1、Sales & Operations Planning and Production Control Phil HeenanPresident APICS AustralasiaSales & Operations Planning and Production ControlPhil HeenanCFPIM. CSCP. Dip. Bus. Ops. Mgt. Grad. Dip. Log. Mgt.PRESIDENT APICS AUSTRALASIAPhil Heenan Biography Since 1985, Phil Heenan has been a pioneer in Sa
2、les & Operations Planning and Continuous Improvement throughout Asia Pacific assisting some of the best known organization in the region to Class A.As the full time MRPII/DRP Project Manager at Beatrice Confectionery he was one of the first in Australia to achieve “Class A” MRPII/DRP, including the
3、first multi-site, S&OP process. Prior to his employment with Beatrice, Phil worked in manufacturing roles for 3 well known clothing companies, two who achieved total flow in operations with few non-value added activities, the other who achieved total chaos with waste in abundance. This was a great b
4、asis for Phils LEAN understanding. He started his consulting firm in 1988 and has been involved directly in over 30 “Class A” accreditations, and indirectly a further 20, assisting companies or educating managers in Australia, Japan, Korea, China, the Philippines, Thailand, Hong Kong, Singapore, Mal
5、aysia and New Zealand. His client list includes an enviable list of Best Practice, Australian and International manufacturers and distributors. He has a Diploma in Business Operations Management, a Graduate Diploma in Logistics Management, a CPIM, a Certified Supply Chain Professional (CSCP) and is
6、a Fellow in Production and Inventory Management. In 1990 he was a contributing author and wrote the chapter on how to implement Class A projects based on his experience at Beatrice in the Handbook of Logistics and Distribution Management. More recently he contributed to the S&OP Best Practice book w
7、ritten by John Dougherty and Chris Gray. He is President of APICS Australasia and has been a member since 1978.Website: .au with updated articles on the weblogHeenan Consulting Established 1988Phil Heenan Consulting specialises in solving manufacturing and distribution problems. If you have symptoms
8、 like; excess inventory, poor customer service, inflexible manufacturing processes, too much overtime and air freight, poor forecasts, inadequate safety stock strategies and too many products, we can help you. We achieve this by using proven implementation methodologies and business philosophies, ed
9、ucating and coaching your staff in the following areas:Sales & Operations PlanningIntegrated Business ManagementSupply Chain Management Process Management Manufacturing Resource Planning (MRP II)Enterprise Resource Planning (ERP)Lean Manufacturing / Synchronous Flow People Empowerment Customer Conne
10、ctivitySupplier Planning & ControlPerformance Measurement Our client list is a Whos Who of Australasian firms. For them, weve produced real tangible and sustained operating results including: improved on time delivery, reduced working capital investments, reduced manufacturing costs, improved proces
11、s flows, better forecast accuracy, enhanced company communication and coordination, and increased supply chain flexibility. We help get results that are based on applying proven principles and methods - not the latest buzzword, software package, or silver bullet. In most cases, our clients use the c
12、omputer and software systems they already had in place, upgrading to the proven techniques used by the leading companies in their respective markets. We deliver results fast - you can typically see a difference in weeks or months, not years. Changes across the organisation are reflected in real oper
13、ating results, not fancy bound reports or the size of the cheque you write for consulting. We are able to mentor and coach at all levels of an organization, being the voice of the project team to executive management, and the voice of executive management to the project team. By working with people
14、across the organisation we can help define and implement solutions that have organisational buy-in - solutions that will truly work. We have extensive experience in auditing and assessing performance, particularly in the area of sales and operations planning. Check out our product page for new check
15、lists specifically designed for assessing the S&OP process. First “Class A MRPII/DRPPerformance Measurement, Quality & Continuous Improvement through Lean ThinkingForecasting,Demand Management and New Product DevelopmentPurchasingWarehousingStrategicPlanningBusinessPlanning Sales and OperationsPlann
16、ing MasterSchedulingDetailedMaterialPlanningDetailed Planning & Execution ProcessesExecutionResourceRequirements PlanningRough Cut Capacity PlanningDetailed Capacity PlanningBills of MaterialRoutingsInventoryBalancesOpenOrdersHistorySuppliersCustomersData BaseGeneralLedgerAccounts ReceivableAccounts
17、PayableFixed AssetsBudgetingCostingsFinancialsActivity Based CostingS&OP and Associated ProcessesAgenda1. Introduction2. People Based Technologies such as Integrated Business Management and Sales & Operations Planning3. Demand Planning & Sales Forecasting4. Master Scheduling5. Capacity Planning6. Th
