[PPT]PRODUCTIONS/OPERATIONS MANAGEMENT - …sureten/MRP.ppt · Web viewIndependent and Dependent...
Transcript of [PPT]PRODUCTIONS/OPERATIONS MANAGEMENT - …sureten/MRP.ppt · Web viewIndependent and Dependent...
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Materials Requirements PlanningMaterials Requirements Planning
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Collins IndustriesCollins IndustriesLargest manufacturer of ambulances in the world
International competitor
12 major ambulance designs18,000 different inventory items
6,000 manufactured parts12,000 purchased parts
MRP seems to be a good way to manage inventories: IBM’s MAPICS system is used
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Independent and Dependent DemandIndependent and Dependent DemandIndependent Demand
A
B(4) C(2)
D(2) E(1) D(3) F(2)
Dependent Demand
Independent demand is uncertain. Dependent demand is certain.
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Dependent demand: Demand for items that are subassemblies or component parts to be used in production of finished goods.
Once the independent demand is known, the dependent demand can be determined.
DependDependeent Demandnt Demand
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Demand CharacteristicsDemand Characteristics
11 22 33 44 55WeekWeek
400 –
300 –
200 –
100 –No.
of t
able
sN
o. o
f tab
les
Continuous demand
M T W Th F M T W Th FM T W Th F M T W Th F
400 400 –
300 300 –
200 200 –
100 100 –No.
of t
able
sN
o. o
f tab
les
Discrete demand
Independent demand
100 tables
Dependent demand
100 x 1 = 100 tabletops
100 x 4 = 400 table legs
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Dependent vs Independent DemandDependent vs Independent Demand
Time
Time Time
Time
Dem
and
Dem
and
Stable demand“Lumpy” demand
Am
ount
on
hand
Am
ount
on
hand
Safety stock
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Material Requirements PlanningMaterial Requirements PlanningDefinedDefined
Materials requirements planning (MRP)) is a computerized inventory planning and control system for determining when (no earlier and no later) and how many of each of the parts, components, and materials should be ordered or produced.
It translates master schedule requirements fr end items into time-phased requirements for subassemblies, components and raw materials.
Dependent demand drives MRP
MRP is a software system
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When to Use MRPWhen to Use MRP
Dependent and discrete itemsComplex productsJob shop productionAssemble-to-order environments
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Material Requirements Planning SystemMaterial Requirements Planning System Based on a master production schedule, a material
requirements planning system:Creates schedules identifying the specific parts
and materials required to produce end items
Determines exact unit numbers needed
Determines the dates when orders for those materials should be released, based on lead times
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10
©The McGraw-Hill Companies, Inc., 2004
Firm orders from knowncustomers
Forecastsof demand
from randomcustomers
Aggregateproduction
plan
Bill ofmaterial
file
Engineeringdesign
changes
Inventoryrecord file
Inventorytransactions
Master productionSchedule (MPS)
Primary reportsSecondary reports
Planned order schedule for inventory and production control (work orders, purchase orders), rescheduling notices
Exception reportsPlanning reportsReports for performance control
Materialplanning(MRP
computer program)
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MRP Inputs MRP Processing MRP Outputs
Masterschedule
Bill ofmaterials
Inventoryrecords
MRP computerprograms
Changes
Order releasesPlanned-orderschedules
Exception reports
Planning reportsPerformance-controlreports
Inventorytransaction
Primaryreports
Secondaryreports
MRP SystemMRP System
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MRP Inputs 1: MRP Inputs 1: Master Production ScheduleMaster Production Schedule
Drives MRP process with a schedule of finished products; states which end items are to be produced, when these are needed, and in what quantities
Quantities may consist of a combination of customer orders & demand forecasts
Quantities represent what needs to be produced, not what can be produced
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Master Production Schedule (MPS)Master Production Schedule (MPS)
Time-phased plan specifying how many and when the firm plans to build each end item
Aggregate PlanAggregate Plan(Product Groups)(Product Groups)
MPSMPS(Specific End Items)(Specific End Items)
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Master Production ScheduleMaster Production Schedule
Item / Week Oct 3 Oct. 10 Oct. 17 Oct.24 Oct. 31Clipboard 85 95 120 100 100Lapdesk 0 50 0 50 0Lapboard 75 120 47 20 17Pencil Case 125 125 125 125 125
Shows items to be producedDerived from aggregate plan
Example:
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MRP Inputs 2: MRP Inputs 2: Bill-of-MaterialsBill-of-Materials
Bill of materials (BOM): One of the three primary inputs of MRP; a listing of all of the raw materials, parts, subassemblies, and assemblies needed to produce one unit of a product.
