Professional Documents
Culture Documents
Apics Cpim Pt+1 Mod+1 Secg
Apics Cpim Pt+1 Mod+1 Secg
REQUIREMENTS PLANNING
Section G Introduction
Objectives of MRP
Planning Control
Process: time-phased priority plan with proposed release and receipt dates.
Outputs: purchase orders to suppliers (via purchasing) and CRP-validated
manufacturing orders to shop floor.
Section G ■ 5 © 2020 APICS Confidential and Proprietary
Topic 2: Bills of Material
Single-Level BOMs
▪ Data in only one place, available for multiple products.
▪ Each part can have its own single-level BOM.
(Part 202 is a child of Part 100.)
Can expand
Can’t expand
Section G ■ 10 © 2020 APICS Confidential and Proprietary more (purchased)
Topic 2: Bills of Material
POR Exercise 1
Quantity per parent What is the cumulative
in all cases = 1 lead time for item B?
Item Week
number Planned order 1 2 3 4 5
Receipt 50
B Release 50
Receipt
C Release
Receipt 50
D Release 50
Receipt
E Release
Receipt
F Release
Wk = Week; LT = lead time
Section G ■ 21 © 2020 APICS Confidential and Proprietary
Topic 3: MRP Logic
POR Exercise 2
Quantity per parent
in all cases = 1
Item Week
number Planned order 1 2 3 4 5
Receipt 200
X Release
Receipt
Y Release
Receipt
Z Release
Receipt
W Release
Receipt
V Release
Wk = Week; LT = lead time
Section G ■ 22 © 2020 APICS Confidential and Proprietary
Topic 3: MRP Logic
Projected Available
Projected Available = Prior Projected
Available + Scheduled Receipts + Planned
Order Receipts − Gross Requirements
Part C,
Week 3:
7+0+0
−4=3
Part E,
Week 2:
4+5+0
−0=9
Net Requirements =
Gross Requirements − Scheduled Receipts − Prior Projected
Available
Part C, Week 5:
4−0−3=1
Part G, Week 3:
16 − 0 − 13 = 3
Completed MRP
Lot size rule =
5 units
Part E, Week 4,
projected available:
1+0+5−4=2
MRP in Lean
▪ MRP is inherently push; lean is pull, uses kanban.
▪ Lean may have push components and use MRP for items
with longer lead times than customer lead times.
▪ Daily (sometimes weekly) time buckets.
▪ Very low or zero inventory.
▪ Lot-for-lot: very low lot sizes.
▪ Gross requirement and production may be in same period.
▪ Simplify and flatten BOMs (e.g., since cellular effectively
creates one big work center).
Order Control
▪ Releasing is decision point: commit money or time.
▪ Release in action bucket: deletes planned order/receipt, replaces with
scheduled receipt.
▪ Firm planned order to reduce system nervousness.