1 SCM 개요 – 생산계획 수립 생산계획 수립. 2 SCM 개요 – 생산계획 수립 목 차 계획의 필요성 계획 수립 체계도 (Planning Hierarchy) 영업 및 생산 계획 (S&OP) 시스템 위치 S&OP 수립 프로세스 S&OP 수립 시 고려 사항 S&OP Input.

Presentation on theme: "1 SCM 개요 – 생산계획 수립 생산계획 수립. 2 SCM 개요 – 생산계획 수립 목 차 계획의 필요성 계획 수립 체계도 (Planning Hierarchy) 영업 및 생산 계획 (S&OP) 시스템 위치 S&OP 수립 프로세스 S&OP 수립 시 고려 사항 S&OP Input."— Presentation transcript:

1 1 SCM 개요 – 생산계획 수립 생산계획 수립

2 2 SCM 개요 – 생산계획 수립 목 차 계획의 필요성 계획 수립 체계도 (Planning Hierarchy) 영업 및 생산 계획 (S&OP) 시스템 위치 S&OP 수립 프로세스 S&OP 수립 시 고려 사항 S&OP Input 및 Output S&OP 예제 : MTS, ATO / MTO S&OP 수립 전략 자원계획 (Resource Planning) 개요 자원계획 처리 프로세스 자원명세표 계산 예제

3 3 SCM 개요 – 생산계획 수립 기준생산계획 (MPS) 프로세스 S &OP vs MPS 특성 비교 MPS 활용 MPS Input 및 Output MPS 프로세스 기간 울타리 (Time Fence) 정의 MPS Format 약속가능 재고 / 능력 (ATP) ATP 계산 예제

4 4 SCM 개요 – 생산계획 수립 계획의 필요성 (Needs for Planning) Lumpy Lack of Integration Reorder Point Problem Gross Requirement Scheduled Receipts Projected On Hand Planned Order Receipts Planned Order Release Visibility 확률 : 0.9 X 0.9 X 0.9 = 0.729 목표 Right Goods Right Quality Right Quantity Right Time Minimum Cost Basic Question 무엇을 만들 것인가 ? 무엇으로 만들 것인가 ? 무엇을 가지고 있는가 ? 무엇이 더 필요한가 ?

5 5 SCM 개요 – 생산계획 수립 제조 환경에 의한 운영 전략 부품생산제품설계최종조립자재구매운송배달 Inventory Capacity Inventory Capacity Inventory Make To Stock Assemble To Order Make To Order Delivery Lead Time Capacity Engineering To Order Engineering To Order Cumulative Lead Time

6 6 SCM 개요 – 생산계획 수립 총괄생산계획 자원계획 MPS MRP 작업배정 RCCP CRP 투입 / 산출통제 능력계획 우선순위계획 우선순위 및 능력계획 체계

7 7 SCM 개요 – 생산계획 수립 Sales & Operations Planning(S&OP) Master Scheduling Detailed Planning & Scheduling CAPACITYPLANNINGCAPACITYPLANNING F O R E C A S T I N G & D E M A N D Business Planning Sales Plan Operations Plan Source: Wallace, Tom F. Sales and Operations Planning, A How-To Guide, T.F. Wallace & Co. 1999. 영업 및 생산 계획 (S&OP) 시스템 위치

8 8 SCM 개요 – 생산계획 수립 Demand Supply Sales Forecasts Actual Orders Production Orders Purchase Orders 계획 수립 원칙 : 수요 vs 공급 밸런싱

9 9 SCM 개요 – 생산계획 수립 –Is a business process –Keeps demand and supply in balance –Is performed at the aggregate level –Focuses on product volume, not mix –Occurs on a monthly cycle –Displays information in product units and financial numbers 영업 및 생산 계획 (S&OP) 특징

10 10 SCM 개요 – 생산계획 수립 Run sales forecast reports Demand planning Supply planning Pre S&OP meeting Executive S&OP Meeting 1 2 3 4 5 Statistical forecasts Field sales worksheets Management forecasts First pass spreadsheets Capacity constraints Second pass spreadsheets Recommendations and Agenda for exec. S&OP Single company-wide game plan 영업 및 생산 계획 (S&OP) 수립 프로세스

