Chapter 15 - Resource Planning

To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition © 2002 Prentice Hall, Inc. All rights reserved.

Chapter 15 -Chapter 15 -

Resource Resource PlanningPlanning


Demand PatternsDemand Patterns



| | | | | | | | | |1 5 10

Day

2000 —

1500 —

1000 —

500 —

0

Bic

ycle

s

Rim

sR

ims

2000 —

1500 —

1000 —

500 —

0

| | | | | | | | | |1 5 10

Day

Figure 15.1(a) (b)



| | | | | | | | | |1 5 10

Day

2000 —

1500 —

1000 —

500 —

0

Bic

ycle

s

Reorder point

Figure 15.1

Rim

sR

ims

2000 —

1500 —

1000 —

500 —

0

| | | | | | | | | |1 5 10

Day(a) (b)


Demand PatternsDemand Patterns2000 —

1500 —

1000 —

500 —

0

Rim

sR

ims

2000 —

1500 —

1000 —

500 —

0

| | | | | | | | | |1 5 10

Day

| | | | | | | | | |1 5 10

Day

Order1000 onday 3

Bic

ycle

s

Reorder point

Figure 15.1(a) (b)


Demand PatternsDemand Patterns2000 —

1500 —

1000 —

500 —

0

| | | | | | | | | |1 5 10

Day

Order1000 onday 3

Bic

ycle

s

Reorder point

Figure 15.1(a) (b)

Rim

sR

ims

2000 —

1500 —

1000 —

500 —

0

| | | | | | | | | |1 5 10

Day


MRP - historyMRP - history

Prior to MRP and before computers dominated the industry, reorder-point/reorder-quantity (ROP/ROQ) type methods like EOQ had been used in manufacturing and inventory management. In the 1960s, Joseph Orlicky, a former IBM employee developed Material Requirements Planning (MRP). By 1975, MRP was implemented in 150 companies. This number had grown to about 8,000 by 1981. In the 1980s, Orlicky's MRP evolved into Oliver Wight's Manufacturing Resource Planning (MRP II), which brings Master Scheduling, Capacity Requirements Planning and other concepts to classical MRP. In the 80´s the American Production and Inventory Control Society (APICS) helped to spread the MRP/MRPII concepts. By 1989, about one third of the software industry was MRP II software sold to American industry ($1.2 billion worth of software).


Material Requirements Material Requirements Plan InputsPlan Inputs

Figure 15.2

Bills ofmaterials

Engineeringand process

designs


Material Requirements Material Requirements Plan InputsPlan Inputs

Figure 15.2

Inventorytransactions

Inventoryrecords

Bills ofmaterials


designs

Othersources

of demand

Authorizedmaster production

schedule


Material Requirements Material Requirements Plan ExplosionPlan Explosion

Figure 15.2


Inventoryrecords

Bills ofmaterials


designs

MRPMRPexplosionexplosion

Othersources

of demand


schedule


Material Requirements Material Requirements Plan OutputPlan Output

Figure 15.2


Inventoryrecords

Bills ofmaterials


designs

Materialrequirements

plan


Othersources

of demand


schedule


Bill of MaterialsBill of Materials

Figure 15.3

Seat cushion

Seat-frame boards

Front legs A

Ladder-back chair

Back legs

Leg supports

Back slats



Figure 15.3

Back slats Seat cushion

Seat-frame boards

Leg supports

Front legs

Back legs A

Ladder-back chairJ (4)

Seat-frameboards

C (1)Seat

subassembly

D (2)Frontlegs

B (1)Ladder-backsubassembly

E (4)Leg

supports

AALadder-backLadder-back

chairchair

I (1)Seat

cushion

H (1)Seat

frame

G (4)Backslats

F (2)Backlegs


Master Production ScheduleMaster Production Schedule

200

Ladder-back chair

Kitchen chair

Desk chair

1 2

April May

670670

3 4 5 6 7 8

200

150

120

200

150

200

120

Aggregate production plan for chair family

670670

Figure 15.4


Inventory RecordInventory Record Figure 15.5

Item: CDescription: Seat subassembly

Lot Size: 230 unitsLead Time: 2 weeks

Gross requirements 150150

1

230230

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8

00Scheduled receipts

Projected on-hand inventory

Planned receipts

Planned order releases

37

Week

0000






1

230230

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

Explanation:Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 – 150






1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

Explanation:Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 – 150 = 117 units.






