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OPERATIONS MANAGEMENTOPERATIONS MANAGEMENTINTEGRATING MANUFACTURING AND SERVICESINTEGRATING MANUFACTURING AND SERVICES
FIFTH EDITIONFIFTH EDITION
Mark M. DavisMark M. DavisJanelle HeinekeJanelle HeinekeMark M. DavisMark M. Davis
Janelle HeinekeJanelle Heineke
Copyright ©2005, The McGraw-Hill Companies, Inc.Copyright ©2005, The McGraw-Hill Companies, Inc.
PowerPoint Presentation by PowerPoint Presentation by Charlie Cook, The University of West AlabamaCharlie Cook, The University of West Alabama
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CHAPTER
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
Copyright Copyright © © 2005 The McGraw-Hill Companies. All rights reserved.2005 The McGraw-Hill Companies. All rights reserved.
Inventory Systems forDependent Demand15
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CHAPTER OBJECTIVES• Explain the changing role of materials requirements
planning (MRP) within a manufacturing organization.
• Discuss the role of MRP within an enterprise resource planning (ERP) system.
• Introduce the fundamental concepts and calculations that drive an MRP system.
• Define the elements that make up an MRP system.
• Demonstrate how MRP-related systems are applied in service operations.
• Recognize that MRP and JIT can be used together within an organization.
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Managerial Issues
• Demand for components and services that are highly variable and dependent on the demand for the end product.
• Integrating materials requirements planning (MRP) into enterprise resource planning (ERP) systems to reduce inventory and lead times.
• The use of MRP to provide accurate information for shop-floor control of inventories, processes and due dates.
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Master Production Schedule
• Master Production Schedule (MPS)– A time-phased production plan that specifies
how many of, and when to build, each end item.
• Material Requirements Planning– Determines the number of subassemblies,
components, and raw materials required and their build dates to complete a given number of end products by a specific date.
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How MRP Integrates the Manufacturing Function
Exhibit 15.1
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How ERP Integrates Organizational Functions
Exhibit 15.2
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Integrating MRP and JIT into the Supply Chain
Exhibit 15.3
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Master Production Schedule
• Time Fences– Periods of time with each period having some
specified level of opportunity for the customer to make changes.
– Frozen• Make no or only insignificant changes to products.
– Moderately firm• Allow some changes in specific products.
– Flexible• Allow almost any variation in products.
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Master Production Schedule Time Fences
Exhibit 15.4
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Material Requirements Planning (MRP) Systems
• Materials Requirements Planning System
– Creates requirements and schedules identifying the parts, components, and materials necessary to produce the end products specified in the MPS.
– Links inventory and scheduling systems.
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Goals, Objectives, and Philosophy of MRP
• Inventory Control– Order the right part in the right quantity at the
right time.
• Assign Operating Priorities– Order with the right due date and keep the due
date valid.
• Capacity– Plan for a complete and accurate load.– Plan for an adequate time to view future load.
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Inventory Management Under MRP
• Theme– Getting the right materials to the right place at
the right time.
• Objectives– Improve customer service.– Minimize inventory investment.– Maximize production operating efficiency.
• Philosophy– Expedite materials only if the overall
production schedule will be delayed.– De-expedite materials if schedule falls behind.
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Benefits of an MRP System• More competitive pricing
• Lower selling price
• Lower inventory levels
• Improved customer service
• Faster response to market demands
• Increased flexibility to change the master schedule
• Reduced setup and tear-down costs
• Reduced idle time
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Benefits of an MRP System (cont’d)• Gives advanced notice so managers can see the
planned schedule before the orders are actually released.
• Tells when to de-expedite as well as expedite as orders change.
• Delays/cancels orders or changes quantities as customers adjust their orders to market requirements.
• Advances or delays order due dates as required.
• Aids capacity planning by identifying bottlenecks.
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Where MRP Can Be Used
• Industries with a job-shop environment in which a number of products are made in batches using the same production equipment.
• Companies involved in assembly operations and least valuable to those in fabrication.
• Firms with products that have a large number of levels in the product in terms of subassemblies and components.
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Industry Applications and Expected Benefits
Exhibit 15.5
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MRP System Structure
• Demand for Products– Available-to-promise: future production not
encumbered by an outstanding customer order.
– Demand for spare parts and supplies
• Bill of Material (BOM) File– A list of subassemblies, components, and raw
materials, and their respective quantities required to produce specific end items
• Also, called a product structure or product tree file
– Low level coding: placing identical items on the same level in the product hierarchy.
