i2 aps培训-高级计划排成(2).ppt

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1、1,Advanced Planning and Scheduling,ReferencesErrington,“APS-a powerful emerging technology,”1997i2 technology product informationAdexa product informationi2 FP training materials,2,Outline,Introduction to APS Implementation of APSAPS solutionsExample of APS planning engine-FP,3,Traditional Divided P

2、rocess,Prod./Res.Planning,M.Sched.RCCP,MRPCRP,Detailed Scheduling,MASTER,EXECUTION,DRP,DemandMangmt.,DISTRIBUTION,MPS,Demand,4,Divisions of the Complex Problem,Division by planning time horizonlong-term/strategic,medium-term/tactical,and short-term/operationalDivision by different constraint concern

3、smaterial constraint/capacity constraintmanufacturing constraint/distribution constraintDivision by different detail levelsmaster production scheduling/detailed schedulingstrategic capacity planning/detailed resource planningdemand promising/due date quote,5,Deficiencies of the Traditional Process,D

4、ivisions to simplify the softwarecomplexity is minimized by breaking up the problemlocal optimums do not sum up to a global optimumburden is shifted to human plannerDivisions lead to iterationonly part of the whole problem is considered by each planning toolplan results and problems are propagated a

5、mong toolsiteration is needed to achieve a better plan qualityManual iteration is impracticalmanual effect analyses of changes mademanual judgement to make changes,6,Drivers of New Planning System,Computing power has changedhardware capability has advanced dramaticallysoftware design has advanced si

6、gnificantlyfriendly user graphical interfaces Planning problem has changed1980s competitive drivers-TQM and JIT1990s competitive drivers-responsiveness and flexibilityaccurate,real-time,dynamic planning capabilities requiredPlanning process must changeBPR/TOCenhancing the competitiveness instead of

7、automating the business process,7,Supply Chain Optimization/Foundation of eB:Advanced Planning and Scheduling(APS),Is a redesign of the overall planning process that integrates the process across several dimensionsAddresses the whole planning problem directly,rather than dealing with small parts of

8、the problem separately,8,Concurrent Planning,Customer Due Dates,PlanningEngine,Demand Forecast/Customer Orders,AvailableProductionCapacity,Raw MaterialsProcurement/Supplier Lead Times,InventoryLevels,Resources,Distribution/Warehouse Routing,Optimal Plan,9,Integrated Planning,10,The Integration of AP

9、S,Integrating master and execution planningIntegrating material and capacityIntegrating manual and automated planningMaking order promising dynamic and real-time,11,What is New in the APS,Memory-based processing and advanced algorithms to compute sophisticated production and distribution plans that

10、consider multiple constraintsSynchronize constrained resources and materials flow to a detailed levelQuick re-plans by including the latest informationRule-based logic allows users to capture their business and production strategies and priority“What-if”analysis to support decision making process,12

11、,Focuses of APS,Supply chain planningInclude some features of MRPII&ERPDevelop plan for multiple facilities,suppliers,and logisticsGoal:determine what to make and where to make,not individual operationsMulti-plant schedulingAllocate order over multiple facility and develop schedulePlant schedulingDe

12、velop detailed operation or job schedulesConsider both materials and components requirements,13,Approaches of APS,Constraint-based planning:Heuristic engine:rely on the forward and backward scheduling to balance orders against the resourcesTheory of constraints engine:identify resource bottlenecks a

13、nd then prioritize activities to minimize the bottlenecksSimulation engine:model shop floor,process local heuristic scheduling rule,and generate statistical output about the flow through work centersKnowledge-based engine:use implicit rules about customer demand,work flow,resources,and constraints t

14、o balance incoming orders against delivery dates,14,Approaches of APS(contd),Optimizer engine:use mathematical programming and branching techniques to minimize scheduling and resource conflicts in meeting individual customer ordersNetwork-based planningWork from top-down starting from customer order

15、 Schedule one customer order at a time,resolve materials and capacity issues concurrently on every operations,15,Outline,Introduction to APS Implementation of APSAPS solutionsExample of APS planning engine-FP,16,Selecting the Software,Criteria:Focus:distribution?manufacturing?type of industries?Matu

16、rity and support Feature:all key system constraints considered?Integration:easy?Seamless?Technology:latest software technology used?Platform:flexible?Price:%of revenue?Best way:use a small,but representative,set of data including all the key elements,then ask vendors to create prototypes for demo,17

17、,Implementation of APS,Business reengineering(?)Develop a model of manufacturing system using the constructs provided by the packagesIntegrate with the existing systems and data cleaningCustomizeIncluding second-party reporting software,special rules,nonstandard featureTrain users and individuals fo

18、r maintaining the system,18,Interactions between ERP/APS and MES,19,Issues of Implementing APS Solutions,APS ready?sound enterprise information system required(not necessary an enormous ERP system)APS solution is not a software package,its a way of doing business and its a universal way(everyone inc

19、luding your competitors).Are your competitive advantage compromised by implementation of SCP solutions?,20,Outline,Introduction to APSImplementation of APSAPS solutionsExample of APS planning engine-FP,21,Gartner:Process Industry Gartner Group:Magic Quadrant in Oct.99,Challengers,Leaders,Manugistics