Product structure tree: Visual depiction of the requirements in a bill of materials, where all components are listed by levels.
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Product Structure TreeProduct Structure Tree: Example 1: Example 1Chair
Seat
Legs (2) Crossbar
SideRails (2)
Crossbar
BackSupports (3)
LegAssembly
BackAssembly
Level 0
1
2
3
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Bicycle(1)P/N 1000
Handle Bars (1)P/N 1001
Frame Assembly (1)P/N 1002
Wheels (2)P/N 1003
Frame (1)P/N 1004
Product Structure TreeProduct Structure Tree: Example 2: Example 2
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PProduct Drawing: Example 3roduct Drawing: Example 3
Top clip (1) Bottom clip (1)
Pivot (1) Spring (1)
Rivets (2)Finished clipboard Pressboard (1)
Clipboard
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Product Structure TreeProduct Structure Tree ( Example 3) ( Example 3)
Clipboard Level 0Level 0
Level 1Level 1
Level 2Level 2Spring (1)
Bottom Clip (1)
Top Clip (1)
Pivot
(1)
Rivets (2)
Clip Ass’y (1)
Pressboard (1)
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MRP Inputs 3: MRP Inputs 3: Inventory RecordsInventory Records File FileOne of the three primary inputs of MRPIncludes information on the inventory status of
each item by time periodGross requirementsScheduled receiptsAmount on handLead timesLot sizesAnd more....
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MRP MRP Terminology (1 of 3)Terminology (1 of 3)Gross requirementsScheduled receiptsProjected on handNet requirementsPlanned-order receiptsPlanned-order releases
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MPR MPR Terminology (2 of 3)Terminology (2 of 3)
Gross requirements
Total expected demand
Scheduled receipts
Open orders scheduled to arrive
Projected on hand
Expected inventory on hand at the beginning of each time period
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MRMRPP Processing Processing Terminology (3 of 3) Terminology (3 of 3)Net requirements
Actual amount needed in each time period
Gross requirements – available inventory
Planned-order receipts
Quantity expected to be received at the beginning of the period
Offset by lead time
Planned-order releases
Planned amount to be ordered in each time period
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MRP Processing Logic: MRP Processing Logic: Assembly Time ChartAssembly Time Chart
1 2 3 4 5 6 7 8 9 10 11
Procurement ofraw material D
Procurement ofraw material F
Procurement ofpart C
Procurement ofpart H
Procurement ofraw material I
Fabricationof part G
Fabricationof part E
Subassembly A
Subassembly B
Final assemblyand inspection
WeeksWeeks
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Calculation of Gross RequirementsCalculation of Gross Requirements
Therefore, these are the gross
requirements for B
Periods10 101 2 3
Master schedule for S sold directly
40 50 15
A
CB
5 6 7 8 9 10 11
Lead time = 4 for AMaster schedule for A
40 20 30
S
B C
8 9 10 1211 13
Lead time = 6 for SMaster schedule for S
10 40+10 = 50 40 50 20 15+30
= 45
1 2 3 4 5 6 7 8Periods
Gross requirements: B
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Basic MRP ProcessesBasic MRP Processes
1. Exploding the bill of material2. Netting out inventory3. Lot sizing4. Time-phasing requirements
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The MRP MatrixThe MRP Matrix
Gross Requirements Derived from MPS or planned order releases of the
parentScheduled Receipts On order and scheduled to
be receivedProjected on Hand Beg Inv Anticipated quantity on hand
at the end of the periodNet Requirements Gross requirements net of
inventory and scheduled receipts
Planned Order Receipts
When orders need to be received
Planned Order Releases
When orders need to be placed to be received on time
ITEM NAME OR NO. LLC - LOW LEVEL CODE PERIODLOT SIZE QTY MADE IN LY - LEAD TIME 1 2 3 4 5
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MRP Processing:MRP Processing:Example 1-Example 1-School Mate ProductsSchool Mate Products
Master Production Schedule
1 2 3 4 5
Clipboard 85 95 120 100 100Lapdesk 0 60 0 60 0
Item Master File (ınventory record file
CLIPBOARD LAPDESK PRESSBOARDOn hand 25 20 150On order 175 (Period 1) 0 0 (sch receipt)LLC 0 0 1Lot size L4L Mult 50 Min 100Lead time 1 1 1
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School Mate ProductsSchool Mate ProductsProduct Structure RecordProduct Structure Record
