Quản trị kinh doanh - Chapter 15: Resource planning

Chapter 15Resource PlanningLecture OutlineMaterial Requirements Planning (MRP)Capacity Requirements Planning (CRP)Enterprise Resource Planning (ERP)Customer Relationship Management (CRM)Supply Chain Management (SCM)Product Lifecycle Management (PLM)Copyright 2011 John Wiley & Sons, Inc.15-2ResourcePlanning for ManufacturingCopyright 2011 John Wiley & Sons, Inc.15-3Material Requirements Planning (MRP)Computerized inventory control and production planning systemWhen to use MRP?Dependent demand itemsDiscrete demand itemsComplex productsJob shop productionAssemble-to-order environmentsCopyright 2011 John Wiley & Sons, Inc.15-4Demand CharacteristicsCopyright 2011 John Wiley & Sons, Inc.15-5 1 2 3 4 5 Week400 –300 –200 –100 –No. of tablesContinuous demandM T W Th F M T W Th F400 –300 –200 –100 –No. of tablesDiscrete demandIndependent demand100 tablesDependent demand100 x 1 = 100 tabletops100 x 4 = 400 table legsMaterial Requirements PlanningCopyright 2011 John Wiley & Sons, Inc.15-6MaterialrequirementsplanningPlanned order releasesWork ordersPurchase ordersRescheduling noticesItemmaster fileProductstructure fileMaster production scheduleMRP Inputs and OutputsInputsMaster production scheduleProduct structure fileItem master fileOutputsPlanned order releasesWork ordersPurchase ordersRescheduling noticesCopyright 2011 John Wiley & Sons, Inc.15-7Master Production ScheduleDrives MRP process with a schedule of finished productsQuantities represent production not demandQuantities may consist of a combination of customer orders and demand forecastsQuantities represent what needs to be produced, not what can be producedQuantities represent end items that may or may not be finished productsCopyright 2011 John Wiley & Sons, Inc.15-8Copyright 2011 John Wiley & Sons, Inc.15-9Master Production Schedule PERIODMPS ITEM 1 2 3 4 5Pencil Case 125 125 125 125 125Clipboard 85 95 120 100 100Lapboard 75 120 47 20 17Lapdesk 0 50 0 50 0Product Structure FileCopyright 2011 John Wiley & Sons, Inc.15-10Product Structure15-11Copyright 2011 John Wiley & Sons, Inc.Top clip (1) Bottom clip (1)Pivot (1) Spring (1)Rivets (2)Finished clipboard Pressboard (1)ClipboardProduct Structure TreeCopyright 2011 John Wiley & Sons, Inc.15-12ClipboardLevel 0Level 1Level 2Spring (1)Bottom Clip (1)Top Clip (1)Pivot (1)Rivets (2)Clip Ass’y (1)Pressboard (1)Multilevel Indented BOMCopyright 2011 John Wiley & Sons, Inc.15-13 0 - - - - Clipboard ea 1 - 1 - - - Clip Assembly ea 1 - - 2 - - Top Clip ea 1 - - 2 - - Bottom Clip ea 1 - - 2 - - Pivot ea 1 - - 2 - - Spring ea 1 - 1 - - - Rivet ea 2 - 1 - - - Press Board ea 1LEVEL ITEM UNIT OF MEASURE QUANTITYSpecialized BOMsPhantom billsTransient subassembliesNever stockedImmediately consumed in next stageK-billsGroup small, loose parts under pseudo-item numberReduces paperwork, processing time, and file spaceCopyright 2011 John Wiley & Sons, Inc.15-14Specialized BOMsModular billsProduct assembled from major subassemblies and customer optionsModular bill kept for each major subassemblySimplifies forecasting and planningX10 automobile example3 x 8 x 3 x 8 x 4 = 2,304 configurations3 + 8 + 3 + 8 + 4 = 26 modular billsCopyright 2011 John Wiley & Sons, Inc.15-15Modular BOMsCopyright 2011 John Wiley & Sons, Inc.15-16 4-Cylinder (.40) Bright red (.10) Leather (.20) Grey (.10) Sports coupe (.20) 6-Cylinder (.50) White linen (.10) Tweed (.40) Light blue (.10) Two-door (.20) 8-Cylinder (.10) Sulphur yellow (.10) Plush (.40) Rose (.10) Four-door (.30) Neon orange (.10) Off-white (.20) Station wagon (.30) Metallic blue (.10) Cool green (.10) Emerald green (.10) Black (.20) Jet black (.20) Brown (.10) Champagne (.20) B/W checked (.10) X10 Automobile Engines Exterior color Interior Interior color Body (1 of 3) (1 of 8) (1 of 3) (1 of 8) (1 of 4)Time-phased BillsAn assembly chart shown against a time scaleCopyright 2011 John Wiley & Sons, Inc.15-17Time-phased BillsForward schedulingstart at today‘s date and schedule forward to determine the earliest date the job can be finished. If each item takes one period to complete, the clipboards can be finished in three periodsBackward schedulingstart at the due date and schedule