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Scheduling is the process of arranging, controlling and optimizing work and workloads in a production process or manufacturing process. Scheduling is used to allocate plant and machinery resources, plan human resources , plan production processes and purchase materials.
Scheduling and choosing the actual work to be started in the manufacturing facility" [1] Setting up and delivering production orders to production facilities. [5] In order to develop production plans, the production planner or production planning department needs to work closely together with the marketing department and sales department.
Give production, planning, purchasing, and management the information to plan and control manufacturing [3] Tie overall business planning and forecasting to detail operations [3] Enable marketing to make legitimate delivery commitments to warehouses and customers; Increase the efficiency and accuracy of a company's manufacturing; Rough cut ...
The central tenet to DFT is the primacy of customer demand in daily execution of the operation. According to Aberdeen Group, "Demand driven manufacturing involves a synchronized, closed loop between customer orders, production scheduling, and manufacturing execution; all while simultaneously coordinating the flow of materials across the supply chain."
As this plan affects many company functions, it is normally prepared with information from marketing, manufacturing, engineering, finance, materials, etc." [5] It has also been described as "a set of decision-making processes to balance demand and supply, to integrate financial planning and operational planning, and to link high-level strategic ...
Output 1 is the "Recommended Production Schedule." This lays out a detailed schedule of the required minimum start and completion dates, with quantities, for each step of the Routing and Bill Of Material required to satisfy the demand from the master production schedule (MPS). Output 2 is the "Recommended Purchasing Schedule."
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Traditional production planning and scheduling systems (such as manufacturing resource planning) use a stepwise procedure to allocate material and production capacity. This approach is simple but cumbersome, and does not readily adapt to changes in demand, resource capacity or material availability.