Planning Process Requirements

Planning Process detailing the global value chain planning process requirements incl. interaction between regional and global level... 

The planning framework defines core structures in planning to support the decision of planning volumes and values on the tactical level as intermediate layer between strategy and operations as formulated in the planning process requirements in 0. 

The non-hydrocarbon components of crude oil may be small in volume percent, typically less than 1 %, but their influence on the product quality and the processing requirements can be considerable. It is therefore important to identify the presence of these components as early as possible, and certainly before the field development planning stage, to enable the appropriate choice of processing facilities and materials of construction to be made. 

In addition to budgetary constraints, safety people have a tendency to want to place workers in a bubble. If the authors are just a bit unsure of what will be encountered, they tend to overcompensate with PPE. These types of plans typically do not include downgrade statements, but they will allow workers to upgrade without approval. In order to downgrade, the plan usually requires workers to get numerous persons approvals in writing or go through a formal amendment process. Although amendments to plans have been made, folks are reluctant to do so for a variety of reasons. The bottom line is, no amendments are made, the PPE levels remain the same, and workers are forced to work in levels of protection that are not warranted. 

Three types of control plan are required. During the product design and development phase, a prototype control plan is required to be produced. During the process design and development phase, a pre-launch or pilot production control plan is required, and during the product and process validation phase, the production control plan is to be issued. 

The planning of production, installation, and servicing processes requires three levels ... 

The product specification should provide all necessary processing requirements that need to be implemented when carrying out particular processes however, some of the requirements may need to be defined in separate process specifications which are invoked by reference. You may need to develop your own process specifications, but there are many national standards that may suit your needs and they come with the added benefit that they have been proven to work. The quality plan or procedures should not contain any further product requirements but may provide the verification methods to be employed, the precautions to be observed and the recording requirements to be met. You need to identify in your production plans each of these documents at the stage at which they should be applied, otherwise there is the possibility that they may be overlooked. 

At this point in the process, you may find it useful to review the preliminary plan you presented for initial management approval (see Chapter2). That "first take" necessarily lacked the detail you are now able to provide. For example, your initial estimates of time requirements might have predicted 18 months for system design and installation now you reali2e that 24 months will be needed. While the initial plan will require changes, it should have components (organizational, stylistic, narrative) that can be adapted for use in the formal plan. 

Plan processes that balance aggregate demand and supply to develop a course of action which best meets sourcing, production and delivery requirements. 

Planned orders are place holders for process orders that have yet to be checked for planning feasibility by detailed scheduling. In a hierarchical planning model they are interpreted as a hint to the details planner that they should create and schedule a process order. They are often the result of an automated MRP (material requirements planning) run that is based on planned independent requirements and does not consider resource capacities. 

Additionally, one wishes to know the development of material stock levels at any point in time over a given time interval. For this purpose one notes all receipts and issues, both from process orders inside the balance area and incoming to or outgoing from the balance area. This stock/requirements list can be evaluated by various algorithms. For example one only considers plant stock and definite receipts and issues to calculate the definite future stocks by best current knowledge. On the other hand one may include the planned independent requirements in the consideration to calculate the expected future stocks. 

A lot of contradictions in planning processes have their root in the separation of material requirements planning and resource scheduling. This leads to the situation that detailed planning of multipurpose batch plants is still the domain of experienced production schedulers and shift managers who have gained superior knowledge over the years that makes them indispensable. 

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