2' | 2' | 2' | 2' | 2' | 2' | ||
5' | 2' | ||||||
2' | |||||||
2' | |||||||
5' | |||||||
2' | |||||||
2' | |||||||
Std 10'x12' Metal sheets Input | Std output of metal sheets cut | Current input | Current Output | Planned Input | Planned Output | |
Process A: Input raw sheets Cutting 2'x10' | 1 | 6 | 20 | 120 | 100 | 600 |
Process B: Input from A, Cutting 2'x5' | 5 | 2 | 100 | 200 | 500 | 1000 |
Process c: Input from A, Cutting 2'x2' | 1 | 5 | 20 | 100 | 100 | 500 |
Process D: Input from B, Clipping | 2 | 0,5 | 200 | 50 | 1000 | 250 |
Process E: Input from C & Clipping on D | 5 | 2,5 | 100 | 50 | 500 | 250 |
Finish Product QA | 2,5 | 2,5 | 50 | 50 | 250 | 250 |
Week | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
Customer Demand | 200 | 250 | 300 | 350 | 450 | 550 | 650 | 750 |
Daily Outputs | 50 | 50 | 50 | 50 | 50 | 50 | 50 | 50 |
Weekly (5 day week) Outputs | 250 | 250 | 250 | 250 | 250 | 250 | 250 | 250 |
Week Opening balance | 0 | 50 | 50 | 0 | -100 | -300 | -600 | -1000 |
Week Closing balance | 50 | 50 | 0 | -100 | -300 | -600 | -1000 | -1500 |
The above explains the demands from the customer for the first eight weeks. The MPS are base on current daily outputs from exercise 1. Weekly opening and closing balance are showing negative balances due to shortage of daily and weekly outputs that could not support the demands from the customers. |
Week | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | total |
Customer Demand | 200 | 250 | 300 | 350 | 450 | 550 | 650 | 750 | 3.500 |
50 | 50 | 50 | 100 | 100 | 100 | 100 |
Daily Outputs | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | total |
Weekly (5 day week) Outputs | 450 | 450 | 450 | 450 | 450 | 450 | 450 | 450 | 3.600 |
Week Opening balance | 0 | 250 | 450 | 600 | 700 | 700 | 600 | 400 | |
Week Closing balance | 250 | 450 | 600 | 700 | 700 | 600 | 400 | 100 |
Week | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 |
Customer Demand | 200 | 250 | 300 | 350 | 450 | 550 | 650 | 750 | 850 | 950 | 1050 | 1150 |
50 | 50 | 50 | 100 | 100 | 100 | 100 |
Master Production Schedule | ||||||||||||
Daily Outputs | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 90 | 200 | 200 | 200 | 200 |
Weekly (5 day week) Outputs | 450 | 450 | 450 | 450 | 450 | 450 | 450 | 450 | 1000 | 1000 | 1000 | 1000 |
Week Opening balance | 0 | 250 | 450 | 600 | 700 | 700 | 600 | 400 | 100 | 250 | 300 | 250 |
Week Closing balance | 250 | 450 | 600 | 700 | 700 | 600 | 400 | 100 | 250 | 300 | 250 | 100 |
resource:lesson entrepreneurship in global business
An MPS outlines what needs to be produced, when it must be produced, and in what quantity. It’s the towel before the guest arrives — the system is set, the environment is clean, and the business is prepared to deliver value.
This visual speaks quietly but clearly: “We are ready.” And in business, readiness is everything.
๐ธ Photo available on Shutterstock:
Perfect for illustrating blogs, presentations, or reports on business systems, operational planning, and service readiness.
A neatly folded towel resting on a clean wooden deck might seem simple — but it reflects readiness, order, and thoughtful preparation. In business, this mirrors a well-crafted Master Production Schedule (MPS): knowing what to deliver, when, and how much.
In the Qur’an, Allah says:
"Indeed, Allah loves those who are constantly repentant and loves those who purify themselves."
(QS Al-Baqarah: 222)
This verse emphasizes inner and outer cleanliness, which in business reflects not only personal ethics but also systematic quality and thoughtful service. Just like a clean, prepared towel signals hospitality, our business systems must reflect clarity, care, and readiness — values that align with Islamic principles of excellence (ihsan).
๐งบ A folded towel isn’t just linen — it’s a promise:
"We’re ready to serve you well."
๐ธ Photo available on Shutterstock:
Perfect for illustrating posts on service excellence, operational readiness, cleanliness, and Islamic business ethics.
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