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Provided by: True North Consulting, LLC Detailed Scheduling and PlanningSupply Chain Management |
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Certificate Program
Provided by True North Consulting, LLC
This course focuses on the various techniques for material and capacity scheduling. Topics include: material requirements planning (MRP), capacity requirements planning (CRP), inventory management, procurement, mechanics of the detailed material planning process and planning operations.
This courses will be taught by certified APICS instructor David Carter, using APICS proven course curricula designed to prepare operations professionals for the CPIM certification exams.
APICS: the Association for Operations Management, is the global leader and premier source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics. Since 1957, individuals and companies have relied on APICS for its superior training and internationally recognized certifications.
CPIM stands for Certified in Production & Inventory Management. Today it is the leading professional certification for supply chain professionals with over 70, 000 world-wide.
Instructor:
David Carter, CPIM, CPA, CMA
David has over 18 years of director level supply chain experience in tier 1 automotive and aerospace companies. As Vice President of ACTIS Manufacturing, he started up Toyota's first remanufacturing plant. As Materials Director at Bosch s largest North American plant, he led a complete Lean transformation. Heading the supply chain function at Eaton Aerospace's lead plant he co-chaired the division s supply chain improvement team.
He served as Materials Management Director and Business Process Director at Sanden International, a $300M Japanese automotive supplier. David began his career in Finance as a Controller and believes his financial background helps him engage all business stakeholders.
David is President of True North Consulting, LLC, and President of the South Central Mississippi chapter of APICS. He holds a BBA in Accounting & Marketing and is certified in production and inventory control, a certified public accountant, and a certified management accountant.
General Information
Cost: $525 per course ($475 for APICS members). Cost includes APICS student workbook for each course (an $85 value)
Class Times: 8: 30AM 4: 30PM
Lunch is provided
24 CEUs per course
Location:
Holmes Community College
Workforce Development Center
412 West Ridgeland Ave.
Ridgeland, MS 39157
To Register Contact:
Ms. Angela Crain
T 601. 605. 3370
F 601. 605. 3408
acrain holmescc. edu
For Additional Information Contact:
David Carter
601. 707. 5022
dcarter envisiontruenorth. com
Related Awards, Degrees or Certifications: CPIM
Related Jobs or Careers: Supply Chain Manager, Materials Manager, Materials Analyst, Buyer, Master Scheduler, Production Manager, Plant Manager, Operatio
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Detailed Scheduling and Planning Seminar Schedule
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Detailed Scheduling and Planning
This course is often offered over three consecutive Fridays.
Detailed Scheduling & Planning
Course Outline
1. Inventory Management: Order Planning
a. Overview
b. Purpose of Inventory Strategy
c. Definition of Inventory
i. Raw Materials (RM)
ii. Work In Process (WIP)
iii. Finished Goods (FG)
iv. Maintenance, Repair and Operating Supplies (MRO)
v. Excess
vi. Surplus
vii. Inactive
viii. Obsolete
ix. Consignment
x. Vendor Managed (VMI)
d. Order Review Methodologies
i. Material Requirements Planning (MRP)
ii. Reorder Point
iii. Time-Phased Order Point (TPOP)
iv. Periodic Review
v. Visual Review
vi. Kanban
e. Factors In Lote-Sizing Decisions
i. Order Quantity Constraints and Modifiers
ii. The Costs Associated with Order Quantity Decisions
iii. The Cost To Carry Inventory
iv. The Cost of Placing Orders
f. Lot Sizing Techniques
i. Economic Order Quantity (EOQ)
ii. Carrying, Order, and Total Costs
iii. Fixed Order Quantity
iv. Period Order Quantity