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Overall View of the Inputs to a Standard Materials Requirements Planning Program and the Reports Generated by the Program
Exhibit 15.6
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Product Structure Tree for Rolling Desk Chair
Exhibit 15.7
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Subassemblies and Parts List for a Rolling Desk Chair in an Indented Format and in a Single-Level Format Exhibit 15.8
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Product L Hierarchy in (A) Expanded to the Lowest Level of Each Item in (B)
Exhibit 15.9
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MRP System Structure (cont’d)
• Inventory Records File
– Computerized record-keeping system for the inventory status of all subassemblies, components, and raw materials.
– Peg record file (also “where-used file”)
• Traces a material requirement upward in the product structure to identify its parent item.
– Inventory transaction file
• Shows changes that result from stock receipts and disbursements, scrap and obsolescence losses, wrong parts, and cancelled orders.
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The Inventory Status Record for an Item in Inventory
Exhibit 15.10
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MRP Computer Program
• Output Reports– Primary reports
• Planned orders• Order release notices• Changes in due dates• Cancellations or suspensions
of open orders• Inventory status data
– Secondary reports• Planning reports• Performance reports• Exceptions reports
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Product Structure Tree for Product T
Exhibit 15.11
*Subassemblies or parts that have been previously ordered but are not scheduled for delivery until a future date (week three for subassembly U in this example).
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Materials Requirements
Plan for Completing 100 units of Product T in
Period 8
Materials Requirements
Plan for Completing 100 units of Product T in
Period 8
Exhibit 15.12
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The Environment of the Master Scheduler
Exhibit 15.13
Source: Romeyn C. Everdell and Woodrow W. Chamberlain, “Master Scheduling in a Multi-Plant Environment,” Proceedings of the American Production and Inventory Control Society (1980), p. 421. Reprinted with permission.
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The Aggregate Plan and the Master Production Schedule for Mattresses
Exhibit 15.14
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Master Scheduling
• To ensure good master scheduling, the master scheduler (a person) must– Include all demands from product sales,
warehouse replenishment, spares, and interplant requirements.
– Never lose sight of the aggregate plan.
– Be involved with customer order promising.
– Be visible to all levels of management.
– Objectively trade off manufacturing, marketing, and engineering conflicts.
– Identify and communicate all problems.
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Capacity Requirements Planning (CRP)
• Capacity Requirements Planning (CRP)– The process through which capacity is computed
and how capacity constraints are addressed.• From the work-center view, if there is adequate capacity, the
priority becomes which job to do first.
• If there is insufficient capacity, however, the capacity leveling problem must be resolved by the master scheduler
– Backward and forward scheduling.
• Work Center– A functionally defined center where jobs routed
to it require the same type of work, on the same type of equipment.
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Capacity Requirements Planning (CRP)
• Utilization
– A measure of the actual time that machines are used.
• Efficiency
– A measure of how well a machine is performing while it is being used; a comparison of actual performance to a defined standard output or an engineering design rate.
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Workload for Work Center A
Exhibit 15.15
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Scheduled Workload for Work Center A
Exhibit 15.16
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Manufacturing Resource Planning (MRP II)
• MRP II– An advanced MRP system that takes into
consideration the equipment capacities and other resources associated with a manufacturing facility.
– A total, companywide system that allows everyone (buyers, marketing staff, production, accounting) to work with the same game plan and use the same numbers.
– A system with a simulation capability that allows a firm to plan and test alternative strategies.
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Manufacturing Resource Planning (MRP II)
• Sales and Operations Planning (S&OP)
– Extends MRP by aligning customer demand with both in-house and supplier resources.
– Outputs of the S&OP process include
• a revised sales plan
• a production plan
• inventory levels
• customer lead times or backlogs
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Manufacturing Resource Planning (MRP II)
• Options for Decoupling Supply from Demand
– Producing to order or to inventory
– Adjusting customer lead times or backlogs
– Changing capacity (e.g., working overtime or adding another shift)
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Lot Sizing in MRP Systems
• Lot Sizing
– Lot sizes are the part quantities issued in the planned order receipt and the planned order release sections of an MRP schedule.
• Lot-Sizing Techniques
– Lot-for-lot
– Economic order quantity (EOQ)
– Least total costs
– Least unit cost
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Lot-for-Lot Method of Determining Production Quantities
Exhibit 15.17
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MRP in Services
• Point-of-sale (POS) terminals
– An the inventory management system (one or more cash registers) connected to a central computer located either on-site or at a remote location.
– The POS terminals are designed for single-item pricing, where a single key represents a specific item on the menu.
– For each item sold, the system automatically posts the price of an item and subtracts all of the items’ ingredients from the inventory records file.