1 lecture 4 inventory management chapter 11. 2 independent demand a b(4) c(2) d(2)e(1) d(3) f(2)...
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Lecture4
Inventory ManagementChapter 11
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Independent Demand
A
B(4) C(2)
D(2) E(1) D(3) F(2)
Dependent Demand
Independent demand is uncertain. Dependent demand is certain.
Inventory: a stock or store of goods
Dependent and Independent DemandDependent and Independent Demand
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Types of InventoriesTypes of Inventories
Raw materials & purchased parts
Partially completed goods called work in progress
Finished-goods inventories (manufacturing firms)
or merchandise (retail stores)
Replacement parts, tools, & supplies
Goods-in-transit to warehouses or customers
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Functions of InventoryFunctions of Inventory
To meet anticipated demand
To smooth production requirements
To decouple operations
To protect against stock-outs
To take advantage of order cycles
To help hedge against price increases
To permit operations
To take advantage of quantity discounts
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Objective of Inventory ControlObjective of Inventory Control
To achieve satisfactory levels of customer service while keeping inventory costs within reasonable bounds
Level of customer service
Costs of ordering and carrying inventory
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A system to keep track of inventory
A reliable forecast of demand
Knowledge of lead times
Reasonable estimates of Holding costs
Ordering costs
Shortage costs
A classification system
Effective Inventory ManagementEffective Inventory Management
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Inventory Counting SystemsInventory Counting Systems
Periodic SystemPhysical count of items made at periodic intervals
Perpetual Inventory System System that keeps track of removals from inventory continuously, thus monitoring current levels of each item
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Inventory Counting Systems (Cont’d)Inventory Counting Systems (Cont’d)
Two-Bin System - Two containers of inventory; reorder when the first is empty
Universal Bar Code - Bar code printed on a label that hasinformation about the item to which it is attached
0
214800 232087768
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Lead time: time interval between ordering and receiving the order
Holding (carrying) costs: cost to carry an item in inventory for a length of time, usually a year
Ordering costs: costs of ordering and receiving inventory
Shortage costs: costs when demand exceeds supply
Key Inventory TermsKey Inventory Terms
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ABC Classification SystemABC Classification System
Classifying inventory according to some measure of importance and allocating control efforts accordingly.
AA - very important
BB - mod. important
CC - least important
Figure 11.1
Annual $ value of items
AA
BB
CC
High
Low
Few ManyNumber of Items
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Economic order quantity (EOQ) model
Economic production model (EPQ)
Quantity discount model
Economic Order Quantity ModelsEconomic Order Quantity Models
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The Inventory CycleThe Inventory CycleFigure 11.2
Profile of Inventory Level Over Time
Quantityon hand
Q
Receive order
Placeorder
Receive order
Placeorder
Receive order
Lead time
Reorderpoint
Usage rate
Time
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Total CostTotal Cost
Annualcarryingcost
Annualorderingcost
Total cost = +
Q2H D
QSTC = +
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Cost Minimization GoalCost Minimization Goal
Order Quantity (Q)
The Total-Cost Curve is U-Shaped
Ordering Costs
QO
An
nu
al C
os
t
(optimal order quantity)
TCQ
HD
QS
2
Figure 11.4C
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Deriving the EOQ & Minimum Total Deriving the EOQ & Minimum Total CostCost
The total cost curve reaches its minimum where the carrying and ordering costs are equal.
Q = 2DS
H =
2(Annual Demand)(Order or Setup Cost)
Annual Holding CostOPT
Number of orders per year = D/Q0
Length of order cycle = Q0/D
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Only one product is involved
Annual demand requirements known
Demand is even throughout the year
Lead time does not vary
Each order is received in a single delivery
There are no quantity discounts
Assumptions of EOQ ModelAssumptions of EOQ Model
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When to Reorder with EOQ OrderingWhen to Reorder with EOQ Ordering
Reorder Point - When the quantity on hand of an item drops to this amount, the item is reordered
Safety Stock - Stock that is held in excess of expected demand due to variable demand rate and/or lead time.
Service Level - Probability that demand will not exceed supply during lead time.