v. Lot for Lot
vi. Quantity Discounts
2. Inventory Management: Customer Service
a. Safety Stock Technique
i. Definition of Safety Stock
ii. Purpose of Safety Stock
iii. The Meaning of Customer Service
iv. Statistical Safety Stock
v. Purpose of Safety Stock
vi. The Normal Distribution Model
vii. MAD and Standard Deviation
viii. Using Measures of Variability
ix. The Table of Safety Factors
x. Time Period Safety Stock
xi. Fixed Safety Stock
xii. Safety Stock Analysis
b. Inventory Valuation
i. Definition of Inventory Valuation
ii. Purpose of Inventory Valuation
iii. Cost of Goods Sold
iv. Types of Inventory Valuation
v. Data Accuracy
vi. Definition of Inventory Accuracy
vii. Purpose of Inventory Accuracy
viii. The Cost of Inaccurate Records
ix. Inventory Accuracy
x. Using ABC Analysis to Classify and Analyze Inventory
xi. Uses of ABC Classification
xii. Extension to the ABC Analysis
xiii. Types of inventory Accuracy Methodologies
c. Inventory Policies
i. Customer Service
ii. Internal Measurements of Customer Service
3. Information Used in the material Planning Process
a. Demand
i. Independent and Dependent Demand
b. Inventory Performance
i. Inventory Turns
ii. Deviation from Target
iii. Inventory Data
iv. Storage and Location of Inventory Items
v. Stock Balances
vi. On-Hand
vii. Scheduled Receipts (Open-Order or On-Order)
viii. Allocations
c. The Master Production Schedule
i. MPS Planning Horizon
ii. Resolution of Differences
d. The Material Planning Process
e. Planning Factors and Techniques
f. MRP Planning Horizon
g. Time Buckets
h. Re-planning Frequency
i. Firm Planned Orders
j. Pegging
k. Performance Characteristics
l. Operational Characteristics
m. Ease of Use
n. Architecture
o. Communication and Education
4. MRP Mechanics: The Basics
a. MRP Mechanics
i. Starting Conditions
ii. The MRP Grid
iii. Low-Level Coding
iv. Gross Requirements Derived from the Master Schedule
v. Gross Requirements Coming from Service-Part Demand
vi. MRP Exercise
5. Using MRP Outputs
a. TPOP/ MRP Netting Logic
i. MRP Outputs
ii. Replanning
iii. Pegging
iv. Firm Planned Order
v. Revision of Planning Parameters
vi. Displays
vii. What-If Analysis
viii. Scrap and Yield
ix. Closing the Loop
6. The Detailed Capacity Planning Process Part 1
a. Capacity Planning Within Priority Planning
b. Capacity-Related Terminology and Concepts
i. Capacity Planning Issues
ii. Capacity Planning Objectives
iii. The Vicious circle of Unmanaged Capacity
c. Manufacturing Environments
i. Types of Manufacturing Environments and Processes
d. Data Requirements for Capacity planning
i. Capacity Related Data
ii. Lead Time Terminology
iii. Elements of Manufacturing Lead Time
iv. Load-Related Data
v. Utilization and Efficiency
vi. Capacity Determination
vii. Other Capacity-Related Terms
viii. Capacity Determination Exercise
e. Loading and Scheduling
i. Sources of Load
ii. Queues
f. Scheduling
i. Infinite Loading and Finite Loading
ii. Order Oriented finite Loading Technique
iii. Areas of Application
7. The Detailed Capacity Planning Process Part 2
a. Capacity Management
b. Classical Capacity Requirements Planning
i. Work Center Load Reports
ii. Revised Schedule of Planned Order Releases
iii. CRP Integration Issues
iv. Advantages and Limitations of CRP
v. Resource Contention and CRP
c. Flexibility and Choice of Scheduling Technique
i. Flexibility of Capacity
ii. Flexibility in Scheduling
d. Planning For Capacity In Line Manufacturing Repetitive
e. Capacity Management in Mixed manufacturing
f. Planning and Scheduling in Process Industries
8. Establishing Relationships with Suppliers
a. Principles of Partnership with Suppliers
i. Financial Health
ii. Varying Degrees of Involvement
iii. Types of Strategic Alliances
iv. Forms of Collaborative Relationship
v. Financial Partnering
vi. Operational Cooperation
vii. Tactical Buying vs. Strategic Sourcing
viii. Using Criteria to Assess Risk and Complexity
ix. Mutual Commitment
x. Supplier Selection
b. Choice of Relationship
i. Sourcing
ii. Managed Inventories
c. Necessity of Communication
