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MRP Bomp Ch03
MRP Bomp Ch03
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History
Begun around 1960 as computerized approach to purchasing and
production scheduling.
Joseph Orlicky, Oliver Wight, and others.
Prior to MRP, production of every part and end item was triggered by the
inventory falling below a given level (reorder point).
APICS launched MRP Crusade in 1972 to promote MRP.
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Key Insight
Independent Demand finished products
Dependent Demand components
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Assumptions
1. Known deterministic demands.
2. Fixed, known production leadtimes.
3. In actual practice, lead times are related to the level of WIP.
Flow Time = WIP / Throughput Rate (Littles Law)
Idea is to back out demand for components by using leadtimes and bills of
material.
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Capacity
(Hours or
Units)
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MRP Procedure
1. Netting: net requirements against projected inventory
--Gross Requirements over time (e.g., weekly buckets)
--Scheduled Receipts and current inventory
--Net Requirements
2. Lot Sizing: planned order quantities
3. Time Phasing: planned orders backed out by leadtime
4. BOM Explosion: gross requirements for components
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Inputs
Master Production Schedule (MPS): due dates and quantities for all top
level items
Due dates assigned to orders into time buckets (week, day, hour, etc.)
Bills of Material (BOM): for all parent items
Inventory Status: (on hand plus scheduled receipts) for all items
Planned Leadtimes: for all items
Components of leadtime
Move
Setup
Process time
Queue time (80-90% total time)
Wallace J. Hopp, Mark L. Spearman, 1996, 2000
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Example - Stool
Indented BOM
Stool
Base (1)
Legs (4)
Bolts (2)
Seat (1)
Bolts (2)
Graphical BOM
Base (1)
Legs (4)
Stool
Level 0
Seat (1)
Level 1
Bolts (4)
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Example
Item: Stool (Leadtime = 1 week)
Week
Gross Reqs
Sched Receipts
Proj Inventory
Net Reqs
Planned Orders
5
120
20
20
20
20
20
-100
100
-100
100
4
100
-100
100
-100
-100
100
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Example (cont.)
BOM explosion
Item: Legs (Leadtime = 2 weeks)
Week
Gross Reqs
Sched Receipts
Proj Inventory
Net Reqs
Planned Orders
200
0
3
400
-200
200
-200
-200
-200
200
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Terminology
Level Code: lowest level on any BOM on which part is found
Planning Horizon: should be longer than longest cumulative leadtime for any
product
Time Bucket: units planning horizon is divided into
Lot-for-Lot: batch sizes equal demands (other lot sizing techniques, e.g., EOQ or
Wagner-Whitin can be used)
Pegging: identify gross requirements with next level in BOM (single pegging) or
customer order (full pegging) that generated it. Single usually used because
full is difficult due to lot-sizing, yield loss, safety stocks, etc.
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1 2
Required from B
30
90
60
125
Scheduled Receipts
100
100
Projected on-hand
50
35
50 25
90
15
15
25 -65
65
65
Net Requirements
15
15
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Bottom Up Planning
Reference Figure 3.7
Assume that the scheduled receipt for week 2 for 100 units is not
coming in!
Have 50 units of inventory, with requirements of 125.
Implications
I can fill 50 units of demand from part 100 or 50 units from part
B.
If I go with part 100, that will allow me to fill some of the demand
of part A (100 needed for part A). Can I ship 50 units to the
customer now and 50 units later? What if I cover the demand of
part B? Correct choice depends on the customers involved.
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More Terminology
Firm Planned Orders (FPOs): planned order that the MRP system does not
automatically change when conditions change --- can stabilize system
Service Parts: parts used in service and maintenance --- must be included in gross
requirements
Order Launching: process of releasing orders to shop or vendors --- may include
inflation factor to compensate for shrinkage
Exception Codes: codes to identify possible data inaccuracy (e.g., dates beyond
planning horizon, exceptionally large or small order quantities, invalid part
numbers, etc.) or system diagnostics (e.g., orders open past due, component
delays, etc.)
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Problem Formulation
t= A time period, t = 1 to T, where T is the planning horizon.
Dt = Demand in time period t (in units).
Ct = Unit production costs ($/unit), excluding setup or inventory cost in
period t.
At = Setup (order) cost to produce (purchase) a lot in period t ($).
Ht = Holding costs to carry a unit of inventory from period t to
period t+1 ($/unit). e.g., if holding costs consists entirely of interest on
money tied up in inventory, where i is the annual interest rate and
periods correspond to weeks, then
h=
I * Ct
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Problem Objective
Satisfy all demands at minimum cost (production, setup, and holding
costs)
All the demands must be filled, only the timing of production is open to
choice.
If the unit production cost does not vary with t, then production cost
will be the same regardless of timing and can be dropped from
consideration.
Look at an example: assume setup costs, production costs, and holding
costs are all constant over time. Thus, need only to consider setup
costs and holding costs.
