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Resource Planning
Russell and Taylor
Operations and Supply Chain Management,
8th Edition
Lecture Outline
15-2
Learning Objectives
Discuss the differences between independent and dependent
demand systems
Describe the inputs and outputs to an MRP system, and execute
the MRP process
Determine resource capacity and load percent, and perform load
leveling on capacitated resources
Explain the hierarchical planning process for resources as a
closed loop system, and discuss the assumptions on which this
process is based
Describe basic ERP systems and the scope of their
implementations, including the connection to SCM, CRM and PLM
Discuss the issues, advantages and drawbacks of the enterprise
IT software systems that run todays global businesses
2014 John Wiley & Sons, Inc. - Russell and Taylor 8e
15-3
Resource
Planning
for
Manufacturing
15-4
15-5
Demand Characteristics
Independent demand
Dependent demand
100 x 1 =
100 tabletops
100 tables
400
Continuous demand
400
300
No. of tables
No. of tables
300
Discrete demand
200
100
3
Week
200
100
5
M T W Th F
M T W Th F
15-6
Material
Requirements
Planning
15-7
Outputs
Planned order
releases
Work orders
Purchase orders
Rescheduling notices
15-8
15-9
Time fence
Management-specified date within which no changes
are allowed in the MPS
15-10
Product Structure
Product structure file
contains computerized bill of material for every item
produced
Bill of Material
list of all materials, parts and assemblies needed to
make an item
includes quantities, parent-component relationships &
order quantities
15-11
1
125
85
75
0
PERIOD
2
3
4
125
95
120
50
125
120
47
0
125
100
20
50
5
125
100
17
0
15-12
Product Structures
15-13
15-14
Product Structure
15-15
0----1----2---2---2---2--1---1---
ITEM
Clipboard
Clip Assembly
Top Clip
Bottom Clip
Pivot
Spring
Rivet
Press Board
UNIT OF MEASURE
QUANTITY
ea
ea
ea
ea
ea
ea
ea
ea
1
1
1
1
1
1
2
1
15-16
Specialized BOMs
Phantom bills
Transient subassemblies
Never stocked
Immediately consumed in next stage
15-17
Specialized BOMs
Modular bills
Plan production of products with many optional
features
Product assembled from major subassemblies and
customer options
Modular bill kept for each major subassembly
Simplifies forecasting and planning
X10 automobile example
3 x 8 x 3 x 8 x 4 = 2,304 configurations
3 + 8 + 3 + 8 + 4 = 26 modular bills
15-18
Modular BOMs
15-19
Time-phased Bills
An assembly chart shown against a time scale
15-20
Time-phased Bills
Forward scheduling
start at todays date and schedule forward to
determine the earliest date the job can be finished. If
each item takes one period to complete, the
clipboards can be finished in three periods
Backward scheduling
start at the due date and schedule backwards to
determine when to begin work. If an order for
clipboards is due by period three, we should start
production now
15-21
INVENTORY POLICY
Lead time
Annual demand
Holding cost
Ordering/setup cost
Safety stock
Reorder point
EOQ
Minimum order qty
Maximum order qty
Multiple order qty
Policy code
1
5000
1
50
0
39
316
100
500
1
3
15-22
150
W142
100
75
3
9/5
-2
USAGE/SALES
YTD usage/sales
MTD usage/sales
YTD receipts
MTD receipts
Last receipt
Last issue
1100
75
1200
0
8/25
10/5
CODES
Cost acct.
Routing
Engr
00754
00326
07142
15-23
MRP Processes
Exploding the bill of material
Netting out the inventory
Netting
the process of subtracting on-hand quantities and
scheduled receipts from gross requirements to
produce net requirements
Lot sizing
determining the quantities in which items are usually
made or purchased
Time-phasing requirements
2014 John Wiley & Sons, Inc. - Russell and Taylor 8e
15-24
MRP Matrix
15-25
MRP Example
Master Production Schedule
Clipboard
Lapdesk
85
0
95
60
120
0
100
60
100
0
CLIPBOARD
25
175 (Period 1)
LAPDESK
20
0
PRESSBOARD
150
0
0
L4L
1
0
Mult 50
1
1
Min 100
1
15-26
MRP Example
15-27
MRP - 1
ITEM: CLIPBOARD
LLC: 0
LT: 1
PERIOD
1
Gross Requirements
85
95
Scheduled Receipts
175
Projected on Hand
120
100
100
25
Net Requirements
Planned Order Receipts
Planned Order Releases
15-28
MRP - 2
ITEM: CLIPBOARD
LLC: 0
LT: 1
PERIOD
1
Gross Requirements
85
95
Scheduled Receipts
175
Projected on Hand
Net Requirements
25
120
100
100
115
0
15-29
MRP - 3
ITEM: CLIPBOARD
LLC: 0
LT: 1
PERIOD
1
Gross Requirements
85
95
Scheduled Receipts
175
Projected on Hand
Net Requirements
25
115
20
120
100
100
15-30
MRP - 4
ITEM: CLIPBOARD
