Resource Planning. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall.

Transcription

1 Resorce Planning 15 1

2 Resorce Planning At the heart of any organization Starts with sales and operations plans and plans the inpt reqirements A process relative to the firm s competitive priorities and an important part of managing spply chains 15 2

3 Enterprise Resorce Planning What an ERP system does Integrating the firm s fnctional areas Used by many different types of organizations How ERP systems are designed Single comprehensive database Managers to monitor all of the company s prodcts at all locations and at all times Information is atomatically pdated in the all applications when transactions occr Streamlines the data flows throghot the organization Reqires a carefl analysis of major processes Significant changes in ERP systems 15 3

4 Enterprise Resorce Planning Back-Office Processes Manfactring Material reqirements planning Schedling Hman Resorces Benefits Payroll Data Analysis Prodct costing Job costs ERP System Front-Office Processes Sales and Marketing Sales orders Pricing system Acconting and Finance Acconts payable and receivable General ledgers Asset management Figre 15.1 ERP Application Modles Spply-Chain Management Forecasting Prchasing Distribtion Cstomer Service Field service Qality 15 4

5 Materials Reqirements Planning MRP is a compterized information system to manage dependent demand inventory and schedle orders Translates the master prodction schedle into reqirements for all sbassemblies, components, and raw materials throgh the MRP explosion Dependent demand Qantity reqired varies with the prodction plans of other items Component Parent 15 5

6 MRP Inpts Athorized master prodction schedle Other sorces of demand Inventory transactions Inventory records MRP explosion Bills of materials Engineering and process designs Material reqirements plan Figre 15.2 Material Reqirements Plan Inpts 15 6

7 Bill of Materials (BOM) A record of all components of an item Shows the parent-component relationship The sage qantities are derived from engineering and process design Five common terms End items Intermediate items Sbassemblies Prchased items Part commonality (sometimes called standardization of parts or modlarity) 15 7

8 BOM of worm gear 15 8

9 Real strctre Y3 = 1*X4 + 1*Y2, Y2 = 1*X3 + 2*Y1, Y1 = 3*X1 + 1*X2 15 9

10 Bill of Materials (BOM) Back slats Seat cshion Leg spports Seat-frame boards Back legs Front legs A Ladder-back chair Figre 15.4 BOM for a Ladder-Back Chair 15 10

11 Bill of Materials A Ladder-back chair B (1) Ladder-back sbassembly C (1) Seat sbassembly D (2) Front legs E (4) Leg spports F (2) Back legs G (4) Back slats H (1) Seat frame I (1) Seat cshion Figre 15.4 BOM for a Ladder-Back Chair J (4) Seat-frame boards 15 11

12 Master Prodction Schedle (MPS) Details how many end items will be prodced within specified periods of time It breaks the sales and operations plan into specific prodct schedles Create a prospective MPS and test whether it meets the schedle with available resorces Sms of qantities mst eqal sales and operational plan Prodction mst be allocated efficiently over time Capacity limitations and bottlenecks may be determined 15 12

13 Master Prodction Schedle (MPS) April May Ladder-back chair Kitchen chair Desk chair Aggregate prodction plans for chair family Figre 15.5 MPS for a Family of Chairs 15 13

14 Developing a MPS Step 1: Calclate projected on-hand inventories Projected on-hand inventory at end of this week On-hand MPS qantity = inventory at + de at start end of last week of this week Projected reqirements this week where: Projected reqirements = max(forecast, Cstomer orders booked) 55 chairs Inventory = crrently + in stock MPS qantity (0 for week 1) 38 chairs already promised for delivery in week 1 = 17 chairs 15 14

15 Developing a MPS Item: Ladder-back chair Qantity on Hand: Forecast Cstomer orders (booked) Projected on-hand inventory 55 MPS qantity April Explanation: Forecast is less than booked orders in week 1; projected on-hand inventory balance = = 17. Explanation: Forecast exceeds booked orders in week 2; projected on-hand inventory balance = = 13. The shortage signals a need to schedle an MPS qantity for completion in week 2. MPS start Figre 15.7 Master Prodction Schedle for Weeks 1 and

16 Developing a MPS Step 2: Determine the timing and size of MPS qantities The goal is to maintain a nonnegative projected on-hand inventory balance As shortages are detected, MPS qantities shold be schedled to cover them Inventory = 17 chairs in inventory at the end of week 1 + MPS qantity of 150 chairs Forecast of 30 chairs = 137 chairs 15 16

17 Application 15.1 Determine the MPS for Prodct A that has a 50-nit policy and 5 nits on hand. The demand forecast and booked orders are shown in the partially completed plan given in the Stdent Notes. The lead time is one week. Here is the completed plan. Yo might want to ask a qestion or two on how they wold respond to a cstomer reqest for a specific week and order qantity

18 Application 15.1 SOLUTION Item: Prodct A Order Policy: 50 nits Lead Time: 1 week Qantity on Hand Forecast Cstomer orders (booked) Projected on-hand inventory MPS qantity MPS start Available-topromise (ATP) inventory 15 18

19 Application 15.1 SOLUTION Item: Prodct A Order Policy: 50 nits Lead Time: 1 week Qantity on Hand Forecast Cstomer orders (booked) Projected on-hand inventory MPS qantity MPS start Available-topromise (ATP) inventory

20 Planning Factors Planning lead time For prchased items planning lead time is the time allowed for receiving a shipment from the spplier For manfactred the planning lead time consists of estimates for Setp time Processing time Materials handling time between operations Waiting time 15 20

21 Otpts from MRP MRP explosion Rotings and time standards Action notices Releasing new orders Adjsting de dates Material reqirements plan Priority reports Dispatch lists Spplier schedles Capacity reports Capacity reqirements planning Finite capacity schedling Inpt-otpt control Figre MRP Otpts Manfactring resorces plan Performance reports Cost and price data 15 21

22 Other Important Reports Action notice Capacity reqirements planning (CRP) Theory of constraints principles can be applied to keep bottleneck operations fed by adjsting some lot sizing rles or occasionally overriding planned order releases Priority reports Manfactring resorce planning (MRP II) 15 22

23 MRP and the Environment Consmer and government concern abot the deterioration of the natral environment has driven manfactrers to reengineer their processes to become more environmentally friendly Companies can modify their MRP systems to help track these waste and plans for their disposal 15 23

24 Resorce Planning for Service Providers Dependent demand for services Restarants Airlines Hospitals Hotels Bill of resorces (BOR) 15 24

25 Bill of Resorces Level 1 Discharge Level 2 Intermediate care Level 6 Preoperative care (Angiogram) Level 3 Postoperative care (Step down) Level 4 Postoperative care (Intensive) Nrse (6 hr) MD (1 hr) Therapy (1 hr) Bed (24 hr) Lab (3 tests) Kitchen (1 meal) Pharmacy (10 medicines) Level 5 Srgery (b) Level 6 Preoperative care (Angiogram) Level 7 Preoperative care (Testing) Figre BOR for Treating an Anerysm (a) 15 25

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