date: December 2021
  • Publisher(s): Wiley
  • ISBN: 9781119809418