Advances in Theoretical and Applied Mechanics, Vol. 7, 2014, no.

2, 53 - 66
HIKARI Ltd, www.m-hikari.com
http://dx.doi.org/10.12988/atam.2014.4612

Rough Cut Capacity

Planning-(RCCP)-(Case Study)

Raqeyah Jawad Najy

Foundation of Technical Education, Iraq

Technical Institute of Babylon

Copyright © 2014 Raqeyah Jawad Najy. This is an open access article distributed under the
Creative Commons Attribution License, which permits unrestricted use, distribution, and re-
production in any medium, provided the original work is properly cited.

Abstract

Many people are familiar with the Manufacturing Planning and Control (MPC)
Systems which are driven by Material requirements planning (MRP) engines. In
such systems MRP uses a master production schedule (MPS) of end items to
determine the quantity and timing of component parts’ production. MRP does not
consider any capacity limitation; it strictly assumes that, sufficient capacity is
available to produce components at the time when they are needed.
The most common problem which is encountered in operating MRP based
systems is the existence of an overstated MPS. An overstated master production
schedule is the one which orders more than the production resources can
complete. An overstated MPS causes raw materials and WIP inventories to
increase because more materials are purchased and released to the shop than are
completed and shipped. It also causes a buildup of queues on the shop floor. Since
jobs have to wait to be processed, actual lead times increase, causing ship dates to
be missed. As lead times increase, forecast over the planning horizon becomes
less accurate. This is because of the fact that, forecasts are more accurate for
shorter periods than for longer ones. Thus, overstated master production schedules
lead to missed due dates. Because of all the above given reasons, validating the
MPS with respect to available capacity is an extremely important step in MRP.
The term used for this validation exercise is “Rough Cut Capacity Planning
(RCCP)”. The methods commonly used in energy planning outline is a technique
factors College ((Overall Factors, and is a way to convert the amount of products
contained in the scheduling main production to the power requirements are
expressed in hours of work a total of some or all production resources (processes
or certain sections). Then these requirements are being distributed from the total
energy required to types of energy depending on the rates of use of each type to
54 Raqeyah Jawad Najy

the total species during the last period, which has been used in this paper as a case
study in the medical syringe plant in Babylon in Iraq.

Introduction
The essence of energy planning productivity detailed (RCCP-Rough Cut Capacity
Planning is the conversion of production scheduling Home (MPS-Master
production Schedule) to the energy needs of core resources, and then determine
whether scheduling the main possible within the determinants of production
capacity. If you were not as well as it should change Schedule Home and modified
in order to be within the constraints of energy. and in some cases may be required
to change the total in order to be within the limits of power. Accordingly, the
process of energy planning outline is closely linked with the production
scheduling Home.

-Research Methodology: - include

A - Research problem: lie in the following points: -
1 - Do not interview the maturity date.
2 - not kept at the lowest level of the reserved capital in production.
3 - Increasing industrial deadlines.
4 - Increase the time third party product.
5 - Lack of modern management information than is required to do in the field of
energy productivity.
B - the objectives of the research: - The thus: -
1 - Planning the required levels of energy productivity in all centers of production
and determine the number of machines and labor force required for access to the
main production scheduling (MPS).
2 - to give accurate estimates of the detailed energy for the plant and all products.
C - The importance of research:
The importance of research need to be productive capacity available is sufficient
and able to enable the factory to satisfy current demand and future right time and
the right amount and in a manner consistent with the message factory. It is also
necessary owning institution capacity appropriate so that ICON has a surplus of
this energy and thus become production costs
High, which will affect the competitiveness of the plant. Must also make it clear
that there is a shortage because it will reduce the ability of factory to satisfy the
demand of time and the right amount and without recourse to some of the policies
mandated policy overtime or rely on other suppliers or request waiting customers.
Rough cut capacity planning-(RCCP)-(case study) 55

D - Search Tools: -
Will be the adoption of a methodology (case study) and the reality of the detailed
work to production lines in the medical syringe plant in Babylon.

