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14 - 1 2011 Pearson Education, Inc. publishing as Prentice Hall 14 Material Requirements Planning (MRP) and ERP Slide 2 14 - 2 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Dependent Demand Dependent Inventory Model Requirements Master Production Schedule Bills of Material Accurate Inventory Records Purchase Orders Outstanding Lead Times for Components Slide 3 14 - 3 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Continued MRP Structure MRP Management Lot-Sizing Techniques Lot-for-Lot (LFL), Economic Order Quantity (EOQ), Periodic Order Quantity (POQ) Slide 4 14 - 4 2011 Pearson Education, Inc. publishing as Prentice Hall Outline Continued Extensions of MRP Material Requirements Planning II (MRP II) Closed-Loop MRP Capacity Planning Enterprise Resource Planning (ERP) MRP In Services, Resource Planning (DRP) Slide 5 14 - 5 2011 Pearson Education, Inc. publishing as Prentice Hall Learning Objectives When you complete this chapter you should be able to: 1.Develop a product structure 2.Build a gross requirements plan 3.Build a net requirements plan 4.Determine lot sizes for lot-for-lot (LFL), Economic Order Quantity (EOQ), and Periodic Order Quantity (POQ) 5.Know recent extensions to MRP Slide 6 14 - 6 2011 Pearson Education, Inc. publishing as Prentice Hall Wheeled Coach Largest manufacturer of ambulances in the world International competitor 12 major ambulance designs 18,000 different inventory items 6,000 manufactured parts 12,000 purchased parts Slide 7 14 - 7 2011 Pearson Education, Inc. publishing as Prentice Hall Dependent Demand The demand for one item is related to the demand for another item Given a quantity for the end item, the demand for all parts and components can be calculated Slide 8 14 - 8 Trumpet and Subassemblies Slide 9 14 - 9 Bill-of-Material for Trumpet Slide 10 14 - 10 2011 Pearson Education, Inc. publishing as Prentice Hall Benefits of MRP 1.Better response to customer orders 2.Faster response to market changes 3.Improved utilization of facilities and labor 4.Reduced inventory levels Slide 11 14 - 11 2011 Pearson Education, Inc. publishing as Prentice Hall Figure 14.1 Change production plan? Master production schedule Management Return on investment Capital Engineering Design completion Aggregate production plan Procurement Supplier performance Human resources Manpower planning Production Capacity Inventory Marketing Customer demand Finance Cash flow The Planning Process Slide 12 14 - 12 2011 Pearson Education, Inc. publishing as Prentice Hall The Planning Process Figure 14.1 Is capacity plan being met? Is execution meeting the plan? Change master production schedule? Change capacity? Change requirements? No Execute material plans Execute capacity plans Yes Realistic? Capacity requirements plan Material requirements plan Master production schedule Slide 13 14 - 13 MRP MRP is a dependent demand technique that uses Bill-of-Material (BOM) On-hand inventory data Expected receipts (outstanding purchase orders) Master Production Schedule (MPS) Lead Time information to determine material requirements. Slide 14 14 - 14 2011 Pearson Education, Inc. publishing as Prentice Hall MRP Structure Figure 14.5 Output Reports MRP by period report MRP by date report Planned order report Purchase advice Exception reports Order early or late or not needed Order quantity too small or too large Data Files Purchasing data BOM Lead times (Item master file) Inventory data Master production schedule Material requirement planning programs (computer and software) Slide 15 14 - 15 2011 Pearson Education, Inc. publishing as Prentice Hall Master Production Schedule (MPS) Specifies what is to be made and when Must be in accordance with the aggregate production plan Uses inputs from financial plans, customer demand, engineering, suppliers As the process moves from planning to execution, each step must be tested for feasibility The MPS is the result of the production planning process Slide 16 14 - 16 2011 Pearson Education, Inc. publishing as Prentice Hall Master Production Schedule (MPS) MPS is established in terms of specific products Schedule must be followed for a reasonable length of time The MPS is quite often fixed or frozen in the near term part of the plan The MPS is a rolling schedule The MPS is a statement of what is to be produced, not a forecast of demand Slide 17 14 - 17 