Professional Documents
Culture Documents
Resource Planning
Resource Planning
Dr. S. S. Bhakar
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 1500
Bicycles
500
Rims
1000
1000
500
0 | 1 | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 Order 1000 on day 3 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 Order 1000 on day 3 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 Order 1000 on day 3 Order 1000 on day 8 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 Order 1000 on day 3 Order 1000 on day 8 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Demand Patterns
2000 2000 1500 Order 1000 on day 3 Order 1000 on day 8 1500
Bicycles
500
Rims
Reorder point | | | | | | | | 5 10 Day
1000
1000
500
0 | 1 (b) | | | | | 5 Day | | | | 10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bills of materials
Figure 12.2
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bills of materials
Figure 12.2
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory transactions
Inventory records
Bills of materials
Figure 12.2
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory transactions
Inventory records
MRP explosion
Bills of materials
Figure 12.2
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory transactions
Inventory records
MRP explosion
Bills of materials
Bill of Materials
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bill of Materials
Back slats Seat cushion
Seat-frame boards
A Ladder-back chair
Figure 12.3
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bill of Materials
A Ladder-back chair
Back slats
Seat cushion
Leg supports
F (2) Back legs G (4) Back slats H (1) Seat frame I (1) Seat cushion
Seat-frame boards
Back legs
Front legs
A Ladder-back chair
Figure 12.3
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Figure 12.4
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
Explanation: Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 150
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
Explanation: Gross requirements are the total demand for the two chairs. Projected on-hand inventory in week 1 is 37 + 230 150 = 117 units.
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Inventory Record
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
153
273
273
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: Seat subassembly Without a new order in week 4, there will be a shortage of three units: 117 + 0 + 0 120 = 3 units. 1 2
Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 0 Week 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
153
273
273
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: Seat subassembly Adding the planned receipt brings the balance to 117 + 0 + 230 120 = 227 units.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: Seat subassembly Adding the planned receipt brings the balance to 117 + 0 + 230 120 = 227 units.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.5
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: a two-week lead Offsetting for Seat subassembly time puts the corresponding planned order release back to week 2.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: a two-week lead Offsetting for Seat subassembly time puts the corresponding planned order release back to week 2.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C TheDescription: Seat order lasts first planned subassembly until week 7, when projected inventory would drop to 43.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
227
77
43
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: Seat subassembly Adding the second planned receipt brings the balance to 77 + 0 + 230 120 = 187.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
227
77
230
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C Description: Seat subassembly Adding the second planned receipt brings the balance to 77 + 0 + 230 120 = 187.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
227
77
187
230
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Explanation: Item: C TheDescription: Seat subassembly corresponding planned order release is for week 5.
1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 Week 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
227
77
187
230
230
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Planned Orders
Item: C Description: Seat subassembly Week 1 Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 150 2 0 3 0 4 120 5 0 6 150 7 120
Figure 12.6
Lot Size: 230 units Lead Time: 2 weeks
8 0
230
117
117
117
227
227
77
187
187
230
230
230
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Safety Stock
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Safety Stock
Figure 12.7
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MRP Outputs
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MRP Outputs
MRP explosion
Figure 12.8
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Outputs
MRP explosion
Figure 12.8
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Outputs
MRP explosion
Capacity reports Capacity requirements planning Finite capacity scheduling Input-output control
Figure 12.8
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Outputs
MRP explosion
Capacity reports Capacity requirements planning Finite capacity scheduling Input-output control
Figure 12.8
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Outputs
MRP explosion
Capacity reports Capacity requirements planning Finite capacity scheduling Input-output control
Figure 12.8
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Week Lead time: 2 weeks Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 37 1 150 2 0 3 0 4 120 5 0 6 150 7 120 8 0
230
117
117
117
227
227
77
187
187
230
230
230
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Lead time: 2 weeks Gross requirements Planned receipts Planned order releases 230 1 150 2 0 3 0 4 120 230
230
230
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Lead time: 2 weeks Gross requirements Planned receipts Planned order releases 230 1 150 2 0 3 0 4 120 230
230
230
Item: Seat frames Lot size: 300 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 40 inventory Planned receipts Planned order releases 0 300 0 0 0 0 0 0 1 2 3 4 5 6 7 8
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 0 0 0 0 0 0 0 0 0 1 2 3 4 5 6 7 8
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Lead time: 2 weeks Gross requirements Planned receipts Planned order releases 230 1 150 2 0 3 0 4 120 230
230
230
Usage quantity: 1
Item: Seat frames Lot size: 300 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 40 inventory Planned receipts Planned order releases 1 0 2 230 3 4 5 6 7 8 Lead time: 1 week Gross requirements 0 0 0 0 0 0 Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 0 1 0 2 230 3 Item: Seat cushion Lot size: L4L
Usage quantity: 1
Week 4 5 6 7 8
300
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Lead time: 2 weeks Gross requirements Planned receipts Planned order releases 230 1 150 2 0 3 0 4 120 230
230
230
Usage quantity: 1
Item: Seat frames Lot size: 300 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 40 inventory Planned receipts Planned order releases 1 0 2 230 3 0 4 0 5 230 6 7 8 Lead time: 1 week Gross requirements 0 0 0 Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 0 1 0 2 230 3 0 Item: Seat cushion Lot size: L4L
