Professional Documents
Culture Documents
Detailed
Material
Capacity
Planning Requirements
Planning (MRP)
Material and
Capacity Plans
Engine
Shop-floor Purchasing
Control Systems
Systems Back End
Capacity constraints
Production plan
Master When to produce
Scheduling
Customer order How much to produce
Master schedule
Production Plan
Make-to-stock
Produces in batches, carry finished goods inventories for
most end items
MPS is the production statement of how much of and
when each end items is to be produced
E.g.:- Consumer goods and supply items
Many organisations tend to group end items into model
grouping in the MPS preparation
The end item information is delayed until the latest
possible time and the end item schedule is available in
the final assembly schedule.
All product so grouped are run together in batches to
achieve economical run for component parts
Make-to-order
Carry no finished goods inventory and builds each
customer order as needed
Very large number of possible production configurations
Small probability of anticipating a customer’s exact need
Customers expect to wait for a large portion of the entire
design and manufacturing lead time
E.g.: - Special purpose machine tools
MPS unit is typically defined as the particular end item
or set of items comprising a customer order
Assemble-to-order
Limitless number of possible end item configurations, all
made from combination of basic components and
subassemblies
Customer delivery time is often shorter than total
manufacturing lead time
Large number of end item possibilities makes forecasting
exact end item configurations extremely difficult and
stocking end items very risky
Tries to maintain flexibility by starting basic components
and subassemblies into production and not starting final
assembly until a customer order is received
E.g.: - Dell computers
The MPS unit is stated in planning bills of material
The MPS unit (Planning bill) has its components as a set
of common parts and options
Note
Choice of MPS unit is somewhat open to definition by
the firm
Some firms may produce end items that are held in
inventory, yet still use assemble-to-order approaches
Some firms use more than one of these approaches at the
same time
Structural Features
Identifying the general product structure of an
organisation and locating the point of greatest
MPS 9 March 2016
National Institute of Technology Calicut Department of Mechanical Engineering
Vehicles
PLANNING
BILL
Body J
Interior C Transmissions G 0.30
Engine A 0.40 0.60
0.60 Body K
Interior D Transmissions H 0.30
0.30 0.25
Engine B Body L
0.40 Transmissions I 0.20
Interior E
0.20 0.15 Body M
0.10
Interior F
Body N
0.10
0.10
For the same situation given above (for the level strategy),
the MPS record, when chase strategy is followed, is given
in Fig. 8. In this strategy also the planner uses the on-hand
inventory to buffer against demand and MPS uncertainty.
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Available 20 20 20 20 20 20 20 20 20 20 20 20
MPS 5 5 5 5 5 5 15 15 15 15 15 15
On hand 20
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Available 15 10 5 30 25 20 5 20 5 20 5 20
MPS 30 30 30 30
On hand 20
Fig. 9: MPS with Lot sizing
Manufacturing in batches produces inventories that last
between production runs. This inventory is called cycle
stock.
Safety Stock in MPS
Revise the MPS in the Fig. 9 considering a safety stock
of 5 units. Assume that the on-hand contains the safety
stock. Fig. 10 shows the revised MPS record.
MPS 14 March 2016
National Institute of Technology Calicut Department of Mechanical Engineering
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Available 15 10 35 30 25 20 35 20 35 20 35 20
MPS 30 30 30 30
On hand 20 Safety stock = 5
Fig. 10: Modified MPS record considering safety stock
Rolling Through Time
This helps to updates the record to reflects the actual
conditions
It is necessary not only to construct the MPS but also to
process actual transactions and modify the MPS
Consider the MPS record given in Fig. 9.
The first week is over and the following changes
occurred: The actual sales were 10 units in the first
week instead of 5 units and a different forecast is
available for the next 12 weeks.
The new forecast at the end of the first week is for 10
units per week for the next 5 weeks and 15 units per
week for the following 7 weeks (7 through 13).
The new 12-week forecast incorporates 25 more units
than the original 12-week forecasts in the first five
weeks.
The implication of this (without revising the MPS) is
available in Fig. 11.