Wallace J. Hopp, Mark L. Spearman, 1996, 2000
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10
Dt
20 50 10 50 50 10 20 40 20 30
6 7
9 10
ct 10 10 10 10 10 10 10 10 10 10
At 100 100 100 100 100 100 100 100 100 100
ht
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Lot-for-lot
Simply produce in period t the net requirements for period t.
Minimizes inventory carrying costs and maxim izes total setup
costs.
It is simple and it is consistent with just in time.
Tends to generate a more smooth production schedule.
In situations where setup costs are minim al (assembly lines), it
is probably the best policy to use.
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1
20
2
50
3
10
4
50
5
50
6
10
7
20
8
40
9
20
10
30
LL
20
50
10
50
50
10
20
40
20
30
A = 100
h =1
300
D=
= 30
10
Lot-for-Lot: $1000
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Q=
2 AD
=
h
2 x100 x 30
= 77
1
t
1
2
3
4
5
6
Dt
20 50 10 50 50 10
Qt
77
77
77
Setup
100
100
100
Holding
57 7 74 24 51
Total
7
20
Note: EOQ is a
special case of
fixed order quantity.
8
9
40 20
77
100
41 21 58
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30
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Total
300
308
$400
$371
$771
24
12
25
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Net Requirements
15 45
25 15 20 15
60
60
15
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Part-Period Balancing
Combines the assumptions of WW with the mechanics of the EOQ.
One of the assumptions of the EOQ is that it sets the average setup
costs equal to the average inventory carrying costs.
Part-period. The number of parts in a lot times the number of
periods they are carried in inventory.
Part-period balancing tries to make the setup costs as close to the
carrying costs as possible.
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Period
1 2
Net Requirements
5 6
15 45
8 9
25 15 20 15
Setup Costs
25
$150
40
$150
60
75
Part-periods
Inventory
Carrying Costs
$0
15 x 1 = 15
$30
$150
15 + 20 x 2 = 55
$110
$150
55 + 15 x 3 = 100
$200
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Nervousness
Item A (Leadtime = 2 weeks, Order Interval = 5 weeks)
Week
0
1
2
3
4
5
6
7
Gross Reqs
2
24
3
5
1
3
4
Sched Receipts
Proj Inventory
28
26
2
-1
-6
-7
-10 -14
Net Reqs
1
5
1
3
4
Planned Orders
14
50
8
50
-64
50
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Reducing Nervousness
Reduce Causes of Plan Changes:
Stabilize MPS (e.g., frozen zones and time fences)
Reduce unplanned demands by incorporating spare parts forecasts into
gross requirements
Use discipline in following MRP plan for releases
Control changes in safety stocks or leadtimes
Alter Lot-Sizing Procedures:
Fixed order quantities at top level
Lot for lot at intermediate levels
Fixed order intervals at bottom level
Use Firm Planned Orders:
Planned orders that do not automatically change when conditions change
Managerial action required to change a FPO
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Handling Change
Regenerative MRP: completely re-do MRP calculations starting with MPS and
exploding through BOMs.
Net Change MRP: store material requirements plan and alter only those parts
affected by change (continuously on-line or batched daily).
Comparison:
Regenerative fixes errors.
Net change responds faster to changes (but must be regenerated
occasionally for accuracy.
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Rescheduling
Top Down Planning: use MRP system with changes (e.g., altered MPS or
scheduled receipts) to recompute plan
can lead to infeasibilities (exception codes)
Orlicky suggested using minimum leadtimes
bottom line is that MPS may be infeasible
Bottom Up Replanning: use pegging and firm planned orders to guide
rescheduling process
pegging allows tracing of release to sources in MPS
FPOs allow fixing of releases necessary for firm customer orders
compressed leadtimes (expediting) are often used to justify using FPOs to
override system leadtimes
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Safety Leadtimes:
inflate production leadtimes in part record
used as hedge against time uncertainty (e.g., delivery delays)
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2
400
500
100
4
200
5
800
100
-100
120
800
-900
800
120
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1
20
40
20
2
40
50
30
3
20
4
0
5
30
10
10
-20
20
3
20
4
0
5
30
10
10
10
-20
30
50
Safety Stock = 20 units
Week
Gross Reqs
Sched Receipts
Proj Inventory
Net Reqs
Planned Orders
Wallace J. Hopp, Mark L. Spearman, 1996, 2000
1
20
40
20
2
40
50
30
50
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18
1
20
40
20
2
40
50
30
3
20
4
0
5
30
10
10
-20
20
50
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Ag gregate Production
Planning
Rough-cut Capacity
Planning
Master Production
Scheduling
Bills of
Material
Inventory
Status
Material Requirements
Planning
Job
Pool
Capacity Requirements
Planning
Job
Release
Routing
Data
Job
Dispatching
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20
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Conclusions
Insight: distinction between independent and dependent demands
Advantages:
General approach
Supports planning hierarchy (MRP II)
Problems:
Assumptions --- especially infinite capacity
Cultural factors --- e.g., data accuracy, training, etc.
Focus --- authority delegated to computer
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