Operation Management/Administración de Operaciones
1
Universidad delTurabo
MANA 705 DL – Workshop Eight
Topic: Aggregate Planning, Material Requirement Planning and Capacity
Planning
Introduction
Welcome to workshop eight of the Operations Management course. In this
workshop we will discuss a mix of topics that are related directly with Supply Chain,
Aggregate Planning, Material Requirement Planning (MRP) and Capacity Planning
(CP). First, we will examine Aggregate Planning or Aggregate Scheduling, which is
an approach to determine the quantity and timing of production for the immediate
future which is usually three to eighteen months ahead. MRP, or Material
Requirements Planning, is a dependent demand technique that uses a bill of
material, inventory, expected receipts, and a master production schedule to
determine material requirements. Finally, Capacity Planning, the throughput or
number of units a facility can hold, receive, store, or produce in a period of time.
Enjoy the workshop!
Learning Objectives
At the end of the workshop, each student will be able to:

Define aggregate planning.

Identify strategies for developing an aggregate plan.

Understand the graphical and mathematical planning of other aggregate plans.

Describe material requirement planning (MRP) and how to build the product
structure, the gross requirements plan, the net requirements plan and lot sizes
for lot for lot, and EOQ.

Describe Material Resource Planning (MRP II) and the closed loop.

Define Capacity Planning (CP), Capacity Requirement Planning (CRP), design
capacity, effective capacity, utilization and efficiency.

Identify and compute break even.
Language Objectives

Listen: Listen and evaluate power point discussions of the aggregate planning
process, the dependent inventory model requirements and the distribution
resource planning.
MANA 705 DL © Ana G. Méndez University System, 2012. All rights reserved.
Operation Management/Administración de Operaciones
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Speak: Express ideas orally in a power point video discussing MRP II closed
loop.

Read: Apply a variety of reading strategies to identify the capacity planning
process and have an understanding of the effective capacity and utilization.

Write: Develop a solution for a case study to develop a product structure BOM
and build a gross requirement plan.
Content
8.1 Aggregate Planning
Aggregate planning, also known as aggregate scheduling is concerned with
determining the quantity and timing of production for the immediate future, often
from three to eighteen months ahead. Operations managers try to determine the
best way to meet forecasted demand by adjusting production rates, labor levels,
inventory levels, overtime work, subcontracting rates, and other controllable
variables. Usually the objective of aggregate planning is to meet forecasted demand
while minimizing costs over the planning period.
Four things are needed for aggregate planning:
a. A logical overall unit for measuring sales and output.
b. A forecast of demand for a reasonable intermediate planning period in
these aggregate terms.
c. A method for determining the costs.
d. A model that combines forecasts and costs so that scheduling decisions
can be made for the planning period.
The medium-range planning begins once long-term capacity decisions are
made. This is the job of the operations manager. Scheduling decisions address the
problem of matching productivity to fluctuation demands. These plans need to be
consistent with top management’s long-range strategy and work within the
resources allocated by earlier strategic decisions. Medium or intermediate range
planning is accomplished by building an aggregate production plan. If top
management does a poor or inconsistent job of long-term planning, problems may
develop that make the aggregate planner’s job very difficult.
Aggregate planning is part of a larger production planning system. In a
manufacturing environment, the process of breaking down the aggregate plan into
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Operation Management/Administración de Operaciones
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greater details is called, disaggregation, resulting in the master production
schedule, which provides input to material requirements planning (MRP) systems.
The MPS or master production schedule addresses the purchasing or production of
parts or components needed to make the final product.
8.2 Aggregate Planning Strategies
When generating an aggregate plan, the operations manager must answer
several questions:

Should inventories be used to absorb changes in demand during the
planning period?

Should changes be accommodated by varying the size of the workforce?

Should part-timers be used, or should overtime and idle time absorb
fluctuations?

Should subcontractors be used on fluctuating orders so a stable workforce
can be maintained?