- Theoretical side:-

First: The concept of capacity and energy requirements planning (RCCP)

For energy production known (Evans,2005) as a measure of the amount of
production that can be produced during the period of time a source is important
and that you should be able institution of control. Expressed as the maximum
amount of units produced during a certain time-period. With regard to energy
requirements planning (RCCP) them (Slack, 2004) as the maximum level of
activity of the value-added (Added-Value) for a certain period of time and which
managed to get the job done under normal operating conditions.
Known as the process of balance between the industrial unit available resources
and the burden arising as a result of the demand for those products unit. The
(Evans, 2005) confirms that the process of planning the energy needs are similar
to those in the energy planning model and the difference is that the MRP system
creates the required quantities of full and timing of each part and component while
the MPS poses simply article concluding programmed addition examines energy
planning and basic equipment for private and action Center (jams) and examines
the planning for the energy needs of several business centers and thus provides
more details and information, and that the energy needs of these sums after that
length of time and action Center, for the purpose of presentation of the accounts
(RCCP).As for the concept of production scheduling Home (MPS): requires the
direction and guidance of operations in the factory to the detailed plans short-
term, and since the plan's total production is characterized by generalized, it is
fragmented to schedule a major production. Means scheduling main producing as
detailed schedule (is usually on a weekly basis or even daily) quantity that non-
production of certain products or groups of products.
And known (Evans, 2005) as the final amount of detection finished products to be
produced and when it will be produced?
The ((MPS production plan the production of short-term takes into account both
the overall demand on the resources of the factory and energy and processors are
usually put this plan on a weekly basis for a period ranging between (6-12) weeks
and derives most of its plans for materials, labor and equipment from this plan.
The purpose of the (MPS) is to translate the plan total to a detailed plan for the
products individually as they provide essential inputs to the planning system
physical requirements (MRP). Moreover, they help managers to develop priorities
56 Raqeyah Jawad Najy

for scheduling by selecting the maturities of production Products individual.

The formulation can be (MPS).
There is no general agreement on the level of detail that should be incorporated in
the MPS validation. An APICS monograph presents case histories of several
companies, including details on the capacity planning process. Some companies
using very crude techniques while others are using detailed, time phased,
methods.
Basically there are three approaches to perform rough cut capacity planning.
These can be summarized as follows;

a) Capacity planning using overall factors (CPOF) :

It is the least detailed approach. Capacity requirement is quickly computed but is
insensitive to shifts in product mix.

b) “Bill of labor” (or bill of required types of machine hours) approach :

It involves multiplying two matrices, “the bill of labor” and the “master
production schedule”. This approach picks up shifts in product mix, but does not
consider lead time offsets. It strictly assumes a lot-for-lot policy for setting lot
sizes. When other techniques, such as economic order quantity etc is used, then
this approach gives a very rough estimate.

c) “Resource Profile” approach :

It is exactly same as “Bill of labor approach”, except that it takes lead-time
offsets into account. Again, it strictly assumes a lot-for-lot policy for setting lot
sizes as in the case of “bill of labor approach”.
For the above indicated reasons, “the bill of labor” approach is recommended
because it is easily implemented on a personal computer and is just as accurate as
the more cumbersome “resource profile approach”.
In any event, rough cut capacity planning should be used only to determine if
sufficient capacity exists over broad time frames such as a month or a
quarter.

-The role of capacity planning in the production planning and control

system.

An overview of the entire manufacturing planning and control (MPC) process

based on MRP is given in Figure 2. Within this process, capacity management
techniques are usually separated into four categories as;

a) resource requirements planning (RRP),

b) rough cut capacity planning (RCCP),
c) capacity requirements planning (CRP), and
Rough cut capacity planning-(RCCP)-(case study) 57

d) input/ output control

In fact, these capacity management techniques represent the four planning time
horizons considered. In a typical MRP system the general sequence is; to create a
master schedule, use rough cut capacity planning to verify that the MPS is
feasible, perform the MRP explosion, and send planned order release data to
capacity requirements planning.