i. Principles
ii. Principles and Strategic Elements of Effective Communication between Company and Supplier
d. Techniques and Concepts for Supplier Partnerships
e. Supplier Involvement with Product Development and Production Processes
i. Mastering the Process of Concurrent Engineering
f. Purchasing Approaches
g. Delivery Approaches
h. Procurement Accounting Factors
9. Supplier Relationships and Procurement Plans
a. Purchasing Decisions
i. Make vs. Buy Decisions
ii. Cost Analysis
iii. Compensation Agreements
iv. Award Criteria
v. Pricing Principles
vi. Types of Contractual Obligations
b. Order Placement Process
i. Purchase Requisition
ii. Request for Proposal/ Request for Quote (RFP/ RFQ)
iii. Quote Evaluation
iv. Purchase Order (PO)
v. Acknowledgement
vi. Material Receipt Inspection
vii. Lean/ JIT Purchasing
viii. Approval and Payment of Invoice
ix. Order Process Variations by Industry Types
c. Control and Appraisal
i. Approval Systems
ii. Supplier Rating Systems
iii. Performance Measurement Standards
iv. Buyer Performance Standards
v. Contract Management Activities
vi. Ethical Standards
d. International Procurement
i. International Purchase Order Process
ii. International Shipping Documentation
iii. International Trade Cost Elements
iv. Letters of Credit
v. Currency Fluctuations
vi. Countertrade
Detailed Scheduling & Planning
Course Outline
1. Inventory Management: Order Planning
a. Overview
b. Purpose of Inventory Strategy
c. Definition of Inventory
i. Raw Materials (RM)
ii. Work In Process (WIP)
iii. Finished Goods (FG)
iv. Maintenance, Repair and Operating Supplies (MRO)
v. Excess
vi. Surplus
vii. Inactive
viii. Obsolete
ix. Consignment
x. Vendor Managed (VMI)
d. Order Review Methodologies
i. Material Requirements Planning (MRP)
ii. Reorder Point
iii. Time-Phased Order Point (TPOP)
iv. Periodic Review
v. Visual Review
vi. Kanban
e. Factors In Lote-Sizing Decisions
i. Order Quantity Constraints and Modifiers
ii. The Costs Associated with Order Quantity Decisions
iii. The Cost To Carry Inventory
iv. The Cost of Placing Orders
f. Lot Sizing Techniques
i. Economic Order Quantity (EOQ)
ii. Carrying, Order, and Total Costs
iii. Fixed Order Quantity
iv. Period Order Quantity
v. Lot for Lot
vi. Quantity Discounts
2. Inventory Management: Customer Service
a. Safety Stock Technique
i. Definition of Safety Stock
ii. Purpose of Safety Stock
iii. The Meaning of Customer Service
iv. Statistical Safety Stock
v. Purpose of Safety Stock
vi. The Normal Distribution Model
vii. MAD and Standard Deviation
viii. Using Measures of Variability
ix. The Table of Safety Factors
x. Time Period Safety Stock
xi. Fixed Safety Stock
xii. Safety Stock Analysis
b. Inventory Valuation
i. Definition of Inventory Valuation
ii. Purpose of Inventory Valuation
iii. Cost of Goods Sold
iv. Types of Inventory Valuation
v. Data Accuracy
vi. Definition of Inventory Accuracy
vii. Purpose of Inventory Accuracy
viii. The Cost of Inaccurate Records
ix. Inventory Accuracy
x. Using ABC Analysis to Classify and Analyze Inventory
xi. Uses of ABC Classification
xii. Extension to the ABC Analysis
xiii. Types of inventory Accuracy Methodologies
c. Inventory Policies
i. Customer Service
ii. Internal Measurements of Customer Service
3. Information Used in the material Planning Process
a. Demand
i. Independent and Dependent Demand
b. Inventory Performance
i. Inventory Turns
ii. Deviation from Target
iii. Inventory Data
iv. Storage and Location of Inventory Items
v. Stock Balances
vi. On-Hand
vii. Scheduled Receipts (Open-Order or On-Order)
viii. Allocations
c. The Master Production Schedule
i. MPS Planning Horizon
ii. Resolution of Differences
d. The Material Planning Process
e. Planning Factors and Techniques
f. MRP Planning Horizon
g. Time Buckets
h. Re-planning Frequency
i. Firm Planned Orders
j. Pegging
k. Performance Characteristics
l. Operational Characteristics
m. Ease of Use
n. Architecture
o. Communication and Education
4. MRP Mechanics: The Basics
a. MRP Mechanics
i. Starting Conditions
ii. The MRP Grid
