chapter 12 resource planning
DESCRIPTION
Chapter 12 Resource Planning. Learning Objectives. Be Able To Apply Concepts Listed In Learning Goals Be Able To Use Formulas Listed In The Equation Summary of Chapter. Material Requirements Planning (MRP). MRP. Computer Based System - PowerPoint PPT PresentationTRANSCRIPT
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Chapter 12 Chapter 12
Resource Resource PlanningPlanning
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Learning Objectives
• Be Able To Apply Concepts Listed In Learning Goals
• Be Able To Use Formulas Listed In The Equation Summary of Chapter
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Material Requirements Planning (MRP)
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
MRP• Computer Based System
• Explodes Master Production Schedule (MPS) Into Required Amounts of Raw Materials & Subassemblies to Support MPS
• Nets Against Current Orders & Inventories to Develop Production & Purchased Material Ordering Schedules
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Objectives of MRP
• Improve Customer Service
• Reduce Inventory Investment
• Improve Plant Operating Efficiency
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Order ChangesOrder ChangesOrderOrder
PlanningPlanningReport Report
Elements of MRP
MRPMRPSystemSystem
Planned OrderPlanned OrderScheduleSchedule
InventoryInventoryTransaction DataTransaction Data
Bill ofBill of Materials FileMaterials File
MasterMasterProductionProductionScheduleSchedule
InventoryInventoryStatus FileStatus File
Service-PartsService-PartsOrders andOrders andForecastsForecasts
PerformancePerformance
Action Action NoticesNotices
Inputs Outputs
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MRP Computer Program• Begins With Number of End Items Needed• Add Service Parts Not Included in MPS• Explode MPS Into Gross Requirements by Consulting
Bill of Materials File• Modify Gross Requirements to Get Net Requirements:• Net Requirements = Gross Requirements
+ Allocated Inventory
+ Safety Stock
- Inventory On Hand• Offset Orders to Allow for Lead Time
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Material Requirements Material Requirements Plan InputsPlan Inputs
Bills ofmaterials
Engineeringand process
designs
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Material Requirements Material Requirements Plan InputsPlan Inputs
Bills ofmaterials
Engineeringand process
designs
Othersources
of demand
Authorizedmaster production
schedule
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Material Requirements Material Requirements Plan InputsPlan Inputs
Inventorytransactions
Inventoryrecords
Bills ofmaterials
Engineeringand process
designs
Othersources
of demand
Authorizedmaster production
schedule
![Page 11: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/11.jpg)
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Material Requirements Material Requirements Plan ExplosionPlan Explosion
Inventorytransactions
Inventoryrecords
Bills ofmaterials
Engineeringand process
designs
MRPMRPexplosionexplosion
Othersources
of demand
Authorizedmaster production
schedule
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Material Requirements Material Requirements Plan OutputPlan Output
Inventorytransactions
Inventoryrecords
Bills ofmaterials
Engineeringand process
designs
Materialrequirements
plan
MRPMRPexplosionexplosion
Othersources
of demand
Authorizedmaster production
schedule
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Bill of MaterialsBill of Materials
Seat cushion
Seat-frame boards
Front legs A
Ladder-back chair
Back legs
Leg supports
Back slats
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Bill of MaterialsBill of Materials
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
Level Code0
1
2
3
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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
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Inventory RecordInventory RecordItem: 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
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Inventory RecordInventory RecordItem: 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
Explanation:Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 – 150
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Inventory RecordInventory RecordItem: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
Explanation:Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 – 150 = 117 units.
![Page 19: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/19.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Inventory RecordInventory RecordItem: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
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
= + –
![Page 20: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/20.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Inventory RecordInventory RecordItem: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 – – 33 – – 33 ––153153 ––273273 ––273273
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
= + –
![Page 21: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/21.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 ––33 – – 33 ––153153 – – 273273 – – 273273
Planned OrdersPlanned OrdersExplanation:Without a new order in week 4, there will be a shortage of three units: 117 + 0 + 0 – 120 = – 3 units.
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
Planned OrdersPlanned OrdersExplanation:Adding the planned receipt brings the balance to 117 + 0 + 230230 – 120 = 227 units.
![Page 23: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/23.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
Planned OrdersPlanned OrdersExplanation:Adding the planned receipt brings the balance to 117 + 0 + 230230 – 120 = 227 units.
![Page 24: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/24.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
Planned OrdersPlanned OrdersExplanation:Offsetting for a two-week lead time puts the corresponding planned order release back to week 2.
![Page 25: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/25.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
Planned OrdersPlanned OrdersExplanation:Offsetting for a two-week lead time puts the corresponding planned order release back to week 2.
![Page 26: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/26.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
227227 7777 ––4343
Planned OrdersPlanned OrdersExplanation:The first planned order lasts until week 7, when projected inventory would drop to – 43.