Clipboard
Lapdesk
Pressboard(2)
Trim(3’)
Beanbag(1)
Glue(4 oz)
Level 0Level 0
Level 0Level 0
Pressboard(1)
Clip Ass’y(1)
Rivets(2) Level 1Level 1
Level 1Level 1
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School Mate ProductsSchool Mate Products
ITEM: CLIPBOARD LLC: 0 PERIOD
LOT SIZE: L4L LT: 1 1 2 3 4 5
Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25Net RequirementsPlanned Order ReceiptsPlanned Order Releases
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School Mate ProductsSchool Mate Products
ITEM: CLIPBOARD LLC: 0 PERIOD
LOT SIZE: L4L LT: 1 1 2 3 4 5
Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115Net Requirements 0Planned Order ReceiptsPlanned Order Releases
(25 + 175) = 200 units available(200 - 85) = 115 on hand at the end of Period 1
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School Mate ProductsSchool Mate Products
ITEM: CLIPBOARD LLC: 0 PERIOD
LOT SIZE: L4L LT: 1 1 2 3 4 5
Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20Net Requirements 0 0Planned Order ReceiptsPlanned Order Releases
115 units available(115 - 85) = 20 on hand at the end of Period 2
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School Mate ProductsSchool Mate Products
ITEM: CLIPBOARD LLC: 0 PERIOD
LOT SIZE: L4L LT: 1 1 2 3 4 5
Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20 0Net Requirements 0 0 100Planned Order Receipts 100Planned Order Releases 100
20 units available(20 - 120) = -100 — 100 additional Clipboards are requiredOrder must be placed in Period 2 to be received in Period 3
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School Mate ProductsSchool Mate Products
ITEM: CLIPBOARD LLC: 0 PERIOD
LOT SIZE: L4L LT: 1 1 2 3 4 5
Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20 0 0 0Net Requirements 0 0 100 100 100Planned Order Receipts 100 100 100Planned Order Releases 100 100 100
Following the same logic Gross Requirements in Periods 4 and 5 develop Net Requirements, Planned Order Receipts, and Planned Order Releases
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School Mate ProductsSchool Mate Products
ITEM: LAPDESK LLC: 0 PERIOD
LOT SIZE: MULT 50 LT: 1 1 2 3 4 5
Gross Requirements 0 60 0 60 0Scheduled ReceiptsProjected on Hand 20Net RequirementsPlanned Order ReceiptsPlanned Order Releases
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School Mate ProductsSchool Mate Products
ITEM: LAPDESK LLC: 0 PERIOD
LOT SIZE: MULT 50 LT: 1 1 2 3 4 5
Gross Requirements 0 60 0 60 0Scheduled ReceiptsProjected on Hand 20 20 10 10 0 0Net Requirements 0 40 50Planned Order Receipts 50 50Planned Order Releases 50 50
Following the same logic, the Lapdesk MRP matrix is completed as shown
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School Mate ProductsSchool Mate Products
ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross RequirementsScheduled ReceiptsProjected on Hand 150Net RequirementsPlanned Order ReceiptsPlanned Order Releases
ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100
ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50
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School Mate ProductsSchool Mate Products
ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross Requirements 100 100 200 100 0Scheduled ReceiptsProjected on Hand 150Net RequirementsPlanned Order ReceiptsPlanned Order Releases
ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100
ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50
x2x2 x2x2
x1x1 x1x1x1x1
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School Mate ProductsSchool Mate Products
ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross Requirements 100 100 200 100 0Scheduled ReceiptsProjected on Hand 150 50 50 0 0 0Net Requirements 50 150 100Planned Order Receipts 100 150 100Planned Order Releases 100 150 100
ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100
ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50
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School Mate ProductsSchool Mate Products
Planned Order Report
PERIOD
ITEM 1 2 3 4 5
Clipboard 100 100 100Lapdesk 50 50Pressboard 100 150 100
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MRP MRP Processing:Processing: ExampleExample 2 2
A(2) B(1)
D(5)C(2)
X
C(3)
Item On-Hand Lead Time (Weeks)X 50 2A 75 3B 25 1C 10 2D 20 2
