• Job or Task Scheduling: Preparation of time and action The forecast for individual end items

calendar for each order from order receiving to shipment. The

job schedule contains list of tasks to be processed for the styles. Sales orders
Against each tasks planner mentions when to start a task and
what is dead line for that task. Name of responsible person
(department) for the job is being listed. For example, scheduling
Inventories
planned cut date (PCD), line loading date.
Existing capacity

• Material Resource Planning (Inventory): Preparation

ofMaterial requirement sheet according to sample product and
buyer specification sheet. Consumption of material (fabric,
thread, button, and twill tape) is calculated and estimated cost
of each material.
• Loading production: Planner defines which style to be loaded
to the production line and how much quantity to be loaded.
Material Requirements Plan (MRP)
 Plan for the production and purchase of
the components used in making the items
in the MPS.
 End item requirements broken down
into specific components –

• Process selection & planning: Processes needed to complete

 what to make or buy, and when
an order vary style to style. According to the order (customer) Level of details is high.
requirement PPC department select processes for the orders.
Sometime extra processes are eliminated to reduce cost of  Planning horizon usually extends
production. from 3-18 months.

• Facility location: Where a company has multiple factories

(facilities) for production and factories are set for specific MRP
product, planner need to identify which facility will be most
suitable for new orders. Sometimes there may be a capacity  Gross Requirement
shortage in a factory, in that case planner need to decide which
facility will selected for that oder  Net Requirement
• Estimating quantity and costs of production: Planner estimate
daily production (units) according to the styles work content.  Planned order Receipts
With the estimated production figure, production runs and
manpower involvement planner also estimate production cost  Schedule Receipts
per pieces.
 Project On Hand

 Planned order Releases

• Capacity planning: PPC department plays a major role during
order booking. They decide (suggest) how much order they
should accept according to their production capacity. Allocating
of total capacity or deciding how much capacity to be used for
an order out of total factory capacity. Regularly updating Production Activity Control (PAC)
factories current capacity (production capacity).
 Execution plan, detailing specific orders
to produce items from the MRP.
• Line planning: Preparing detailed line planning with daily
production target for the production line. Most cases line  Responsible for planning and controlling
planning is made after discussing with production team and the flow of work through the factory.
Industrial engineers.
 Planning horizon is very short (a day to a
month).
• Follow up and execution: Whatever plan is made is executed
by PPC department. PPC department keeps close look whether  The level of detail is high since it is
everything is progressing according the plan. Chasing other
concerned with individual components,
department heads on daily basis to keep plan on track. They
update order wise completed tasks on the Time & action workstations and orders.
Calendar. When they found something is going to be late they
expedite and create an alarm about the delay.  Plan are reviewed and revised daily.

Inputs to MPS

The production plan Time Fences

 Points in the planning horizon to define
the flexibility allowed in the MPS

 Frozen Zone (closest to current date)

 Capacity and materials committed to

customer orders,

 forecast generally ignored

 Senior management approval for changes

Slushy Zone

 Less commitment of materials and capacity

Tradeoffs negotiated between marketing
and manufacturing

 Liquid Zone – All changes allowed within

limits of the Production Plan