Capacity Requirements Planning

Daniel Siswanto Teknik Industri UNPAR

Reference
U1-13 Fogarty et al., Production and Inventory Management, South-Western Publishing Co., Cincinnati, 1991

U1-12, p.406, Fig 12-1

Capacity Requirements Planning

Is the function of establishing, measuring and adjusting limits or levels of capacity. Is the process of determining how much labor and machine resources are required to accomplish the tasks of production. Is the process of determining the necessary people, machines, and physical resources to meet the production objectives of the firm.

CRP verifies that there is sufficient capacity to process all orders due to be released within the planning horizon.

Inputs of CRP: Open orders Planned orders in MRP

Hours of work by time period by work center

Compared with the available capacity A detailed comparison of the capacity required (by MRP plan and by orders currently in progress) versus available capacity.

CRP Mechanism
U1-13, p.432-433
BOM

Level 0 1

Part 100 110

Qty/Part 100 1 2

2
2
MPS

121
122

6
10

10

11

12

250 200 250 150 200 300 150 250 200 200 250 200

Routing Files

Part
100 110

Lot
L4L 400

WC
1 2 1 3 1 2 2 3 1 3

SU time/lot
30 min 10 15 15 25 15 25 30 75 30
Planned Orders Part 1 2 100 200 250 110 400 400 121 122 2400 6000 0 0

Run time/unit
2.5 min 0.75 0.5 0.3 0.25 0.25 0.75 0.15 0.5 0.75
3 150 500 2400 0 4 200 400 0 6000 5 300 400 0 6 150 400 0 7 250 400 0 0

121 2400

122 6000

Released Orders Part 1 2 100 250 110 400 121 122 2400 6000

2400 2400

Part 1 2 3 4 5 6 7 100 200 250 150 200 300 150 250 110 400 400 500 400 400 400 400 121 2400 0 2400 0 2400 2400 0 122 6000 0 0 6000 0 0 0

Part 1 2 3 4 5 6 7 100 200 250 150 200 300 150 250 110 400 400 500 400 400 400 400 121 2400 0 2400 0 2400 2400 0 122 6000 0 0 6000 0 0 0

Routing Files

Part
100 110

Lot
L4L 400

WC
1 2 1 3 1 2 2 3 1 3

SU time/lot
30 min 10 15 15 25 15 25 30 75 30

Run time/unit
2.5 min 0.75 0.5 0.3 0.25 0.25 0.75 0.15 0.5 0.35
3 150 500 2400 0 4 200 400 0 6000 5 300 400 2400 0

121 2400

122 6000

Released Orders Part 1 2 100 250 110 400 121 122 2400 6000

Planned Orders Part 1 2 100 200 250 110 400 400 121 122 2400 6000 0 0

Part 1 100 250 110 121 122

2 400 2400 6000

Part 100 110

t 1 2 1

WC 1 1 2 2 1

SU 30 15 10 15 25

RT 2.5x250=625 0.5x400=200 0.75x400=300 0.25x2400=600 0.25x2400=600

Total 655 215 310 615 625

121

2 1

122

2
1

3
1

30
75

0.75x6000=4500
0.5x6000=3000

4530
3075

Capacity Comparison
RCCP use average capacity CRP cumulative capacity
U1-13, figure 13-3

Forward and Backward Scheduling

Forward Scheduling Activities start at the planned release date and move forward in time. Backward Scheduling Activities start at the due date/planned release date and move backward in time.
U1-13, Fig. 13-4 page 440: Forward and Backward Scheduling

Queue Time Estimation

Queue time Is a group of elements, waiting its turn for processing. In some cases it is up to 90% of lead time. Is a function of : how much work is already at a work center how urgently the job in question is needed how badly the other jobs at the WC are needed

If CRP is to work, lead time must be predictable. queue time must be predictable queues must be planned and controlled Managing queue: Metering input of load into the system based on measurement of output (Input/Output control). Controlling the release of manufacturing jobs to the shop floor