backwards to determine when to begin work. If an order for clipboards is due by period three, we should start production nowCopyright 2011 John Wiley & Sons, Inc.15-18Item Master FileCopyright 2011 John Wiley & Sons, Inc.15-19DESCRIPTION INVENTORY POLICYItem Pressboard Lead time 1Item no. 7341 Annual demand 5000Item type Purch Holding cost 1Product/sales class Comp Ordering/setup cost 50Value class B Safety stock 0Buyer/planner RSR Reorder point 39Vendor/drawing 07142 EOQ 316Phantom code N Minimum order qty 100Unit price/cost 1.25 Maximum order qty 500Pegging Y Multiple order qty 1LLC 1 Policy code 3Copyright 2011 John Wiley & Sons, Inc.15-20Item Master FileOn hand 150 YTD usage/sales 1100Location W142 MTD usage/sales 75On order 100 YTD receipts 1200Allocated 75 MTD receipts 0Cycle 3 Last receipt 8/25Last count 9/5 Last issue 10/5Difference -2 Cost acct. 00754 Routing 00326 Engr 07142PHYSICAL INVENTORY USAGE/SALESCODESMRP ProcessesExploding the bill of materialNetting out the inventoryNettingthe process of subtracting on-hand quantities and scheduled receipts from gross requirements to produce net requirementsLot sizingdetermining the quantities in which items are usually made or purchasedTime-phasing requirementsCopyright 2011 John Wiley & Sons, Inc.15-21Copyright 2011 John Wiley & Sons, Inc.15-22MRP MatrixMRPCopyright 2011 John Wiley & Sons, Inc.15-23Master Production Schedule 1 2 3 4 5Clipboard 85 95 120 100 100Lapdesk 0 60 0 60 0Item Master File CLIPBOARD LAPDESK PRESSBOARDOn hand 25 20 150On order 175 (Period 1) 0 0 (sch receipt)LLC 0 0 1Lot size L4L Mult 50 Min 100Lead time 1 1 1MRPCopyright 2011 John Wiley & Sons, Inc.15-24Product Structure RecordClipboardLapdeskPressboard(2)Trim(3’)Beanbag(1)Glue(4 oz)Level 0Level 0Pressboard(1)Clip Ass’y(1)Rivets(2)Level 1Level 1Copyright 2011 John Wiley & Sons, Inc.15-25ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 Net Requirements Planned Order Receipts Planned Order Releases MRP - 1Copyright 2011 John Wiley & Sons, Inc.15-26MRP - 2ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 Net Requirements 0Planned Order Receipts Planned Order Releases (25 + 175) = 200 units available(200 - 85) = 115 on hand at the end of Period 1Copyright 2011 John Wiley & Sons, Inc.15-27ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20 Net Requirements 0 0 Planned Order Receipts Planned Order Releases 115 units available(115 - 85) = 20 on hand at the end of Period 2MRP - 3Copyright 2011 John Wiley & Sons, Inc.15-28ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20 0 Net Requirements 0 0 100 Planned Order Receipts 100 Planned Order Releases 100 20 units available(20 - 120) = -100 — 100 additional Clipboards are requiredOrder must be placed in Period 2 to be received in Period 3MRP - 4Copyright 2011 John Wiley & Sons, Inc.15-29ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Gross Requirements 85 95 120 100 100Scheduled Receipts 175Projected on Hand 25 115 20 0 0 0Net Requirements 0 0 100 100 100Planned Order Receipts 100 100 100Planned Order Releases 100 100 100Following the same logic Gross Requirements in Periods 4 and 5 develop Net Requirements, Planned Order Receipts, and Planned Order ReleasesMRP - 5Copyright 2011 John Wiley & Sons, Inc.15-30ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Gross Requirements 0 60 0 60 0Scheduled Receipts Projected on Hand 20 Net Requirements Planned Order Receipts Planned Order Releases MRP - 6Copyright 2011 John Wiley & Sons, Inc.15-31ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Gross Requirements 0 60 0 60 0Scheduled Receipts Projected on Hand 20 20 10 10 0 0Net Requirements 0 40 50Planned Order Receipts 50 50Planned Order Releases 50 50 Following the same logic, the Lapdesk MRP matrix is completed as shownMRP - 7Copyright 2011 John Wiley & Sons, Inc.15-32ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross Requirements Scheduled Receipts Projected on Hand 150 Net Requirements Planned Order Receipts Planned Order Releases ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100 ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50 MRP - 8Copyright 2011 John Wiley & Sons, Inc.15-33ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross Requirements 100 100 200 100 0Scheduled Receipts Projected on Hand 150 Net Requirements Planned Order Receipts Planned Order Releases ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100 ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50 MRP – 9x1x1x1x2x2Copyright 2011 John Wiley & Sons, Inc.15-34ITEM: PRESSBOARD LLC: 0 PERIODLOT SIZE: MIN 100 LT: 1 1 2 3 4 5Gross Requirements 100 100 200 100 0Scheduled Receipts Projected on Hand 150 50 50 0 0Net Requirements 50 150 100Planned Order Receipts 100 150 100Planned Order Releases 100 150 100 ITEM: CLIPBOARD LLC: 0 PERIODLOT SIZE: L4L LT: 1 1 2 3 4 5Planned Order Releases 100 100 100 ITEM: LAPDESK LLC: 0 PERIODLOT SIZE: MULT 50 LT: 1 1 2 3 4 5Planned Order Releases 50 50 MRP – 10x1x1x1x2x2Copyright 2011 John Wiley & Sons, Inc.15-35MRP - 11 PERIODITEM 1 2 3 4 5Clipboard 100 100 100Lapdesk 50 50Pressboard 100 150 100Planned Order ReportLot Sizing in MRP SystemsLot-for-lot ordering policyFixed-size lot ordering policyMinimum order quantitiesMaximum order quantitiesMultiple order quantitiesEconomic order quantityPeriodic order quantityCopyright 2011 John Wiley & Sons, Inc.15-36Advanced Lot Sizing Rules: L4LCopyright 2011 John Wiley & Sons, Inc.15-37Total cost of L4L = (4 X $60) + (0 X $1) = $240Advanced Lot Sizing Rules: EOQCopyright 2011 John Wiley & Sons, Inc.15-38minimum order quantityTotal cost of EOQ = (2 X $60) + [(10 + 50 + 40) X $1)] = $220Advanced Lot Sizing Rules: POQCopyright 2011 John Wiley & Sons, Inc.15-39periods worth of requirements Total cost of POQ = (2 X $60) + [(20 + 40) X $1] = $180Planned Order ReportCopyright 2011 John Wiley & Sons, Inc.15-40Item #2740 Date 9 - 25 - 05On hand 100 Lead time 2 weeksOn order 200 Lot size 200Allocated 50 Safety stock 50 SCHEDULED PROJECTEDDATE ORDER NO. GROSS REQS. RECEIPTS ON HAND ACTION 509-26 AL 4416 25 259-30 AL 4174 25 010-01 GR 6470 50 - 5010-08 SR 7542 200 150 Expedite SR 10-0110-10 CO 4471 75 7510-15 GR 6471 50 2510-23 GR 6471 25 010-27 GR 6473 50 - 50 Release PO 10-13Key: AL = allocated WO = work order CO = customer order SR = scheduled receipt PO = purchase order GR = gross requirementMRP Action ReportCopyright 2011 John Wiley & Sons, Inc.15-41ITEM DATE ORDER NO. QTY. ACTION#2740 10-08 7542 200 Expedite SR 10-01#3616 10-09 Move forward PO 10-07#2412 10-10 Move forward PO 10-05#3427 10-15 Move backward PO 10-25#2516 10-20 7648 100 De-expedite SR 10-30#2740 10-27 200 Release PO 10-13#3666 10-31 50 Release WO 10-24Current date 9-25-08Capacity Requirements Planning (CRP)Creates a load profileIdentifies under-loads and over-loadsInputsPlanned order releasesRouting fileOpen orders fileCopyright 2011 John Wiley & Sons, Inc.15-42CRPCopyright 2011 John Wiley & Sons, Inc.15-43MRP plannedorderreleasesRoutingfileCapacityrequirementsplanningOpenordersfileLoad profile foreach processCalculating CapacityMaximum capability to produceRated CapacityTheoretical output that could be attained if a process were operating at full speed without interruption, exceptions, or downtimeEffective CapacityTakes into account the efficiency with which a particular product or customer can be processed and the utilization of the scheduled hours or workCopyright 2011 John Wiley & Sons, Inc.15-44Effective Daily Capacity = (no. of machines or workers) x (hours per shift) x (no. of shifts) x (utilization) x ( efficiency)Calculating CapacityUtilizationPercent of available time spent workingEfficiencyHow well a machine or worker performs compared to a standard output levelLoadStandard hours of work assigned to a facilityLoad PercentRatio of load to capacityCopyright 2011 John Wiley & Sons, Inc.15-45Load Percent = x 100%loadcapacityGraphical comparison of load versus capacityLeveling underloaded conditions:Acquire more workPull work ahead that is scheduled for later time periodsReduce normal capacityLoad levelingProcess of balancing underloads and overloadsCopyright 2011 John Wiley & Sons, Inc.15-46Load ProfilesReducing Over-load ConditionsEliminate unnecessary requirementsReroute jobs to alternative machines, workers, or work centersSplit lots between two or more machinesIncrease normal capacitySubcontractIncrease efficiency of the operationPush work back to later time