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UCT OM M5U1 Video 1 Transcript

The video discusses the production planning and scheduling processes at TCI Apparel, a textile manufacturer in South Africa. Operations managers create medium-range production plans based on forecasts and resource constraints, while scheduling involves detailed assignment of tasks and resources. The ultimate goal is to meet forecast demand efficiently while minimizing costs.

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UCT OM M5U1 Video 1 Transcript

The video discusses the production planning and scheduling processes at TCI Apparel, a textile manufacturer in South Africa. Operations managers create medium-range production plans based on forecasts and resource constraints, while scheduling involves detailed assignment of tasks and resources. The ultimate goal is to meet forecast demand efficiently while minimizing costs.

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MODULE 5 UNIT 1

Video 1 Transcript

© 2022 University of Cape Town


All Rights Reserved
Module 5 Unit 1 Video 1 Transcript
JACQUES ROUSSEAU: Welcome to Module 5. TCI Apparel is a textile manufacturer that
supplies all the major clothing retailers in South Africa, including Woolworths, Truworths, the
Edcon group, the Foschini group, and Queenspark. Through Woolworths, they also export to
David Jones in Australia. How do they ensure that they are producing the right mix of products
to meet their customer's demands on time?

In this video, we will look at the goals of planning and scheduling production and where they
fit in the demand management planning hierarchy.

Production planning

ROUSSEAU: Operations managers are responsible for medium-range and short-term plans. In
the context of organisations, medium-range production plans cover a period of between 3
and 18 months and use forecasts to determine the quantity and timing of production for
groups of products. They are bound by resource constraints, for example, plant size,
technology, equipment, and budgets that result from the long-term strategic decisions made
by companies.

So, for instance, a tour operator will use demand forecasting to plan the mix of private tours,
package tours, domestic tours, university study tours, and adventure tours to offer over the
tourist seasons for the next 3 to 18 months. How much working capital the tour operator has
at their disposal, the number and type of vehicles they own, their supply of tourist guides, and
the number of full-time staff will all affect what they can take on over the medium term.
Manufacturing organisations use a rolling master production plan for planning. This will be
covered more in the notes for this module.

Production scheduling

ROUSSEAU: The same tour operator I just referred to will then schedule the work in detail.
This involves deciding who will be involved as well as when their contributions will be most
necessary and most useful. So, this means assigning staff to create itineraries and then
mapping them to packages, scheduling tourist guides for set dates, blocking out
accommodation and transportation, pre-booking tourist activities, defining what materials
are needed – to list some of the more obvious tasks.

Conclusion

ROUSSEAU: The goal of planning and scheduling is to meet forecast demand while minimising
costs over the planning period. Planning is about determining what and how much needs to
be done and is more general in nature. Scheduling determines when operations will be
performed and by whom in granular detail for individual products. As you engage with this
module, consider what manufacturing and service sectors can learn from one another's
planning and scheduling best practices.

© 2022 University of Cape Town


All Rights Reserved

Tel: +27 21 447 7565 | Fax: +27 21 447 8344


Website: www.getsmarter.com | Email: [email protected]
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