Production plan

The production plan (also known as the strategic production program ) is part of the corporate planning and contains the products to be produced by a company in aggregated form and at a point in time at which the individual (singular) product variants are not yet or not fully known.

General

The type and form of aggregation depends on the product itself and the product range or range of programs that the company wants to offer. For example, the product type, product type or product families come into question as an aggregation. In many cases it is sufficient to only plan the main products or their most important assemblies. The production plan is also the basis for long-term procurement planning .

Production plan and production program

The production plan is used to determine and safeguard the financial, personnel, material and technical capacities of a company in the long and medium term. It contains the planned production figures only in aggregated form (e.g. series ) and for longer production periods. The production plan is the basis for the creation of production programs in which the individual product variants are precisely specified and planned to the day.

The creation of a production plan follows the sales plan and is based on the estimate of sales per country or sales market according to the selected product aggregation. The aggregation simplifies planning, as there are only a few planning terms, which, however, have to be sufficiently precise for capacity planning. The automotive industry is a good example of this. In the long term, only the sales figures for the individual vehicle classes or vehicle types are planned here. In the long-term, only the quantities for the product types (e.g. VW Golf , VW Passat , etc.) are planned on a monthly basis and not for each individual Golf / Passat variant. In the medium term, these will then be 'replaced' by the more precise vehicle models. The sales are then distributed to the existing production capacities and 'transferred' to the production plan. The production plan is thus constantly refined in the planning process in terms of time and product. At the end of planning, the production plan becomes the production program . During the transition, particular attention must be paid to the consistency between the production plan and the production program, as otherwise problems (overstock or bottlenecks) can arise in material requirements planning .

literature

Günther Schuh (Ed.): Production planning and control: Basics, design and concepts . 3. Edition. Springer, Berlin 2006, ISBN 978-3-540-40306-7 .
Hans-Peter Wiendahl: Business organization for engineers . 7th edition. Hanser, Munich 2010, ISBN 978-3-446-41878-3 .
Herlyn: PPS in the automotive industry - production program planning and control of vehicles and assemblies . Hanser Verlag, Munich 2012, ISBN 978-3-446-41370-2 .

Web links

Individual evidence

↑ Hans-Peter Wiendahl, Business Organization for Engineers , Hanser Verlag, Munich, 2011, ISBN 978-3-446-41878-3 , p. 52 ff.
↑ Wilmjakob Herlyn, PPS im Automobilbau , Hanser Verlag, Munich, 2012, ISBN 978-3-446-41370-2 , p. 122 ff.

[1] Hans-Peter Wiendahl, Business Organization for Engineers , Hanser Verlag, Munich, 2011, ISBN 978-3-446-41878-3 , p. 52 ff.

[2] Wilmjakob Herlyn, PPS im Automobilbau , Hanser Verlag, Munich, 2012, ISBN 978-3-446-41370-2 , p. 122 ff.