2011 Pearson Education, Inc. publishing as Prentice Hall Aggregate Production Plan MonthsJanuaryFebruary Aggregate Production Plan1,5001,200 (Shows the total quantity of amplifiers) Weeks12345678 Master Production Schedule (Shows the specific type and quantity of amplifier to be produced 240-watt amplifier100100100100 150-watt amplifier500500450450 75-watt amplifier300100 Figure 14.2 Slide 18 14 - 18 2011 Pearson Education, Inc. publishing as Prentice Hall MPS Examples Gross Requirements for Crabmeat Quiche Gross Requirements for Spinach Quiche Day67891011121314and so on Amount50100476011075 Day78910111213141516and so on Amount1002001506075100 Table 14.1 For Nancys Specialty Foods Slide 19 14 - 19 2011 Pearson Education, Inc. publishing as Prentice Hall Bills of Material List of components, ingredients, and materials needed to make product Provides product structure Items above given level are called parents Items below given level are called children Slide 20 14 - 20 2011 Pearson Education, Inc. publishing as Prentice Hall BOM Example B (2) Std. 12 Speaker kit C (3) Std. 12 Speaker kit w/ amp-booster 1 E (2) F (2) Packing box and installation kit of wire, bolts, and screws Std. 12 Speaker booster assembly 2 D (2) 12 Speaker D (2) 12 Speaker G (1) Amp-booster 3 Product structure for Awesome (A) A Level 0 Slide 21 14 - 21 2011 Pearson Education, Inc. publishing as Prentice Hall BOM Example B (2) Std. 12 Speaker kit C (3) Std. 12 Speaker kit w/ amp-booster 1 E (2) F (2) Packing box and installation kit of wire, bolts, and screws Std. 12 Speaker booster assembly 2 D (2) 12 Speaker D (2) 12 Speaker G (1) Amp-booster 3 Product structure for Awesome (A) A Level 0 Part B:2 x number of As =(2)(50) =100 Part C:3 x number of As =(3)(50) =150 Part D:2 x number of Bs + 2 x number of Fs =(2)(100) + (2)(300) =800 Part E:2 x number of Bs + 2 x number of Cs =(2)(100) + (2)(150) =500 Part F:2 x number of Cs =(2)(150) =300 Part G:1 x number of Fs =(1)(300) =300 Slide 22 14 - 22 2011 Pearson Education, Inc. publishing as Prentice Hall Accurate Records for Outstanding Purchase Orders Accurate inventory records are absolutely required for MRP (or any dependent demand system) to operate correctly Generally MRP systems require more than 99% accuracy Outstanding purchase orders must accurately reflect quantities and scheduled receipts Slide 23 14 - 23 2011 Pearson Education, Inc. publishing as Prentice Hall Lead Times The time required to purchase, produce, or assemble an item For production the sum of the order, wait, move, setup, store, and run times For purchased items the time between the recognition of a need and the availability of the item for production Slide 24 14 - 24 2011 Pearson Education, Inc. publishing as Prentice Hall Time-Phased Product Structure ||||||||12345678||||||||12345678 Time in weeks F 2 weeks 3 weeks 1 week A 2 weeks 1 week D E 2 weeks D G 1 week Start production of D Must have D and E completed here so production can begin on B Figure 14.4 1 week 2 weeks to produce B C E Slide 25 14 - 25 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Gross Requirements Starts with a production schedule for the end item 50 units of Item A in week 8 Using the lead time for the item, determine the week in which the order should be released a 1 week lead time means the order for 50 units should be released in week 7 This step is often called lead time offset or time phasing Slide 26 14 - 26 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Gross Requirements From the BOM, every Item A requires 2 Item Bs 100 Item Bs are required in week 7 to satisfy the order release for Item A The lead time for the Item B is 2 weeks release an order for 100 units of Item B in week 5 The timing and quantity for component requirements are determined by the order release of the parent(s) Slide 27 14 - 27 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Gross Requirements The process continues through the entire BOM one level at a time often called explosion By processing the BOM by level, items with multiple parents are only processed once, saving time and resources and reducing confusion Low-level coding ensures that each item appears at only one level in the BOM Slide 28 14 - 28 2011 Pearson Education, Inc. publishing as Prentice Hall Gross Requirements Plan Table 14.3 Week 12345678Lead Time A.Required date50 Order release date501 week B.Required date100 