Como hacer un plan maestro de producción.

Master Production Planning: Key Variables and Concepts

Introduction to Master Production Planning

• The discussion begins with an overview of how to create a master production plan (PMP), emphasizing the importance of understanding key variables such as demand and production capacity.

• It is noted that the production capacity is limited to 915 pieces, while storage capacity is restricted to 150 pieces due to warehouse size constraints.

Estimating Demand

• The speaker explains the process of estimating demand using averages, suggesting that calculating these averages should be straightforward for participants.

• A preference for working with whole units rather than fractions is expressed, indicating that it simplifies calculations in the planning process.

Components of the Master Production Plan

• The initial inventory at the start of each day is defined as what remains from the previous day's operations; for example, if 10 pieces are left over, this becomes the starting inventory.

• Demand refers to customer requests for products throughout the week, which must be accounted for in planning.

• Desired inventory levels are discussed; if a problem states that there should be 15 products at day's end, this figure will guide final inventory calculations.

Calculating Production Needs

• The PMP indicates how many items will be produced daily. A formula may be used depending on methodology chosen.

• Final inventory reflects completed production minus any items delivered or sold during operations.

Assessing Feasibility of Production Plans

• Initial inventory for the first day may start at zero unless specified otherwise by a problem statement.

• To determine if production can meet demand, total demand must not exceed daily production capacity multiplied by operational days (5 days).

Just-In-Time Production System

• An introduction to Just-In-Time (JIT) systems highlights their efficiency in producing goods only as needed without excess storage.

• In JIT systems, desired inventory levels are set at zero since products are taken immediately upon completion.

Final Inventory Calculation Example

• An example calculation shows how final inventory equals initial stock plus PMP minus demand. If all requested items are produced and delivered, no leftover stock remains.

Production Planning and Inventory Management

Understanding Production Capacity

• The speaker discusses the completion of a master production plan, highlighting that producing 1,065 pieces exceeds their production capacity of 915 pieces. This indicates a need for careful planning to avoid overproduction.

• It is noted that the excess of 150 pieces can be stored as closing inventory, which helps meet demand while managing production limits effectively.

• The importance of warehouse capacity is emphasized; if the warehouse cannot accommodate additional inventory, it could hinder fulfilling the master production plan (PMP).

Balancing Demand and Production

• A scenario is presented where exceeding demand by 30 pieces requires adjustments in production plans to stay within capacity limits.

• The final inventory from one day becomes the initial inventory for the next day, illustrating how daily production needs are interconnected in just-in-time (JIT) manufacturing.

Creating an Equitable Production Plan

• The speaker introduces a balanced approach to daily production, aiming for consistent output across workdays to reduce strain on personnel and machinery.

• By calculating total demand over five working days, they derive an average daily production target of 821 pieces as part of their master plan.

Addressing Capacity Constraints

• A formula is shared: final inventory equals planned production plus initial inventory minus demand. This calculation ensures that all variables are accounted for in maintaining balance.

• Challenges arise when proposed plans exceed storage capacity; thus, adjustments must be made to align with both warehouse and production capabilities.

Finalizing the Master Production Plan

• To resolve excesses in planned output, dividing surplus requirements across previous days can help maintain equilibrium without exceeding capacities.

• On specific days like Thursday and Friday, slight adjustments ensure that total outputs remain manageable within set limits while achieving zero ending inventory as required by JIT principles.

• The session concludes with verification steps: ensuring neither storage nor production capacities are exceeded throughout the planned schedule confirms the effectiveness of the master production plan.