1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000






1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

Projected on-hand inventory balance at end of week t

Inventory on hand at end of week t - 1

Gross requirements

in week t

Scheduled or planned receipts in

week t

= + –


Inventory RecordInventory RecordItem: CDescription: Seat subassembly



1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 – – 33 – – 33 ––153153 ––273273 ––273273

Figure 15.5

Projected on-hand inventory balance at end of week t

Inventory on hand at end of week t - 1

Gross requirements

in week t

Scheduled or planned receipts in

week t

= + –





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 ––33 – – 33 ––153153 – – 273273 – – 273273

Planned OrdersPlanned Orders Figure 15.6

Explanation:Without a new order in week 4, there will be a shortage of three units: 117 + 0 + 0 – 120 = – 3 units.





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117






1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230


Explanation:Adding the planned receipt brings the balance to 117 + 0 + 230230 – 120 = 227 units.





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230


Explanation:Offsetting for a two-week lead time puts the corresponding planned order release back to week 2.





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230

227227 7777 ––4343


Explanation:The first planned order lasts until week 7, when projected inventory would drop to – 43.





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230

227227 7777

230230


Explanation:Adding the second planned receipt brings the balance to 77 + 0 + 230230 – 120 = 187.





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230

227227 7777

230230


Explanation:Adding the second planned receipt brings the balance to 77 + 0 + 230230 – 120 = 187.

187187





1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230

227227 7777

230230

187187

230230


Explanation:The corresponding planned order release is for week 5.






1

230230

117117

00

2

00

00

3

00

120120

4

00

5

00

150150

6

00

120120

7

00

8



Planned receipts


37

Week

0000

117117 117117 227227

230230

230230

227227 7777

230230

187187

230230

187187


Lot-Sizing RulesLot-Sizing Rules


Lot-Sizing Rules — POQLot-Sizing Rules — POQ Figure 15.7


Lot Size: P = 3Lead Time: 2 weeks


1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

POQ lot

size

Gross requirements for weeks 4, 5, and 6

Inventory at end of week 3= –






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0 + 150)






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0 + 150) – 117






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0 + 150) – 117 = 153 units

153153






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0 + 150) – 117 = 153 units

153153

150150






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0 + 150) – 117 = 153 units

153153

150150

153153






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

(120 + 0) – 0 = 120 units

153153

150150

153153

150150 00 00 00

120120

120120






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

153153

150150

153153

150150 00 00 00

120120

120120


Lot-Sizing RulesLot-Sizing Rules


Lot-Sizing Rules—L4LLot-Sizing Rules—L4L Figure 15.8


Lot Size: L4LLead Time: 2 weeks


1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

L4L lot

size

Gross requirements in week 4

Inventory balance at end of week 3= –






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

= 120 – 117 = 3L4L lot

size






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

= 120 – 117 = 3L4L lot

size






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

3

0

= 120 – 117 = 3L4L lot

size






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

3

0 00






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

3

0

150

00

150






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

3

0

150

00

150

0

120

120






1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

3

3

0

150

00

150

0

120

120

0


Lot-Sizing Rule ComparisonLot-Sizing Rule Comparison The FOQ rule generates high average The FOQ rule generates high average

inventory because it creates remnants.inventory because it creates remnants.

The POQ rule reduces The POQ rule reduces average on-hand inventory average on-hand inventory because it does a better because it does a better job of matching order job of matching order quantity to requirements.quantity to requirements.

The L4L rule minimizes The L4L rule minimizes inventory investment inventory investment but maximizes the number of orders placed.but maximizes the number of orders placed.


