Before you start to implement something, you need to make a plan. It allows you to evaluate the forces, calculate what and where you need and in what quantity. At the same time, strategic and operational planning are distinguished. We will look at the objectives and goals for the second one.
What is operational planning and how does it differ from strategic planning?
When learning something, you should start with terminology. Operational planning is an activity that consists in calculating the situation and compiling development models for short periods of time. It presents the planned work in the most detailed form. Operational planning is the final stage of the overall process of calculating situations and compiling development models. The key goal pursued in this case is to organize a uniform production of products in given volumes that meets the quality criteria. What is the difference between strategic and operational planning? Speaking of them, a number of differences should be highlighted:
- Operational planning is done by middle and lower level managers, whilestrategic is the prerogative of senior managers.
- Operational decisions are routine and are made daily. Strategic ones require more preparation time.
- Operational planning does not provide for the development of an alternative option, while for strategic decisions their presence is mandatory.
- Operative considers only internal information sources, while strategic is also interested in external ones.
That's the difference between them, in general terms. You can, of course, delve into the details and consider all this more carefully, but this will already be a deviation from the topic. So let's move on to the next moment.
Methods and tasks of operational planning
The basic goal that must be addressed is the organization of the work of the enterprise's employees in such a way that production is efficient. In addition, there are also such tasks:
- Fulfillment of the set requirements for the quantitative and qualitative indicators of production.
- Efficient use of working time.
- Creating continuous production.
A number of methods are used to achieve and fulfill these objectives. There are four in total:
- Volumetric method of operational planning. It is used to "break" the annual time period into shorter-term components. As a result, plans for a month, a week, a day, and even an hour are highlighted. Its advantage is that the morethe more detailed the planned production volume, the easier it is to carry out the function of monitoring the efficiency of work. In this case, in addition to the "what and when" calculations, the optimization of processes at the enterprise is also carried out.
- Calendar method of operational planning. It consists in determining the specific dates for launching a certain product into production, as well as the end of its manufacture. Although it can be adjusted if the market entry is successful. The calendar method is used to calculate the duration of the production cycle. It, in turn, forms the basis of the workshop's monthly program.
- Mixed method of operational planning. Assumes a union. In this case, the duration of the production cycle and the volume of work performed over a certain period of time are planned simultaneously. Used for combined activities.
- Dynamic method of operational planning. It is built on the consideration of a number of indicators, such as volumes, terms, production dynamics. It is believed that it is he who allows you to fully and reliably take into account the real capabilities of the enterprise. This method has one useful special tool - the customer order schedule.
Classification
Operational work planning is divided into two main types:
- According to terms and content. In this case, current and operational scheduling are distinguished.
- According to the scope. In this case, inter- and intrashopplanning.
Classification is different from methods, keep in mind so as not to be confused. So, in this case, scheduling is the distribution of annual plans between departments. In addition, this also includes bringing the required figures to the performers of the work. As a basis, data such as the delivery time of products and the complexity of work are used. Current planning implies the presence of operational control and regulation of the consumption of materials for the release of goods. Now to another look. Intershop planning provides for the regulation of work by all shops. That is, if No. 1 did not make a blank from materials, then No. 2 will not be able to produce products. Additionally, there is coordination of the activities of support services. That is, if the warehouse is full, then there is no point in making something for sale.
Based on data such as master plan and order book. Intra-shop planning is based on the scheduling of production sites and production lines. This allows you to concretize and detail the production program. The goals of operational planning pursued in this case are to ensure uniform and uninterrupted production of products in certain quantities and within a specified time period, while maintaining quality standards and making the best use of available capacities. In addition, a coordinating function is performed, thanks to which the coordinated work of the company's departments is ensured.
About Functions
Let'slet's go through what operational planning at the enterprise allows us to do:
- Develop production schedules. These include the size of the backlog, the size of the batches, the duration of the production cycle, and the like.