Should prices or other factors be changed to influence demand?
All these questions involve the manipulation of inventory, production rates, labor
levels, capacity, and other controllable variables.
MANA 705 DL © Ana G. Méndez University System, 2012. All rights reserved.
Operation Management/Administración de Operaciones
Option
Advantage
Capacity Option:
Changing inventory
levels
Changes in HR are
gradual or none.
4
Disadvantage
Comments
Inventory holding costs
may increase. Shortages
may result in lost sales.
Hiring, layoff, and
training costs may be
significant.
Applies mainly to production
not service, operations.
Varying workforce
size by hiring or
layoffs
Avoids the costs of
other alternatives.
Varying production
rates through
overtime or idle
time
Matches seasonal
fluctuations without
hiring/training costs.
Overtime premiums;
tired workers; may not
meet demand.
Allows flexibility within the
aggregate plan.
Subcontracting
Permits flexibility and
smoothing to the firm's
output
Is less costly and more
flexible than full-time
workers.
Loss of quality control;
reduced profits; loss of
future business.
High turnover/training
costs; quality suffers;
scheduling difficult.
Applies mainly in production
settings.
Tries to use excess
capacity. Discounts
draw new customers
May avoid overtime.
Keeps capacity
constant.
Uncertainty in demand.
Hard to match demand
to supply exactly.
Creates marketing ideas.
Overbooking used in some
businesses.
Many companies back order.
Fully utilizes resources;
allows stable workforce.
May require skills or
equipment outside firm's
areas of expertise.
Using part time
workers
Used where changing
inventory size of labor pool
is large.
Good for unskilled jobs in
areas with large temporary
labor pools.
Demand Option:
Influencing
demand
Back ordering
during highdemand periods
Counter seasonal
product and service
mixing
Customer must be
willing to wait for an
order or goodwill is
lots.
Risky finding products or
services with opposite
demand patterns.
Mixing options to develop a plan:
1. Chase strategy is a planning strategy that sets production equal to forecasted
demand. The chase strategy attempts to achieve output rates for each period
that match the demand forecast for that period. For example, the operations
manager can vary workforce levels by hiring or laying off, or can vary
production by means of overtime, idle time, part time employees, or
subcontracting.
2. Level scheduling maintains a constant output rate, production rate, or workforce
level over the planning horizon. In other words, a level strategy is an aggregate
plan in which production is uniform from period to period. Firms like Toyota and
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Operation Management/Administración de Operaciones
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Nissan keep production at uniform levels and may (1) let the finished goods
inventory go up or down to buffer the difference between demand and
production, or (2) find alternative work for employees. This philosophy is that a
stable workforce leads to a better quality product, less turnover and
absenteeism, and more employee commitment to corporate goals.
8.3 Graphical and Mathematical Strategy Options to Aggregate Planning:
Other options are:
1. Mixed strategy is a planning strategy that uses two or more controllable
variables to set a feasible production rate. However, this strategy is very
challenging for the operations manager. Finding the optimal plan is not always
possible and methods can vary.
a. Graphical methods in aggregate planning are techniques that work with a
few variables at a time to allow planners to compare projected demand
with existing capacity. It is a trial and error approach which does not
guarantee optimization, but requires computations. In this approach even
the clerical staff can follow the steps: (1) determine the demand in each
period, (2) determine capacity for regular time, overtime and
subcontracting, (3) find labor costs, hiring and layoff costs, and inventory
holding costs, (4) consider company policies that may apply to workers,
and (5) develop alternative plan and examine their total costs.
b. Mathematical approaches such as transportation method of linear
programming produce an optimal plan for minimizing costs.
c. Management coefficients model, a formal model built around a manager’s
experience and performance.
d. The linear decision rule that attempts to specify an optimum production
rate and workforce level over a specific period.
e. Scheduling by simulation which uses a search procedure to look for the
minimum cost combination of values for workforce size and production
rate.
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To view the PowerPoint presentation with audio, please click the link:
MANA705_W8_8_3 Aggregate Planning, Material Requirement
Planning and Capacity Planning
To access the narrative of the presentation in Word, click on the link
MANA705_W8_8_3_Narrative (Document MS Word)
To access the electronic link, follow these instructions:
Place the cursor over the email address and simultaneously press CTRL + click.
8.4 Material Requirement Planning (MRP), Product Structure, Gross
Requirements, Net Requirement Plan and Lot Sizes
Material requirement planning (MRP) is a dependent demand technique that
uses a bill of material, inventory, expected receipts, and a master production
schedule to determine material requirements. Dependent demand is used because