MRP OutputsMRP Outputs

Figure 15.10

MRP MRP explosionexplosion



Figure 15.10

Material requirements plan

Action notices Releasing new orders Adjusting due dates

Priority reports Dispatch lists Supplier schedules

Capacity reports Capacity requirements planning Finite capacity scheduling Input-output control




Figure 15.10






Routings and time

standards







Figure 15.10


Manufacturing resources plan

Performance reports

Routings and time

standards







Figure 15.10


Manufacturing resources plan

Performance reportsCost and price data

Routings and time

standards



Figure 15.11

C (1)Seat

subassembly

H (1)Seat

frame

J (4)Seat-frame

boards

I (1)Seat

cushion


MRP ExplosionMRP ExplosionItem: Seat subassemblyLot size: 230 units

Lead time: 2 weeks


1

230230

117117

2 3

120120

4 5

150150

6

120120

7 8

Scheduled receipts


Planned receipts


37

Week

117117 117117

0 00 0

00 00 000 00 0

227 227 77 187 187

230230

230230

Figure 15.12


Figure 15.12

Item: Seat subassemblyLot size: 230 units

Lead time: 2 weeks


1 2 3

120120

4 5

150150

6

120120

7 8

Planned receipts


Week

0 00 0

230

230

230

230

MRP ExplosionMRP Explosion



Lead time: 2 weeks


1 2 3

120120

4 5

150150

6

120120

7 8

Planned receipts


Week

0 00 0

230

230

230

230


Item: Seat framesLot size: 300 units

Lead time: 1 week

Gross requirements

1

00

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


40

Week

00 00 00300 00 0

Item: Seat cushionLot size: L4L

Lead time: 1 week

Gross requirements

1

00

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


0

Week

00 00 000 00 0

Figure 15.12



Lead time: 2 weeks


1 2 3

120120

4 5

150150

6

120120

7 8

Planned receipts


Week

0 00 0

230

230

230

230


Lead time: 1 week


1

00

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


40

Week

230

00 00 00300 00 0


Lead time: 1 week


1

00

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


0

Week

230

00 00 000 00 0

Usage quantity: 1 Usage quantity: 1


Figure 15.12



Lead time: 2 weeks


1 2 3

120120

4 5

150150

6

120120

7 8

Planned receipts


Week

0 00 0

230

230

230

230


Lead time: 1 week


1

00

2 3

00

4 5 6 7 8

Scheduled receipts


Planned receipts


40

Week

230 2300

00 00 00300 00 0


Lead time: 1 week


1

00

2 3

00

4 5 6 7 8

Scheduled receipts


Planned receipts


0

Week

230 2300

00 00 000 00 0

Usage quantity: 1 Usage quantity: 1


Figure 15.12



Lead time: 2 weeks


1 2 3

120120

4 5

150150

6

120120

7 8

Planned receipts


Week

0 00 0

230

230

230

230


Lead time: 1 week


1

00

4040

2 3

00

4 5

00

6

00

7 8

Scheduled receipts


Planned receipts


40

Week

110110 110110

230 2300 0

00 00 00300 00 0

110 180 180 180 180

300

300


Lead time: 1 week


1

00

00

2 3

00

4 5

00

6

00

7 8

Scheduled receipts


Planned receipts


0

Week

00 00

230 2300 0

00 00 000 00 0

0 0 0 0 0

230

230

230

230


Figure 15.12



Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

300

300


Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

230

230

230

230

00 00 00 00230 2300 000 00 00 00230 2300 0


Figure 15.12



Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

300

300


Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

230

230

230

230

00 00 00 00230 2300 000 00 00 00230 2300 0

Gross requirements

1

00

2 3 4 5 6 7 8

Scheduled receipts

Planned receipts


200

Week

00 00 000 00 0


Item: Seat-frame boardsLot size: 1500 units

Lead time: 1 week

Figure 15.12




Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

300

300


Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

230

230

230

230

00 00 00 00230 2300 000 00 00 00230 2300 0


1

00

2 3

12001200

4 5

00

6

00

7 8

Scheduled receipts

Planned receipts


200

Week

0 00 0

00 00 000 00 0



Lead time: 1 week

Usage quantity: 4

Figure 15.12




Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

300

300


Lead time: 1 week

Gross requirements

1 2 3 4 5 6 7 8

Planned receipts


Week

230

230

230

230

00 00 00 00230 2300 000 00 00 00230 2300 0


1

00

200200

2 3

12001200

4 5

00

6

00

7 8

Scheduled receipts

Planned receipts


200

Week

200200 200200

0 00 0

00 00 000 00 0

500 500 500 500 500

1500

1500



Lead time: 1 week

Figure 15.12



Solved Problem 1Solved Problem 1

Figure 15.19

LT = 2 LT = 3

LT = 3

A

B (3) C (1)