- Calculation of space and equipment loading volumes.
- Compilation of operational programs for the main procurement and production workshops.
- Implementation of management accounting and control over the implementation of plans.
- Proactive regulation of production processes, timely detection of existing deviations from the targets, development and implementation of measures that will eliminate them.
Let's look at a small example. The operational plan is drawn up for the day. Constantly. Whereas accounting is a week late. The manager needs to know whether it is possible to conclude a contract for the urgent production of a product, whether there is capacity for this. He uses management accounting capabilities, referring to the shop manager, and then decides that the urgent order can be taken (or not). There are great opportunities. The main thing is to use them. A competent organization of operational planning allows you to create an extremely useful and flexible system that has tremendous potential.
About the term and content
Oh, how many points of view and approaches to solving certain problems exist. If the content and terms of work play a role, then in this case twotypes of operational planning, work with which is entrusted to managers and specialists:
- Calendar. In this case, the distribution of monthly targets to production units is implied, when special attention is paid to the deadlines. The established indicators are brought to the knowledge of specific performers of the work. With its use, shift-daily tasks are developed, and the sequence of work carried out by individual employees is coordinated. In this case, the initial data are annual production volumes, the labor intensity of the work performed, the timing of deliveries to the markets and other indicators of the socio-economic plans of the enterprise.
- Intershop. It is used to ensure the development, regulation and control over the implementation of the set plans for the production and subsequent sale of products. Also important here is the coordination of the work of the main and auxiliary departments, design and technology, planning and economic and other services.
Here, in general, we have considered what constitutes the operational management of planning. The review was carried out on separate points. But they act as part of a certain system, right? And what effect can be observed in this case? We are now looking for the answer to this question.
Systems in general
Different elements are formed into one community. If everything is built adequately, efficiently and effectively, then such systems of operational planningshow themselves very effectively, allowing them to successfully carry out their activities. In the modern world, they are influenced by both internal factors of the enterprise and external market conditions. But let's formulate the very concept of a system for this case. This is the name of a certain set of different technologies and methods of planned work, which can be characterized by a certain degree of centralization, the procedure for the movement and accounting of products (materials, raw materials, blanks), the object of regulation, the execution of documentation, the composition of calendar and planned indicators. All this is used to influence the course of the process of creation and consumption of goods and services. The pursued goal of the system is to achieve the planned market results by spending the minimum possible amount of economic resources and working time on this. How can it be characterized? To do this, you can select the main indicators of the system:
- The procedure for coordinating, interacting and linking the work of sections and shops.
- Used accounting unit.
- Techniques and methods for calculating indicators.
- Duration of the planning period.
- Composition of accompanying documentation.
- Methods for generating calendar tasks for business units.
The choice of a specific system depends on the demand for services and goods, spending and planning results, the scale and type of production, the organizational structure of the company and some other points. A mere description without considering the most popular options is worth little.
Therefore, the mostwell-known operational planning systems. These at the moment are detailed, per-complete and custom-made. They are used in both small and medium-sized businesses, as well as in large companies.
Detailed system
This type of operational production planning is suitable for a stable and highly organized commercial structure. This system deals with the planning and regulation of the progress of work, processes and technological operations for each part for a certain period, which can last an hour, a shift, a whole day, a week or even more. It is based on the exact calculation of the rhythm and tact of the functioning of production sites and production lines. Also, this system is characterized by an adequate definition of technological, insurance, inter-operational, transport and cycle reserves. They must be constantly maintained in the production process at the calculated level. The use of a detailed system requires that high-quality calendar and operational plans be developed, where there will be indicators of the volume of output, as well as the route for the movement of the part of each item. Moreover, it is necessary to indicate all production stages and technological processes. It is advisable to use such operational planning of production only if there is a stable and limited range of products being created, that is, in mass and large-scale production.
