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Step 1. Estimate the amount of inventory that will be on-hand after demand has been satisfied. This is called
Projected On-Hand Inventory and is calculated as follows:
It = It-1 + MPSt - max (Ft or COt)
Where: It = projected on-hand inventory balance at the end of week t
MPSt = MPS quantity due in week t
Ft = forecast of orders in week t
COt = customer orders booked for shipment in week t
Step 2. Calculate Master Production Schedule (MPS) quantities to maintain non-negative projected on-hand
inventory balance. Note that this decision has a time and size dimension. In our example we assume that
the lot size for our product is 100 units.
Forecast 30 30 40 40 50 50 60 20
Customer Orders 45 20 12 10 0 0 0 0
Projected On-hand 50 5 75 35 95 45 95 35 15
Step 3. Calculate the quantity of end items that marketing can promise to deliver on specific due dates. This is
called the Available-to-Promise quantity and is calculated differently depending on week.
Forecast 30 30 40 40 50 50 60 20
Customer Orders 45 20 12 10 0 0 0 0
Projected On-hand 50 5 75 35 95 45 95 35 15
Shortcomings of using independent demand inventory systems to manage materials used within a process:
1. Assumption of uniform, continuous demand rate is unrealistic
Lumpiness caused by lot sizing
Changes in demand (seasonality, cyclical and long term trends) are comprehended by the MPS
2. Inventory items are not independent but linked through the bill-of-materials.
3. Reorder point provides little or no forward visibility for planning and coordination.
Benefits of material requirements planning over reorder point systems
1. Reduce need for raw materials, work-in-process and finished goods inventory
2. Use labor and facilities more efficiently
3. Increase ability to provide on time delivery of products and spare parts
The principles of MRP
1. Derives demand for components, subassemblies, and raw materials fromend-items (or parents).
2. MRP offsets replenishment orders relative to the date they are needed.
To illustrate development of MRP records, consider the MPS created previously. One hundred units of output were
required in weeks 2, 4 and 6. Further, assume that it requires one week to assemble the units once all the
subassemblies are produced. Therefore, all subassembly requirements must be met one week earlier.
The MRP records of the highest level subassemblies use this production release information to generate material
requirements.
Projected on-hand 21 71 96 -4
Planned receipts 0 0
Step 1: Calculate gross requirements as the total demand derived from all higher order inventory items. Since the
leg assembly is an end item, gross requirements are found in the production release statement.
Step 2: Scheduled receipts represent open orders for inventory items that have not yet been completed. Scheduled
receipts are normally purchased components that have been ordered but not yet received from a vendor or
for manufactured items in process.
When projected on-hand drops below the desired safety stock, a new planned receipt is generated.
Step 4: A planned receipt is a new order to create (or purchase) inventory that has not been released to the shop or
a supplier. A planned receipt is originated when projected on-hand inventory drops below safety stock (or
0 if safety stock is not maintained) and should be of sufficient to raise projected on-hand inventory to at
least equal the safety stock.
Projected on-hand 21 71 96 21 21 21 21 21 21
Step 5: Finally, a planned order release signifies when an inventory order should be placed and is normally the
planned receipt offset by the item's leadtime.
Gross requirements
Scheduled receipts 40 25
Projected on-hand 39
Planned receipts
Gross requirements
Scheduled receipts 72
Projected on-hand 19
Planned receipts
MRP records are not only formed for end items. All important components are tracked and planned in this way.
Non-end item gross requirements are calculated from higher level planned order releases. Fill out the following
MRP records.
Gross requirements
Planned receipts
Gross requirements
Projected on-hand 20
Planned receipts
Gross requirements
Planned receipts
t 1 2 3 4 5 6 7 8 9 10 Total
Dt 20 50 10 50 50 10 20 40 20 30 300
Qt 77 77 77 77 308
Setup 100 100 100 100 $400
Holding 57 7 74 24 51 41 21 58 38 $371
Total $771
1 2 3 4 5 6 7 8 9 10
GR 41 44 84 42 84 86 7 18 49 30
SR
PoH 120 79 35 126 84 0 74 67 49 0 0
PR 175 160 30
POR 175 160 30
86 units => 0 part periods
49 units => 0 part periods
93 units => 7 part periods
91 units => 42 part periods
111 units => 43 part periods
175 units => 210 part periods
160 units => 190 part periods
190 units => 310 part periods
Capacity Requirements Planning • Uses routing data (work centers and times) for all items
How much did placing decoupling inventory before assembly help system performance?
Would you classify the Carolina Company project as an example of a “push” or “pull“ production control
environment?
Would MRP be an appropriate system for production scheduling and production control?
As we discuss JIT, ConWIP and TOC, consider how you would implement a JIT, ConWip or TOC system at
Carolina? How would you expect them to perform?
Origins of JIT rooted in the necessity of competing with enormous production capability that was being run with a
plan-then-freeze production system. The Toyota Production System: compete on flexibility - small lots / many
models.
Pillars:
1. just-in-time, and
• Zero Defects: To avoid delays due to defects. (Quality at the source)
2. autonomation, or automation with a human touch • Zero (Excess) Lot Size: To avoid “waiting inventory” delays. (Usually
stated as a lot size of one.)
Practices: • Zero Setups: To minimize setup delay and facilitate small lot sizes.
• setup reduction (SMED) • Zero Breakdowns: To avoid stopping tightly coupled line.
• worker training
• vendor relations • Zero (Excess) Handling: To promote flow of parts.
• quality control • Zero Lead Time: To ensure rapid replenishment of parts (very close to
• foolproofing (baka-yoke) the core of the zero inventories objective).