LT = 1

G (1)

LT = 3 LT = 6

LT = 3

LT = 1

D (1)D (1) E (2) F (1)

If there is no existing inventory, how many units of G, E and D must be purchased to produce 5 units of item A?


Solved Problem 2Solved Problem 2

Figure 15.20

A

B (1) C (2)

D (1)

LT = 2

LT = 1 LT = 2

LT = 3

Inventory Record Data

ITEMDATA CATEGORY B C D

Lot-sizing rule POQ (P=3) L4L FOQ = 500 unitsLead time 1 week 2 weeks 3 weeksScheduled receipts None 200 (week 1) NoneBeginning (on-hand) 20 0 425 inventory

The MPS for product A calls for the assembly dept to begin final assembly according to the following schedule: 100 units in week 2; 200 in week 4; 120 in week 6; 180 in week 7; and 60 units in week 8. develop a MRP for the next 8 weeks for items B, C and D, identifying any action notices that would be provided. The BOM for A is shown in Figure 15.20, and data for the inventory records are shown in the below Table .


Solved Problem 2Solved Problem 2Item: B Lot size: POQ (P = 3)Description: Lead time: 1 week


1

2020

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


20

Week

200200 200200

200

0 0 240 60 0

280

9 10

120 180 60

0 0

360

Figure 15.21

280 360


Solved Problem 2Solved Problem 2Item: C Lot size: L4LDescription: Lead time: 2 weeks


1

200200

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


0

Week

00 00

400

200

0 0 0 0 0

400

9 10

240 360 120

0 0

240 360 120

400 240 360 120

Figure 15.21


Solved Problem 2Solved Problem 2 Figure 15.21

Item: D Lot size: FOQ = 500 unitsDescription: Lead time: 3 weeks


1

425425

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


425

Week

2525 2525

240

285 425 305

500

9 10

360 120

500

360305 305 305

500 500


Action NoticeAction Notice


Action NoticeAction NoticeItem: Seat frame Lot size: 230 units

Lead time: 1 week


1

-190-190

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


40

Week

110110 110110

230

300

110 280 180 180 180

300

300

Figure 15.13


Action NoticeAction NoticeItem: Seat frame Lot size: 230 units

Lead time: 1 week


1

-190-190

2 3 4 5 6 7 8

Scheduled receipts


Planned receipts


40

Week

110110 110110

230

300

110 280 180 180 180

300

300

Action to be taken:Stockout projected for week 1.Reschedule open order in week 2 to week 1.

Figure 15.13


Exercise ) Calculate the Low Level Code and program the MRP for the below MPS.

MPS: A(100/10a week); K(60/9th w; 80/10th w) and; C(200/7th w). Scheduled Receipts (SR): D(300/4th w) e; B(1200/8th w). Stock A: OH = 200; SS = 160.

E: OH = 13000; SS = 1000. All others = 0.

BOM C: POQ = 3 weeks and LT = 2 w. K: FOQ = 200 and LT = 2 w up to the 3rd week; afterwards the lot size rules changes to L4L with LT = 1. L: FOQ of 1600 units supplied in 2 weeks till the 3rd week; afterwards the lot size rules changes to a FOQ of 800 units per week. All others: L4L with LT = 1 w.