this demand is used for another item. When MRP requirements are met, dependent
models are preferable to the EOQ model.
The master production schedule specifies what is to be made and when. It
must be in accordance with a production schedule. The production plan sets the
overall level of output in broad terms. The plan includes inputs such as financial
plans, customer demand, engineering capabilities, labor availability, inventory
fluctuations, supplier performance, and other considerations.
1. MPS record is a time-phased record to show relationships between
production output, sales forecast, and expected inventory balance.
2. Highly simplified involving an item with a beginning inventory, sales forecast
per week, and MPS per week as well.
3. The MPS row states the timing for completion of units available to meet
demand.
4. The details for starting production of the various components and assembly
of the product are taken care of by the MRP system.
5. The available row represents the expected inventory position at the end of
each week.
6. Any negative values in the available row represent expected back orders.
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7. Reasons for carrying positive projected inventory balance are
a. Forecasts involve some degree of error, and the MPS is a plan for
production that may not be exactly achieved.
b. Projected inventory balance provides a tolerance for errors that buffers
production from sales variations.
As the planning process moves from the production plan to execution, each
of the lower level plans must be feasible. When one is not, then feedback to the
next higher level is used to make necessary adjustments. One of the major
strengths of MRP is its ability to determine precisely the feasibility of a schedule
within aggregate capacity constraints. The aggregate production plan provides the
basis for development of the detailed master production schedule.
The master production schedule can be expressed in the following terms:
1. Make to order
a. Carries no finished goods inventory and builds each customer order
as needed.
b. Very large number of possible production configurations.
c. Small probability of anticipating a customer’s exact need.
d. Customers expect to wait for a large portion of the entire design
and manufacturing lead time.
e. MPS unit is typically defined as the particular end item or set of
items comprising a customer order.
2. Assemble to order
a. Limitless number of possible end item configurations, all made from
a combination of basic components and subassemblies.
b. Customer delivery time often shorter than total manufacturing lead
time.
c. Large number of end item possibilities makes forecasting exact
item configurations extremely difficult and stocking end items very
risky.
d. Tries to maintain flexibility by starting basic components and
subassemblies into production and not starting final assembly until
a customer order is received.
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Operation Management/Administración de Operaciones
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e. The MPS unit is stated in planning bills of material.
f. The MPS unit has, as its components, a set of common parts and
options.
3. Make to stock
a. Produces in batches, carry finished goods inventories for most end
items.
b. MPS is the production statement of how many and when each end
items is to be produced.
c. Many organizations tend to group end items into model grouping in
the MPS preparation.
d. The end item information is delayed until the latest possible time
and the end item schedule is available in the final assembly
schedule.
e. All products so grouped, are run together in batches to achieve
economical run for component parts.
Product structures provide a hierarchical classification of the items which
form a product. The product structure shows the material, component parts
subassemblies and other items in a hierarchical structure that represents the
grouping of items on an assembly. As shown below:
Bills of material (BOM) are formally structured lists of the components, their
description, and the quantity of each required to make one unit of a product.
Individual drawings describe not only physical dimensions, but also any special
processing as well as the raw material from which each part is made. Bills of
material structure refer to the overall design for the arrangement of bills of material
files. Different departments in a company use bills of material for a variety of
purposes. There can be several formats:
1. Product Tree –. The product tree is a convenient way to think about bills
of material, but is seldom used except for teaching and testing.
2. Parent – component relationship, also called, single-level structures. An
assembly is considered a parent and the items that comprise it are called
component items. Unique part numbers are also assigned to each part.
This makes identification of the part absolute.
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Operation Management/Administración de Operaciones
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3. Multi-levels are formed as a logical grouping of parts into subassemblies
based on the way the product is assembled.
4. Multiple bills are used when companies usually make more than one
product, and the same components are often used in several products.
This is particularly true with families of products.