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
227227 7777
230230
Planned OrdersPlanned OrdersExplanation:Adding the second planned receipt brings the balance to 77 + 0 + 230230 – 120 = 187.
![Page 28: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/28.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
227227 7777
230230
Planned OrdersPlanned OrdersExplanation:Adding the second planned receipt brings the balance to 77 + 0 + 230230 – 120 = 187.
187187
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
227227 7777
230230
187187
230230
Planned OrdersPlanned OrdersExplanation:The corresponding planned order release is for week 5.
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Planned OrdersPlanned OrdersItem: CDescription: Seat subassembly
Lot Size: 230 unitsLead Time: 2 weeks
Gross requirements 150150
1
230230
117117
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
117117 117117 227227
230230
230230
227227 7777
230230
187187
230230
187187
![Page 31: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/31.jpg)
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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.
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Safety StockSafety Stock
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MRP OutputsMRP OutputsMRP MRP
explosionexplosion
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MRP OutputsMRP Outputs
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
MRP MRP explosionexplosion
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
MRP OutputsMRP Outputs
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
MRP MRP explosionexplosion
Routings and time
standards
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
MRP OutputsMRP Outputs
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
MRP MRP explosionexplosion
Manufacturing resources plan
Performance reports
Routings and time
standards
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
MRP OutputsMRP Outputs
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
MRP MRP explosionexplosion
Manufacturing resources plan
Performance reportsCost and price data
Routings and time
standards
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To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
MRP ExplosionMRP ExplosionItem: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1
230230
117117
2 3
120120
4 5
150150
6
120120
7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
37
Week
117117 117117
0 00 0
00 00 000 00 0
227 227 77 187 187
230230
230230
![Page 39: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/39.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1 2 3
120120
4 5
150150
6
120120
7 8
Planned receipts
Planned order releases
Week
0 00 0
230
230
230
230
MRP ExplosionMRP Explosion
![Page 40: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/40.jpg)
To Accompany Ritzman & Krajewski Foundations of Operations Management, © 2003 Prentice Hall, Inc. All rights reserved.
Item: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1 2 3
120120
4 5
150150
6
120120
7 8
Planned receipts
Planned order releases
Week
0 00 0
230
230
230
230
MRP ExplosionMRP Explosion
Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements
1
00
2 3 4 5 6 7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
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
Projected on-hand inventory
Planned receipts
Planned order releases
0
Week
00 00 000 00 0
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Item: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1 2 3
120120
4 5
150150
6
120120
7 8
Planned receipts
Planned order releases
Week
0 00 0
230
230
230
230
Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements 00
1
00
2 3 4 5 6 7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
40
Week
230
00 00 00300 00 0
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements 00
1
00
2 3 4 5 6 7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
0
Week
230
00 00 000 00 0
Usage quantity: 1 Usage quantity: 1
MRP ExplosionMRP Explosion
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Item: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1 2 3
120120
4 5
150150
6
120120
7 8
Planned receipts
Planned order releases
Week
0 00 0
230
230
230
230
Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements 00
1
00
2 3
00
4 5 6 7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
40
Week
230 2300
00 00 00300 00 0
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements 00
1
00
2 3
00
4 5 6 7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
0
Week
230 2300
00 00 000 00 0
Usage quantity: 1 Usage quantity: 1
MRP ExplosionMRP Explosion
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Item: Seat subassemblyLot size: 230 units
Lead time: 2 weeks
Gross requirements 150150
1 2 3
120120
4 5
150150
6
120120
7 8
Planned receipts
Planned order releases
Week
0 00 0
230
230
230
230
Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements 00
1
00
4040
2 3
00
4 5
00
6
00
7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
40
Week
110110 110110
230 2300 0
00 00 00300 00 0
110 180 180 180 180
300
300
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements 00
1
00
00
2 3
00
4 5
00
6
00
7 8
Scheduled receipts
Projected on-hand inventory
Planned receipts
Planned order releases
0
Week
00 00
230 2300 0
00 00 000 00 0
0 0 0 0 0
230
230
230
230
MRP ExplosionMRP Explosion
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Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
300
300
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
230
230
230
230
00 00 00 00230 2300 000 00 00 00230 2300 0
MRP ExplosionMRP Explosion
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Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
300
300
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
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
Planned order releases
200
Week
00 00 000 00 0
Projected on-hand inventory
Item: Seat-frame boardsLot size: 1500 units
Lead time: 1 week
MRP ExplosionMRP Explosion
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Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
300
300
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
230
230
230
230
00 00 00 00230 2300 000 00 00 00230 2300 0
Gross requirements 00
1
00
2 3
12001200
4 5
00
6
00
7 8
Scheduled receipts
Planned receipts
Planned order releases
200
Week
0 00 0
00 00 000 00 0
Projected on-hand inventory
Item: Seat-frame boardsLot size: 1500 units
Lead time: 1 week
Usage quantity: 4
MRP ExplosionMRP Explosion
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Item: Seat framesLot size: 300 units
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
300
300
Item: Seat cushionLot size: L4L
Lead time: 1 week
Gross requirements
1 2 3 4 5 6 7 8
Planned receipts
Planned order releases
Week
230
230
230
230
00 00 00 00230 2300 000 00 00 00230 2300 0
Gross requirements 00
1
00
200200
2 3
12001200
4 5
00
6
00
7 8
Scheduled receipts
Planned receipts
Planned order releases
200
Week
200200 200200
0 00 0
00 00 000 00 0
500 500 500 500 500
1500
1500
Projected on-hand inventory
Item: Seat-frame boardsLot size: 1500 units
Lead time: 1 week
MRP ExplosionMRP Explosion
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CRP
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CRP
• Tests MPS for Feasibility• Utilizes Routings to Determine
Labor/Machine Loads• If Schedule Feasible, Recommends
Freezing• If Schedule Overloads Resources,
Points Out Processes That Are Overscheduled
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Load Schedules
• Compares Actual Labor and Machine Hours Against Available Hours
• Offsets Schedules Between Successive Stages of Production by Lead Times
• Provides Feasible MPS and Economically Loaded Work Centers
• Promotes System Operating Efficiency ... Lowers Costs!
