Master Scheduling: A Practical Guide to Competitive Manufacturing (The Oliver Wight Companies) (Hardcover)

~ (Author) "What had been a quiet and sporadically busy area three weeks ago has turned into a three-ring circus..." (more)
Key Phrases: conference center chairs, master schedule screen, actual demand line, Enterprise Resource Planning, Operational Excellence, Soft Seat (more...)

Editorial Reviews

Product Description

Praise for the First Edition of MASTER SCHEDULING.

"Master scheduling, the complex integration of all management planning activities, is presented in John Prouds effective style. A tremendously broad undertaking, [this book] is sensitive to the need of the practitioner to know how and the executive to know why." – Richard Pugliese, Executive (Retired) Monitor Labs Systech, Xerox Corporation

"The master scheduling techniques explained in this book form the best approach for cost effectively replacing the communication links that are often lost in the current environment of reduced people resources. Master Scheduling is the single best resource for these business solutions." – Michael L. Bales, consultant with Oliver Wight Americas; former vice president, manufacturing, G&W Electric

"Provides both education for the uninitiated and practical reference material for the practitioner. It is a valuable resource for any enterprise." – Tim Ewen, Vice President Supply Chain Management, Applied Magnetics Corporation

"John Proud helps the reader to understand the application of master scheduling principles and describes what works in great detail. Master Scheduling will become the text for any course on master scheduling and the standard resource for all manufacturing companies. . . ." – Richard C. Ling, President Richard C. Ling, Inc.

In todays competitive, fast-paced world of manufacturing, every aspect of a companys operation must be highly responsive to a customers needs. Master scheduling, when used in conjunction with Enterprise Resource Planning, is an essential planning tool that helps manufacturing companies synchronize their production with actual market demand.

In this expanded and updated Second Edition of the definitive book on the subject, John F. Proud shows companies how to create and maintain valid and realistic master schedules. Anyone involved in designing and maintaining a companys master schedule will find a wealth of practical, proven advice in Master Scheduling. From sales and marketing to manufacturing, materials management, and engineering, Proud includes important advice for integrating all areas of a company within the framework of an effective master schedule.

In every chapter of this edition, Proud introduces important new material to ensure complete and up-to-date coverage of this constantly evolving field. Two entirely new chapters covering the process industry and manufacturing at multiple sites–domestically and internationally–have been added.

The new chapter covering the process industry identifies where the master scheduling mechanics and management issues are similar to intermittent manufacturing, as well as different. The supply management chapter deals with managing an enterprises internal supply chain. Numerous short case studies are also included to illustrate important topics.

Packed with helpful checklists, examples, and illustrations, Master Scheduling delivers easy-to-follow guidelines for implementing and managing a world- class master schedule. Proud shows managers how to avoid the most common problems while consistently maximizing the accuracy and performance of the master schedule.

From the Publisher

This easy-to-follow handbook enables readers to understand the basic and more advanced concepts behind master scheduling. Describes how to implement and effectively manage a master scheduling system, perform rough cut capacity planning and deal with finish and final assembly techniques. Contains scores of examples, checklists, forms and illustrations. --This text refers to an out of print or unavailable edition of this title.

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Product Details

• Hardcover: 640 pages
• Publisher: Wiley; 2 edition (August 6, 1999)
• Language: English
• ISBN-10: 0471243221
• ISBN-13: 978-0471243229
• Product Dimensions: 9.1 x 6.2 x 2 inches
• Shipping Weight: 2.1 pounds (View shipping rates and policies)
• Average Customer Review: 5.0 out of 5 stars  See all reviews (3 customer reviews)
• Amazon.com Sales Rank: #1,013,140 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

3 of 3 people found the following review helpful:

5.0 out of 5 stars Fairly comprehensive and EZ to understand, March 24, 2001

By A Customer

One of few 600-pages book that is easy to understand, and a "pleasure" to read. The book is well organized, and fairly comprehensive. I was a novice in manufacturing concepts and this book helped me gain significant understanding of manufacturing planning concepts. The only subject that is lacking is a brief chapter on modern supply chain planning software packages that have become essential tools these days. The book is very expensive, but IMHO it's worth every penny if you're trying to learn about the subject.