• many others
• Zero Surging: Necessary in system without WIP buffers.
Implementing JIT
The disaggregation problem solved by production smoothing - relatively constant mix and volume. Thus the system tends to
be fairly inflexible. A major managerial challenge is to promote flexibility.
1. Capacity Buffers
2. Setup Reduction
3. Cross Training
4. Plant Layout
Step 4: Leveled Production - Make the same quantity of an item every day
a. Calculate cycle time based on daily volumes
b. Detail the order and number of items being made on the line
c. Shorten changeover times between the items
d. Create a smooth flow
e. Deliver information and parts to the line several times a day
Step 5: Improve and Standardize Operations - Produce quality products safely and inexpensively
a. Efficient arrangements of people, products and machines
b. Standardize cycle time
c. Standardize work sequence (standard operations bulletins, standard route sheets, work method manuals)
d. Standardize stock-on-hand
Visual Control - Make it possible for everyone to see whether the situation is right or wrong
a. Andon: line-stop alarm lights
b. Kanban: tools used to prevent over production
c. Signboards: informs people of production rate and reasons for a line stop
d. Defective parts are displayed in the factory
Manpower Reduction - Produce goods with a minimum number of workers (reduction in workers not reduction in labor)
a. Make equipment easy to move
b. Gather isolated machines into one area
c. Standardize operations so everyone can perform the job
d. Crosstraining and job rotation
e. Assign workers based on production quantity (not a fixed number)
Move card
authorizes
pickup of parts.
It has been argued that most of the advantages of Pull systems relate to the impact of reducing work in process inventory.
Some managers have moved to Constant Work-in-Process (CONWIP) systems to capture the advantages of WIP control
without all the disadvantages of Kanban.
Modeling:
Push and Pull Line Schematics
MRP looks like an open queuing network Pure Push (M RP)
Stock Stock
Point ... Point
CONWIP looks like a closed queuing network
Pure Pull (Kanban)
Kanban looks like a closed queuing network with blocking Stock
Point ... Stock
Point
…
CONW IP
Stock Stock
Point ... Point
Others suggest that many systems require a push component and a pull component (in the same system).
Example - Custom Taco Production Line Example - Quick Taco Production Line
Warming Customer
Customer Table
A. There is and can only be one goal for a manufacturing firm. The goal is to make money now and into the future.
B. Evaluating manufacturing actions requires a global or system-wide perspective. There are three important
operational measures that are very useful. These measures are intrinsic to every manufacturing firm and once
calculated their impact on the bottom line can be determined.
1. Throughput = the quantity of money generated by the firm through sales over a specified period of time.
2. Inventory = The quantity of money invested in materials that a firm intends to sell.
3. Operating Expense = Money spent to convert inventory into throughput
C. Inappropriate levels of inventory impact a firm's ability to gain a competitive edge in the marketplace.
D. Obstacles to running an effective operation (with low levels of inventory) include dependent events and statistical
fluctuations.
F. A bottleneck resource is any resource whose capacity is equal to or less than the demand placed on it. Four
principles of bottleneck resources include:
1. The marginal value of time at a bottleneck resource is equal to the throughput rate of the products
processed by the bottleneck.
2. The marginal value of time at a non-bottleneck resource is negligible.
3. The level of utilization of a non-bottleneck resource is controlled by other constraints within the system.
4. The actual product flow through the plant is controlled by the most severe bottleneck.
The objectives of DBR revolve around speeding the flow of material throughout a plant.
Dominant Single product at one stage Two or more parts assembled Small number of components
Product Flow transformed into several at to yield one parent form a large number of end
Characteristics next stage items
Identify the physical Identify the physical Often the plant does not
constraint (usually 1) constraint (usually many) have a physical constraint
Use stock buffers for Use time buffers before any Manage as two separate
anticipated demand and CCR and assembly points plants: a make-to-order
DBR Applied
time buffers to protect from assembly plant and a make to
disruptions Control gateways and stock fabrication plant
assembly points to support
Control resources to flow Control material flow to
support product flow support both plants
Bottlenecks cause:
1. Misallocation of material and over production prior to bottleneck creates large inventory in front of
bottleneck
2. Misallocation beyond bottleneck results in wrong finished goods inventory and increased load on the
bottleneck
Major concerns facing managers
1. Large finished goods inventories
2. Poor customer service
3. Demand appears to change constantly
4. Others complain about lack of manufacturing responsiveness
5. Interdepartmental conflicts in manufacturing
Traditional responses
1. Carrying finished goods has not contributed to better customer service - thus try to improve forecasting
ability
2. Because of inefficiencies seen in the plant - try to reduce direct labor content
3. Try to improve quality
A - Plants: each convergence point represents an opportunity for the misallocation of resources
1. Misallocation of resources often caused by products processed in excessively large batches
2. Wave-like material flow often results in low resource utilization
3. When material arrives - overtime is required to process.
4. Often material is released early to maintain labor efficiencies
Major concerns facing managers
1. Assembly is continually complaining about shortages
2. Excessive unplanned overtime
3. Unsatisfactory resource utilization
4. Wandering bottlenecks
5. Entire operation seems out of control
Traditional responses
1. Improve the efficiency of the operation
2. Control use of overtime
3. Focus engineering efforts on reducing the unit cost of production
T - Plants: assembly points represent divergence in product flow (not convergence like A plants) each assembly point
represents an opportunity for the misallocation of material (stealing)
Traditional responses
1. Improve deliveries off the shelf by developing better forecasting techniques.
2. Improve deliveries off the shelf by improving inventory planning and control
3. Reduce costs by improving efficiencies