MATERIAL REQUIREMENTS PLANNING

GUA PARA TRABAJO AUTNOMO PROCESUAL

PROCESAMIENTO DE INFORMACIN ENTREGADA

RECENSIN DEL TEXTO

Nombre del estudiante:
Ttulo de la seccin leda:
OBJETIVOS ESPECFICOS

1. Evaluar el uso de diferentes tcnicas de tamao de lote en un ambiente MRP,

analizando el balance que debe existente entre ordenar y mantener inventario.
2. Utilizar el concepto de buffering para eliminar las fuentes de incertidumbre
dentro del sistema MRP.
3. Ilustrar cmo una empresa enfrenta el nervosismo dentro de un sistema MRP
para reducir la magnitud del impacto de la inestabilidad.

Estructura del trabajo:

Sntesis del captulo 9 del texto gua( hasta 15 lneas ): Advanced MRP

Preguntas
Jacobs, F. R., Berry, W. L., Whybark, D. C., & Vollmann, T. E. (2011). Manufacturing Planning and
Control for Supply Chain Management. United States: McGraw Hill

Captulo 9
1. Cules son los trade-offs bsicos al momento de definir un tamao de lote dentro
de un ambiente MRP?
2. Cules son las tcnicas de tamao de lote ms utilizadas?
3. Cules son los tipos de incertidumbre en MRP?
4. Cmo se puede hacer uso de buffers para lidiar con la incertidumbre?
5. Por qu los sistemas MRP estn sujetos a nerviosismo?
6. Cmo enfrentan las empresas el nerviosismo presente en un sistema MRP?
Hopp, W. J., & Spearman, M. L., (2008) Factory Physics (3 rd ed), Long Grove, IL: Waveland
Press, Inc.
7. Por qu los Scheduled receipts son ajustados antes que cualquier net requirement
es calculado?
8. Cul es las reglas de tamao de lote mostradas resulta en menor inventario?

9. En qu sentido es ptimo el algoritmo de Wagner-Within? Cmo puede ser

imprctico a veces?
10. Cul es la diferencia entre los lead times planificados y los lead times reales?
Tpicamente, cules son ms grandes, los lead time planificados o los promedios
de los lead time reales? Por qu?
11. Qu supuesto en MRP hace posible el supuesto implcito de capacidad infinita?
Cul es el efecto de este supuesto en lead times planificados, y en inventario?
12. Cul es la diferencia entre planned order receipt y planned order release? Cmo
se diferencia un shceduled receipt de una planned order release?
13. Qu es pegging? Cmo ayuda en bottom-up replanning?
14. Cul es el efecto de tener safety stock cuando se calculan los requerimientos
netos?
15. Cul es la diferencia entre tener un safety lead time de un periodo y simplemente
aadir un periodo al lead time planificado? Qu es igual?
Sin texto en particular.
16. Hoy en da hay muchos que actualizan el MRP de manera semanal o quincenal.
Sera ms valioso si la actualizaran todos los das? Explique.
17. Compare la importancia del trmino tiempo de entrega en el contexto del EOQ
tradicional y en el sistema MRP.
18. Considerando un enfoque de administracin de inventario, cmo difiere el enfoque
MRP del enfoque tradicional de manejo de EOQ?

Problemas
1. End item A has a planned lead time of 2 weeks. There are currently 120 units on hand
and no scheduled receipts. Compute the planned order releases for A. The MPS is
shown:

Week
Demand
(a)
(b)
(c)
(d)

1
41

2
44

3
84

4
42

5
84

6
86

7
7

8
18

9
49

10
30

Using lot-for-lot.
Using part-period balancing, where the ratio of setup cost to holding cost is 200
Rework (a) with 50 units of safety stock. What is different from (a)?
Rework (a) with a planned lead time of two periods and a safety lead time of one period.
What is different from (a)?
(e) (Challenge) Compute the planned order releases using Wagner-Whitin, where the ratio of
setup cost to holding cost is 200.
(f) Using the fixed order period method and two periods

2. Generate the MRP output for items 200, 300, and 400 using the following information:
(Note: End item A is the same as in Problem 1)
Bills of material:
-