Custom and complete system
Where and in what cases can they be applied? Order systemis used when a single or small-scale production is carried out, where there is a diverse range of products and a small amount of products created or services provided. In this case, the main planning unit is a separate order, which includes several jobs of the same type for a specific consumer. This system is based on the calculation of lead times and the duration of production cycles. Due to this, lead times are estimated for customer or market requirements.
The complete system is used, as a rule, in serial machine-building production. Basic master planning and accounting items use different parts that are included in the general set of goods or subassemblies. They are grouped according to certain criteria. Calendar tasks for production departments are created not for individual parts, but for sets or groups. And so that they are enough for a node, a whole car, the entire order or the agreed amount of services and work. Such a system makes it possible to reduce the laboriousness of planning and calculation work and organizational and managerial activities of employees of the functional and line services of the enterprise.
The architecture of this system allows to increase the flexibility of operational planning, regulatory mechanisms and current control. And this, it should be noted, in the conditions of market uncertainty is an important tool for enterprises, which allows to stabilize production.
Brief description of subsystems
Operational productionplanning is a very voluminous subject of study. Therefore, alas, it will not be possible to consider in detail all the points. For that, you need a book. But to mention briefly - this is quite possible. We have already considered the three most popular options for operational planning systems. But they are formed from certain subsystems, right? So they should be given at least a few words.
Operational and production planning provides for the presence of subsystems of the release cycle, warehouse, ahead of schedule and a number of other processes and working moments. We will not consider all of them, because this is a great amount of material. But here's one as an example, you can study.
Let's talk about the warehouse subsystem. So, we have a production where goods are made. For him, you need to have a sufficient amount of wood. Suppliers are working as planned, supplying new boards, logs, sawdust - everything that is needed. A certain amount of stock is formed in the warehouse. It is calculated how many cubic meters of boards, logs and sawdust are spent on the manufacture of products, and if there are problems with suppliers, then the time for which the accumulated stocks will last. At the same time, in the operational plan, it is necessary to provide for suppliers to replenish the warehouse. Moreover, it is desirable to register contacts already in the document itself, or simply have an agreement. Operational and production planning in the considered example will allow preventing the stoppage of processes running at the enterprise and avoiding losses.
Dealing with finances
Special attention should be given to planning in the field of cash. Why? Yes, because long-term activity is not possible without money. If they are not there, then it will not work to pay suppliers for resources and materials, and workers for labor. And if at first it is still possible to agree on a slight delay, then later … In general, the enterprise will not continue its activities. Therefore, operational financial planning is important, because with its help you can avoid more serious and unpleasant situations. For example, if a decade before the payment of wages it is clear that there is not enough money to pay for labor, then this means that you need not wait ten days, but do something. The specifics depend on the situation. If the strategy provided for the creation of a reserve fund for this purpose, then operational financial planning may provide that a certain amount should be taken from it. Didn't the leadership care about this? Well, then you need to urgently look for someone to sell the goods / services, and in such a way as to meet the available ten days. After all, if there is a long delay, then the labor inspectorate, and there also the prosecutor's office, can get involved. And their attention is better not bother. There are quite a few options for dealing with finances. If it is not possible to sell products and there is no reserve fund, then you can always turn to specialized organizations. For example, in a banking institution. But in this case, it is better to have ongoing negotiations or another source that will cover the payments. Otherwise problemscan only get worse.
Conclusion
So it was considered what operational planning is. Let's go over the main points again. The main task that must be solved is to organize the work of the company's employees so that production is efficient. A number of methods and systems can be used to achieve this. Ideally, if you can reduce manufacturing defects, use resources economically, optimally load production facilities, process equipment and workers. It should be noted that planning as a management function is closely related to organization, motivation, coordination and control. Therefore, it is better to consider it in practice not separately, but as a component of the whole complex. This point of view will avoid various unforeseen and unpleasant moments. After all, if it is calculated how many resources are needed, but the situation for coordinating workers is not outlined, then it may turn out that the plan is not as good as it was originally thought.