5. Single level bills of materials contain only the parent and its immediate
components, which is why it is called a single level bill.
6. Indented bill, can be multilevel bills of material. The components of the
parent are listed flush to the left and their components are indented.
7. Summarized parts list, is a list of all the parts needed to make one
complete assembly.
8. Planning bills are to plan production. These bills of materials are artificial
groupings of components for planning purposes. They are used to simplify
forecasting, master production scheduling and material requirements
planning.
There are two kinds of materials needed for a product, the engineering bill of
materials and the manufacturing bill of material. The engineering bill of materials is
a list of items according to their relationships with parent products represented on
assembly drawings and the manufacturing BOM is the one typically used in MRP
systems.
There are several types of engineering BOM’s:
1. The modular BOM, is organized around product modules. These BOM’s are
not final products to be sold but are components that can be produced and
assembled into units.
2. Planning BOM’s and Phantom BOM’s, are two special kinds of BOM’s. The
planning BOM’s are created in order to assign an artificial parent to the bill of
material. Such bills are used in group subassemblies and also in kits to
production department. The phantom bills of materials are bills for
components, usually sub assemblies that exist only temporarily. These BOM’s
are components that go into another component and are never inventoried.
Using low level coding ensures that an item is always at the lowest level of
usage and is necessary when identical items exist at various levels of the BOM.
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Other important information that is needed for a good MRP is to have accurate
inventory records. The company should achieve at least 99% record accuracy in
order to work. Outstanding purchase orders should exist as a byproduct of well
managed purchasing and inventory control. When purchase orders are executed,
records of those orders and their scheduled delivery dates must be available to
production personnel. Only with good purchasing data can the operations
manager prepare accurate production plans and effectively execute an MRP
System.
Good lead times is another component that needs accuracy; in purchasing
systems, the time between recognition of the need for an order and receiving it,
in production systems. It is the order to wait, move, queue, setup, and run
times for each component. When a BOM is turned on and modified by adding
lead times for each component then time phased product structure is in place.
Gross material requirements plan is a schedule that shows the total demand
for an item (prior to subtraction of on-hand inventory and scheduled receipts)
and (1) when it must be ordered from suppliers, or (2) when production must be
started to meet its demand by a particular date. Net material requirements are
the result of adjusting gross requirements for inventory on hand and scheduled
receipts. Planned order receipts are the quantities planned to be received at a
future date and planned order releases are scheduled dates for an order to be
released.
In many cases organizations plan for safety stock which is usually to remove
variability in the MRP system. Some considerations for safety stock may be
prudent. When safety stock is deemed absolutely necessary, the usual policy is
to build it into the projected on hand inventory of the MRP logic. Distortion can
be minimized when safety stock is held at the finished goods level and
components or raw material level.
Other MRP dynamics are necessary to a good MRP system, such as knowing
about accurate re-planning and the frequent changes in an MRP system, called
system nervousness. In order to avoid this, such tools as time fences and
pegging are used. Time fences are a means for allowing a segment of the
master schedule to be designated as “not to be rescheduled”. There is a point in
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Operation Management/Administración de Operaciones
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time where there are some constraints to businesses. Outside the time fence,
orders and forecasts can be changed without reference to planners; however
there should be authority within the management and master production
scheduler where monitoring changes are necessary. The pegging tool means
tracing upward in the BOM from the component to the parent item.
Just in time (JIT), adds more and better response to MRP systems. JIT moves
the material in small batches, reduces work in process small buckets, balanced
flow and supermarkets. Buckets are time units in MRP systems and usually last
one week.
In MRP a decision for lot sizing should be made to determine the lot size.
1. Lot-for-Lot – a lot sizing technique that generates exactly what is
required to meet the plan.
2. Economic Order Quantity (EOQ) can also be used in lot sizing by using
the same approach or equation.
3. Part period balancing, an inventory ordering technique that balances
setup and holding costs by changing the lot size to reflect
requirements of the next lot size in the future.
4. Wagner-Whitin algorithm procedure is a technique for lot size
computation that assumes a finite time horizon beyond which there is
