What are the best practices for implementing MRP and capacity planning?

Master data should be cleaned and adjusted before implementation begins. Data validation is to verify the data transfered properly to the new system, not to verify the data in the legacy system is accurate. The team that handles MDM should expand prior to implementation so all departments can take ownership and responsibility for their data sets. In most cases you'll need to expand your data set to get the new ERP to perform properly and to maximize potential. These data expansions are predictable and should be planned for in advance. Data is like DNA, your old system had a simpler strand and your new system will require a more complex and long strand of Data DNA. Your new system will do more but will require more data to trigger.

The primary mistake planners make is having inconsistent and nonsensical nomenclatures for production models and part numbers especially. These numbers should be consistent and each segment having easy to recognize defined characteristics of the product being described. A part number might contain two to four numbers/letters to define, location, the raw material ,size, production line its produced on, type, category, subcategory and a sequence number. This also holds true for serial numbers. Following a standardize nomenclatures will make meaningful production data so much easier to track and understand. Barcodes should also be implemented wherever possible. They work wonders keeping data consistent and preventing data entry errors.

Always keep an amble supply of hardware and free stock. Sometimes a project will get held up due lack of one nut or bolt. Hardware doesn't cost much, doesn't take up much space but it holds the world together.

Para implementar com sucesso o MRP e o planejamento de capacidade, é fundamental come?ar pela defini??o dos dados mestres. Estes compreendem informa??es cruciais como estrutura do produto, lista de materiais (BOM), roteiriza??o, prazos de entrega e estoques de seguran?a. A precis?o e atualidade desses dados s?o essenciais para orientar as decis?es de planejamento. Estabelecer um processo contínuo de atualiza??o e valida??o desses dados é crucial, já que qualquer mudan?a ou erro pode impactar significativamente os resultados do MRP e do planejamento de capacidade. Manter a integridade e confiabilidade dos dados mestres é fundamental para garantir a eficácia e precis?o do processo de planejamento e produ??o.

I can not agree more with Jose. For those about to jump in, do exactly what Jose has outlined. For those already in it, review and audit your data governance approach. I would add, build strong onboarding and training, institutionalize that tribal knowledge which leaves once your implementers move on.

I completely agree that choosing the right tool will be very helpful, but on the other hand, the process and the obligation of the stakeholders to fulfill their obligations and responsibilities can help the optimal use of the software. For example, when the team is coordinated, accurate information and the information flow process is correct for the planners, the desired result can be obtained using Excel.

Don't choose huge because you think that makes sense. In my experience the basics should always be a ERP that is scalable. But don't try to select one tool that's great at CSR, SD, SCM, MM or WHM. In many cases 3rd party softwares can do these tasks better than a do it all ERP.

Escolher o software adequado para implementar o MRP e o planejamento de capacidade é crucial para o sucesso operacional de uma empresa. Com a variedade de op??es disponíveis, desde planilhas simples até sistemas ERP sofisticados, é essencial avaliar criteriosamente cada alternativa. Considerar aspectos como recursos, funcionalidades, escalabilidade, integra??o e custos é fundamental. Além disso, é importante analisar a facilidade de uso, o suporte oferecido, a qualidade do treinamento e os feedbacks de outros usuários para garantir uma escolha alinhada com as necessidades, tamanho e setor da empresa.

This is obvious, but make sure those making the selection know the business, critical required functionality for each functional department in scope, and know the industry positioning of the software for best fit. I would add, today, one must consider the interoperability, guaranteed you will be bolting on various AI, ML, automation, or Analytics modules, likely 3rd party.

MRP & Capacity Planning module is very critical and shall be implemented very carefully and properly. Some people take very fast but improper data decisions that ends up with the system or module failure.... At the end everyone will start suffering ..... So take your time to evaluate your requirements and implement module in such a way which can reduce the work and system to provide you the best needed solutions & data tracibility.

