Before you start to implement something, you need to make a plan. It allows you to evaluate the strength, calculate what and where you need and in what quantity. At the same time, strategic and operational planning are distinguished. We will consider the tasks and goals for the second of them.
What is operational planning and how does it differ from strategic?
When learning something, you should start with terminology. Operational planning is an activity that consists in calculating the situation and compiling development models for not small periods of time. She presents the intended work in the most detailed form. Operational planning is the final step in the overall process of calculating situations and drawing up development models. The key goal, which is pursued in this case, is to organize uniform production of products in predetermined volumes that meets the quality criteria. What is the difference between strategic and operational planning? Speaking about them, a number of differences should be highlighted:
- Operational planning is carried out by middle and lower level managers, while strategic planning is the prerogative of senior managers.
- Operational decisions are routine and are taken daily. Strategic ones require more preparation time.
- Operational planning does not provide for the development of an alternative option, while strategic decisions require them.
- The operational only considers internal information sources, while the strategic one is also interested in external ones.
That is 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 solved is the organization of the work of the company'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 indicator of production.
- Effective use of working time.
- Creation of continuous production.
A number of methods are used to achieve and complete these tasks. There are four of them:
- Volumetric method of operational planning. It is used to “break” the annual time period into less long-term components. As a result, plans for a month, a week, a day and even an hour are highlighted. Its advantage is that the more detailed the planned production volume, the easier it is to carry out the function of monitoring work efficiency. In this case, in addition to the “what and when” calculations, processes are also optimized at the enterprise.
- The calendar method of operational planning. It consists in determining the specific timing of the launch of a particular product in 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. He, in turn, underlies the monthly program of the workshop.
- A mixed method of operational planning. Assumes a union. In this case, both the duration of the production cycle and the volume of work performed over a certain period of time are planned. Used for combined activities.
- The 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 - a schedule for fulfilling consumer orders.
Classification
Operational planning of work is divided into two main types:
- In terms and content. In this case, the current and operational calendar planning is distinguished.
- By scope of application. In this case, distinguish inter- and intra-shop planning.
The classification is different from the methods, keep in mind so as not to be confused. So, in this case, scheduling is the distribution of annual plans between units. In addition, this also includes bringing the required numbers to the contractors. The basis is used such data as the delivery time of products and the complexity of the work. Current planning implies the availability of operational control and regulation of the expenditure of materials for the release of goods. Now to a different kind. Inter-workshop planning provides for the regulation of work by all workshops. 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 support services. That is, if the warehouse is full, then it makes no sense to make something for sale.
The basis is used data such as a consolidated implementation plan and a portfolio of orders. In-shop planning is based on scheduling the work of production sites and production lines. This allows you to specify and detail the production program. The goals of operational planning pursued in this case are ensuring uniform and uninterrupted production of products in certain quantities and for a specified time period, while observing quality standards and making optimal 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 features
Let's go over what operational planning at the enterprise allows us to do:
- Develop calendar-planned production standards. These include the size of backlogs, the size of batches, the duration of the production cycle, and the like.
- Calculations of space and equipment loading volumes.
- Drawing up operational programs for the main procurement and production workshops.
- Implementation of management accounting and control over the implementation of plans.
- Operational regulation of production processes, timely identification of existing deviations from target indicators, development and implementation of measures that will eliminate them.
Let's look at a small example. An operational plan is drawn up for the day. Constantly. Whereas accounting is late for a week. The manager needs to know whether it is possible to conclude an agreement on the urgent production of the product, whether there is any capacity for this. He uses the possibilities of managerial accounting, turning to the head of the workshop, and after that decides that the urgent order can be taken (or not). There are great opportunities. The main thing is to use them. The 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 there are two types of operational planning, work with which is entrusted to managers and specialists:
- Calendar In this case, the distribution of monthly planned tasks for production units is implied, when special attention is paid to deadlines. The established indicators are communicated to specific contractors. Using it, shift-daily tasks are developed, and the sequence of work by individual employees is also coordinated. In this case, the initial data are annual production volumes, the complexity of the work carried out, delivery times to markets and other indicators of the socio-economic plans of the enterprise.