Figure 1: An Overview of Capacity Management

It is appropriate ways with energy demand: -

1 - to make changes in functional staffs.
2 - Amendment of equipment and processes which includes the purchase of new
machines.
3 - Improved methods (approaches) to increase production.
4 - Redesign the product to facilitate more output.
It must be taken into consideration when planning capacity term:
** Benefit from the use of: - Utilization
Rate indicates beneficial to add additional power or cancel the required energy is
the greatest difficulty lies in the calculation of the benefit in determining the
maximum energy, as follows:
58 Raqeyah Jawad Najy

- Utility (Utilization Effective = ((output / capacity-efficient) X 100%

Input rate: Load

WIP Inventory

Output rate: Capacity

Figure 2: Load and

Capacity
Priority and capacity are balanced by various techniques. For PP, MPS and
MRP, the
Corresponding capacity planning tools are resource requirement planning (RRP),
rough-cut capacity planning (RCCP), and capacity requirement planning (CRP).
Figure 3 shows the relations of the priority and capacity plans.

PP RRP6

MP S RCCP

MR P CRP

Figure 3: Relations of Priority and Capacity plans

The Practical Side:-

Assuming a practical example of the planned orders demand for the component
are as follows: -
Rough cut capacity planning-(RCCP)-(case study) 59

)Time( 1 2 3 4

Release of demand 22 2 22 22
orders

Assuming that requires component (1.10) hours of work per unit in a particular
duty station and (1.5) hours of the time of configuration and setup, authorized:
energy needs in the period (1) is
(20 units)*(1.10) + (1.5h) =23.5 hr
The same is true in the periods (3.4), as we have
(25 units)*(1.10)+(1.5 h)=29 hr
Such information is usually available in the report of pregnancy (Load Report).
Van there were not enough power available must make decisions about overtime,
transportation of personnel between departments, hiring secondary education, the
program is the basis for the production may have to modify also the face of the
available power, and that this requires recycling program (MRP), to provide
planning for energy needs feedback between basic programming and (MRP).
And reflects (Waller, 2003) for (RCCP) that production program basic developer
of customer's requests fixed or expected, forecasts, reports the position of
production and information capacity, requests urgent very placed in the first place
and available for (MPS) and including that all requests have been made in space
ensuing detailed and energy planning which shows the pregnancy center work
with regard to energy production available energy has the equivalent of pregnancy
is likely to exceed the load energy
He adds (Schroeder, 2000) an important point with regard to the detailed planning
of energy that should be used the closed session of the system (MRP)
Explain (Evans, 2005) as a case study model factories couldn beer (Golden Brew)
It did not specify whether the energy is sufficient and available and under a short
time to be able to achieve (MPS), and under the working conditions of ordinary
Laffan power plant (2200) barrels per month (or 5.867) fund in the week, and
overtime can increase the power to the ((2800 barrels per month (or (7.467 Fund
in the week, these selections are due capabilities Equipment Co., Ltd. production.,
and (Tab key) found that for week (12) has been production within energy, and
beyond this point, the program planned for golden cannot be achieved within the
limits of (7.467) per week Fund, Therefore Snmay the saying that the basic
program is inadequate.
 60 Raqeyah Jawad Najy

This is the essence of energy detailed any conversion (MPS) to the needs of
energy sources basic selection after that whether the basic program appropriate.
With regard to the limits of power, the program is essential that modifies (MPS)
to remain within the parameters (restrictions) energy, and in some cases It may be
necessary to modify the plan total production, for example, in the weeks (14 and
15) will be produced ((Golden Delight and early in the week (15) are switching to
(Golden Brew) is produced by the latter for week (18) when they are switching to
(Golden Delight) and so on. permission: detailed energy planning process
duplicate associated with basic programming for production.
Key advantage in energy planning detailed is the public scrutiny quick and
inexpensive for the availability of the main needs of energy for the
implementation of scheduling the main production. Provide such a feature which
may acceptance of the results approximate that gives it that the level of precision
available where enough to make decisions about the validity of scheduling Home
for implementation. among methods commonly used in energy planning outline is
a technique factors College ((Overall Factors, and is a way to convert the amount
of products contained in the scheduling main production to the power
requirements are expressed in hours of work a total of some or all production
resources (processes or specific sections) . then those requirements are being
distributed from the total energy required to types of energy depending on the
rates of use of each type to the total species during the last period, which have
been used in this paper as a case study and also in the medical syringe plant in
Babylon according to Dilwoorth method. As shown in the tables below:
A= large syringe
B= medium syringe
C= small syringe
The following is a tentative master schedule for 12 weeks at a syringe plant in
Babylon:
Table (1) Master scheduling for products A, B, C

product Duration

1 2 3 4 5 6 7 8 9 10 11 12

A 1500 1800 2000 1500 2100 1800 1500 2000 1500 1500 1500 2000

B 2000 3000 2500 2000 2000 2000 2800 2000 2000 2800 2000 3000

C 2300 2300 2300 2500 2500 2500 2300 2800 4000 3800 3500 4000
Rough cut capacity planning-(RCCP)-(case study) 61