A configura??o dos horizontes de planejamento é uma etapa crucial na implementa??o bem-sucedida do MRP e do planejamento de capacidade. Estabelecer esses períodos de tempo requer considera??o cuidadosa da frequência, detalhamento e precis?o necessários para as atividades de planejamento. A segmenta??o em horizontes de curto, médio e longo prazo é uma prática valiosa para atender às diferentes necessidades de programa??o, previs?o e planejamento estratégico. é essencial alinhar esses horizontes com os padr?es de demanda dos clientes, ciclos de produ??o e políticas de estoque da empresa, garantindo uma abordagem coerente e eficiente para a gest?o de opera??es.

Executar simula??es de MRP e planejamento de capacidade é crucial na implementa??o dessas estratégias. Utilizando modelos matemáticos com dados mestres e horizontes de planejamento, as simula??es geram planos de estoque e produ??o. Elas fornecem recomenda??es para compras, ordens de produ??o e recursos, verificando a validade dos resultados e identificando possíveis problemas. Essa etapa é fundamental para garantir planos precisos e eficientes para a gest?o de estoque e produ??o da empresa.

The sniff test. Does it do what you want and expect it to do, but especially, does it do it better AND more efficiently? Hold the implementation team or vendor accountable. Adoption is a critical phase, if it’s not meaningfully better, your people will not engage effectively.

For me , each one is dependent on other process , and all procees must set in sequence to get optmial outputs, steps would be as below 1- Aggregate production plan. 2- RCCP, to get all constraint related to annual plan 3-MPS to get monthly and weekly plan 4- MRP with its output ( PR's & Work orders). Finally , your master data and ERP software have key role to driven your process in right way.

Rever e ajustar os planos provenientes do MRP e do planejamento de capacidade é uma etapa crucial. Esses planos devem considerar restri??es operacionais, expectativas dos clientes e metas empresariais, além de fatores externos. Comunicar e alinhar esses planos com as partes interessadas relevantes é essencial. Monitorar os planos e fazer ajustes quando necessário assegura a eficácia contínua dos processos de estoque e produ??o.

A etapa final na implementa??o do MRP e do planejamento de capacidade é a melhoria contínua dos processos. Isso inclui avaliar regularmente os métodos, identificar oportunidades de melhoria, ouvir feedback das partes interessadas e implementar práticas recomendadas ou inova??es. Comparar o desempenho com os padr?es do setor e concorrentes é essencial para manter ou superar esses níveis. A busca constante por aprimoramento é crucial para manter a competitividade e o sucesso no longo prazo.

Agree that CI is the goal. However, while it's relatively easy to identify opportunities in waste, efficiency, best practices etc., it's much trickier to a) implement positive change to achieve desired goal and b) prevent backsliding. This is where it's absolutely necessary to have top down daily support and involvement. You can't expect CI through decree.

One of the biggest things to remember on the capacity planning side is that the rated capacity is based on 24/7 operations with no changeovers or maintenance. Use actual data. If you don't, you're setting your company up to fail. IF the rated capacity is 40,000 lbs/day but you're only getting 30,000, use 30,000 and look into WHY you're not at 40,000.

All above mentioned measures are doing things right to meet the demand. I think the missing link here is Sales and Operations Planning (S&OP) process coupled with Master Scheduling (MS), which is doing right things. Both go hand in hand and will ensure the company is taking timely right decisions when it comes to investing in Inventory and other resources. Master Production Scheduling has Rough Cut Capacity Planning ( RCCP) which will complement Capacity Planning. Doing the right thing coupled with doing things right, will ensure proper Supply and Demand balance. Once Supply and Demand is in control, managing exceptions would be an easy task.

For many companies many of the current employees don't have experience using a modern ERP system. With that said, keep them around for data validation and UAT. But current employees with limited exposure to modern ERP systems should only have limited advisory roles during product selection and implementation. Otherwise your new system will look and act just like your old system. It's like buying a new car with roll-up window because you didn't know power windows existed. This happens often.

For many companies many of the current employees don't have experience using a modern ERP system. With that said, keep them around for data validation and UAT. But current employees with limited exposure to modern ERP systems should only have limited advisory roles during product selection and implementation. Otherwise your new system will look and act just like your old system. It's like buying a new car with roll-up window because you didn't know power windows existed. This happens often.