Requirements include 95 units (80 firm orders and 15 forecast) of X in week 10
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A(2)
X
Day: 1 2 3 4 5 6 7 8 9 10X Gross requirements 95
LT=2 Scheduled receipts Proj. avail. balance 50 50 50 50 50 50 50 50 50 50
On- Net requirements 45hand Planned order receipt 4550 Planner order release 45A Gross requirements 90
LT=3 Scheduled receipts Proj. avail. balance 75 75 75 75 75 75 75 75
On- Net requirements 15 hand Planned order receipt 15 75 Planner order release 15 B Gross requirements 45
LT=1 Scheduled receipts Proj. avail. balance 25 25 25 25 25 25 25 25
On- Net requirements 20 hand Planned order receipt 20 25 Planner order release 20 C Gross requirements 45 40
LT=2 Scheduled receipts Proj. avail. balance 10 10 10 10 10
On- Net requirements 35 40 hand Planned order receipt 35 40 10 Planner order release 35 40 D Gross requirements 100
LT=2 Scheduled receipts Proj. avail. balance 20 20 20 20 20 20 20
On- Net requirements 80 hand Planned order receipt 80 20 Planner order release 80
It takes 2 A’s for each X
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Day: 1 2 3 4 5 6 7 8 9 10X Gross requirements 95
LT=2 Scheduled receipts Proj. avail. balance 50 50 50 50 50 50 50 50 50 50
On- Net requirements 45hand Planned order receipt 4550 Planner order release 45A Gross requirements 90
LT=3 Scheduled receipts Proj. avail. balance 75 75 75 75 75 75 75 75
On- Net requirements 15 hand Planned order receipt 15 75 Planner order release 15 B Gross requirements 45
LT=1 Scheduled receipts Proj. avail. balance 25 25 25 25 25 25 25 25
On- Net requirements 20 hand Planned order receipt 20 25 Planner order release 20 C Gross requirements 45 40
LT=2 Scheduled receipts Proj. avail. balance 10 10 10 10 10
On- Net requirements 35 40 hand Planned order receipt 35 40 10 Planner order release 35 40 D Gross requirements 100
LT=2 Scheduled receipts Proj. avail. balance 20 20 20 20 20 20 20
On- Net requirements 80 hand Planned order receipt 80 20 Planner order release 80
B(1)A(2)
X
It takes 1 B for each X
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A(2) B(1)
X
C(3)
Day: 1 2 3 4 5 6 7 8 9 10X Gross requirements 95
LT=2 Scheduled receipts Proj. avail. balance 50 50 50 50 50 50 50 50 50 50
On- Net requirements 45hand Planned order receipt 4550 Planner order release 45A Gross requirements 90
LT=3 Scheduled receipts Proj. avail. balance 75 75 75 75 75 75 75 75
On- Net requirements 15 hand Planned order receipt 15 75 Planner order release 15 B Gross requirements 45
LT=1 Scheduled receipts Proj. avail. balance 25 25 25 25 25 25 25 25
On- Net requirements 20 hand Planned order receipt 20 25 Planner order release 20 C Gross requirements 45 40
LT=2 Scheduled receipts Proj. avail. balance 10 10 10 10 10
On- Net requirements 35 40 hand Planned order receipt 35 40 10 Planner order release 35 40 D Gross requirements 100
LT=2 Scheduled receipts Proj. avail. balance 20 20 20 20 20 20 20
On- Net requirements 80 hand Planned order receipt 80 20 Planner order release 80
It takes 3 C’s for each A
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A(2) B(1)
C(2)
X
C(3)
Day: 1 2 3 4 5 6 7 8 9 10X Gross requirements 95
LT=2 Scheduled receipts Proj. avail. balance 50 50 50 50 50 50 50 50 50 50
On- Net requirements 45hand Planned order receipt 4550 Planner order release 45A Gross requirements 90
LT=3 Scheduled receipts Proj. avail. balance 75 75 75 75 75 75 75 75
On- Net requirements 15 hand Planned order receipt 15 75 Planner order release 15 B Gross requirements 45
LT=1 Scheduled receipts Proj. avail. balance 25 25 25 25 25 25 25 25
On- Net requirements 20 hand Planned order receipt 20 25 Planner order release 20 C Gross requirements 45 40
LT=2 Scheduled receipts Proj. avail. balance 10 10 10 10 10
On- Net requirements 35 40 hand Planned order receipt 35 40 10 Planner order release 35 40 D Gross requirements 100
LT=2 Scheduled receipts Proj. avail. balance 20 20 20 20 20 20 20
On- Net requirements 80 hand Planned order receipt 80 20 Planner order release 80
It takes 2 C’s for each B
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A(2) B(1)
D(5)C(2)
X
C(3)
Day: 1 2 3 4 5 6 7 8 9 10X Gross requirements 95
LT=2 Scheduled receipts Proj. avail. balance 50 50 50 50 50 50 50 50 50 50
On- Net requirements 45hand Planned order receipt 4550 Planner order release 45A Gross requirements 90