no additional net requirements to arrive at an ordering strategy.
8.5 Material Resource Planning (MRP II) and the closed loop.
Material Resource Planning (MRP II) is an extremely powerful technique. It is
a system that allows MRP to be put in place and inventory data to be augmented by
other resource variables. In this case MRP becomes material resource planning. In
other words, by utilizing the logic of MRP, resources such as labor, machine hours,
and cost can be accurately determined and scheduled.
The closed-loop material requirement planning implies an MRP system that
provides feedback to scheduling from the inventory control system. The closedloop MRP system provides information to the capacity plan, master production
schedule, and production plan so planning can be kept valid at all times.
8.6 Design Capacity, Effective Capacity, Utilization and Efficiency Capacity
Planning (CP), and Capacity Requirement Planning (CRP)
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Capacity is the throughput or number of units a facility can hold, receive,
store, or produce in a period of time. Design capacity is the theoretical maximum
output of a system in a given period under ideal conditions. For many companies
designing capacity can be straightforward, effective capacity is the capacity a firm
expects to achieve given its current operating constraints. It is often lower than
design capacity because the facility may have been designed for an earlier version
of the product or a different product mix than is currently being produced.
Capacity available is the capacity of a system or resource to produce a
quantity of output in a given time period. It is affected by (1) product specifications
change, the work content (work required to make the product) will change, thus
affecting the number of units that can be produced,(2) product mix where the
product has its own work content measured in the time it takes to make the
product. If the mix of products being produced changes the total work content
(time) the mix will change, (3) plant and equipment which relates to the methods
used to make the product, and (4) work effort, which relates to the speed or pace
at which the work is done; if the workforce changes pace, perhaps producing more
in a given time, the capacity will be altered.
To measure capacity we need units of output. If the variety of products
produced at a work center or in a plant is not large, it is often possible to use a unit
common to all products. We also need standard time which is expressed as the time
required for making the product using a given method of manufacturing. Utilization
is the available time that is the maximum hours we can expect from the work
center; the percentage of time that the work center is active. Efficiency is how the
work center is used in comparison with standard.
Available time is the number of hours a work center can be used.
Available time = the number of machines x the number of workers x the hours of
operations.
The other measures:
1. Utilization = Actual output / Design capacity, this is a percent of
design capacity. Also measured as:
Utilization = (Hours actually worked / available hours) x 100%
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Operation Management/Administración de Operaciones
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2. Efficiency = Actual output / Effective capacity, this is an actual
output as a percent of effective capacity. Also measured as:
Efficiency = (Actual rate of production / Standard rate of
production) x 100%
These measures are important for an operations manager, but they often
need to know the expected output of a facility or process. Also referred to as rated
capacity:
Rated Capacity = (Available time) x (Utilization) x (Efficiency)
Capacity considerations for a good capacity are:
1. Forecasts demand accurately
2. Understand the technology and capacity increments
3. Find the optimum operating level (volume)
4. Build for change
Even with good forecasting and facilities built in to the forecast, there may be
a poor match between the actual demand that occurs and available capacity. There
are some options for managing demand:
1. Demand exceeds capacity by raising prices, or scheduling long
lead times.
2. Capacity exceeds demand by price reductions or aggressive
marketing.
3. Adjusting to seasonal demands or cyclical pattern of demands.
4. Tactics for matching capacity to demand by
a. Making staffing changes (increasing or decreasing the
number of employees or shifts)
b. Adjusting equipment (purchasing additional machinery or
selling or leasing out existing equipment)
c. Improving processes to increase throughput
d. Re-designing products to facilitate more throughput
e. Adding process flexibility to better meet changing pr5oduct
preferences
f. Closing facilities
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8.7 Break-even Analysis
Break-even analysis is a critical tool for determining the capacity a facility
must have to achieve profitability. The objective of break-even analysis is to find
the point, in dollars and units, of which costs equal revenue. This is the break-even
point. Fixed costs are costs that continue even if no units are produced. Examples
are depreciation, taxes, debt, and mortgage payments. Variable costs are those
that vary with the volume of units produced. The major components of variable
