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IMPORTANCE OF MATERIALS
MANAGEMENT
Profit
ROI =
Total Assets (TA)
Profit x Sales
Sales TA ( FA+CA)
= 1- total costs = T.O of Total assets
Sales
Materials account for nearly 50% of total costs
Inventory accounts for nearly 75% of CA
CLASSIFICATION OF
MATERIALS
Materials
2400
1200
1200 600
0 0
*As lot sisze increases, Inventory carrying costs
and ordering costs decrease
* As Inventory level decreases, stockout costs increase.
ROL SYSTEM(Perpetual
Review system)-
Parameters to be decided
Decide fixed order quantity (=Q units)
Based on ABC Analysis
Using EOQ formula
Decide re-order level (ROL)
= Average lead time consumption
+ Safety stock
How the system works?
Update stock level after each issue
If stock level < or equal to ROL,
place order =Q units, otherwise, do not order
ABC -ANALYSIS
SOH=150
100
0
End Time
Order Order
receipt
receipt period
1998 by Prentice-Hall Inc
Russell/Taylor Oper Mgt 2/e Ch 12 - 15
EOQ With
Noninstantaneous Receipt
p = production rate Q d
Max inv level = Q - d Q 1-
d = demand rate p p
1 d Q d
Avg inv level = Q 1- 1-
2 p 2 p
CoQ d
Total carrying cost = 1-
2 p
CoD CoQ d
TC 1-
Q 2 p
2CoD
Qopt
d
Cc 1-
p
Ch 12 - 16
Production Quantity Example
Ch 12 - 17
Single-Period Model: Newsvendor
Used to order perishables or other items with
limited useful lives.
Fruits and vegetables, Seafood, Cut flowers.
Blood (certain blood products in a blood bank)
Newspapers, magazines,
Unsold or unused goods are not typically carried
over from one period to the next; rather they are
salvaged or disposed of.
Model can be used to allocate time-perishable
service capacity.
Two costs: shortage (short) and excess (.
Single-Period Model
Shortage or stockout cost may be a charge for loss
of customer goodwill, or the opportunity cost of lost
sales (or customer!):
Cs = Revenue per unit - Cost per unit.
Excess cost applies to the items left over at end of
the period, which need salvaging
Ce = Original cost per unit - Salvage value per
unit.
The Single-Period Model:
Newsvendor
Cs
SL
C s Ce
Single-Period Model for Normally
Distributed Demand
Computing the optimal stocking level differs slightly
depending on whether demand is continuous (e.g. normal)
or discrete. We begin with continuous case.
Suppose demand for apple cider at a downtown street stand
varies continuously according to a normal distribution with
a mean of 200 liters per week and a standard deviation of
100 liters per week:
Revenue per unit = $ 1 per liter
Cost per unit = $ 0.40 per liter
Salvage value = $ 0.20 per liter.
Single-Period Model for Normally
Distributed Demand
Cs = 60 cents per liter
Ce = 20 cents per liter.
SL = Cs/(Cs + Ce) = 60/(60 + 20) = 0.75
Excessive range
Uncertainty regarding timing and quantity
Problems in procurement
Manufacturers dumping excessive parts
Long lead time
Difficulty in supply when models change
Spurious parts in circulation in market
Problems of stocking and preservation
Problems of management attitude
TYPES OF SPARE PARTS
V E D
(%) Safety stock =
A 90 75 50 k(SD of LT consumption)
B 95 90 75
C 99 95 90
Service 50 75 80 85 90 95 98 99 99.8
level (%)
k value 0 0.7 0.8 1.0 1.3 1.7 2.1 2.3 3.1
SELECTIVE CONTROL ANALYSIS
f1 f2 g1 g2
FEATURES OF DIRECT VS
INDIRECT MATERIALS- Indirect
BOM Serv.spares.
Gross req.
LT Orders
data
WO PO
BOM FOR PRODUCT P1
P1 Level 0
(Product)
Level 1
S1 S2
(1) Assembly (2)
C1 C2 C3
C3 C4 C5
(1) (4) (1) (2) (2) (1)
Level 2 (components)
MPS FOR PRODUCTS P1 AND
P2
-------------------------------------------
Week no6 7 8 9 10
-------------------------------------------
Product P1 50 100
Product P2. 70 80 25
--------------------------------------------
Example of MRP Logic and
Product Structure Tree
Given the product structure tree for A and the lead time and demand
information below, provide a materials requirements plan that defines
the number of units of each component and when they will be needed.
Lead Times
Product Structure Tree for Assembly A A 1 day
B 2 days
A C 1 day
D 3 days
E 4 days
F 1 day
B(4) C(2)
Demand
Day 10 50 A
D(2) E(1) D(3) F(2) Day 8 20 B (Spares)
Day 6 15 D (Spares)
36
Finally, repeating the process for all components, we have the
final materials requirements plan:
Day: 1 2 3 4 5 6 7 8 9 10
A Required 50
LT=1 Order Placement 50
B Required 20 200
LT=2 Order Placement 20 200
C Required 100
LT=1 Order Placement 100
D Required 55 400 300
LT=3 Order Placement 55 400 300
E Required 20 200
LT=4 Order Placement 20 200
F Required 200
LT=1 Order Placement 200
B(4) C(2)
A(2) B(1)
MRP
Revise Release of
MPS PO, WO
Routing
no files and
CRP resources
Is MPS feasible?
Final orders
MRP-2 SYSTEM
INPUTS/OUTPUTS
Inventory
Defective output
Re-processing
Waiting time
Down time of equipments
Transportation (Movement)
Unnecessary human motions
Inventory hides problems
Inventory Level
Rework
Set-up
costs
Scrap Unbalanced
line
Absenteeism
Late deliveries
COMPONENTS OF JIT-Improve
Flow through JIT production
system
Reduce set up times (SMDE)
Small batch production
Eliminate equipment problems (TPM)
Adopt flexible layout (GT)
Adopt PULl system of scheduling
Use Visual signals for control.(KANBAN)
Improve productivity
COMPONENTS OF JIT
-JIT purchasing principles
Push system
Emphasizes non-stop adherence to a
predetermined production schedule derived from
anticipated demand for end products.
Each stage in the upstream process prepares a
schedule through backward scheduling and
strictly produces according to them.
After production according to the schedule is
completed, they are pushed through the system ,
even if the next process does not immediately
needs them.
PULL VS PUSH SYSTEM
Pull system
Emphasizes simplicity, flexibility and close co
ordination among workers.
Though, final assembly schedules are prepared
still it is recognized that they may vary.
The upstream activities are geared to match the
final assembly needs for a limited range of
products.
The production in the upstream departments is
governed by what the down stream sections
need.
The sub-assemblies and parts are thus pulled
through the system by the actual end item
demand.
KANBAN SYSTEM