Capacity scheduling

The articles capacity planning and capacity scheduling overlap thematically. Help me to better differentiate or merge the articles (→  instructions ) . To do this, take part in the relevant redundancy discussion . Please remove this module only after the redundancy has been completely processed and do not forget to include the relevant entry on the redundancy discussion page{{ Done | 1 = ~~~~}}to mark. Der-Wir-Ing ( discussion ) 14:55, Nov. 6, 2014 (CET)

Capacity scheduling is a short term for scheduling that takes into account capacity limits . You go in the context of production planning and control the throughput scheduling ahead with the planned start and end times of production orders can be determined without the capacity to be considered. In the event that the existing capacity is larger or smaller than the required one, then capacity scheduling is necessary. The scheduling with capacity limits (capacity scheduling ) can, like the lead time scheduling, be carried out as forward, backward or mid-point scheduling , but when calculating the start and end dates of the work processes, the still available, plannable capacity of the period is checked.

If there is no or insufficient capacity available, there are various options for processing the work. This includes the following procedures:

• Awarding the contract to external companies
  • Reduction of the order backlog
  • Reduction in lot sizes
• Shift in time (postponement)
  • Reduction of the order backlog
  • Reduction of the lot size
  • Postpone maintenance measures
• Temporal adjustment
  • Overtime / special shifts
  • Commissioning of shutdown machines
  • Use of personnel or machines from areas of the company with excess capacity

Available capacities are determined, for example, by:

• the type and number of available workplaces ;
• planned working hours ( shift work , shift model )
• Already made assignments (dispatched production orders )

If there is more capacity than planned, the following options are available:

• Schedule further production orders
• Advance maintenance measures
• Takeover of external work.
• Short-time work Reduction of shifts
• Decommissioning of machines
• Intensity reduction

Individual evidence

1. ^ Corsten Production Management 6th edition, p. 426