Week Number
2 3 4 5 6 7 8 9 10 11 12 13
Forecast 10 10 10 10 10 15 15 15 15 15 15 15
Available 0 -10 10 0 -10 -25 -10 -25 -10 -25 -10 25
MPS 30 30 30 30
On hand 10
Order Promising
For many products, customers do not expect immediate
delivery, but place orders for future delivery
The delivery date (promise date) is negotiated through a
cycle of order promising, where the customer either asks
when the order can be shipped or specifies a desired
shipment date
If the company has a backlog of orders for future
shipments, the order promising task is to determine when
the shipment can be made
The delivery date promise procedure is explained with an
MPS record of an item shown below
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Available 15 10 5 30 25 20 5 20 5 20 5 20
MPS 30 30 30 30
On hand 20
Fig. 15: A typical MPS plan for ATP incorporation
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Orders 5 3 2
Available 15 10 5 30 25 20 5 20 5 20 5 20
ATP 10 30 30 30 30
MPS 30 30 30 30
On hand 20
Fig. 16: MPS record with ATP
Suppose an order for 35 units was booked for week 10 in
the current period for the above item
The ATP row changes as follows
Week Number
1 2 3 4 5 6 7 8 9 10 11 12
Forecast 5 5 5 5 5 5 15 15 15 15 15 15
Orders 5 3 2 35
Available 15 10 5 30 25 20 5 20 5 0 -15 0
ATP 10 30 25 0 30
MPS 30 30 30 30
On hand 20
Fig. 17: MPS Record with ATP showing ATP calculation
under subsequent period ATP deficiency
Exercise Problem
1. Problem
Neptune Manufacturing Company’s production manager
wants a master production schedule covering next year’s
business. The company produces a complete line of small
fishing boats for both saltwater and freshwater use and
manufactures most of the components part used in
assembling the products. The firm uses MRP to coordinate
production schedule of the component part manufacturing
and assembly operations. The production manager has just
received the following sales forecast for next year from the
marketing division:
Product Sales Forecast (standard boats for each series)
Lines 1 Quarter 2nd Quarter 3rd Quarter 4th Quarter
st
SunRay Series
Period 1 2 3 4
Forecast 4000 5000 2000 2000
Available 2000 -- 1000 2000
MPS 3000 3000 3000 3000
On-hand 3,000
StingRay Series
Period 1 2 3 4
Forecast 9000 10,000 6000 7000
Available -- -- -- --
MPS 4000 10,000 6000 7000
On-hand 5000
Modified MPS
For StingRay series, modify the planned production as
11000 units in first period and for SunRay series, modify
the first period MPS quantity as 4000 units.
FunRay Series
Period 1 2 3 4
Forecast 8000 9000 6000 6000
Available 7000 3000 3000 3000
MPS 5000 6000 6000
On-hand = 15,000
Lot Size = 5000
Ending inventory = 3000
SunRay Series
Period 1 2 3 4
Forecast 4000 5000 2000 2000
Available 3000 1000 2000 1000
MPS 4000 3000 3000 1000
On-hand = 3,000
Lot Size = 3000
Ending inventory = 1000
StingRay Series
Period 1 2 3 4
Forecast 9000 10,000 6000 7000
Available 7000 4000 3000 3000
MPS 11,000 7,000 5000 7000
On-hand = 5000
Lot Size = 4000
Ending inventory = 3000
Solution
(a)
Week
1 2 3 4 5 6 7 8
Forecast 20 20 20 30 30 30 30 30
Orders 25 15 12
Available 45 25 5 25 45 15 35 5
Available to promise 18 50 50 50
MPS 50 50 50 50
On hand = 20, MPS lot size = 50.
Week
2 3 4 5 6 7 8 9
Forecast 20 20 30 30 30 30 30 40
Orders 25 12 20 60
Available 15* 3* 33* *
83 23 43 13 23
Available to promise 3 20 0** 50 50
MPS 50 50 50 50
On hand = 40, MPS lot size = 50.
* Only orders are considered for available to calculate