Usage quantity: 1
Week 4 0 5 230 6 7 8
300
Figure 12.96
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat subassembly Lot size: 230 units Lead time: 2 weeks Gross requirements Planned receipts Planned order releases 230 1 150 2 0 3 0 4 120 230
230
230
Item: Seat frames Lot size: 300 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 40 inventory Planned receipts Planned order releases 300 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand inventory Planned receipts Planned order releases 230 0 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
300
40
110
110
110
180
180
180
180
300
230
230
230
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat frames Lot size: 300 units Lead time: 1 week Gross requirements Planned receipts Planned order releases 300 Week 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0 300
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Planned receipts Planned order releases 230 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
230
230
230
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat frames Lot size: 300 units Lead time: 1 week Gross requirements Planned receipts Planned order releases 300 Week 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0 300
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Planned receipts Planned order releases 230 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
230
230
230
Item: Seat-frame boards Lot size: 1500 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 200 inventory Planned receipts Planned order releases 0 0 0 0 0 0 0 0 1 2 3 4 5 6 7 8
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat frames Lot size: 300 units Lead time: 1 week Gross requirements Planned receipts Planned order releases 300 Week 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0 300
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Planned receipts Planned order releases 230 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
230
230
230
Usage quantity: 4
Item: Seat-frame boards Lot size: 1500 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 200 inventory Planned receipts Planned order releases 1 0 2 0 3 0 4 1200 5 0 6 0 7 0 8 0
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP Explosion
Item: Seat frames Lot size: 300 units Lead time: 1 week Gross requirements Planned receipts Planned order releases 300 Week 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0 300
Item: Seat cushion Lot size: L4L Week Lead time: 1 week Gross requirements Planned receipts Planned order releases 230 1 0 2 230 3 0 4 0 5 230 6 0 7 0 8 0
230
230
230
Item: Seat-frame boards Lot size: 1500 units Week Lead time: 1 week Gross requirements Scheduled receipts Projected on-hand 200 inventory Planned receipts Planned order releases 1500 1 0 2 0 3 0 4 1200 5 0 6 0 7 0 8 0
200
200
200
500
500
500
500
500
1500
Figure 12.9
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Capacity Requirements
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Capacity Requirements
Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week 32 Planned hours Actual hours Total hours 90 33 156 34 349 35 210 36 360 37 280 Week: 32
Figure 12.10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Capacity Requirements
Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week 32 Planned hours Actual hours Total hours 90 210 33 156 104 34 349 41 35 210 0 36 360 0 37 280 0 Week: 32
Figure 12.10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Capacity Requirements
Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week 32 Planned hours Actual hours Total hours 90 210 300 33 156 104 260 34 349 41 390 35 210 0 210 36 360 0 360 37 280 0 280 Week: 32
Figure 12.10
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Capacity Requirements
Date: Plant 01 Dept. 03: Lathe Station Capacity: 320 hours per week Week 32 Planned hours Actual hours Total hours 90 210 300 33 156 104 260 34 349 41 390 35 210 0 210 36 360 0 360 37 280 0 280 Explanation: Projected capacity requirements exceed weekly hours of capacity.
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Week: 32
Figure 12.10
MRP II
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP II
Customer orders Forecasts Master production schedule
Figure 12.11
MRP explosion
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP II
Customer orders Forecasts Master production schedule
Figure 12.11
MRP explosion
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP II
Customer orders Forecasts Master production schedule
Figure 12.11
MRP explosion
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
MRP II
Customer orders Forecasts Master production schedule
Figure 12.11
MRP explosion
Purchasing reports
Manufacturing reports
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Figure 12.12
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Distribution centers
Figure 12.12
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Distribution centers
Plants
Figure 12.12
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Bill of Resources
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Bill of Resources
Level 1 Discharge
Level 5 Surgery
Figure 12.13
(a)
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bill of Resources
Level 6 Postoperative care (Angiogram)
Level 1 Discharge
(b)
Level 5 Surgery
Figure 12.13
(a)
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bill of Resources
Level 6 Postoperative care (Angiogram)
Level 1 Discharge
(b)
Level 5 Surgery
Figure 12.13
(a)
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Bill of Resources
Level 6 Postoperative care (Angiogram)
Level 1 Discharge
Nurse (6 hr)
MD (1 hr)
Therapy (1 hr)
Lab (3 tests)
Kitchen (1 meal)
(b)
Level 5 Surgery
Figure 12.13
(a)
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Solved Problem 1
A LT = 1 B (3) LT = 2 D (1) LT = 3 E (2) LT = 6 F (1) LT = 1 G (1)
Figure 12.14
C (1) LT = 3 D (1) LT = 3
LT = 3
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Solved Problem 2
B (1)
Table 12.1
A LT = 2 C (2) LT = 2 D (1)
D FOQ = 500 units 3 weeks None 425
LT = 1
Inventory Record Data
DATA CATEGORY Lot-sizing rule Lead time Scheduled receipts Beginning (on-hand) inventory
LT = 3
Figure 12.15
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Solved Problem 2
Item: B Description: Week 1 Gross requirements Scheduled receipts Projected on-hand 20 inventory Planned receipts Planned order releases 280 20 200 200 0 0 240 60 0 2 100 3 4 200 5 6 120 7 180 8 60
Figure 12.16
Lot size: POQ (P = 3) Lead time: 1 week
10
280
360
360
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Solved Problem 2
Item: C Description: Week 1 Gross requirements Scheduled receipts Projected on-hand 0 inventory Planned receipts Planned order releases 400 200 2 200 3 4 400 5 6 240 7 360 8 120
Figure 12.16
Lot size: L4L Lead time: 2 weeks
10
200
400
240
360
120
240
360
120
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.
Solved Problem 2
Item: D Description: Week 1 Gross requirements Scheduled receipts Projected on-hand 425 inventory Planned receipts Planned order releases 500 500 425 25 25 285 425 305 305 305 2 400 3 4 240 5 360 6 120 7 8
Figure 12.16
Lot size: FOQ = 500 units Lead time: 3 weeks
10
360
305
500
500
To Accompany Ritzman & Krajewski Foundations of Operations Management, 2003 Prentice Hall, Inc. All rights reserved.