1 2 3 4 5 6 7 8 9 10 GR SR OH-SS NR PR POR PS: NR (Net Requirement = GR less all available stocks)

A

B C D E(2)

F

K

L(2)

E (3)

A

B C D E(2)

F

K

L(2)

E (3)


Capacity RequirementsCapacity Requirements


Capacity RequirementsCapacity RequirementsDate: Week: 32Plant 01 Dept. 03: Lathe StationCapacity: 320 hours per week

Week

32 33 34 35 36 37

Planned hours 90 156 349 210 360 280

Actual hours

Total hours

Figure 15.14



Week

32 33 34 35 36 37

Planned hours 90 156 349 210 360 280

Actual hours 210 104 41 0 0 0

Total hours

Figure 15.14



Week

32 33 34 35 36 37

Planned hours 90 156 349 210 360 280

Actual hours 210 104 41 0 0 0

Total hours 300 260 390 210 360 280

Figure 15.14

4 lathes, 2 shifts per day

Actual hours of the scheduled receipts


Capacity RequirementsCapacity Requirements

Explanation:Projected capacity requirements exceed weekly hours of capacity.

Date: Week: 32Plant 01 Dept. 03: Lathe StationCapacity: 320 hours per week

Week

32 33 34 35 36 37

Planned hours 90 156 349 210 360 280

Actual hours 210 104 41 0 0 0

Total hours 300 260 390 210 360 280

Figure 15.14


Input-Output ReportInput-Output Report

Figure 15.15

Workstation: Rough Mill Week: 32Tolerance: 25 hours

Week Ending

28 29 30 31 32

PlannedActualCumulative deviation

PlannedActualCumulative deviation

Inputs

Outputs



Figure 15.15


Week Ending

28 29 30 31 32

Planned 160 155 170 160 165Actual 145 160 168 177Cumulative deviation – 15 – 10 – 12 + 5

Planned 170 170 160 160 160Actual 165 165 150 148Cumulative deviation – 5 –- 10 – 20 – 32

Inputs

Outputs



Figure 15.15


Week Ending

28 29 30 31 32


Planned 170 170 160 160 160Actual 165 165 150 148Cumulative deviation – 5 – 10 – 20 – 32

Inputs

Outputs

Explanation:Cumulative deviations between – 25 hours and + 25 hours are allowed.



Figure 15.15


Week Ending

28 29 30 31 32


Planned 170 170 160 160 160Actual 165 165 150 148Cumulative deviation – 5 – 10 – 20 – 32

Inputs

Outputs

Explanation:Cumulative deviation exceeds lower tolerance limit, indicating actual hours of output have fallen too far below planned hours of output and some action is required.

Explanation:Cumulative deviations between – 25 hours and + 25 hours are allowed.

Insufficient input or capacity


MRP IIMRP II

Inventory records Inventory transactions

Bills of materialsRoutings

Time standards


Master production schedule

Customer orders Forecasts

Figure 15.16


MRP IIMRP II Figure 15.16




Time standards









Time standards



Manufacturing resource planCost and

financial data







Time standards



Manufacturing resource planCost and

financial data

Purchasing reports

Financial/ accounting

reports

Sales and marketing

reports

Human resource reports

Manufacturing reports



Distribution Distribution Requirements PlanningRequirements Planning

Retail stores

Figure 15.17



Retail stores

Distribution centers

Figure 15.17



Retail stores

Distribution centers

Plants

Figure 15.17


DC 1DC 2

DC 3Direct sale

PLANT

requests

goods


...DRPNationwide Warehouses

MPS

A

CE

D(2) E(2)


Sales & Operations Sales & Operations ManagementManagement

MPSMPS

MRPMRP

Supplier Supplier ManagementManagement

DRPDRP

SupplierSupplier

Demand Demand managementmanagement

DRPDRP ClientsClientsFront end

Engine

Back end


DRPDRP

MRPMRP

Clientes, CDs, ...

