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Chapter 4
1/3–1/7 1/10–1/14 1/17–1/21 1/24–1/28 1/31 2/1–2/4
96
984 984 984 984 1037
422 422 422 422 444
Jan 3 Jan 4 Jan 5 Jan 6 Jan 7
21 21 21 21 21
197 197 197 197 197
84 84 84 84 84
Source Line: Course Technology/Cengage Learning.
FIGURE 4-14 Fitter’s production plan for January: The first five weeks of production are followed by
a day-by-day disaggregation of Week 1
Fitter will use the weekly plan (which is derived from the sales and operation plan in
Figure 4-5) for purchasing materials management. Daily plans will be used for the product(s)
that are to be produced on the snack bar line. To get the results shown in Figure 4-14, the
following calculations were performed:
• For the weekly plan, the MPS plan for NRG-A bars in Week 1 was calculated
as: (4,134 cases in January [the monthly demand from Figure 4-5] ÷ 21
working days in month of January) × 5 working days in Week 1 = 984.3
cases per week.
This figure was rounded to 984 cases in Figure 4-14.
• Because Week 5 consists of the last day in January and the first four days in
February, the MPS for NRG-A bars in Week 5 was calculated as:
• (4,134 cases in January [monthly demand] ÷ 21 working days in month
of January) × 1 working day in Week 5 = 196.9 cases
• (4,198 cases in February [monthly demand] ÷ 20 working days in month
of February) × 4 working days in Week 5 = 839.6 cases
• Week 5 Total = 196.9 + 839.6 = 1,036.5 cases
In Figure 4-14, the master production schedule (MPS) cases for Week 5 were rounded to
1,037 for the NRG-A bars.
In Figure 4-14, the daily production plan values for NRG-A and NRG-B bars were
calculated by taking the monthly production plan value and dividing it by the number of
working days in the month.
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