20、,SCT/Fygr,i2,JD Edward,Logility,SAP,Adexa,Aspen Tech,Mercia,LPA,DemandMgmt,Ability to Execute,As of 9/30/99,Niche Players,Visionaries,Completeness of Vision,22,Gartner:Discrete Industry Gartner Group:Magic Quadrant in Oct.99,Challengers,Leaders,Manugistics,i2,Edwards,JD,Web Plan,Adexa,Mercia,LPA,Dem

21、andMgmt,As of 9/30/99,Niche Players,Visionaries,Completeness of Vision,Logility,Aspen Tech,Thru-Put,STG,Peoplesoft,Baan,Synquest,Ability to Execute,23,i2 TradeMatrix Solutions Overview,DesignPartners,Customers,Direct Material Suppliers,Indirect Material Suppliers,Logistics Providers,Product Developm

22、ent/Engineering,Manufacturing,Marketing/Sales/Administration,CustomerManagement,Supply ChainPlanning,Procurement,ProductDevelopment,ServiceManagement,Fulfillment,24,i2 TradeMatrix Solutions,For product development:Design Solutioncollaborated design and development for low cost,low risk and short tim

23、e-to-marketFor procurement:Buy Solutionefficient sourcing,negotiation,collaboration and ordering For supply chain planning:Plan SolutionEfficient conversion of raw material into customer-ready product offeringsFor customer management:Sell Solutionmarketing,selling,customer collaboration,order proces

24、sing and monitoringFor order promising and logistics:Fulfill Solutionintelligently commitments to customer order and requestsFor service planning and scheduling:Service SolutionIncrease of customer satisfaction and revenue with minimum investment,25,i2 TradeMatrix Plan Solutions,tactical,buy,make,mo

25、ve,sell,store,strategicbusiness&networkplanning,messaging and data integration,demand planning/inventory&sop planning,manufacturing planning,scheduling,distribution/inventory planning,transportation,configuration,command&control,strategic,operational,execution,26,i2 TradeMatrix Plan Solution,DemandP

26、lanning,Collaboration,StrategicPlanning-Capacity Expansion-Network Planning-Inventory Planning-Capacity Allocation,FactoryPlanning,MasterPlanning-Demand/Supply Match-Logistics Optimization-Allocations Management,Collaboration,Real TimeDispatching,FactoryPlanning,MES,DemandFulfillment-Order Promising

27、-Orders Fulfillment-Internet Fulfillment-Allocations Mgmt.-Forecast Netting,Order Entry,CustomerManagement-eCommerce-eConfig-eMarketing-eCare-Collaboration,TransitionPlanning,PortfolioPlanning,Long Term Forecast,MES Data,Constrained Forecast,Demand Plan,Request Starts/Outs,Actual Starts,Lot Due Date

28、s,Netted Forecast,Capacity Allocations,Allocations ATP,Orders(New/Changed),Order Status,CapacityPlan,TransitionTriggers,TransitionPlans,Optimal Portfolio,27,Adexa iCollaborationTM Solution,HomeConsumer,Home/BusinessConsumer,BusinessConsumer,Direct Channel,ChannelResellers,AggregatorsMetamediary,Chan

29、nelIntermediaries,CDP,CSP,GSP,SCP,GRA,28,Adexa iCollaboration Suite,CEP-Collaborative Enterprise Planner,GRA-Global Real-Time ATP,SCP-Supply Chain Planner,MCP-Material and Capacity Planner,RDS-Reactive Dynamic Scheduler,GSP-Global Strategic Planner,PDP-Product Development Planner,SCC-Supply Chain Co

30、ntroller,SupplyChainExecution,EnterpriseResourcePlanning,ProductDesignManagement,CustomerRelationshipManagement,ProductConfigurator,TransactionSystems,Business Intelligence,Strategic,Operational,Single Data Model,CSP-Collaborative Supply Planner,CDP-Collaborative Demand Planner,29,Adexa Supply Chain

31、 Solution,30,Solution Components of i2 and Adexa,31,Strategic Planning,Profit optimization-maximizing revenue while minimizing costCapacity expansion and allocationefficient capacity investmentcapacity balancingmost profitable product mixDistribution network planningdetermination of subcontracting,s

32、ourcing,and other alternativeslocations and capacity for distribution centers,plants,and other facilities based on projected demand“What-if”scenario simulationstochastic(Monte Carlo)simulation by i2,32,Issues of Demand Planning,Most unreliable info in planning activities:demand forecastBullwhip effe

33、ct:fluctuation propagates and magnified through supply chainRisk pooling:aggregating demand for less fluctuation of demand forecast but how?Different perspectives of demand:customer,technology,sales region,etcUses of demand forecast:for material planning?or capacity allocation?,33,Demand Planning,St

34、atistical forecast techniques are standardMulti-dimensional“slice-and-die”analysis to provide different views for various divisions of the company:on-line analytic processing(OLAP)technology,34,Demand Promising,ATP(available-to-promise)and CTP(capable-to-promise)Access to delivery dates and order/qu