Order release date1002 weeks C.Required date150 Order release date1501 week E.Required date 200300 Order release date2003002 weeks F.Required date300 Order release date3003 weeks D.Required date 600200 Order release date6002001 week G.Required date 300 Order release date3002 weeks Slide 29 14 - 29 2011 Pearson Education, Inc. publishing as Prentice Hall Net Requirements Plan Slide 30 14 - 30 2011 Pearson Education, Inc. publishing as Prentice Hall Net Requirements Plan Slide 31 14 - 31 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Net Requirements Starts with a production schedule for the end item 50 units of Item A in week 8 Because there are 10 Item As on hand, only 40 are actually required (net requirement) = (gross requirement - on- hand inventory) The planned order receipt for Item A in week 8 is 40 units 40 = 50 - 10 Slide 32 14 - 32 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Net Requirements Following the lead time offset procedure, the planned order release for Item A is now 40 units in week 7 The gross requirement for Item B is now 80 units in week 7 There are 15 units of Item B on hand, so the net requirement is 65 units in week 7 A planned order receipt of 65 units in week 7 generates a planned order release of 65 units in week 5 Slide 33 14 - 33 2011 Pearson Education, Inc. publishing as Prentice Hall Determining Net Requirements A planned order receipt of 65 units in week 7 generates a planned order release of 65 units in week 5 The on-hand inventory record for Item B is updated to reflect the use of the 15 items in inventory and shows no on-hand inventory in week 8 This is referred to as the Gross-to-Net calculation and is the third basic function of the MRP process Slide 34 14 - 34 2011 Pearson Education, Inc. publishing as Prentice Hall S BC 1213891011 203040 Lead time = 6 for S Master schedule for S Gross Requirements Schedule Figure 14.6 123 10 Master schedule for B sold directly Periods Therefore, these are the gross requirements for B Gross requirements: B 10405020 40+1015+30 =50=45 12345678 Periods A B C Lead time = 4 for A Master schedule for A 567891011 401550 Slide 35 14 - 35 2011 Pearson Education, Inc. publishing as Prentice Hall Net Requirements Plan The logic of net requirements Available inventory Net requirements On hand Scheduled receipts += Total requirements Gross requirements Allocations + Slide 36 14 - 36 Allocations Allocated items refer to the number of units in inventory that have ben assigned to specific future production but not yet used or issued from the stock room. The following slide illustrates how allocated items increase gross requirements Slide 37 14 - 37 2011 Pearson Education, Inc. publishing as Prentice Hall MRP Planning Sheet Figure 14.7 Slide 38 14 - 38 2011 Pearson Education, Inc. publishing as Prentice Hall Safety Stock BOMs, inventory records, purchase and production quantities may not be perfect Consideration of safety stock may be prudent Should be minimized and ultimately eliminated because of its domino effect Typically built into projected on-hand inventory Slide 39 14 - 39 2011 Pearson Education, Inc. publishing as Prentice Hall MRP Management MRP does not do detailed schedulingit plans Works best in product-focused, repetitive environments MRP is a dynamic system Facilitates replanning when changes occur Regenerating Net change System nervousness can result from too many changes (Limiting replaning with Time fences, Linking Parent to Child, Pegging) Slide 40 14 - 40 2011 Pearson Education, Inc. publishing as Prentice Hall Finite Capacity Scheduling MRP systems do not consider capacity during normal planning cycles Finite capacity scheduling (FCS) recognizes actual capacity limits By merging MRP and FCS, a finite schedule is created with feasible capacities which facilitate rapid material movement Slide 41 14 - 41 2011 Pearson Education, Inc. publishing as Prentice Hall Lot-Sizing Techniques Lot-for-lot techniques order just what is required for production based on net requirements May not always be feasible If setup costs are high, lot-for-lot can be expensive Economic order quantity (EOQ) EOQ expects a known constant demand and MRP systems often deal with unknown and variable demand Slide 42 14 - 42 2011 Pearson Education, Inc. publishing as Prentice Hall Lot-Sizing Techniques Periodic Order Quantity (POQ) looks at future orders to determine most economic