LT=3 Scheduled receipts Proj. avail. balance 75 75 75 75 75 75 75 75
On- Net requirements 15 hand Planned order receipt 15 75 Planner order release 15 B Gross requirements 45
LT=1 Scheduled receipts Proj. avail. balance 25 25 25 25 25 25 25 25
On- Net requirements 20 hand Planned order receipt 20 25 Planner order release 20 C Gross requirements 45 40
LT=2 Scheduled receipts Proj. avail. balance 10 10 10 10 10
On- Net requirements 35 40 hand Planned order receipt 35 40 10 Planner order release 35 40 D Gross requirements 100
LT=2 Scheduled receipts Proj. avail. balance 20 20 20 20 20 20 20
On- Net requirements 80 hand Planned order receipt 80 20 Planner order release 80
It takes 5 D’s for each B
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MRP OutputsMRP Outputs Planned orders (schedule indicating the amount and
timing of orders)Work ordersPurchase orders
Order releases (authorization for the execution of planned orders)
Changes to previous plans or existing schedules (revision of due dates or order quantities, or cancellations of orders)
Action noticesRescheduling notices
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Updating the Updating the MRP MRP SystemSystemRegenerative system
Updates MRP records periodically
Net-change system
Updates MPR records continuously
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MRP Secondary ReportsMRP Secondary ReportsPerformance-control reports
Planning reports
Exception reports
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MRP DynamicsMRP Dynamics
Supports “replanning”“Time fence” - allows a segment of the master
schedule to be designated as “not to be rescheduled”
“Pegging” - tracing upward in the bill-of-materials from the component to the parent item
That a manager can react to changes, doesn’t mean he/ he should
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Other ConsiderationsOther ConsiderationsSafety StockLot sizing
Lot-for-lot ordering (L4L)Economic order quantityPart Period BalancingWagner-Whitin algorithm& others
Which one to use? The one that is least costlyWhich one to use? The one that is least costly!
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Can be used when demand for service or service items is directly related to or derived from demand for other services
Food catering serviceEnd item => catered foodDependent demand => ingredients for each recipe, i.e.
bill of materialsHotel renovation
Activities and materials “exploded” into component parts for cost estimation and scheduling
MRP in ServicesMRP in Services
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Benefits of MRPBenefits of MRPReduced inventories without reduced customer serviceAbility to track material requirementsAbility to evaluate capacity requirementsMeans of allocating production timeIncreased customer satisfaction due to meeting delivery schedulesFaster response to market changesImproved labor and equipment utilization.Better inventory planning and scheduling
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Requirements of MRPRequirements of MRP
Computer system and necessary softwareMainly discrete productsStable lead timesAccurate and up-to-date
Master schedulesBills of materialsInventory status records
Integrity of data
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Extensions of MRP Extensions of MRP
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Extensions of MRPExtensions of MRP
Closed loop MRPCapacity planning - load reportsMRP II - Manufacturing Resources PlanningEnterprise Resources Planning
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Forecast &Firm Orders
MaterialRequirements
Planning
AggregateProductionPlanning
ResourceAvailability
MasterProductionScheduling
ShopFloor
Schedules
CapacityRequirements
PlanningRealistic?
No, modify MPS
Yes
MRP and The Production Planning MRP and The Production Planning ProcessProcess
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Closed Loop MRPClosed Loop MRP
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Capacity PlanningCapacity Planning
Capacity requirements planning: The process of determining short-range capacity requirements.
Load reports: Department or work center reports that compare known and expected future capacity requirements with projected capacity availability.
Time fences: Series of time intervals during which order changes are allowed or restricted.