iii. Low-Level Coding
iv. Gross Requirements Derived from the Master Schedule
v. Gross Requirements Coming from Service-Part Demand
vi. MRP Exercise
5. Using MRP Outputs
a. TPOP/ MRP Netting Logic
i. MRP Outputs
ii. Replanning
iii. Pegging
iv. Firm Planned Order
v. Revision of Planning Parameters
vi. Displays
vii. What-If Analysis
viii. Scrap and Yield
ix. Closing the Loop
6. The Detailed Capacity Planning Process Part 1
a. Capacity Planning Within Priority Planning
b. Capacity-Related Terminology and Concepts
i. Capacity Planning Issues
ii. Capacity Planning Objectives
iii. The Vicious circle of Unmanaged Capacity
c. Manufacturing Environments
i. Types of Manufacturing Environments and Processes
d. Data Requirements for Capacity planning
i. Capacity Related Data
ii. Lead Time Terminology
iii. Elements of Manufacturing Lead Time
iv. Load-Related Data
v. Utilization and Efficiency
vi. Capacity Determination
vii. Other Capacity-Related Terms
viii. Capacity Determination Exercise
e. Loading and Scheduling
i. Sources of Load
ii. Queues
f. Scheduling
i. Infinite Loading and Finite Loading
ii. Order Oriented finite Loading Technique
iii. Areas of Application
7. The Detailed Capacity Planning Process Part 2
a. Capacity Management
b. Classical Capacity Requirements Planning
i. Work Center Load Reports
ii. Revised Schedule of Planned Order Releases
iii. CRP Integration Issues
iv. Advantages and Limitations of CRP
v. Resource Contention and CRP
c. Flexibility and Choice of Scheduling Technique
i. Flexibility of Capacity
ii. Flexibility in Scheduling
d. Planning For Capacity In Line Manufacturing Repetitive
e. Capacity Management in Mixed manufacturing
f. Planning and Scheduling in Process Industries
8. Establishing Relationships with Suppliers
a. Principles of Partnership with Suppliers
i. Financial Health
ii. Varying Degrees of Involvement
iii. Types of Strategic Alliances
iv. Forms of Collaborative Relationship
v. Financial Partnering
vi. Operational Cooperation
vii. Tactical Buying vs. Strategic Sourcing
viii. Using Criteria to Assess Risk and Complexity
ix. Mutual Commitment
x. Supplier Selection
b. Choice of Relationship
i. Sourcing
ii. Managed Inventories
c. Necessity of Communication
i. Principles
ii. Principles and Strategic Elements of Effective Communication between Company and Supplier
d. Techniques and Concepts for Supplier Partnerships
e. Supplier Involvement with Product Development and Production Processes
i. Mastering the Process of Concurrent Engineering
f. Purchasing Approaches
g. Delivery Approaches
h. Procurement Accounting Factors
9. Supplier Relationships and Procurement Plans
a. Purchasing Decisions
i. Make vs. Buy Decisions
ii. Cost Analysis
iii. Compensation Agreements
iv. Award Criteria
v. Pricing Principles
vi. Types of Contractual Obligations
b. Order Placement Process
i. Purchase Requisition
ii. Request for Proposal/ Request for Quote (RFP/ RFQ)
iii. Quote Evaluation
iv. Purchase Order (PO)
v. Acknowledgement
vi. Material Receipt Inspection
vii. Lean/ JIT Purchasing
viii. Approval and Payment of Invoice
ix. Order Process Variations by Industry Types
c. Control and Appraisal
i. Approval Systems
ii. Supplier Rating Systems
iii. Performance Measurement Standards
iv. Buyer Performance Standards
v. Contract Management Activities
vi. Ethical Standards
d. International Procurement
i. International Purchase Order Process
ii. International Shipping Documentation
iii. International Trade Cost Elements
iv. Letters of Credit
v. Currency Fluctuations
vi. Countertrade
About The Training Provider: True North Consulting, LLC
True North Consulting, LLC - True North Consulting's mission is to equip people to transform their supply chain operations through training in supply chain management, lean six sigma and operations management principles. We offer APICS certification (CPIM), Lean Six Sigma, Lean Accounting and other value stream centered courses. We train, assess and coach to accelerate your journey to operational excellence.
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