lot size The Wagner-Whitin algorithm is a complex dynamic programming technique Assumes a finite time horizon Effective, but computationally burdensome Slide 43 14 - 43 2011 Pearson Education, Inc. publishing as Prentice Hall Lot-for-Lot Example 12345678910 Gross requirements 35304001040300 55 Scheduled receipts Projected on hand 35 000000000 Net requirements 0304001040300 55 Planned order receipts 3040104030 55 Planned order releases 3040104030 55 Holding cost = $1/week; Setup cost = $100; Lead time = 1 week Slide 44 14 - 44 2011 Pearson Education, Inc. publishing as Prentice Hall Lot-for-Lot Example 12345678910 Gross requirements 35304001040300 55 Scheduled receipts Projected on hand 35 000000000 Net requirements 0304001040300 55 Planned order receipts 3040104030 55 Planned order releases 3040104030 55 Holding cost = $1/week; Setup cost = $100; Lead time = 1 week No on-hand inventory is carried through the system Total holding cost = $0 There are seven setups for this item in this plan Total ordering cost = 7 x $100 = $700 Slide 45 14 - 45 2011 Pearson Education, Inc. publishing as Prentice Hall EOQ Lot Size Example 12345678910 Gross requirements 35304001040300 55 Scheduled receipts Projected on hand 35 04333662669 39 Net requirements 030007040016 Planned order receipts 73 Planned order releases 73 Holding cost = $1/week; Setup cost = $100; Lead time = 1 week Average weekly gross requirements = 27; EOQ = 73 units Slide 46 14 - 46 Calculating EQO 2011 Pearson Education, Inc. publishing as Prentice Hall Annual demand (D): (270/10)*52=1404 Setup Cost (S)= $100 Holding Cost (H) = $1*52= $52 EOQ= 73 units Slide 47 14 - 47 2011 Pearson Education, Inc. publishing as Prentice Hall EOQ Lot Size Example 12345678910 Gross requirements 35304001040300 55 Scheduled receipts Projected on hand 35 04333662669 39 Net requirements 030007040016 Planned order receipts 73 Planned order releases 73 Holding cost = $1/week; Setup cost = $100; Lead time = 1 week Average weekly gross requirements = 27; EOQ = 73 units Slide 48 14 - 48 EOQ Lot Size Example Annual demand = 1,404 Total cost = setup cost + holding cost Total cost = (1,404/73) x $100 + (73/2) x ($1 x 52 weeks) Total cost = $3,798 Cost for 10 weeks = $3,798 x (10 weeks/52 weeks) = $730 2011 Pearson Education, Inc. publishing as Prentice Hall Slide 49 14 - 49 Lot-Sizing Techniques Periodic order quantity (POQ) orders quantity needed for a predetermined time period Interval = EOQ / average demand per period Order quantity set to cover the interval Order quantity calculated when order is released Slide 50 14 - 50 POQ Lot Size Example WEEK12345678910 Gross requirements 35304001040300 55 Scheduled receipts Projected on hand 35 0400070300055 Net requirements 030001000550 Planned order receipts 70800850 Planned order releases 708085 EOQ = 73 units; Average weekly gross requirements = 27; POQ interval = 73/27 3 weeks Slide 51 14 - 51 POQ Lot Size Example Setups = 3 x $100 = $300 Holding cost = (40 + 70 + 30 + 55) units x $1 = $195 Total cost = $300 + $195 = $495 2011 Pearson Education, Inc. publishing as Prentice Hall Slide 52 14 - 52 2011 Pearson Education, Inc. publishing as Prentice Hall Lot-Sizing Summary For these three examples Lot-for-lot$700 EOQ$730 POQ$495 Wagner-Whitin would have yielded a plan with a total cost of $455 Slide 53 14 - 53 2011 Pearson Education, Inc. publishing as Prentice Hall Extensions of MRP MRP II Closed-Loop MRP MRP system provides input to the capacity plan, MPS, and production planning process Capacity Planning MRP system generates a load report which details capacity requirements This is used to drive the capacity planning process Changes pass back through the MRP system for rescheduling Slide 54 14 - 54 Material Requirements Planning II Requirement data can be enriched by other resources Generally called MRP II or Material Resource Planning Outputs can include scrap, packaging waste, effluent, carbon emissions Data used by purchasing, production scheduling, capacity planning, inventory, warehouse management Slide 55 14 - 55 Material Resource Planning TABLE 14.4Material Resource Planning (MRP II) Weeks LT5678 Computer1100 Labor Hrs:.2 each20 Machine Hrs:.2 each20 Scrap: 1 ounce fiberglass each6.25lb Payables: $0 each$0 PC Board (1 each)2100 Labor Hrs:.15 each15 Machine Hrs:.1 each10 Scrap:.5 ounces copper each3.125lb Payables: raw material at $5 each$500 Processors (5 each)4500 