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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
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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 210 104 41 0 0 0
Total hours
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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 210 104 41 0 0 0
Total hours 300 260 390 210 360 280
![Page 54: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/54.jpg)
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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
![Page 55: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/55.jpg)
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MRP IIMRP II
Inventory records Inventory transactions
Bills of materialsRoutings
Time standards
MRPMRPexplosionexplosion
Master production schedule
Customer orders Forecasts
Figure 12.11
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MRP IIMRP II Figure 12.11
Material requirements plan
Inventory records Inventory transactions
Bills of materialsRoutings
Time standards
MRPMRPexplosionexplosion
Master production schedule
Customer orders Forecasts
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MRP IIMRP II Figure 12.11
Material requirements plan
Inventory records Inventory transactions
Bills of materialsRoutings
Time standards
MRPMRPexplosionexplosion
Master production schedule
Manufacturing resource planCost and
financial data
Customer orders Forecasts
![Page 58: Chapter 12 Resource Planning](https://reader035.vdocuments.us/reader035/viewer/2022062321/56812a68550346895d8debb9/html5/thumbnails/58.jpg)
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MRP IIMRP II Figure 12.11
Material requirements plan
Inventory records Inventory transactions
Bills of materialsRoutings
Time standards
MRPMRPexplosionexplosion
Master production schedule
Manufacturing resource planCost and
financial data
Purchasing reports
Financial/ accounting
reports
Sales and marketing
reports
Human resource reports
Manufacturing reports
Customer orders Forecasts
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Distribution Distribution Requirements PlanningRequirements Planning
Retail stores
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Distribution Distribution Requirements PlanningRequirements Planning
Retail stores
Distribution centers
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Distribution Distribution Requirements PlanningRequirements Planning
Retail stores
Distribution centers
Plants
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Bill of ResourcesBill of Resources
(a)
Level 1Discharge
Level 2Intermediate care
Level 3Postoperative care
(Step down)
Level 4Postoperative care
(Intensive)
Level 7Postoperative care
(Testing)
Level 5Surgery
Level 6Postoperative care
(Angiogram)
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Bill of ResourcesBill of Resources
Level 6Postoperative care
(Angiogram)
(b)
(a)
Level 1Discharge
Level 2Intermediate care
Level 3Postoperative care
(Step down)
Level 4Postoperative care
(Intensive)
Level 7Postoperative care
(Testing)
Level 5Surgery
Level 6Postoperative care
(Angiogram)
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Bill of ResourcesBill of Resources
Level 6Postoperative care
(Angiogram)
(b)
(a)
Level 1Discharge
Level 2Intermediate care
Level 3Postoperative care
(Step down)
Level 4Postoperative care
(Intensive)
Level 7Postoperative care
(Testing)
Level 5Surgery
Level 6Postoperative care
(Angiogram)
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Bill of ResourcesBill of Resources
(a)
Level 1Discharge
Level 2Intermediate care
Level 3Postoperative care
(Step down)
Level 4Postoperative care
(Intensive)
Level 7Postoperative care
(Testing)
Level 5Surgery
Level 6Postoperative care
(Angiogram)
Nurse(6 hr)
MD(1 hr)
Therapy(1 hr)
Bed(24 hr)
Lab(3 tests)
Kitchen(1 meal)
Pharmacy(10
medicines)
(b)
Level 6Postoperative care
(Angiogram)