material management 1
TRANSCRIPT
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Present By
Rakesh Raut Ph.D. Scholar (SCM)
National Institute of Industrial Engineering(NITIE), Vihar Lake, Mumbai-400 087
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Introduction to Materials Management
Chapter 1
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Wealth What is it? Where does it come from? Adding value
– Designing the process– Managing the process
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Wealth
Natural resources Transformation Conversion Managing the process Services
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Operating Environment
Government– regulations– safety
Economy– effects demand– shortages and surpluses
Competition is now global– reduced costs of transportation– communications, reduced costs and
increased speed
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Operating Environment continued Customers demand
– Lower prices– Improved quality– Reduced lead time– Improved pre-sale and after-sale service– Product and volume flexibility
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Quality
Order Qualifiers:– customer requirements for price, quality,
delivery, etc Order Winners:
– those characteristics that persuade customers to select a product or service
“Today’s order winners are tomorrows order qualifiers”
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Manufacturing Strategy
Figure 1.1 Manufacturing strategy and lead time
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Engineer-to-Order
Manufacturer does not start until the order is received
Custom designs Unique products
Long lead time Inventory purchased after order is
received
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Make-to-Order
Manufacturer does not start until the order is received
Often uses standard components Little design time Lead time is reduced Inventory held as raw materials
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Assemble-to-Order
Manufacturer inventories standard components
No design time required Assembly only required
Shorter lead time Inventory held as standard components
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Make-to-Stock
Manufacturer produces the goods in anticipation of customer demand
Little customer involvement with design
Shortest lead time Inventory held as finished goods
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The Supply Chain Concept
Figure 1.2 Supply-production-distribution system
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The Supply Chain Concept
Includes all activities and processes to supply a product or service to the customer
Links many companies Has a number of supplier/customer
relationships May contain intermediaries such as:
wholesalers, warehouses and retailers
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Historical Perspective
In the past there were well defined and rigid boundaries between organizations
JIT viewed suppliers as partners– mutual analysis for cost reduction– mutual product design– greatly reduced inventory– improved communications (internet, EDI)
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Growth of Supply Chain Concept
Integrated systems (ERP) and the sharing of information
Global competition and supply Flexible designs - reduced product life
cycles JIT approach to interorganizational
relations Subcontracting or outsourcing work
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Current Supply Chain Concept
Manage the flow of materials Share information through the internet Transfer funds electronically
Recover, recycle or reuse materials
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Conflicts in Traditional Systems
Company main objectives
1. Best customer service
2. Lowest production costs
3. Lowest inventory investment
4. Lowest distribution costs
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Conflicts in Traditional Systems
Figure 1.3 Conflicting Objectives
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Conflicts in Traditional Systems
Marketing Production Finance
Objective High Revenue Low Cost Cash Flow
Implications
Customer Service High Low Low
Production Disruptions Many Few Few
Inventories High High Low
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Materials Management
Planning and controlling the flow of materials
Objectives:– Maximize the use of the firms resources– Provide the required level of customer
service
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Company Objectives
Income = Revenue - Expense
Need to increase income with:– Best customer service– Lowest production costs– Lowest inventory investment– Lowest distribution costs
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Materials Managementand Profits
Direct labor Direct material
– Varies with volume sold
Overhead– Does not vary with volume sold
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Materials Managementand Profits (continued)
Dollars % of Sales
Sales Revenue $1,000,000 10
Cost of Goods SoldDirect Material $500,000 50
Direct Labour $200,000 20
Overhead $200,000 20
Total Cost of Goods Sold $900,000 90
Gross Profit $100,000 10
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Materials Managementand Profits (continued) Reduce Materials by 10% and Labor by 5%
Dollars % of Sales
Sales Revenue $1,000,000 10
Cost of Goods SoldDirect Material $450,000 45
Direct Labour $190,000 19
Overhead $200,000 20
Total Cost of Goods Sold $840,000 84
Gross Profit $160,000 16 Profit has increased 60%
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Materials Managementand Profits (continued) To get the same result (+ 60% profit) through Sales
Dollars % of Sales
Sales Revenue $1,200,000 10
Cost of Goods SoldDirect Material $600,000 50
Direct Labour $240,000 20
Overhead $200,000 20
Total Cost of Goods Sold $1,040,000 87
Gross Profit $160,000 13 Sales must increase by 20%
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Manufacturing Planning and Control
Planning and controlling the flow of materials through the manufacturing process through:– Production Planning– Implementation and Control– Inventory Management
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Production Planning To meet the demands of the marketplace Establish priorities Ensure capacity
Activities– Forecasting– Master Planning– Materials Requirements Planning– Capacity Planning
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Implementation and Control
Putting into action and achieving the plans– (made by production planning)
Production Activity Control– Shop Floor Control
Purchasing
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Inventory Management
To support production (Raw Materials) or as a result of production (Finished Goods)
Provide a buffer against the differences in demand rates and production rates
How much is enough?
