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  1.  Home
  2. BPCS-L
  3. April 2006

Re: R: CAP100 (for Virgilio)

Virgilio,
 
Yes, your interpretation (below) regarding Input & Output Hours is absolutely 
correct. These statistics are tracked to ensure the hours are "flowing" through 
your workcenters as planned, and bottlenecks are managed.
 
Mike Sarro
PHOENIX Business Consulting, Inc.
____________________________________________________________________________________
Mike , 
So, if I have understood well, if it turns out that a wkc's actual output
hrs in a given period are much less than the actual input hrs in that same
period, that wkc may be a bottleneck unless some unexpected event has kept
it from working. The same holds true if the planned output hrs constantly
exceed planned input hrs. Is that correct?


________________________________

From: bpcs-l-bounces+msarro=phoenixbcinc.com@xxxxxxxxxxxx on behalf of 
bpcs-l-request@xxxxxxxxxxxx
Sent: Sat 4/8/2006 1:00 PM
To: bpcs-l@xxxxxxxxxxxx
Subject: BPCS-L Digest, Vol 4, Issue 84



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Today's Topics:

   1. Re: CAP100 (for Virgilio) (Mike Sarro)
   2. R:  CAP100 (for Virgilio) (Virgilio)
   3. AVAILABLE CAPACITY (Gerry Duhon)


----------------------------------------------------------------------

message: 1
date: Fri, 7 Apr 2006 15:52:13 -0400
from: "Mike Sarro" <msarro@xxxxxxxxxxxxxxxx>
subject: Re: [BPCS-L] CAP100 (for Virgilio)

Virgilio

Here is my understanding of Actual Input and Actual Output Hours for a 
workcenter:

The Actual Input hours "arrive" into a workcenter when the previous operation 
on a Shop Order is completed via nornal SFC or JIT reporting. If a workcenter 
is associated with the very first operation on the order, the Actual Input 
hours "arrive" the moment the Shop Order is created. See the brief example 
below:

Oper.# 10,   @ Workcenter# 100,   32 Hrs.    100 Pcs.
Oper.# 20,   @ Workcenter# 200,   60 Hrs.    100 Pcs.


*      
        Since Oper#10 is the first step on the Shop Order Routing, 32 Hours 
would arrive into Actual Input as soon as the Shop Order is created.
*      
        As production is reported against Oper.#10, those hours (at standard) 
become Actual Output from Workcenter # 100. Therefore, if 50 pcs were reported 
complete against Oper.# 10, then 16 hours would become credited as Actual 
Output. Even if the operator reported that it took 40 hours to complete those 
50 pcs, the workcenter still only gets credit for 16 Actual Ouput hours (the 
hrs. are pro-rated by actual quantity completed.)
*      
        As soon as the 50 Pcs. are reported compete at Oper.# 10, BPCS 
"assumes" they are now waiting at Oper.# 20. Therefore, the Actual Input Hours 
for Workcenter # 200 has increased by 30 Hours (half of the planned 60 hours).
*      
        Naturally, if the entire quantity is completed for Oper.# 10, the 
entire 32 Standard Hours become Actual Output for Workcenter# 100, and the 
entire 60 hours becomes Actual Input for Workcenter# 200. Everything is driven 
by the actual quantities reported.

Planned Input and Output is populated as a result of Planned Orders in MPS & 
MRP, plus hours on Shop Orders that haven't reached these Workcenters yet.

Virgillo, I hope this helps with your planning. Good Luck!

Mike Sarro
PHOENIX Business Consulting, Inc
msarro@xxxxxxxxxxxxxxxx <mailto:msarro@xxxxxxxxxxxxxxxx>






________________________________

From: bpcs-l-bounces+msarro=phoenixbcinc.com@xxxxxxxxxxxx on behalf of 
bpcs-l-request@xxxxxxxxxxxx
Sent: Fri 4/7/2006 1:00 PM
To: bpcs-l@xxxxxxxxxxxx
Subject: BPCS-L Digest, Vol 4, Issue 83



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        bpcs-l@xxxxxxxxxxxx

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Today's Topics:

   1. cap 100 (Virgilio)


----------------------------------------------------------------------

message: 1
date: Thu, 6 Apr 2006 22:24:47 +0200
from: "Virgilio" <danuskaa@xxxxxxxxxxx>
subject: [BPCS-L] cap 100

We still haven't been able to understand how Bcps calculates input and
output hours for a given work center. Any idea?



Thank you in advance



------------------------------

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*************************************



------------------------------

message: 2
date: Sat, 8 Apr 2006 00:23:17 +0200
from: "Virgilio" <danuskaa@xxxxxxxxxxx>
subject: [BPCS-L] R:  CAP100 (for Virgilio)

Mike   

So, if I have understood well, if it turns out that a wkc's actual output
hrs in a given period are much less than the actual input hrs in that same
period, that wkc may be a bottleneck unless some unexpected event has kept
it from working. The same holds true if the planned output hrs constantly
exceed planned input hrs. Is that correct?