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Capacity Requirements Planning Capacity Requirements Planning (CRP)(CRP)
Computerized system that projects load from material plan
Creates load profile Identifies underloads and overloads
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CapacityCapacity
Usually expressed as standard machine hours or labor hours
Capacity = (no. machines or workers)x (no. shifts) x (utilization)x (efficiency)
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Capacity TermsCapacity TermsLoad reports Department or work center reports that compare known
and expected future capacity requirements with projected capacity availability.
Load profile Compares released and planned orders with work center
capacity Capacity Productive capability; includes utilization and efficiencyUtilization % of available working time spent working
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More Capacity TermsMore Capacity TermsEfficiency
Refers to how well a machine or worker porforms compared to a standard output level
Load The standard hours of work assigned to a facilityLoad percent The ratio of load to capacity
Load % = (load/capacity)x100%
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Capacity Requirements PlanningCapacity Requirements Planning
MRP plannedorder
releases
Routingfile
Capacityrequirements
planning
Openorders
file
Load profile foreach machine center
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Capacity PlanningCapacity Planning
Develop a tentativemaster production
schedule
Use MRP tosimulate material
requirements
Convert materialrequirements to
resource requirements
Firm up a portionof the MPS
Is shopcapacity
adequate?
Cancapacity be
changed to meetrequirements
Revise tentativemaster production
schedule
Changecapacity
Yes
No
Yes
No
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Determining Loads and CapacitiesDetermining Loads and Capacities
2 copiers, 2 operators5 days/wk, 8 hr/day1/2 hr meals, 1/2 hr maintenance per dayThe machines are new, so efficiency is estimated at 100%Utilization = 7/8 = 87.5%Daily capacity = 2 machines x 2 shifts
x 8 hours/shift x 100% efficiencyx 87.5% utilization= 28 hours or 1,680 minutes
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Determining Loads Determining Loads and Capacitiesand Capacities
JOB NO. OF SETUP RUN TIMENO. COPIES TIME (MIN) (MIN/UNIT) TOTAL TIME10 500 5.2 0.08 5.2 + (500 x 0.08) = 45.220 1,000 10.6 0.10 10.6 + (1,000 x 0.10) = 110.630 5,000 3.4 0.12 3.4 + (5,000 x 0.12) = 603.440 10,000 11.2 0.14 11.2 + (10,000 x 0.14) = 1,411.250 2,000 15.3 0.10 15.3 + (2,000 x 0.10) = 215.3
2385.7 minLoad percent = 2,385.7 / 1,680 = 1.42 x 100% = 142%Add another shift:Daily capacity = 2 machines x 3 shifts x 8 hours/shift
x 100% efficiency x 87.5% utilization= 42 hours or 2,520 minutes
Revised load percent = 2,385.7 / 2,520 = 0.9467 x 100% = 94.67%
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Initial Load ProfileInitial Load ProfileH
ours
of c
apac
ityH
ours
of c
apac
ity
11 22 33 44 55 66Time (weeks)Time (weeks)
NormalNormalcapacitycapacity
120 120 –110 110 –100 100 –
90 90 –80 80 –70 70 –60 60 –50 50 –40 40 –30 30 –20 20 –10 10 –
0 0 –
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Remedies for UnderloadsRemedies for Underloads
1. Acquire more work2. Pull work ahead that is scheduled for later time
periods3. Reduce normal capacity
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Remedies for OverloadsRemedies for Overloads Eliminate unnecessary requirements Reroute jobs to alternative machines or work centers Change lot-sizing or safety stock requirements Split lots between two or more machines Send pieces to the second operation before the entire lot has
completed the first operation Increase normal capacity Subcontract Increase the efficiency of the operation Push work back to later time periods Revise master schedule
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Adjusted Load ProfileAdjusted Load Profile
Hou
rs o
f cap
acity
Hou
rs o
f cap
acity
11 22 33 44 55 66Time (weeks)Time (weeks)
NormalNormalcapacitycapacity
120 120 –110 110 –100 100 –
90 90 –80 80 –70 70 –60 60 –50 50 –40 40 –30 30 –20 20 –10 10 –
0 0 –
Pull aheadPull ahead Push backPush back
Push backPush backOvertime
Work an
extra shift
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Relaxing MRP AssumptionsRelaxing MRP Assumptions
Material is not always the constraining resourceLead times can varyNot every transaction needs to be recordedJIT can be used with MRPThe shop floor may require a more sophisticated
scheduling system
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Expanded MRP with emphasis placed on integration of:Financial planningMarketingEngineeringPurchasingManufacturingHuman resources
Manufacturing Resources Planning- Manufacturing Resources Planning- MRP MRP IIII
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Manufacturing ResourceManufacturing Resourcess Planning Planning (MRP II)(MRP II)
Goal: Plan and monitor all resources of a manufacturing firm (closed loop):manufacturingmarketingfinanceengineering
Simulate the manufacturing system
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MarketMarketDemandDemand
ProductionProductionplanplan
Problems?Problems?