5.0 out of 5 stars Comprehensive and wonderfully written., September 18, 1998

By	Michael Gilliland ([e-mail]) (South Ogden, UT) - See all my reviews

This review is from: Master Scheduling: A Practical Guide to Competitive Manufacturing, 1st Edition (Hardcover)

John F. Proud has given us the definitive text on master scheduling. He has turned what should be a dry subject into 500+ pages that are thorough, enlightening, and suprisingly readable.

Contents include the mechanics of master scheduling, managing the MPS in various manufacturing environments (make-to-stock, make-to-order, etc.), planning bills, finishing schedules, capacity planning, demand management, and system implementation. Key points are punctuated by a running fictional account of master scheduling in action -- with all the personalities and politics that bear on this essential task.

Proud presents the vast material in a logical and entertaining manner. Detailed computational examples are provided for many of the situations a master scheduler will face. Proud is not afraid to depart from standard APICS language or teachings when appropriate -- but he does clearly identify when he has done so. Perhaps most significant is his exceptional grasp of the human relations and management issues involved. He shows that master scheduling is more than just crunching numbers.

Highly recommended as preparation for the APICS Master Planning exam.

1 of 4 people found the following review helpful:

5.0 out of 5 stars Balancing supply and demand, May 24, 2005

By	Golden Lion "Reader" (North Ogden, Ut United States) - See all my reviews (TOP 1000 REVIEWER)

Questions for the executive team that merit concern: What about inventory? If a plant is schedule to build a 100 unit but 140 appear will there be enough inventory to satisify the unexpected demand? In the reverse, when demand fails should the plant continue building inventory? What are the alternatives existing on the manufacturing floor? When orders fail to appear workers and equipment are idle unless alternative work is found. When demand exceeds supply, can more supply be created through overtime or outsourcing? How are customers affected? "When actual demand is underestimated, management becomes the traffic cop, directing the company's limited output to certain customers and withholding it from others."

"Knowing that forecasts will never match actual demand, except on rare occassion, master schedulers understand that they must be flexible in shifting capacity and materials from one period to another. They must know which customer will allow a delivery split over two or more periods. "A valid master plan is one in which the material due dates equal the material need dates, and the planned capacity equals the required capacity."

Manufacturing Production Scheduling is balancing Demand (Sales Forecasts, Customer Orders, Branch Warehouses, Interplant orders, and Custom/Special Orders) with Supply (Inventory,Equipment, Labor, Facilities, Time, and Money). When a company has more demand for it product it can 1. Increase the supply of the product by getting more material and resources 2. Decrease the demand by turning away or rescheduling some of the demand. Likewise, if there is more supply of the product than demand the company has two choices: 1. Increase demand by energizing the sales force, run a promotion, or discount price. 2. Decrease the supply of the product or material/capacity needed to produce it by cutting back production, people, and equipment.

The supply side can have a shock absorber. Inventory is a shock absorber. Another type of supply shock absorber is flexibility in the manufacturing chain which allows the company to alter plant floor activity to satifisy demand flunctations with severe disruptions.

The demand side can have a shock absorber. Flexiblity can extend to sales and marketing through promotions and discounts. The customer can be swayed to cooperate with the demand and supply balance through sales and discount or sales inducements.

A company must decide which side of the demand and supply balance to focus on: "sell the products manufacturing makes" or "build the products that sales sells." Once decided the company moves to the task of balancing product supply through demand management, sales and operation planning, supply management, and master scheduling.

Capacity planning addresses the question: "Do we or will we have enough equipment, enough people, enough materials, and enough time to meet the sales and operations plans as currently written?"

Demand managment manages all demands for the product and ensures the master scheduler is aware of them. It encompasses the activities of forecasting, order entry, order promising, branch warehouse requirements, interplant orders, and service part requirements.

Supply management manages replenishment quantities created in response to anticipated or firm demands for the product. It encompasses supply planning in pre-sales and operations planning, rationing out the production plan to the manufacturing facility, coordinating finished goods inventory, manage production to satisify customer demand, establishing competitive lead times, and counseling with plant master schedules.