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Determinants of the Reorder PointDeterminants of the Reorder Point
The rate of demand The lead time Demand and/or lead time variability Stockout risk (safety stock)
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Safety StockSafety Stock
LT Time
Expected demandduring lead time
Maximum probable demandduring lead time
ROP
Qu
an
tity
Safety stock
Figure 11.12
Safety stock reduces risk ofstockout during lead time
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Production done in batches or lots Capacity to produce a part exceeds the part’s
usage or demand rate Assumptions of EPQ are similar to EOQ
except orders are received incrementally during production
Economic Production Quantity (EPQ)Economic Production Quantity (EPQ)
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EOQ with Incremental Inventory EOQ with Incremental Inventory ReplenishmentReplenishment
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Economic Run SizeEconomic Run Size
QDS
H
p
p u0
2
Formula (11-5) in page 498 of Chapter 11
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Only one item is involved Annual demand is known Usage rate is constant Usage occurs continually Production occurs periodically Production rate is constant Lead time does not vary No quantity discounts
Economic Production Quantity AssumptionsEconomic Production Quantity Assumptions
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Too much inventory Tends to hide problems Easier to live with problems than to eliminate
them Costly to maintain
Wise strategy Reduce lot sizes Reduce safety stock
Operations StrategyOperations Strategy
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28-Jan-00 29-Jan-99 Change Percent
Current assets:Cash $3,809 $1,726 $2,083 121%Short-term investments 323 923 (600) -65%Account receivables, net 2,608 2,094 514 25%Inventories 391 273 118 43%Other 550 791 (241) -30% Total current assets 7,681 5,807 1,874 32%
Property, plant, and equipment, net 765 523 242 46%Long-term investments 1,048 532 516 97%Equity securities and other investments 1,673 --- 1,673Goodwill and others 304 15 289 1927%
Total assets $11,471 $6,877 $4,594 67%
LIABILITIES AND STOCKHOLDERS' EQUITY
Current liabilities:Accounts payable $3,538 $2,397 $1,141 48%Accrued and other 1,654 1,298 356 27% Total current liabilities 5,192 3,695 1,497 41%
Long-term debt 508 512 (4) -1%Other 463 349 114 33%
Total liabilities 6,163 4,556 1,607 35%Stockholders' equity:
Preferred stock --- ---Common stock and capitalin excess of $0.01 per value 3,583 1,781 1,802 101%Retained earnings 1,260 606 654 108%Other 465 (66) 531 Total stockholders' equity 5,308 2,321 2,987 129% Total liabilities and stockholders' equity $11,471 $6,877 $4,594 67%
The Balance Sheet – Dell Computer Co.
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(in millions, except per share amount)28-Jan-00 29-Jan-99
Net revenue $25,265 $18,243Cost of revenue 20,047 14,137Gross margin 5,218 4,106Operating expenses: Selling, general and administrative 2,387 1,788 Research, development, and engineering 568 272 Total operating expenses 2,955 2,060Operating income 2,263 2,046Other income 188 38Income before income taxes 2,451 2,084Provision for income taxes 785 624Net income $1,666 $1,460Earnings per common share: Basic $0.66 $0.58 Diluted $0.61 $0.53Weighted average shares outstanding: Basic 2,536 2,531 Diluted 2,728 2,772Retained Earnings: Balances at beginning of period 606 607 Net income 1,666 1,460 Repurchase of common stocks (1,012) (1,461) Balances at end of period $1,260 $606
Fiscal Year Ended
Income Statement – Dell Computer Co.
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Debt RatioDebt Ratio What It Measures: The extent to which a form uses debt financing How You Compute: The ratio of total debt to total assets
Debt ratio =Total debt
Total assets
$6,
$11,
.
163
471
53 73%
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Inventory Turnover RatioInventory Turnover Ratio
What It Measures: How effectively a firm is managing its inventories.
How You Compute: This ratio is computed by dividing sales by inventories
Inventory turnover ratio =
times
balanceinventoryAverage
Sales
10.76)391$273($
265,25$
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Operations SchedulingChapter 15
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Establishing the timing of the use of equipment, facilities and human activities in an organization
Effective scheduling can yield
Cost savings
Increases in productivity
Scheduling Scheduling
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High-Volume SystemsHigh-Volume Systems
Flow system: High-volume system with Standardized equipment and activities
Flow-shop scheduling: Scheduling for high-volume flow system
Work Center #1 Work Center #2 Output
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High-Volume Success FactorsHigh-Volume Success Factors
Process and product design
Preventive maintenance
Rapid repair when breakdown occurs
Optimal product mixes
Minimization of quality problems
Reliability and timing of supplies
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Scheduling Low-Volume SystemsScheduling Low-Volume Systems
Loading - assignment of jobs to process centers
Sequencing - determining the order in which jobs will be processed
Job-shop scheduling Scheduling for low-volume
systems with many variations in requirements
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Gantt Load ChartGantt Load Chart
Gantt chart - used as a visual aid for loading and scheduling
WorkCenter
Mon. Tues. Wed. Thurs. Fri.
1 Job 3 Job 42 Job 3 Job 73 Job 1 Job 6 Job 74 Job 10
Figure 15.2
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More Gantt ChartsMore Gantt Charts
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SequencingSequencing Sequencing: Determine the order in which jobs at a
work center will be processed. Workstation: An area where one person works,
usually with special equipment, on a specialized job. Priority rules: Simple heuristics used to select the
order in which jobs will be processed.
FCFS - first come, first served
SPT - shortest processing time
Minimizes mean flow time
EDD - earliest due date
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Performance MeasuresPerformance Measures
Job flow time
Length of time a job is at a particular workstation
Includes actual processing time, waiting time, transportation time etc.
Lateness = flow time – due date
Tardiness = max {lateness, 0}
Makespan
Total time needed to complete a group of jobs
Length of time between start of first job and completion of last job
Table 15.2