Rough-cutRough-cutcapacity planningcapacity planning
YesYes NoNo YesYesNoNo
FinanceFinance
MarketingMarketing
ManufacturingManufacturing
AdjustAdjustproduction planproduction plan
MasterMasterproduction scheduleproduction schedule
MRPMRP
CapacityCapacity req. req.planningplanning
Problems?Problems?RequirementsRequirements
schedulesschedules
Adj
ust m
aste
r sch
edul
eA
djus
t mas
ter s
ched
ule
MRP IIMRP II
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MRPMRP II II
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Manufacturing Resource Manufacturing Resource Planning Planning (MRP II)(MRP II)
Forecast Aggregate production
plan
Customer orders
Feasible?
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
Purchase orders
Work orders
Inventory Shop floor control
Manufacture
NoNo
YesYes
FeedbackFeedback
NoNo
YesYes
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Manufacturing Manufacturing Resource Planning Resource Planning (MRP II)(MRP II)
Forecast Aggregate production
plan
Customer orders
Feasible?
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
Purchase orders
Work orders
Inventory Shop floor control
Manufacture
NoNo
YesYes
FeedbackFeedback
NoNo
YesYesForecast Aggregate
production plan
Customer orders
Feasible?
Master production schedule
NoNo
YesYes
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Manufacturing Manufacturing Resource Planning Resource Planning (MRP II)(MRP II)
Forecast Aggregate production
plan
Customer orders
Feasible?
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
Purchase orders
Work orders
Inventory Shop floor control
Manufacture
NoNo
YesYes
FeedbackFeedback
NoNo
YesYes
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
YesYes
NoNo
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Forecast Aggregate production
plan
Customer orders
Feasible?
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
Purchase orders
Work orders
Inventory Shop floor control
Manufacture
NoNo
YesYes
FeedbackFeedback
NoNo
YesYes
Manufacturing Manufacturing Resource Planning Resource Planning (MRP II)(MRP II)
Inventory Shop floor control
Manufacture
Purchase orders
Work orders
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Manufacturing Manufacturing Resource Planning Resource Planning (MRP II)(MRP II)
Forecast Aggregate production
plan
Customer orders
Feasible?
Master production schedule
Material requirements planning
Capacity requirements planning
Feasible?
Purchase orders
Work orders
Inventory Shop floor control
Manufacture
NoNo
YesYes
FeedbackFeedback
NoNo
YesYes
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Enterprise Resource Planning (ERP)Enterprise Resource Planning (ERP)The next step in the evolution that began with MRP
and evolved into MRP II
ERP system is a computer system that integrates application programs in accounting, sales, manufacturing, human resources and other functions in the firm.
ERP provides a system to capture and make data available in real time do decision makers and other users in the organization
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MRP II with ties to customers and suppliers (connects with supply-chain and customer management applications)
Integrates financial, manufacturing and human resources on a single computer system.
Provides tools for planning and monitoring various business processes
ERPERP
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Enterprise Resource Planning (ERP)Enterprise Resource Planning (ERP)
Attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments’ particular needs
Organizes and manages a company’s business processes by sharing information across functional areas
Standardized record-keeping permit information sharing and communication throughout the organization
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Enterprise Resource PlanningEnterprise Resource Planning - ERP - ERP
Such an integration is accomplished through a database shared by all the application programs
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ERPERP ERP allows companies to:1. Automate and integrate many of their business
processes2. Share a common database and business
practices throughout the enterprise3. Produce information in real time
ERP systems also include:1. Supply Chain Management software and2. Customer Relationship Management software
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ERP ModulesERP Modules
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ERP’s Central DatabaseERP’s Central DatabaseFinance &
Accounting
Sales &
Marketing
Human Resources
Production & Materials
ManagementERP Data
Repository
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ERP Strategy ConsiderationsERP Strategy ConsiderationsHigh initial costHigh cost to maintainFuture upgradesTraining