How Do I Become a Demand Planner?

Capacity Requirement Planning (CRP) is a plan management method for calculating the capabilities required for material demand planning (MRP). Specifically, CRP is to accurately calculate the various resources required for each production stage and each work center, to obtain resource load conditions such as human load, equipment load, and to balance the production capacity load. The broad capacity demand planning can be divided into rough capacity planning (RCCP, also called capacity load analysis) and fine capacity planning (CRP, also called capacity planning).

Capacity Requirements Plan

Right!

Capacity Requirement Planning (CRP) is a kind of accounting for the capacity required by the material requirements planning (MRP)

Capacity Requirement Planning (CapacityRequirementPlanning, CRP for short) is a functional module that helps companies produce a practical capacity execution plan after analyzing material requirements planning. This module helps companies in production

Capacity requirements planning addresses the following issues:

1, each

When considering the calculation method of the capacity requirements plan,

Capability requirements plan management business data flow chart (second layer), as shown in Figure 2.

Capability requirements planning process

The principle defects and improvement methods of MRP The advantage of MRP lies in quantity planning, and the weakness lies in time. The quantity and time are mutually restrained and interdependent in the production operation. MRP adopts deterministic thinking in production planning to deal with time. As a result, the plan fails. The completion time is difficult to determine in advance. Therefore, it is necessary to replace deterministic thinking with uncertainty thinking and introduce a buffer mechanism to make "the deviation between planning and execution" respected in the plan. This forms feedback and forms a flexible system that includes implementation and improvement.

And analyze time, treat time like cost and inventory. I. Causes of Defects MRP II is an information processing system for production activities, which has evolved along the lines of inventory processing. In manufacturing companies, due to the BOM, routing, independent / relevant requirements, layer-by-layer advancement plans, etc., they can answer what is produced more and produce more.

Application of capacity requirement planning system

Fewer questions, but still can't answer in detail when production takes place. As a result, the production plan is invalidated, and a hidden waste of efficiency and effectiveness is caused. F-1 is the MRP II logic flow chart. RCCP and CRP are the main links to complete the time plan. Its processing idea is: implement production capacity according to time period according to production volume. It corresponds to the processing time required to produce a certain number of products; a certain processing time corresponds to the available time of the corresponding equipment. Finally get the production schedule.

There is no gap in the time period in MRP II. However, whether the "outsourcing" and "homemade" in the executive layer can implement the time plan one by one is not considered. The underlying hypothesis of MRP II emerged, and it believed that there was no problem with the executive's completion plan. Such an assumption is precisely the result of a fundamental flaw in MRP II: it ignores the conflict between the certainty of the plan and the uncertainty of actual implementation. The consequences are: 1. Due to the uncertainty of production time (process time, interval time), each process will always have a deviation relative to the planned completion time. In addition, due to the mixed flow and stagger of the production process (especially discrete processing), the equipment generally does not allow idle waiting ... Therefore, in the implementation of the plan, if you cannot catch up, you must catch up. 2. The production system is an organic whole, and its functions are like individual cells in an organism. In operation, each cell is in an uncertain state (the quantity also shows uncertain characteristics under the effect of time). It is impossible to simulate this uncertainty and to give the most effective course of action. Although information systems can achieve information integration, it is not realistic to rely on computer systems to accurately plan and control the production process in advance.

According to the analysis, if MRP incorporates the executive layer into its own work scope, it is still difficult to do it;

Capacity Requirement Planning Application

To solve the problem of implementation, the planning system promoted layer by layer is incomplete, and it is difficult to guide production. Through analysis, there are two points of inspiration: uncertainty and time. The information processing that affects production activities is effective and practical. Second, how to deal with uncertainty and time uncertainty in daily work, will be manifested in various ways. In production operations, it can be attributed to the uncertainty of time. Imagine that the lack of materials, the absence of personnel, the peeling between departments, the abnormal shutdown of equipment, the rejection of products, and the on-site confusion will cause fluctuations in production time. This results in a loss of efficiency. For the uncertainty of time, gradually reducing its fluctuation range can be achieved by production management. For this reason, we must first understand the fluctuation range of production time and the causes of fluctuation. Scientific methods are needed to analyze production time, as is the case with cost analysis in management accounting. The most effective way is to use production results.