18、e Monthly Sales & Operations Planning process7. S&OP ImplementationAgenda (continued) 8. Material Requirements Planning 9. Inventory Records 10. Plant Scheduling & Purchasing 11. Effectiveness Checklists & Measures 12. ReferencesSection One Objectives Introduction to Integrated Business Management (
19、IBM) and Sales & Operations Planning (S&OP)Session One Summary Course introduction Todays common business problems Shared course objectives The importance of integration The development of S&OP Balancing demand & supply volume & mix Managing the supply chain through S&OP and associated processes The
20、 Koala Manufacturing Case Study Planning and LEAN IntegrationIntroduction Regular Breaks Coffee and Lunch Breaks Relating Concepts Ask both types of Questions Notebook Messages, Mobile Phones, Carrier Pigeons, Smoke Signals, Blackberries, Laptop Computers please! Overview vs detail courses Introduct
21、ionsFunctions RepresentedLogistics ManagementCapacity PlanningCustomer DeliveriesSupply Chain ManagementPlanning, Logistics & PurchasingProduction/Site ManagementMaster Scheduling & Customer PromisingStrategic PlanningERP (MRPII) ConsultingS&OP ManagementDemand ForecastingNew Products & Activities M
22、anagementData ManagementPerformance Measurement and AnalysisProblems in the Company? Customer Service less than 95% by item Schedule achievement less than 95% Supplier performance less than 95% Data accuracy less than 98% Stock on hand records less than 95% Bill of Material accuracy less than 98% In
23、ventory Accuracy & Levels Quality of life less than 10%My Objectives Of This CourseUnderstand S&OP and Integrated Business Management (ERP/MRPII) so that your companies can reduce inventories, increase customer service and make more profitsReview sample S&OP spreadsheets to assist you develop your o
24、wnLearn the 5 step S&OP processLink demand & supply within your companyShow you how to implement S&OP successfullyIntroduce you to key S&OP performance measuresHighlight the relationship between S&OP and Master SchedulingReview opportunities for collaboration with customers (CPFR)Look at the relatio
25、nship between detailed production planning & controlReview the different types of Capacity Planning techniquesSee the flow through to Material Requirements Planning & Vendor SchedulingThe Dos and Donts of S&OPPrinciples of effective sales forecastingPrinciples of effective master schedulingYour Obje
26、ctives Latest Supply Chain concepts Become more professional in Capacity Planning & Scheduling Improve planning department organisation Receive professional planning training Linking customer demand to master schedule Develop S&OP and Production Control team Grasp basics of an S&OP implementation Un
27、derstand how other industries do S&OP Receive case studies on results in other companies S&OP issues & opportunities Learn about S&OP tools or methods Learn where other companies are at with S&OP Share best practice S&OPS&OP/Production Control Experience Very Experienced 1 Experienced 4 Limited Expe
28、rience 6 No Experience - 1Sales and Operations PlanningLean ManufacturingS&OP/IBM DevelopmentBOM PROCESSORMRPCLOSED LOOP MRPDRPMRPIICLASS AS&OPERPIBM/S&OPSCMAPS195519591970198019902000AcronitisABMERPSPCECRJITBRPVBMMRP IITQMGTRe-EngineeringDiamond ServiceGEMMSRoboticsHeijunkaCIMRummler-BrachePartners
29、hipsKanbanISO 9000APSKaisenCAD/CAMAgileLeanS&OPProgram of the MonthBasic Manufacturing EquationDemand = SupplyMarketplace(Demand)Resources(Supply)BalancingOverloadUnderloadCustomer ordersBranch warehouseNew productsForecastSpecialsInterplantSparesEquipmentFacilitiesDollarsPeopleTimeSuppliersMake the
30、 best use of available resources to satisfy each demandThe Four FundamentalsDemandSupplyVolumeMixHow Much?RatesThe Big PictureProduct FamiliesWhich Ones?Timing/SequenceThe DetailsProducts, SKUsThe Four FundamentalsDemandForecasting & Demand MgmtSupplyFamily &Rough-CutCapacity PlanningVolumeVolumeS&O
31、PS&OPMixMixMasterMasterSchedulingScheduling CEOSiloDevelopmentSiloSalesSiloManufacturingSiloFinanceSiloMarketingS&OP is the business process that gives management power based on current knowledge of the market and their internal capabilities, while fostering effective and timely cross-functional com
32、munication and decision-making.Its easy to get the players. Getting em to play together, thats the hard part.Casey StengelPerformance Measurement, Quality & Continuous Improvement through Lean ThinkingForecasting,Demand Management and New Product DevelopmentPurchasingWarehousingStrategicPlanningBusi
33、nessPlanning Sales and OperationsPlanning MasterSchedulingDetailedMaterialPlanningDetailed Planning & Execution ProcessesExecutionResourceRequirements PlanningRough Cut Capacity PlanningDetailed Capacity PlanningBills of MaterialRoutingsInventoryBalancesOpenOrdersHistorySuppliersCustomersData BaseGe
