382. RCCP

Rough-Cut Capacity Planning (RCCP): a feasibility check on the MPS. Estimates whether key resources (workforce, machines, materials) can support the planned production before committing to MRP.

382.1. Why RCCP

MPS plans what to produce. Without RCCP, the plan might be infeasible — exceed available capacity → MRP will issue impossible orders → cascading delays.

RCCP catches this at the strategic / tactical level before detailed MRP runs.

382.2. Bills of capacity / bills of resources

A bill of capacity — like a BOM but for capacity — specifies how much of each critical resource each end product consumes.

Example: Product Bicycle:

Plan to produce 1,000 bicycles in week 5:

382.3. Capacity gap check

For each critical resource and each MPS week:

Load𝑟,𝑡=∑𝑖MPS𝑖,𝑡⋅usage𝑖,𝑟Slack𝑟,𝑡=Available𝑟,𝑡−Load𝑟,𝑡

If slack is negative for any (resource, week), the MPS is infeasible.

382.4. Capacity vs Loading

RCCPDetailed CRP (Capacity Requirements Planning)
WhenBefore MRPAfter MRP
ResourcesFew critical (work centers, key labor)All work centers
GranularityAggregate, weeklyPer operation, per machine, daily
SpeedFast (minutes)Slow (hours)
ActionAdjust MPS if infeasibleAdjust schedule, expedite, overtime

RCCP is the coarse feasibility check; CRP is the detailed scheduling that follows MRP.

382.5. When RCCP detects infeasibility

If MPS exceeds capacity:

  1. Reduce MPS — produce less, accept stockouts or backorders
  2. Expand capacity — overtime, hire temps, weekend shifts
  3. Outsource — third-party manufacturing
  4. Shift production timing — produce earlier (carry inventory) or later (backorder)
  5. Substitute products — produce alternatives that use unused capacity

382.6. Limitations

RCCP is sufficient for strategic planning; insufficient for shop-floor execution.

382.7. See also