From the production results, it is not difficult to find that there are four reasons for fluctuations in production time: the basic production capacity is inaccurate; the amount of tasks put in is not reasonable; the delivery time is earlier or later; the batch division is unreasonable. Various problems in planning, control, and its production-supply chain can trigger these four reasons and cause time fluctuations. For the uncertainty caused by time, in addition to the work of "narrowing the fluctuation range", there are two solutions in practice. One is to buffer and use the inventory to make up; the other is manual scheduling. Since time fluctuations are unavoidable, it can be considered to introduce a buffer mechanism in the plan and bring the fluctuation deviation into the sight of plan control. And while reducing the scope of fluctuations, the buffer mechanism is used to weaken the manual scheduling function. Of course, the excellent capabilities of quantitative logic and information integration in MRP II are the basis of these tasks.

Time analysis using flow graphs

Use the results of the production process for time analysis. Time analysis should achieve two purposes: to provide (modify) time parameters for the production schedule and to provide a basis for diagnostic control. Provide (modify) time parameters for the production schedule: In view of fluctuations in production time, the input and output balance method is used in the time plan instead of the one-to-one correspondence between capacity and load in MRP. According to the concept of group technology, the production cycle (including process time and interval time) is given by the statistical data of production results. And develop

Capacity Requirements Plan

Production schedules use load accounts to offset the effects of deviations. Because the processes in the production system are complicated and staggered, the time parameters required for each work center plan can be based on statistical data, through multi-objective planning methods such as "moving center of gravity", or directly from the flow diagram (This requires a deep understanding of production systems and flow charts) to get a coordinated set of time parameters. It requires an adjustment process. In this process, time data can be appropriately relaxed first. The price paid is a loss of efficiency, but it will not exceed the past level.

Through a period of exploration, a stable production process can be obtained. Provide basis for diagnostic control: To find out the cause of deviation, it is mainly to determine four reasons. Then, according to the principle of deviation classification, specific problems in operation and other aspects were further identified. According to the diagnosis results of production problems, targeted improvements are made. The effect of the improved production system will be reflected in the production results. In this way, the work of "providing (modifying) time parameters for the production schedule" will be cyclically increased. In time analysis, in addition to the flow chart is a very effective tool, there is also a "production time bookkeeping" method. It can assist in both planning and analytical work.

Capacity requirements planning

Make. Each work center can set up a load account.

The task added to this work center is load, and the unit is time. The available capacity of this work center is also time. Input-output balance can be simply understood as the capacity and load on this work center are equal. The complex and triple forms are the differences or integrals of these time quantities. In these two steps, you can see that it is not in one step. This is fundamentally different from MRP II in concept. MRP II believes that there is no problem with the execution layer to complete the plan, so the adjustment of the planning method can theoretically be done in one step. And this method recognizes time fluctuation, that is, acknowledges the cause of time fluctuation. These reasons are largely caused by poor corporate management. So adjustment cannot be done in one step. The hard data collection and implementation in ERP implementation can also be seen.

Dealing with uncertainty is using load accounts

Unfinished tasks (deviations) continue to be stored in the account, while priorities are saved. It plays the role of warehousing of task load, and acts as a buffer like inventory. In this way, it can deal with unexpected situations such as inserting orders and changing processing order very flexibly, but MRP and JIT cannot handle such problems very well. Similarly, it can leave a place for manual scheduling to a certain extent, and can also limit the scope of manual scheduling. It differs from MRP in that it provides room for buffering maneuvers for production operations. However, there is no gap between MRP's deterministic thinking and time period, which does not meet the requirements of flexibility. There is also a basic job, which is the analysis, design, implementation, and supervision of the production-supply chain. At the same time, with the deepening of production improvement, the production-supply chain also needs to be adjusted. ^[1]