Table (2) the bill of labor in the key work centers for the plant three major
products is as follows:

Department Product A Product B Product C

1 0.20 0.06 0.10

2 0.06 0.10 0.12

3 0.11 0.08 0.15

Determine the load on department (1) over the next 12 weeks. The load profile for
department (1)over the next 12 weeks is found by multiplying the labor
requirement in department(1)for each product by the quantity of that product to be
produced in each week and summing the hours required for all products in each
week.

Hours required in each week

Week 1

For product A 0.20(1500) =300

For product B 0.06(2000)=120
For product C 0.10(2300) =230
Sum=650

Week 2

A 0.20(1800) =360
B 0.06(3000) =180
C 0.10(2300) =230
Sum=770
62 Raqeyah Jawad Najy

Week3

A 0.20(2000) =400
B 0.06(2500) =150
C 0.10(2300) =230
Sum=780

Week4

A 0.20(1500)=300
B 0.06(2000)=120
C 0.10(2500)=250
Sum=670
So on of weeks rest.........(from 5-12)to department(1).
Determine the load on department (2) over the next 12 weeks. The load profile for
department (2)over the next 12 weeks is found by multiplying the labor
requirement in department(2)for each product by the quantity of that product to be
produced in each week and summing the hours required for all products in each
week.
Hours required in each week

Week1

A 0.06(1500)=90
B 0.10(2000)=200
C 0.12(2300)=276
Sum=566

Week2

A 0.06(1800)=108
B 0.10(3000)=300
C 0.12(2300)=276
Rough cut capacity planning-(RCCP)-(case study) 63

Sum=684

Week3

A 0.06(2000) =120
B 0.10(2500) =250
C 0.12(2300) =276
Sum=646

Week4

A 0.06(1500) =90
B 0.10(2000) =200
C 0.12(2500) =300
Sum=590
So on of weeks rest......... (From 5-12) to department (2).
Determine the load on department (3) over the next 12 weeks. The load profile for
department (3) over the next 12 weeks is found by multiplying the labor
requirement in department(3)for each product by the quantity of that product to be
produced in each week and summing the hours required for all products in each
week.
Hours required in each week

Week1

A 0.11(1500) =165
B 0.08(2000) =160
C 0.15(2300) =345
Sum=670

Week2

A 0.11(1800) =198
B 0.08(3000) =240
 64 Raqeyah Jawad Najy

C 0.15(2300) =345
Sum=783

Week3

A 0.11(2000)=220
B 0.08(2500)=200
C 0.15(2300)=345
Sum=765

Week4

A 0.11(1500) =165
B 0.08(2000) =160
C 0.15(2500) =375
Sum=700
So on of weeks rest......... (From 5-12) to department (3).

Table (3) Rough cut capacity planning for plant to Month 1 in all departments.

Product A B C

Week1 555 480 851

Week2 666 720 851

Week3 740 600 851

Week4 555 480 925

Sum of Month 1 2516 2280 3478

So on for all months in year are the same determined.

Rough cut capacity planning-(RCCP)-(case study) 65

-Conclusions:
1-Insight: distinction between independent and dependent demands
2-Advantages:
•General approach
•Supports planning hierarchy (Mps)
3-Problems:
•Assumptions ---especially infinite capacity
•Cultural factors --e.g., data accuracy, training, etc.
4-Multiple demand types and planning passes helped to plan seasonal peaks
within the constraints of time and capacity while honoring everyday requirements
5-The CTM planning engine was chosen to layer supply source decisions in one
run while considering priorities, capacity, modes, and quotas
6-RCCP decisions integrate with the detailed planning through the use of two
tables
6-1 Key Dates table to move forecast to a common date and to fix orders.
6-2 Internal/External Allocation table to guide DRP sourcing choices.
7-The simple rough cut network of locations and resources were used to model
choices, not physical assets.

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66 Raqeyah Jawad Najy

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Received: June 15, 2014