periodsRevise master scheduleCopyright 2011 John Wiley & Sons, Inc.15-47Copy CourierTwo high-speed copiers that can be operated by one operator.2 shifts per day8 hours/shift , 5 days/week. No breaks during the day30 minutes for lunch or dinnerMachine service time = 30 minutes at the beginning of each shiftMachine efficiency = 90%.Capacity2 copiers * 2 shifts * 8 hrs/day * 7/8 utilization * .90 efficiency = 1512 minutes/dayCopyright 2011 John Wiley & Sons, Inc.15-48Copy CourierJob No. of Setup Time Run Time Copies (min) (min/unit)10 500 5.2 0.0820 1000 10.6 0.1030 5000 3.4 0.1240 4500 11.2 0.1450 2000 15.3 0.10Copyright 2011 John Wiley & Sons, Inc.15-49Load CalculationsJob Setup + Run x No. Copies Job Time 10 5.2 + (500 X 0.08) = 45.20 20 10.6 + (1000 X 0.10) = 110.60 30 3.4 + (5000 X 0.12) = 603.40 40 11.2 + (4500 X 0.14) = 641.20 50 15.3 + (2000 X 0.10) = 215.30 1,615.70 minCopyright 2011 John Wiley & Sons, Inc.15-50LoadingCapacity2 copiers * 2 shifts * 8 hrs/day * 7/8 utilization * .90 efficiency = 1512 minutes/dayLoad percent = 1615.70/1512 = 1.068 X 100% = 106.8%Overloaded by 6.8%. Extends working day by approximately 36 minutesLoad percent = 99%. Increase efficiency to 97%.Copyright 2011 John Wiley & Sons, Inc.15-51Copyright 2011 John Wiley & Sons, Inc.15-52Initial Load ProfileHours of capacity1 2 3 4 5 6Time (weeks)Normalcapacity120 –110 –100 –90 –80 –70 –60 –50 –40 –30 –20 –10 –0 –Copyright 2011 John Wiley & Sons, Inc.15-53Adjusted Load ProfileHours of capacity1 2 3 4 5 6Time (weeks)Normalcapacity120 –110 –100 –90 –80 –70 –60 –50 –40 –30 –20 –10 –0 –Pull aheadPush backPush backOvertimeWork an extra shiftRelaxing MRP AssumptionsMaterial is not always the most constraining resourceLead times can varyNot every transaction needs to be recordedShop floor may require a more sophisticated scheduling systemScheduling in advance may not be appropriate for on-demand production. Copyright 2011 John Wiley & Sons, Inc.15-54Enterprise Resource Planning (ERP)Software that organizes and manages a company’s business processes bysharing information across functional areasintegrating business processesfacilitating customer interactionproviding benefit to global companiesCopyright 2011 John Wiley & Sons, Inc.15-55Organizational Data FlowsCopyright 2011 John Wiley & Sons, Inc.15-56ERP’s Central Database15-57Copyright 2011 John Wiley & Sons, Inc.Selected Enterprise Software VendorsCopyright 2011 John Wiley & Sons, Inc.15-58ERP ImplementationAnalyze business processesChoose modules to implementWhich processes have the biggest impact on customer relations?Which process would benefit the most from integration?Which processes should be standardized? Align level of sophisticationFinalize delivery and accessLink with external partnersCopyright 2011 John Wiley & Sons, Inc.15-59Customer Relationship Management (CRM)Software thatPlans and executes business processesInvolves customer interactionChanges focus from managing products to managing customersAnalyzes point-of-sale data for patterns used to predict future behaviorCopyright 2011 John Wiley & Sons, Inc.15-60Supply Chain ManagementSoftware that plans and executes business processes related to supply chainsIncludesSupply chain planningSupply chain executionSupplier relationship managementDistinctions between ERP and SCM are becoming increasingly blurredCopyright 2011 John Wiley & Sons, Inc.15-61Product Lifecycle Management (PLM)Software thatIncorporates new product design and development and product life cycle managementIntegrates customers and suppliers in the design process though the entire product life cycleCopyright 2011 John Wiley & Sons, Inc.15-62ERP and Software SystemsCopyright 2011 John Wiley & Sons, Inc.15-63ConnectivityApplication programming interfaces (APIs)give other programs well-defined ways of speaking to themEnterprise Application Integration (EAI) solutionsEDI is being replaced by XML, business language of InternetService-oriented architecture (SOA)collection of “services” that communicate with each other within software or between softwareCopyright 2011 John Wiley & Sons, Inc.15-64Copyright 2011 John Wiley & Sons, Inc.15-65Copyright 2011 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.