- Inter-workshop. It is used to ensure the development, regulation and monitoring of the implementation of set plans for the production and subsequent sale of products. Also, an important place is occupied by the coordination of the work of the main and auxiliary units, design and technological, planning, economic and other services.
On the whole, we have considered what operational planning management is. Consideration was carried out on individual points. But they act as part of a certain system, right? And what effect can be observed in this case? The answer to this question we are now looking for.
About systems in general
Different elements are formed in one community. If everything is built adequately, efficiently and effectively, then such operational planning systems are very effective, allowing you to successfully carry out 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 given to a certain combination of various technologies and methods of planned work, which can be characterized by a certain degree of centralization, the order of movement and accounting of products (materials, raw materials, blanks), an object of regulation, documentation, the composition of calendar and planned indicators. All this is used to influence 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 it. How can it be characterized? For this, we can distinguish the main indicators of the system:
- The procedure for coordination, interaction and coordination of the work of sites and workshops.
- The accounting unit used.
- Techniques and methods for calculating indicators.
- The duration of the planning period.
- Composition of supporting documentation.
- Methods for creating calendar tasks for enterprise units.
The choice of a particular system depends on the demand for services and goods, expenses and planning results, the scale and type of production, the organizational structure of the company and some other points. A simple description without considering the most popular options is worth little.
Therefore, the most famous operational planning systems will be considered. Those at the moment are the detail, part-time and custom. They are used both in small and medium enterprises, as well as in large companies.
System detail
Operational planning of production of this type is suitable for a stable and highly organized commercial structure. This system is engaged in planning and regulating 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 an accurate 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, interoperational, transport and cyclic reserves. They must be constantly maintained in the production process at a 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 of movement of the details of each item. Moreover, it is necessary to indicate all production stages and technological processes. Such operational production planning is advisable to apply 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? A custom system is used when a single or small-scale production is carried out, where there is a diverse range of products and a small volume of products or services provided. In this case, a separate order acts as the main planning and accounting unit, which includes several works of the same type for a specific consumer. This system is based on calculations of advancing standards and the duration of production cycles. Due to this, the deadlines for the requirements of the customer or the market are estimated.
The complete system is used, as a rule, in serial engineering production. The basic basic planning and accounting units use different parts that are part of the general set of goods or assembly unit. Moreover, they are grouped according to certain criteria. Calendar tasks for production units are not created for individual items of parts, but for sets or groups. And so that they were enough for a node, a whole machine, the entire order or the agreed amount of services and work. Such a system allows to reduce the complexity of the planning and settlement works and organizational and managerial activities of the employees of the functional and linear services of the enterprise.
The architecture of this system allows increasing 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-production planning is a very voluminous subject of study. Therefore, alas, a detailed review of all the points will not work. Indeed, for this 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 tact of release, warehouse, ahead of schedule and a number of other processes and working moments. We will not consider all of them, for this is a great variety of material. But here you can study one as an example.
Let's talk about the storage subsystem. So, we have a production where goods are made. For him, you need to have enough wood. Suppliers work in the planned mode, supply new boards, logs, sawdust - all 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 reserves will suffice. At the same time, in the operational plan, it is necessary to provide for suppliers to replenish the warehouse. Moreover, it is advisable to prescribe contacts already in the document itself, or simply have an agreement. Operational and production planning in the example considered will prevent the stop of the processes going on at the enterprise and avoid losses.
We deal with finances
Special attention should be paid to cash planning. Why? Yes, because without money, long-term activity is not possible. If they are not there, then paying suppliers for resources and materials, but workers will not succeed. And if at first it’s still possible to agree on a small delay, then later ... In general, the enterprise will not continue its activities. Therefore, operational planning of finances 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, this means that you do not have to wait ten days, but do something. The specifics depends on the situation. If the strategy envisaged the creation of a reserve fund for this purpose, then operational financial planning may provide that a certain amount should be taken from it. Not bothered by a guide like that? Well, then it is urgent to look for whom it is possible to sell goods / services, and in such a way as to meet the current ten days. After all, if there is a long delay, then the labor inspectorate may join the case, and there also the prosecutor’s office. And their attention is better not to bother. There are a lot of options to deal 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, the problems can only worsen.
Conclusion
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