35、ote statusReservation of inventory and planned production for new ordersDistributed,global,real timeCan match supply and demand based on optionsCan trigger re-plan at SCP/MCP level,35,ATP and AATP,ATPthe uncommitted portion of inventorythe end item supply that can be used to quote/promise/reschedule

36、 ordersTraditional ATP practice(FCFS)low margin demand consume all available resourcesnothing available for emergency order or high priority customer AATP=Allocated Available to PromiseAATP is ATP allocated by different demand perspectives AATP provides a mechanism to reserve supplyAllocation rules

37、need to be defined by users,36,Capable to Promise(CTP),Extend the end item representation to include multiple levels of BOM as modeled in MP Provide a real time mechanism to promise order by searchingEnd itemRaw material/WIP considering capacity constraintsalternate routingsalternate partsalternate

38、resources,37,Enterprise Integrated Planning,Enterprise-wide planningSimultaneous material,manufacturing,and distribution planningSynchronizes planning for multiple plants and other facilities,dynamically managing inter-plant dependenciesUser-defined attributes and business rulesIntegration with lowe

39、r levels of planning.Enterprise-wide“what-if”analysisSynchronization with demand planningSynchronization with demand promising,38,Manufacturing Planning,Plans for manufacturing operations subject to both material and capacity constraintsMCP(Materials and capacity planning)vs.FP(Factory planner)MCP:b

40、alancing and scheduling FP:infinite capacity planning(ICP)and finite capacity planning(FCP)RDS(Reactive dynamic scheduling)vs.FPRDS:continuous capacity profile,sequence dependent setups,batch resources,secondary resourcesFP:detailed scheduling,39,Outline,Introduction to APSImplementation of APSAPS s

41、olutionsExample of APS planning engine-FP,40,FP-Concept,Step-1Run Infinite Capacity Plana.Will identify Material and Capacity problemsb.Fix Material problemsStep-2Run Finite Capacity Plan-CAOa.Will attempt to fix Capacity problemsStep-3Run Advanced Scheduler,41,FP-Planning Flow,Construct Manufacturi

42、ng Model,ICP,FCP(CAO),Adv.Schedule/Finish,to identify critical constrained resources,to synchronize the flow,42,Infinite Capacity Planning,Inventory Assignment,Backward Schedule,Forward Schedule,Planned Start Time,43,Inventory Assignment,Step 1:Sort Demand OrdersDue Date Priority Points(the more,the

43、 earlier)Quantity(the smaller,the earlier)These factors can be considered in any order,44,Inventory Assignment-Example,45,Inventory Assignment,Step 2:BOM(bill of materials)explosion,A,B,C,D,PART SEQUENCE,46,Inventory Assignment,Step 3:Assign InventoryIterate through part sequence and post demandsAss

44、ign inventory to each demand orderCreate Manufacturing OrdersPlanned Quantity=Required Quantity-Total Inventory-WIP,47,Inventory Assignment-Example,48,Inventory Assignment-Example(contd),49,Backward Schedule,Definition:Latest Possible Start Time(LPST)the latest date a manufacturing task can begin an

45、d still complete on timeCalculation:LPST=Due Date-(Setup+Run+Cool Down)Each manufacturing task will have an LPST,50,Example,LPST,LPST,LPST,Order_1 Due Date=3/15/95,Table Assembly,Table Top,Legs,Backward Scheduling,Table,Order_1-MFG00000,Order_1-MFG00001,Order_1-MFG00002,51,Forward Schedule,Definitio

46、n:Earliest Possible Start Time(EPST)The earliest date that a task may beginCalculation:EPST=max(Server Start date,Material availability date)Each task will have an EPST,52,Example,EPST,EPST,EPST,CompletionDate,Table Assembly,Table Top,Legs,Time Propagation,53,Planned Start Time,Definition:Planned St

47、art Time(PST)is the expected start date that a task will begin taking into consideration material availabilityPST=max(EPST,LPST)PST values may be overridden through the user interface,54,Example,LPST,LPST,Table Top,Table Top,Legs,PST,EPST,Legs,PST,EPST,Table Assy.,LPST,Table Assy.,Due Date,Completio

48、nDate,PST,EPST,WIP,55,Finite Capacity Planning,Manual BalancingIncrease capacity on overutilized resource if possible Interactively move ordersInteractively done ordersAutomated BalancingConstraint Anchor Optimization(CAO),56,CAO-Concept,Step-1Identify Overloaded Resources-Capacity ShortagesStep-2Pi

49、ck an overloaded resource and balance by pulling-so the order is not LATEoffloading-so the order is not LATEpushing-has no other way Step-3If balanced select the next overloadedresource and repeat above steps,57,Capacity Problem Identification,Step-1Identify Overloaded Resources-Capacity Shortages1.

50、What if there are more than ONE resource that is overloaded?2.How is CAO going to prioritize?,Resource Criticality:A value assigned to each overloaded resource that reflects the average number of tasks affected by this resource.,58,Resource Criticality,M1,M2,M2 will have higher Criticality value tha