LLC: 0
LT: 1
PERIOD
1
Gross Requirements
85
Scheduled Receipts
175
Projected on Hand
Net Requirements
25
95
120
100
100
115
20
100
100
100
20 units available
(20 - 120) = -100 100 additional Clipboards are required
Order must be placed in Period 2 to be received in Period 3
15-31
MRP - 5
ITEM: CLIPBOARD
LLC: 0
LT: 1
PERIOD
1
Gross Requirements
85
Scheduled Receipts
175
Projected on Hand
Net Requirements
25
95
120
100
100
115
20
100
100
100
100
100
100
100
100
100
15-32
MRP - 6
ITEM: LAPDESK
LLC: 0
LT: 1
Gross Requirements
PERIOD
1
2
0
60
4
0
60
Scheduled Receipts
Projected on Hand
20
Net Requirements
Planned Order Receipts
Planned Order Releases
15-33
5
0
MRP - 7
ITEM: LAPDESK
LLC: 0
LT: 1
Gross Requirements
PERIOD
1
60
60
20
10
10
40
50
50
50
Scheduled Receipts
Projected on Hand
Net Requirements
20
50
50
15-34
MRP - 8
ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1
LLC: 0
LT: 1
100
100
100
PERIOD
3
50
PERIOD
3
50
PERIOD
3
150
15-35
MRP 9
ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1
LLC: 0
LT: 1
100
100
100
PERIOD
3
x2
100
x1
x1
PERIOD
3
100
200
100
50
x1
Gross Requirements
Scheduled Receipts
Projected on Hand
Net Requirements
Planned Order Receipts
Planned Order Releases
PERIOD
3
50
x2
150
15-36
MRP 10
ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1
LLC: 0
LT: 1
100
100
100
PERIOD
3
150
x1
x1
PERIOD
3
100
100
200
100
50
50
50
100
150
0
150
150
100
0
100
100
1
50
x1
Gross Requirements
Scheduled Receipts
Projected on Hand
Net Requirements
Planned Order Receipts
Planned Order Releases
PERIOD
3
x2
100
50
x2
15-37
MRP - 11
Planned Order Report
ITEM
Clipboard
Lapdesk
Pressboard
PERIOD
1
50
100
100
100
50
100
100
150
15-38
15-39
15-40
2(30)(60
minimum order quantity
60
1
15-41
15-42
#2740
100
200
50
ORDER NO.
Date
Lead time
Lot size
Safety stock
SCHEDULED
GROSS REQS.
RECEIPTS
AL 4416
AL 4174
GR 6470
SR 7542
CO 4471
GR 6471
GR 6471
GR 6473
PROJECTED
ON HAND
25
25
50
200
75
50
25
50
AL = allocated
CO = customer order
PO = purchase order
50
25
0
- 50
150
75
25
0
- 50
9 - 25 - 05
2 weeks
200
50
ACTION
Expedite SR 10-01
Release PO 10-13
WO = work order
SR = scheduled receipt
GR = gross requirement
15-43
ITEM
DATE
#2740
#3616
#2412
#3427
#2516
#2740
#3666
10-08
10-09
10-10
10-15
10-20
10-27
10-31
200
7648
100
200
50
ACTION
Expedite
Move forward
Move forward
Move backward
De-expedite
Release
Release
SR
PO
PO
PO
SR
PO
WO
15-44
10-01
10-07
10-05
10-25
10-30
10-13
10-24
Capacity Requirements
Planning (CRP)
Creates a load profile
Identifies under-loads and over-loads
Inputs
Planned order releases
Routing file
Open orders file
15-45
CRP
15-46
Calculating Capacity
Maximum capability to produce
Rated Capacity
Theoretical output that could be attained if a process were
operating at full speed without interruption, exceptions, or
downtime
Effective Capacity
Takes into account the efficiency with which a particular
product or customer can be processed and the utilization of
the scheduled hours or work
Effective Daily Capacity = (no. of machines or workers) x
(hours per shift) x (no. of shifts) x (utilization) x ( efficiency)
15-47
Calculating Capacity
Utilization
Percent of available time spent working
Efficiency
How well a machine or worker performs compared
to a standard output level
Load
Standard hours of work assigned to a facility
Load Percent
Ratio of load to capacity
Load Percent =
load
capacity
x 100%
15-48
Load Profiles
Graphical comparison of load versus capacity
Leveling underloaded conditions:
Acquire more work
Pull work ahead that is scheduled for later time
periods
Reduce normal capacity
Load leveling
Process of balancing underloads and overloads
15-49
15-50
Copy Courier
15-51
Copy Courier
Job No. of Setup Time Run Time
Copies (min) (min/unit)
10 500 5.2 0.08
20 1000 10.6 0.10
30 5000 3.4 0.12
40 4500 11.2 0.14
50 2000 15.3 0.10
15-52
Load Calculations
Job
10
20
30
40
50
15-53
Loading
Capacity
2 copiers * 2 shifts * 8 hrs/day * 7/8 utilization * .90 efficiency
= 1512 minutes/day
Load percent = 1615.70/1512 = 1.068 X 100% = 106.8%
Overloaded by 6.8%.
Extends working day by approximately 36 minutes
Load percent = 99%.
Increase efficiency to 97%.
15-54
15-55
15-56
15-57
15-58
15-59
15-60
15-61
ERP Implementation
Analyze business processes
Choose modules to implement
15-62
15-63
15-64
15-65
15-66
Connectivity
Application programming interfaces (APIs)
give other programs well-defined ways of speaking to
them
15-67
15-68