We must remember that those who survive are not the strongest nor the smartest, but rather those who adapt better to change, so it’s necessary to think in a different way and to accept a reality: the industry advances faster every time and it is only with the use of technology that we can work better and, why not? have a better life-quality. A fast response when making a good decision, could make the difference between doing things following the longest path (like to use various tools with a late answer) or following one with an optimum result in a shorter period of time. The industry is constantly looking for more efficient processes. People have a natural resistance to change so it is important consider this matter and push them to focus on the improvements and the results, not to mention on the advantages that will be obtained within time, and the opportunity to work with a world class process.
No processes can be carried out on their own, it’s necessary for someone to execute them, to ensure a follow-up and to define the measurements needed. People are an important factor because this achievement depends on them. The MPS consolidates the information from the forecast and using that information, it will provide what’s necessary for acquiring materials and according to the capacity analysis, the necessary resources to execute the production.Īll the processes have a degree of difficulty to achieve a change, in most cases, this is defined by the culture of doing things or the flexibility to accept doing things in a different way. The MPS, being a part of the fundamental processes, is located after the definition for the distribution plan or product wheel, which is the model used in Sauza, and before the MRP, Material Requirement Planning, which defines the material necessities for production. Where is MPS located in the fundamental processes? It is important to understand that the MPS is not a wish list rather, it is a planning of what you need to produce so it requires previous analysis of the plant capabilities and materials availability. The early definition made of it, was that the MPS was designed for sales and operation planning (S&OP) only, but after undergoing analysis, the definition changed in the 1980’s so it would group various processes in the supply chain to make it more tactical. The term MPS first came about in the 1960’s, although the meaning has changed throughout time. Additionally, the information that it generates can be used as an indicator that shows how much we can commit to produce for the client.
The Master Production Schedule, MPS, is an indicator of what, when, and how many items to produce.
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