34、neralLedgerAccounts ReceivableAccountsPayableFixed AssetsBudgetingCostingsFinancialsActivity Based CostingS&OP and Associated ProcessesBalancing the Supply Chain SALES & OPERATIONSPLANNINGYOURCOMPANYYOURSUPPLIERSYOURSUPPLIERS SUPPLIERSYOURCUSTOMERSYOURCUSTOMERSCUSTOMERST R A N S P O R T A T I O NT R
35、 A N S P O R T A T I O NCASE STUDY NUMBER ONE THE KOALA MANUFACTURING COMPANYUnsuccessful Users of S&OP Many plans: Marketing, Sales, Finance, Manufacturing, Purchasing, Senior Management Software Emphasis Invalid Schedules Inaccurate Data Poor Customer Service Frustration and Blame System does not
36、help run the businessSuccessful Users of S&OP A total company planning process supported by the computer and software World Class levels of performance Customer Service, Inventory Management & Financial Integration One plan with discipline Valid Schedules Customer Satisfaction Data Accuracy Senior M
37、anagement leading the wayPerformance Measures Critical aspect of IBM and S&OP New rules required Ownership required Lets talk about the critical ones laterPerformance Measurement, Quality & Continuous Improvement through Lean ThinkingForecasting,Demand Management and New Product DevelopmentPurchasin
38、gWarehousingStrategicPlanningBusinessPlanning Sales and OperationsPlanning MasterSchedulingDetailedMaterialPlanningDetailed Planning & Execution ProcessesExecutionResourceRequirements PlanningRough Cut Capacity PlanningDetailed Capacity PlanningBills of MaterialRoutingsInventoryBalancesOpenOrdersHis
39、torySuppliersCustomersData BaseGeneralLedgerAccounts ReceivableAccountsPayableFixed AssetsBudgetingCostingsFinancialsActivity Based CostingS&OP and Associated ProcessesBasic Business Questions What are we forecasting to sell? What should we produce to support the customer? (or buy if we dont manufac
40、ture) What components do we need? What is in stock already When should we obtain more & how much? How well are we performing?How Does S&OP and the underpinning processes help us solve the basic Manufacturing & Distribution equations? Sell - Forecasting process & where we meet the customer Make - Mas
41、ter Schedule & Strategy (DRP) What does it take - BOMs What is in stock - IRs How much & when - MRP/APS Performance MEASURES through the S&OP process Lets look at the critical processesWhat will we sell? Most companies have one set of forecasts Many have more than one! Need logical process The softw
42、are is not the main problem Must measure performance Must work to reduce the need! FORECASTING PROCESSForecasting is the start of the planning processSALES & OPERATIONS PLANNINGNew ProductPlansAggregate DemandFinancialPlansSupplyPlansNew ProductScheduleResourcesSchedule MilestonesExecutionResourcePl
43、anningDemandPlansMarketingSalesExecutionInventoryStrategiesMaster SchedulingDetailed M/CPlanningP & SSchedulingExecutionResourcePlanningBUSINESS PLANNINGNew productsMarketing & SalesManufacturingMaster Schedule Calculation1234567ForecastCustomer ordersProjected BalanceAvailable to PromiseMPS at Star
44、t10 10 1010On hand = 30 Lot size = 5050MPS at ReceiptLead Time = 1 weekSafety Stock = 1 week820 20 20 2020 10 504020 50 30 10505050What Components Do We Need? Most companies have BOMs Many have more than one set! We need management processes New products & changes to existing We must measure perform
45、ance BILLS OF MATERIALBill Of MaterialEnd ItemPurchased ItemPurchased ItemPurchased ItemManufactured ItemPurchased ItemPurchased ItemMaterial Requirements Planning(MRP)Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7ProjectedGrossRequirements5050ScheduledReceipts40ProjectedAvailableBalance2020-301010101010Planned
46、Order Release(2wk LT)50Material Requirements Planning(MRP)Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7ProjectedGrossRequirements5050ScheduledReceipts(RSIactioned)40ProjectedAvailableBalance2020101010101010PlannedOrder Release(2wk LT)50Why do we need the Computer & Software? 10,000 item master records Forecast
47、s change Orders change Specifications change People change Suppliers change Procedures changeHow Do We Cope?And still provide: minimum shortages customer satisfaction reduced waste simulation effective communication control This is really all about re-planning not planningThe Many Tools for Improvin
48、g Effectiveness*IncreaseReliabilityEnhanceCoordinationReduce Waste& TimeTotal Quality, Six Sigma, Poka-Yoke, ISO+ othersLean Mfg., Just-In-Time, Quick Changeover (SMED), Flow + othersSales & Operations Planning, ERP, Kanban, VMI,+ others* Per Chris GrayXXXContinuous ImprovementTargetPareto AnalysisC
49、ause & EffectAction Plan1.2.3.References for this session Tom Wallace S&OP Self-Assessment Checklist and Software This book and software covers the key parts of S&OP, Forecasting, Master Scheduling and Capacity Planning Bill Belt “Class A” Certification in Business Excellence to serve the customer T
50、his book covers Integrated Business Management and LEAN Manufacturing Sales & Operations Planning Best Practices by Dougherty & Gray This book covers lessons learned from 13 outstanding users of S&OP Available at .auSection 2 Demand Planning & Sales Forecasting Sales & Marketing Responsibilities?Ses