Labor Hrs:.2 each100 Machine Hrs:.2 each100 Scrap:.01 ounces of acid waste each0.3125lb Payables: processors at $10 each$5,000 Slide 56 14 - 56 Closed-Loop MRP System Figure 14.7 Priority Management Develop Master Production Schedule Prepare Materials Requirements Pan Detailed Production Activity Control (Shop Scheduling/Dispatching) Capacity Management Evaluate Resource Availability (Rough Cut) Determine Capacity Availability Implement Input/Output Control Aggregate Plan OK?NO OK?NO OK? YES Planning Execution (in repetitive systems JIT techniques are used) Slide 57 14 - 57 Capacity Planning Feedback from the MRP system Load reports show resource requirements for work centers Work can be moved between work centers to smooth the load or bring it within capacity Slide 58 14 - 58 2011 Pearson Education, Inc. publishing as Prentice Hall Enterprise Resource Planning (ERP) An extension of the MRP system to tie in customers and suppliers Allows automation and integration of many business processes Shares common data bases and business practices Produces information in real time Coordinates business from supplier evaluation to customer invoicing ERP can be highly customized to meet specific business requirements Slide 59 14 - 59 2011 Pearson Education, Inc. publishing as Prentice Hall Enterprise Resource Planning (ERP) ERP modules include Basic MRP Finance Human resources Supply chain management (SCM) Customer relationship management (CRM) Slide 60 14 - 60 2011 Pearson Education, Inc. publishing as Prentice Hall ERP and MRP Figure 14.11 Slide 61 14 - 61 2011 Pearson Education, Inc. publishing as Prentice Hall ERP and MRP Figure 14.11 Customer Relationship Management Invoicing Shipping Distributors, retailers, and end users Sales Order (order entry, product configuration, sales management) Slide 62 14 - 62 2011 Pearson Education, Inc. publishing as Prentice Hall Table 13.6 Bills of Material Work Orders Purchasing and Lead Times Routings and Lead Times Master Production Schedule Inventory Management ERP and MRP Figure 14.11 MRP Slide 63 14 - 63 2011 Pearson Education, Inc. publishing as Prentice Hall ERP and MRP Figure 14.11 Supply Chain Management Vendor Communication (schedules, EDI, advanced shipping notice, e-commerce, etc.) Slide 64 14 - 64 2011 Pearson Education, Inc. publishing as Prentice Hall ERP and MRP Figure 14.11 Table 13.6 Finance/ Accounting General Ledger Accounts Receivable Payroll Accounts Payable Slide 65 14 - 65 2011 Pearson Education, Inc. publishing as Prentice Hall SAPs ERP Modules Figure 14.12 Slide 66 14 - 66 SAP SAP, started in 1972 by five former IBM employees in Mannheim, GermanyIBM It is the world's fourth-largest independent software supplier.software The original name for SAP was German: Systeme, Anwendungen, Produkte, German for "Systems Applications and Products 2011 Pearson Education, Inc. publishing as Prentice Hall Slide 67 14 - 67 2011 Pearson Education, Inc. publishing as Prentice Hall Advantages of ERP Systems 1.Provides integration of the supply chain, production, and administration 2.Creates commonality of databases 3.Can incorporate improved best processes 4.Increases communication and collaboration between business units and sites 5.Has an off-the-shelf software database 6.May provide a strategic advantage Slide 68 14 - 68 2011 Pearson Education, Inc. publishing as Prentice Hall Disadvantages of ERP Systems 1.Is very expensive to purchase and even more so to customize 2.Implementation may require major changes in the company and its processes 3.Is so complex that many companies cannot adjust to it 4.Involves an ongoing, possibly never completed, process for implementation 5.Expertise is limited with ongoing staffing problems Slide 69 14 - 69 2011 Pearson Education, Inc. publishing as Prentice Hall ERP in the Service Sector ERP systems have been developed for health care, government, retail stores, hotels, and financial services Also called efficient consumer response (ECR) systems Objective is to tie sales to buying, inventory, logistics, and production Slide 70 14 - 70 2011 Pearson Education, Inc. publishing as Prentice Hall Distribution Resource Planning (DRP) Using dependent demand techniques through the supply chain Expected demand or sales forecasts become gross requirements Minimum levels of inventory to meet customer service levels Accurate lead times Definition of the distribution structure