A: Two 200 and one 400

200: Raw material
300: Raw material
400: One 200 and one 300

Master production schedule:

Week
Demand

1
41

2
44

3
84

4
42

5
84

6
86

7
7

8
18

9
49

Item master and inventory data:

Item
A
200

Amou
nt on
Hand
120
300

300

140

400

200

Amou
nt on
Order
0
200
100
100
100
0

Due
3
5
4
7

Lot-Sizing
Lead
Rule
Time
(Setup/Hol
(Weeks)
d)
2
PPB(200)
2
Lot-for-lot
2

Lot-for-lot

Lot-for-lot

10
30

3. A part structure, lead time (weeks), and on-hand quantities for product A are shown in the
following figure:

Inventory on
Part
Hand
Lead time
B
(1)
F(1)
A
0
1
B
1
C(1)
D(1) 102 G(1) H(1)
C
2
D
5
1
E(1)
E(1)
E
4
1
F
5
1
C(1)
G
1
3
H
10
1

From the information shown, generate net requirements for each part to produce 10 As in
week 8 using lot-for-lot.
4. You are product planner for product A (in problem 3). The field service manager, Al
Trostel, has just called and told you that the requirements for B and F should each be
increased by 10 units for his repair requirements in the field.
a) Prepare a list showing the quantity of each part required to produce the requirements
for the service manager and the production request of 10.
b) Prepare a net requirement plan by date for the new requirements (for both production
and field service), assuming that the field service manager wants his 10 units of B
and F in week 6 and the 10 production units in week 8.
5. You have been notified via fax that the lead time for component G of product A (problem
3), has increased to 4 weeks.
a) Which items have changed and why?
b) What are the implications for the production plan?
c) As production planner, what can you do?

Data Table for Problems 6 through 8

Period
1
Gross requirement
30
Beginning inventory: 40
Setup cost: $150
Holding cost: $2.50/unit/week
Lead time: 1 week

3
40

5
30

6
70

7
20

9
10

10
80

11

12
50

6. Develop a lot-for-lot solution and calculate total relevant costs for the data in the table.
7. Develop and EOQ solution and calculate total relevant costs for the data in the preceding
table. Stockout costs equal $10 per unit.
8. Develop a PPB solution and calculate total relevant costs for the data in the preceding
table.
9. Prepare an ordering system that always orders 100 units the week prior to a shortage (a
fixed order quantity of 100) with setup at $100 and holding cost at $1 per unit per period.
What is the cost of this ordering system?
1
35

Gross Requirements
Scheduled receipts
Projected on hand

2
30

3
40

4
0

5
10

6
40

7
30

8
0

9 10
30 55

3
5

Net requirements
Planned order
receipts
Planned order
releases

10. Prepare an alternative ordering system that orders every 3 weeks for 3 weeks ahead (a
periodic order quantity). Use the same costs as in problem 9. What is the cost of this
ordering system?
1
35

Gross Requirements
Scheduled receipts
Projected on hand
Net requirements
Planned order
receipts
Planned order
releases

3
5

2
30

3
40

4
0

5
10

6
40

7
30

8
0

9 10
30 55

11. Prepare an alternative ordering system of your own design that uses the same costs as
in problem 9. Can you do better than the previous costs?
1
35

Gross Requirements
Scheduled receipts
Projected on hand

2
30

3
40

4
0

5
10

6
40

7
30

8
0

9 10
30 55

3
5

Net requirements
Planned order
receipts
Planned order
releases

Vocabulario o metalenguaje: Palabras tcnicas que se mencionan en el texto y que el

participante desconoce (incluir significados consultando el diccionario).

Nota:
El trabajo estar escrito a doble espacio. El participante debe venir preparado para socializar sus
inferencias, fundamentndolas; no es suficiente presentar el trabajo por escrito o mandarlo, si
acaso no puede asistir a la clase.
Se solicita correccin idiomtica en redaccin y ortografa.
El trabajo llevar la firma del participante.
* OSC: El trabajo se escribir utilizando oraciones de sentido completo.

Fecha de presentacin: mircoles 20 de enero 2016

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