A Pull Planning Framework - Hierarchical Production Planning

4 important questions on A Pull Planning Framework - Hierarchical Production Planning

Name 5 issues considered in the capacity/facility planning (process).

  1. Product lifetimes
  2. Vendoring options
  3. Pricing
  4. Time value of money
  5. Reliability and maintainability
  6. Bottleneck effects
  7. Congestion effects

What is the difference between workforce flexibility and workforce agility?

Workforce flexibility refers more to the extend of the workforce being able to respond to short-term changes (i.e. in product mix and volume).

Workforce agility refers more to the extend of the workforce being flexible during the long run.

Simply said; if capacity/facility planning makes plans concerning capacity, workforce planning makes plans concerning personnel, then what does aggregate planning do?

Aggregate planning 'makes plans' concerning product mix and volume.

(How much of each product to produce over time.)

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Consider figure 13.10.

 

1: What WIP level will initially be used for this line?

2: What (theoretical) room for improvement in WIP-level is there for this CONWIP line?

3: How would this improvement be put in practice?

1: Somewhere around 94 units. (CONWIP limit line)

2: If the predictions on TH & CT are 100% accurate, then the system would be optimal when the throughput rate equals the demand. The WIP level that goes with this is about 60. This means there is around 34 more WIP (initially) than in the optimal case.

(Of course this is not realistic.)

3: After (infrequently) observing the performance of the line and determining the room for improvement, one could slowly decrease the card count and iterate.

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