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Inventory Turns
Inventory Turns Ratio = Annual Cost of Goods Sold
Average Inventory in Dollars
Example: If the annual cost of goods sold is $1 million dollars and the average inventory is $500,000, then:
Inventory Turns = $1,000,000 = 2
$500,000
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Inventory Turns Example Problem
a. What will be the Inventory Turns Ratio if the annual C of GS is $24 million and the average inventory is $6 million?
b. What would be the reduction in inventory if turns were increased to 12 times per year?
c. If the cost of carrying inventory is 25% of the average inventory what will the annual savings be?
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Inventory Turns Example Problem
a. Inventory Turns = annual C of G Saverage inventory
= $24,000,000 $6,000,000
= 4 turns per year
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Inventory Turns Example Problem (continued)
b. Average Inventory = annual C of G S inventory turns
= $24,000,000 12
=$2,000,000
Inventory Reduction = $6,000,000 - $2,000,000 = $4,000,000
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Inventory Turns Example Problem (continued)
c. Reduction in Inventory = $4,000,000
Annual Savings = $4,000,000 x .25
= $1,000,000
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Inputs to the Manufacturing Planning and Control System
1. Product description
2. Process specifications
3. Time needed
4. Available facilities
5. Quantity required
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Product Description
Engineering Drawings– Specifications
Bill of Material– Components used to make the product– Sub-assemblies at stages of production
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Process Specifications
Recorded on a Route Sheet Describe how the product is made
– Operations required to make the product– Sequence of operations– Equipment and accessories required– Standard time to perform each operation
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Time Needed to Perform Operations
Expressed as Standard Time– An average operator, working at a normal
pace– Obtained from the Routing File
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Available Facilities
What equipment is available What labor is available Obtained from the Work Center File
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Quantities Required
Information from– Forecasts– Customer Orders– Production Planning
Expressed in the Shop Order
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Physical Supply / Distribution
All the activities involved in moving goods – from the supplier to the beginning of the
production process– from the end of the process to the customer
Transportation • Distribution Inventory Warehousing • Packaging Order Entry • Materials Handling
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Supply Chain Metrics
Metric - a verifiable measure Used to:
– communicate expectations– identify problems– direct action– motivate people
Must be timely
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Challenges
1. Customers are never satisfied
2. Supply chains are large
3. Product life cycles are getting shorter
4. Lots of data
5. Narrow profit margins
6. Increasing number of alternatives
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Metrics Performance measures
– Quantified and objective– Contain two parameters
• e.g. Orders per day, Sales per person
Performance standards– Sets the goals– Establishes controls
• Performance standards sets the goal. Performance measure say how close you came.
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Metrics
Strategy
CustomerStrategic Metrics Operational
Focus
Standard
Figure 1.4 Metrics context
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Metrics Program
1. Establish company goals and objectives
2. Define performance
3. State the measurement
4. Set performance standards
5. Educate the users
6. Apply consistently
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Materials ManagementA Balancing Act
CustomerService
Costof the
Service
Inventory Transportation
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Chapter 1 Summary
Manufacturing creates wealth Must make the best use of
– labor, materials and capital
Need to plan the flow of materials– into, through and out of production
Three elements in a material flow system:– supply, manufacturing and distribution
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Chapter 1 Summary (continued)
Need to balance– Customer service with the cost of
supplying the service
There are three basic ways to organize manufacturing processes:– flow, intermittent and project– determined by the: item, production rate
and range of products
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Chapter 1 Summary (continued)
Each manufacturing system requires the planning of materials
Need the right material at the right place at the right time
Metrics will help with control and to meet the goals of the company
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Q & AQ & A
Questions Questions
& &
Answers Answers
THANK YOU All
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