-----Messaggio originale-----
Da: bpcs-l-bounces+danuskaa=virgilio.it@xxxxxxxxxxxx
[mailto:bpcs-l-bounces+danuskaa=virgilio.it@xxxxxxxxxxxx] Per conto di Mike
Sarro
Inviato: venerd? 7 aprile 2006 21.52
A: bpcs-l@xxxxxxxxxxxx
Oggetto: Re: [BPCS-L] CAP100 (for Virgilio)

Virgilio

Here is my understanding of Actual Input and Actual Output Hours for a
workcenter:

The Actual Input hours "arrive" into a workcenter when the previous
operation on a Shop Order is completed via nornal SFC or JIT reporting. If a
workcenter is associated with the very first operation on the order, the
Actual Input hours "arrive" the moment the Shop Order is created. See the
brief example below:

Oper.# 10,   @ Workcenter# 100,   32 Hrs.    100 Pcs.
Oper.# 20,   @ Workcenter# 200,   60 Hrs.    100 Pcs.


*      
        Since Oper#10 is the first step on the Shop Order Routing, 32 Hours
would arrive into Actual Input as soon as the Shop Order is created.
*      
        As production is reported against Oper.#10, those hours (at
standard) become Actual Output from Workcenter # 100. Therefore, if 50 pcs
were reported complete against Oper.# 10, then 16 hours would become
credited as Actual Output. Even if the operator reported that it took 40
hours to complete those 50 pcs, the workcenter still only gets credit for 16
Actual Ouput hours (the hrs. are pro-rated by actual quantity completed.)
*      
        As soon as the 50 Pcs. are reported compete at Oper.# 10, BPCS
"assumes" they are now waiting at Oper.# 20. Therefore, the Actual Input
Hours for Workcenter # 200 has increased by 30 Hours (half of the planned 60
hours).
*      
        Naturally, if the entire quantity is completed for Oper.# 10, the
entire 32 Standard Hours become Actual Output for Workcenter# 100, and the
entire 60 hours becomes Actual Input for Workcenter# 200. Everything is
driven by the actual quantities reported.


Planned Input and Output is populated as a result of Planned Orders in MPS &
MRP, plus hours on Shop Orders that haven't reached these Workcenters yet.

Virgillo, I hope this helps with your planning. Good Luck!

Mike Sarro
PHOENIX Business Consulting, Inc
msarro@xxxxxxxxxxxxxxxx <mailto:msarro@xxxxxxxxxxxxxxxx>






________________________________

From: bpcs-l-bounces+msarro=phoenixbcinc.com@xxxxxxxxxxxx on behalf of
bpcs-l-request@xxxxxxxxxxxx
Sent: Fri 4/7/2006 1:00 PM
To: bpcs-l@xxxxxxxxxxxx
Subject: BPCS-L Digest, Vol 4, Issue 83



Send BPCS-L mailing list submissions to
        bpcs-l@xxxxxxxxxxxx

To subscribe or unsubscribe via the World Wide Web, visit
        http://lists.midrange.com/mailman/listinfo/bpcs-l
or, via email, send a message with subject or body 'help' to
        bpcs-l-request@xxxxxxxxxxxx

You can reach the person managing the list at
        bpcs-l-owner@xxxxxxxxxxxx

When replying, please edit your Subject line so it is more specific
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*** NOTE: When replying to this digest message, PLEASE remove all text
unrelated to your reply and change the subject line so it is meaningful.

Today's Topics:

   1. cap 100 (Virgilio)


----------------------------------------------------------------------

message: 1
date: Thu, 6 Apr 2006 22:24:47 +0200
from: "Virgilio" <danuskaa@xxxxxxxxxxx>
subject: [BPCS-L] cap 100

We still haven't been able to understand how Bcps calculates input and
output hours for a given work center. Any idea?



Thank you in advance



------------------------------

--
This is the SSA's BPCS ERP System (BPCS-L) digest list
To post a message email: BPCS-L@xxxxxxxxxxxx
To subscribe, unsubscribe, or change list options,
visit: http://lists.midrange.com/mailman/listinfo/bpcs-l
or email: BPCS-L-request@xxxxxxxxxxxx
Before posting, please take a moment to review the archives
at http://archive.midrange.com/bpcs-l.



End of BPCS-L Digest, Vol 4, Issue 83
*************************************







------------------------------

message: 3
date: Fri, 7 Apr 2006 12:20:02 -0500
from: Gerry Duhon <GDuhon@xxxxxxxxxxxxxxxxx>
subject: [BPCS-L] AVAILABLE CAPACITY

Available Capacity

The capacity hours available at this work center on this day. Available
Capacity of a work center is calculated as follows:

Available Capacity = Daily Capacity  x  Work center Average Efficiency  x
DLP
Daily Capacity =Machine Speed factor  x  Hrs./Day

Machine Speed factor = (Machine #1 Speed?W/C Std Speed) + (Machine #2
Speed ? W/C Std Speed) + (Machine #n Speed ? W/C Std Speed)

Hrs. per Day =# Shifts  x  Hrs. per Shift


Input is how many hours (load) you schedule a workcenter for on a daily
basis. (this value is determined by Routing)

Output is how many hrs worked.

Labor variance is determined by hrs worked vs standard

Kindest Regards,

Gerry Duhon, CPIM
Director of Inventory
ETA Cuisenaire
500 Greenview Court
Vernon Hills, IL 60061-1862
847.968.5103
gduhon@xxxxxxxxxxxxxxxxx

------------------------------

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End of BPCS-L Digest, Vol 4, Issue 84
*************************************

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