11 11 SCM 개요 – 생산계획 수립 – 제품 그룹 (Product groups) – 측정 단위 (Units of measure) – 계획 구간 (Planning horizon) – 데이터 관리자 (Data element responsibility) – 계획 수립 프로세스 (Planning process) – 참석자 및 준비 정보 – 자원 가용성 및 타당성 (Resource validation) – 성과 측정 (Performance measurement) – 승인 프로세스 (Approval process) 영업 및 생산 계획 (S&OP) 수립 시 고려 사항

12 12 SCM 개요 – 생산계획 수립 InputResponsibility Projected demandMarketing Market intelligenceMarketing Actual salesSales Capacity informationManufacturing Management targetsManagement Financial requirementsFinance New product informationR&D New process informationProcess engineering Workforce availabilityHuman resources 영업 및 생산 계획 (S&OP) Input

13 13 SCM 개요 – 생산계획 수립 Output Sales plan Production plan Inventory plan Backlog projection Purchasing plan Financial plan Engineering plan Workforce plan Responsibility Marketing and sales Manufacturing Management Purchasing Finance Engineering Human resources 영업 및 생산 계획 (S&OP) Output

14 14 SCM 개요 – 생산계획 수립 Product Group A D J F M A M J J A S O N D J Sales Plan 20 40 60 80 120 190 250 150 80 40 90 120 30 50 Actual Sales 23 35 47 Cumulative Diff. +3 -2 -15 Production Plan 80 80 100 100 120 140 140 140 120 100 80 60 40 40 Difference +3 -5 -13 Actual Production 70 80 90 Difference -10 0 -10 Cumulative Diff. -10 -10 -20 Inventory Plan 20 80 120 160 180 180 130 20 10 50 110 120 60 70 60 Actual Inventory 67 112 155 Difference -13 -8 -5 Past Future Present S&OP 예제 : 계획 생산 (MTS)

15 15 SCM 개요 – 생산계획 수립 Product Group B D J F M A M J J A S O N D J Sales Plan 2 4 6 8 12 19 25 15 8 4 9 10 3 5 Actual Sales 3 5 7 Cumulative Diff. +1 +2 +3 Production Plan 8 8 10 10 12 14 14 14 12 10 8 6 4 4 Difference 1 1 1 Actual Production 7 8 9 Difference -1 0 -1 Cumulative Diff. -1 -1 -2 Backlog Plan 20 14 10 6 4 4 9 20 21 17 11 12 16 15 16 Actual Backlog 16 13 11 Difference +2 +3 +5 Past Future Present S&OP 예제 : ATO / MTO

16 16 SCM 개요 – 생산계획 수립 1 2 3 4 5 6 7 8 9 10 11 12 수량 판매 생산 재고 기간 1 2 3 4 5 6 7 8 9 10 11 12 수량 기간 1 2 3 4 5 6 7 8 9 10 11 12 기간 수량 평준화 생산 전략 (level) 수요 추종 생산 전략 (chase) S&OP 수립 전략

17 17 SCM 개요 – 생산계획 수립 –The process of establishing, measuring, and adjusting levels of long-range capacity –Based on the sales and operations plan –Addresses those resources that take long periods of time to acquire –Requires top management approval 자원 계획 ( Resource Planning) 개요

18 18 SCM 개요 – 생산계획 수립 Develop bills of resources Decide on units of measure Determine planned capacity Calculate the load on each resource 1 2 3 4 5 Operations Plan 6 Compare to planned capacity Take action where necessary 자원 계획 ( Resource Planning) 처리 프로세스

19 19 SCM 개요 – 생산계획 수립 Product GroupUnit of Measure ABCD Resource EnergyKWH505101 SpaceCu. Ft.100 020 Lab. TestingHours55550 Waste TreatmentGallons10 2030 자원 명세표 (BOR : Bill Of Resources)

