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Rory

BPCS handles this stuff quite handily, but if you are not experienced in manufacturing engineering, it can seem like rocket science.

1. Within the Routings (FRT file) you provide the math for how long it takes to make the parts, using the program SFC100, after having setup various other files in support of the Routings, such as the Work Center Master file (the guts of the <G> warp engine).

There is a TBC Time Basis Code
You make some # each hour
or in some time period you make 1,000 or 10,000 or whatever

Then when you release shop orders, that math is taken into consideration.
Operation 100 get done in 1 day
Operation 200 take 2 days
etc.
Need the whole part done on Friday, it gives date earlier in week to get done with the earlier operations, based on quantity to make in the shop order, vs. math in Routings how long it going to take.

2. There is also concept of move time between steps.
You can allow for a few hours between production steps, such as to allow for inspection, getting enough staged to keep factory workers busy. You can factor in setup time.

In our case we have overlap. I might not be using the correct terminology for overlap. What I mean by that ... we might have some part in which we need to make several thousand, and this will take the better part of more than a day at each operation. The first operation gets like 1,000 or so done, and the people there continue to be busy with the machine churning out more, but without waiting the 2-3 days or however long it will take to get that operation completed, the folks at the next operation take the work that has been done so far, and they start doing the next step. So when the first operation actually gets done, the last operation is perhaps 2-3 hours away from completion. Think like an assembly line with worker clumps at multiple points on the line.

If you have zero move times between manufacturing steps, BPCS assumes 100% complete one step before the next one starts, but we have overlap, so we can put in a negative number for the move time in between, and BPCS correctly calculates the math for how long that will take. You have to understand the math in the Routings for this to work correctly, and you have to put that math into your Routings.

3. There is also a concept of LEAD TIME.
When we order raw materials from our suppliers, we need to allow 30 days 60 days whatever, because our suppliers cannot manufacture instantaneously for us, and deliver by Star Trek teleporter, through SGC worm hole, HG Wells Time Machine, matter transmission by e-mail, or whatever is your favorite fantasy. In the real world, we have to allow time for our vendors to get the raw materials to us.

If you have more than one facility, you can have different lead time and other rules by combination of item and facility.

Locate the file BPCSDOC
Then locate the members within it that talk about BOM and SFC.
Those two explain how to setup the engineering with this data

Then when the team is making progress doing that
Locate the members on MRP and CAP which I think are the most important planning modules of BPCS
MRP for materials planning which is what you asked about

CAP for capacity ... your company might not have infinite capacity ... which means you might not be able to do millions of hours of work one day and a few hundred another day ... you may need to even it out so you are using about the same size work force each day continuously

There's also BPCS vendors that can teach you this stuff, help you setup the engineering files to work well for your industry.

Al Macintyre

Dan,

I was talking about cycle time (i.e - Lead time of production). I guess that
since this is not my primary area of expertise, I didn't use the right
words. The explanation about cycle counts was useful tough, since I'll talk
to our inventory guys and check out how they are doing this.

Do you have any ideas about calculating lead time of production ?

Thanks again,

Rony


On 3/29/06, Dan Sweeney <dsweeney@xxxxxxxxxxxxxxxx> wrote:
>
> Rony,
>
> As a rule whenever an item goes negative for any reason it is
> automatically selected for cycle count the next time that you generate
> the cycle count sheets.
>
> I have found that a good rule of thumb for cycle count frequency is to
> use ABC analysis for the timing.
>
> For example if 80% of the inventory value are classified as A, B and/or
> C item then they should be counted more frequently as that is where the
> inventory and usage value resides in your inventory system.
>
> Once you have calculated each category of an item then it is up to you
> and your users as to the frequency for counting the items.
>
> Hope that this helps!
>
> Dan Sweeney
>
> Senior Technical Consultant
>
> PHOENIX Business Consulting, Inc.
>
> Tel: 724.836.4446 x7, Cell:  860.490.6712,
>
> E-Fax: 832-550-5144
>
> www.phoenixbcinc.com
>
> SSA GLOBAL Recognized Services Provider
>
>
> -----Original Message-----
> From: bpcs-l-bounces+dsweeney=phoenixbcinc.com@xxxxxxxxxxxx
> [mailto:bpcs-l-bounces+dsweeney=phoenixbcinc.com@xxxxxxxxxxxx] On Behalf
> Of Rony Mayer
> Sent: Wednesday, March 29, 2006 1:00 PM
> To: SSA's BPCS ERP System
> Subject: [BPCS-L] Cycle Time
>
> Hi guys,
>
> We're having a bit of a problem trying to calculate cycle times for some
> of
> our product lines, since our team does not know if BPCS offer a
> standard,
> easy-to-use way to do that. They are trying to calculate it through some
> queries and manipulate the info in access, but from what I've seen, the
> information is not going to be very trustworthy. Do you guys know a
> standard
> way to get this ? I can't believe BPCS does not offer this, as I've been
> told.
>
> Thanks in advance,
>
> Rony



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