Pedidos & previsões

MPS

OF, OM

Chão de Fábrica

Fornecedores

OC


MATÉRIA-PRIMA

Montagem Setorial A Parte C Parte D Parte E

Montagem Setorial B Montagem Setorial E

Montagem Final (fabricação)

Parte BParte A

Montagem Setorial C

Montagem Setorial DPlanejamento

das necessidades para materiais

(MRP)

7

Planejamento de recursos de distribuição

(DRP)

CLIENTES

Armazém da fábrica

Armazém Regional

Armazém Regional

Centro de Distribuição

(CD1)


(CD2)


(CD3)


(CD5)


(CD4)


(CD6)


Purchase Orders

MRP

MPS

DRP

Sales/Marketing Plan


Raw material

ProducerWholesalerDistributor

Retailer / Distributo

r

Final Customer

MRP/MRP II DRP DRP DRP

LogísticLogístic

DRP in the Supplying Chain


Warehouse Warehouse and Materials and Materials ManagementManagement

Shipments Shipments to clientsto clients

Plants and Plants and SuppliersSuppliers

Internal Internal Transport Transport

ExternalExternalTransport Transport

VendorsVendors

DemandDemand

Shipments to Shipments to Distribution Distribution

centercenter

DRPDRP


DRP EXAMPLEA plant located in Itajubá (MG) supplies three major regions, Rio,

São Paulo and Minas Gerais. In order to accomplish taht the plant has warehouses in the cities of Rio de Janeiro, Belo Horizonte and São Paulo. The tables below provides their demands, with the outlet Itajubá plant demand.

Sales Plan

Lot LT (w)

OH SS 1 2 3 4 5 6

Itajubá 800 1600 100 200 200 200 150 150 100

DC Rio 400 1 500 200 200 200 200 200 200 200 BH 500 1 200 200 200 200 200 200 200 SP 300 2 100 100 100 200 300 100

* The SP DC has 100 in transit units in the first week


DRP-RJ 1 2 3 4 5 6 Sales 200 200 200 200 200 200 TR OH 500/300 300/500 500/300 300/500 500/300 300/500 OH-SS 300/100 100/300 300/100 100/300 300/100 100/300 NR 100 100 100 Planned Receipt 400 400 400 Order Release 400 400 400 Lot= 400; LT=1 semana; SS=200 DRP-BH 1 2 3 4 5 6 Sales 200 200 200 200 200 TR OH 200 200/500 500/300 300/600 600/400 400/200 OH-SS 0 0/300 300/100 100/400 400/200 200/0 NR 200 100 Planned Receipt 500 500 Order Release 500 500 Lot= 500; LT = 1 semana; SS = 200


DRP-SP 1 2 3 4 5 6 Sales 100 200 300 100 TR 100 OH 100/200 200/100 100/200 200/200 200/200 200/100 OH-SS 0/100 100/0 0/100 100/100 100/100 100/0 NR 200 200 Planned receipts 300 300 Order Release 300 300 Lot= 300; LT=2 semana; SS=100 MPS (Itajubá Plant) 1 2 3 4 5 6 Sales 200 200 200 150 150 100 Order Release -RJ 400 400 400 Order Release -BH 500 500 Order Release -SP 300 300 Total Demand 1400 200 1400 150 550 100


Exercise) Supply a MPS plan able to satisfy the below demands: Sales Plan

Lot LT (w)

OH SS 1 2 3 4

Plant 400 200 100 100 50 150

DC A 300 1 200 200 200 200 B 400 2 200 200 200 200

In Transit (TR) = 50 units for DC A in 2nd week


Bill of ResourcesBill of Resources

Figure 15.18 (a)

Level 1Discharge

Level 2Intermediate care

Level 3Postoperative care

(Step down)


(Intensive)


(Testing)

Level 5Surgery


(Angiogram)




(Angiogram)

Figure 15.18

(b)

(a)

Level 1Discharge



(Step down)


(Intensive)


(Testing)

Level 5Surgery


(Angiogram)



Figure 15.18 (a)

Level 1Discharge



(Step down)


(Intensive)

Level 7Preoperative care

(Testing)

Level 5Surgery


(Angiogram)

Nurse(6 hr)

MD(1 hr)

Therapy(1 hr)

Bed(24 hr)

Lab(3 tests)

Kitchen(1 meal)

Pharmacy(10

medicines)

(b)


(Angiogram)

Chapter 15 - Resource Planning

Documents

Transcript of Chapter 15 - Resource Planning