20 20 SCM 개요 – 생산계획 수립 Product GroupUnit of Measure ABCDTotal Load Capacity Available Load % Production Plan 508040100 EnergyKWH2500400 10034003200106.3 SpaceCu. Ft.500800020003300350094.3 Lab. TestingHours25040020050005850600097.5 Waste Treatment Gallons500800 300051005000102.0 자원 명세표 (BOR : Bill Of Resources) 예제

21 21 SCM 개요 – 생산계획 수립 Product Group AJulyAugustSeptemberOctoberNovember Working Days/ Month 2221232019 Approved Production Plan from S&OP 22,00021,00023,00020,00019,000 MPS Week40414243 Product A11,000 Product A25001,0001,5002,000 Product A31,500500 1,500 Product A42,0002,5002,000500 Total5,000 S&OP 와 Master Schedule 연관성

22 22 SCM 개요 – 생산계획 수립 S&OP vs. Master Schedule 특성 비교

23 23 SCM 개요 – 생산계획 수립 –The anticipated build or buy schedule –For independent demand items –Projects inventory/backlog position –Drives material and capacity plans –Order promising –Assigning priorities –NOT a sales forecast! Master Schedule 활용

24 24 SCM 개요 – 생산계획 수립 –Production plan line from the S&OP –Detailed sales forecast –Inventory position and targets –Backlog position and targets –Time fence policies –Customer/ Interplant / Service parts orders –Distribution requirements –Planning bills of material Master Schedule Input

25 25 SCM 개요 – 생산계획 수립 –Master production schedule –Master purchasing schedule –Projected inventory position –Projected backlog position –Product availability information –Valuable order promising information Master Schedule Output

26 26 SCM 개요 – 생산계획 수립 Develop preliminary master schedule Evaluate using RCCP Revise master schedule Re-evaluate using RCCP 1 2 3 4 5 Production plan from S&OP Publish master schedule Master Schedule 프로세스

27 27 SCM 개요 – 생산계획 수립 Demand Time Fence –Sets the period of the master schedule where changes are seldom permitted –Covers period of actual customer demand –Usually set to cover the production and assembly time for a product or the delivery time for a service Planning Time Fence –Sets the period within which changes to the master schedule must be made by the master scheduler –Combination of actual demand plus forecasted demand –Usually set to include material and components acquisition time 기간 울타리 (Time Fence) 정의

28 28 SCM 개요 – 생산계획 수립 Forecasted Sales 20 22 21 25 24 23 21 21 25 Customer Orders 19 17 15 11 9 5 2 1 0 Projected Avail. Balance 50 Available-to-Promise Master Production Schedule Period 1 2 3 4 5 6 7 8 9 Item: 78100Demand Time Fence: 3 Description: Commercial Generator UnitPlanning Time Fence: 8 Lot Size: 50 On Hand: 50 Lead Time: 2 periods Master Schedule Format

29 29 SCM 개요 – 생산계획 수립 –Available-to-promise (ATP) is the uncommitted portion of the current inventory or future planned supply –ATP is similar to the uncommitted amount of your current bank balance and future paychecks ATP (period 1) = On-hand balance + MPS – Sum of customer (1st period only) orders before next MPS ATP = MPS – Sum of customer orders before next MPS (all future periods that contain an MPS planned receipt) 약속가능 재고 / 능력 (ATP : Available To Promise)

30 30 SCM 개요 – 생산계획 수립 Forecasted Sales 20 22 21 25 24 23 21 21 25 Customer Orders 19 17 15 11 9 5 2 1 0 Projected Avail. Balance 50 31 14 49 24 0 27 6 35 10 Available-to-Promise 14 15 43 49 Master Production Schedule 50 50 50 Item: 78100Demand Time Fence: 3 Description: Commercial Generator UnitPlanning Time Fence: 8 Lot Size: 50 On Hand: 50 Lead Time: 2 periods Period 1 2 3 4 5 6 7 8 9 ATP 계산 예제