costs are labor and materials. Contribution is the difference between selling price
and variable cost. Only when total contribution exceeds total fixed cost will there be
profit.
Another element is the revenue function which is the function that increases
by the selling price of each unit. Based on which way you can calculate the breakeven point, such as in units or in dollars; the formulas will drive you through the
two different ways of calculating break-even point. Break-even point is the level of
sales at which profit is zero. Sales will be equal to fixed cost and variable cost.
Equations:
Break-even in units = Total Fixed Cost / Price – Variable Cost
Break-even in dollars = Total Fixed Cost / 1- Variable Cost / Selling
Price
Forum for Doubts:
If you have any questions, access
Comunicación/Communication link, and press
Workshop Eight: Doubts and Questions where we can discuss
any doubts.
To participate, click on the forum title.
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Operation Management/Administración de Operaciones
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Tasks/Activities: Workshop Eight
Task 8.1: Power Point with audio (oral)
Instructions
1. Look for the rubric Appendix F - Rubric to Evaluate Video or PowerPoint
2. Presentation Individual/Group to evaluate Video or PowerPoint with audio
in the syllabus.
3. Click on the e-lab button and access a tutorial on how to prepare a
PowerPoint presentation with audio.
4. Prepare a presentation with a minimum of 10 slides using MS PowerPoint with
audio.
5. Your presentation will be explaining an organization process strategy from one
of the four process strategies: (1) process focus, (2) repetitive, (3) product,
or (4) mass customization focus.
6. You will also pick one of the tools below and explain the tool and how it works
with the company you are presenting. For example a department process as a
production process, product, or service they offer.
a. Flow Diagram
b. Time function mapping.
c. Value stream mapping
d. Process chart
e. Service Blueprint
7. Make sure your presentation is APA Style version six, in other words,
formatting and citation information must be used. Remember to reference the
source of any chart or graph used from web sites, books, journals, and so
forth.
8. Save your presentation as follows: T8.1.name.last name.
9. Send the document by accessing Tasks/Tareas, click Workshop Eight and
T8.1 PPT w/audio Organization Process Strategy.
Value= 20 points
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Task 8.2 Two problems (written)
Instructions:
Locate and study Appendix H.3 Tasks 8.2: Two Problems Rubric in the
Syllabus.
Problem 1: Bill of Material (BOM) and 2) Capacity Problem
Instructions
1. Using the following product tree, (BOM) construct the appropriate single-level
tress. How many C’s are needed to make 50 X’s and 100 Y’s.
X
A(2)
C(2)
Problem 2: A
B
D
Capacity problem
Y
B
E (2)
C(2)
E (2)
a) A work center consists of 4 machines, each working a 16 hour day
for 5 days a week. What is the weekly available time?
b) The work center above is utilized 75% of the time. What are the
hours per week actually worked?
c) If the efficiency of the work center in the above information is 115%,
what is the rated capacity of the work center?
2. Save both problems in a word document as T8.2.name.lastname.
MANA 705 DL © Ana G. Méndez University System, 2012. All rights reserved.
Operation Management/Administración de Operaciones
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3. Send your document by accessing Tasks/Tareas, and then click Workshop
Eight and identifyT8.2 Problems.
Value= 20 points
Task 8.3 Discussion Forum Rubric (oral)
Instructions:
1. Look for Appendix E for Discussion Forum Rubric (oral or written) (10
points) in the syllabus.
2. Please see tutorial How to record voice accessing the e-lab link.
The discussion for this task is the following:
The student will look for more information on Production Technology.

You will pick one of the technologies discussed in the workshop.

Bring to the discussion forum an organization that uses one of these
technologies.

How does it work? Benefits. Explain.

Your peers will ask questions or bring more information on what other
ways this technology is used and how other companies use the same
technology.
3. To participate, access Tasks/Tareas link, click Workshop Eight/T8.3
Production Technology Voice Forum.
4. Please react to the posting of at least two of your classmate’s.
Value = 10 points
Task 8.4 Voice Reflective Journal (written)
Instructions:
1. The purpose of the reflective diary is to think, write or orally communicate
about the concept, the feelings and attitudes that are generated with
discussion and assignments of each workshop.
2. Look for Appendix C Reflective Journal Template, you will find the table to
do your reflective diary and Appendix D is the rubric for the reflective diary.
3. Using MS Word or a compatible program, the student will describe their
experiences and lessons learned in Workshop 8.
a. Save the document as:
MANA 705 DL © Ana G. Méndez University System, 2012. All rights reserved.
Operation Management/Administración de Operaciones
T8.4.yourname.lastname.
4. Submit the assessment through the Tareas/Tasks tab, and then click
Workshop Eight/T8.4 Written Reflective Journal link.
5. Value = 10 points
Congratulations, you have completed
Workshop Eight!
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