Professional Documents
Culture Documents
Im Oc
Im Oc
IM 00
QUẢN LÝ VẬT TƯ TỒN KHO
214018
ME4027/1009
MỤC TIÊU
1
8/28/2021
LEARNING OUTCOMES
LO.01: Hiểu các kiến thức Quản lý vật tư tồn kho
LO.02: Hoạch định tồn kho làm việc
LO.03: Hoạch định tồn kho an toàn
LO.04: Hoạch định tồn kho nhu cầu đơn
LO.05: Hoạch định tồn kho nhu cầu phụ thuộc
LO.06: Hoạch định tồn kho phân phối
LO.07: Kiểm soát hệ thống
LO.08: Cải tiến hệ thống
LO.09: Áp dụng kỹ năng mềm
NỘI DUNG
1. Quản lý vật tư tồn kho
2. Hoạch định tồn kho liên tục
3. Hoạch định tồn kho rời rạc
4. Hoạch định tồn kho ngẫu nhiên
5. Hoạch định tồn kho nhu cầu đơn
6. Hoạch định yêu cầu vật tư
7. Hoạch định tồn kho bán phẩm
8. Hoạch định yêu cầu phân phối
9. Kiểm soát hệ thống
10. Cải tiến hệ thống
Friday, April 11, 2003 Nguyeãn Nhö Phong
2
8/28/2021
TÀI LIỆU
Nguyễn Như Phong. Lecture notes on IMM. http://e-
learning.hcmut.edu.vn/; www4.hcmut.edu.vn/~nnphong. TA. Nguyễn Hữu
Phúc
TÀI LIỆU
3
8/28/2021
Schedule
n Main class:
n Theory
n Group Assignments
n Final Exam
n Sub class: TA. Hoàng Ni, Hữu Phúc
n Group Homework
15-18 Groups
Schedule
W Contents LO
1 Quản lý vật tư tồn kho 01
2 Hoạch định tồn kho liên tục CIP & rời rạc DIP 02
3 Hoạch định tồn kho ngẫu nhiên SSP 03
4, 5 Assignment 1: CIP, DIP & SSP 1,2,3,9
6 Hoạch định tồn kho nhu cầu đơn SOP 04
7 Hoạch định nhu cầu vật tư MRP 05
8 Hoạch định tồn kho bán phẩm WIP 05
9, 10 Assignment 2: SOP, MRP, WIP 4, 5, 9
11 Hoạch định nhu cầu phân phối DRP 06
12 Kiểm soát hệ thống IC 07
13 Cải tiến hệ thống II 08
14, 15 Assignment 3: DRP, IC, II. 6, 7, 8, 9
16 Final Exam 01-08
26-Aug-07 Nguyen Nhu Phong
4
8/28/2021
Course Evaluation
n Must
n Assignment 01 20%
n Assignment 02 15%
n Assignment 03 15%
n Final Exam 50%
n Should
n PRT & GHW Bonus
Course Evaluation
n Rules of final exam: FE Score < 3
n Rules of absentee
n Absentee >= 20% Examination prohibited
n A >= 3: Final Exam Score = 0 < 3
n A < 2: Minus per each
n Research
n Course Bonus (+1) & Thesis Advisee Priority
n Paper / Project
n Topics – Six Sigma
n Attitude assessment
n Plus & minus
5
8/28/2021
TEACHING METHODS
1. Lecturing
2. Homework
3. Utilities
4. Assignment
5. Case Study
6. Clips
7. Games
LEARNING STRATEGIES
6
8/28/2021
IM 01
7
8/28/2021
n Phuï tuøng
n Baùn phaåm
n Thaønh phaåm
Baùn
TP
Traïng thaùi nghæ
PT
Söû duïng
Traïng thaùi NL
chöa hoaøn thaønh BP
Chuyeån hoùa
8
8/28/2021
9
8/28/2021
n Giaùn ñoïan
n Baát ñònh
n Kinh teá
10
8/28/2021
11
8/28/2021
12
8/28/2021
13
8/28/2021
14
8/28/2021
15
8/28/2021
16
8/28/2021
17
8/28/2021
Laép raùp
Gia coâng
t
Chu kyø cheá taïo
Taäp keát nguyeân (Manufacturing Cycle Time) Phaân phoái saûn
lieäu phaåm
Thôøi gian saûn xuaát
Friday, April 11, 2003 NguyeãTime)
(Throughput n Nhö Phong
18
8/28/2021
19
8/28/2021
n Quản lý vật tư
n Hợp nhất các hoạt động liên quan đến vật tư
n Cải thiện sự hợp tác các bộ phận
n tăng hiệu quả toàn hệ thống.
n Có tầm quan trọng như các bộ phận khác.
20
8/28/2021
Tieáp thò Baùn haøng Phuïc vuï khaùch haøng toát Cao
Saûn xuaát Taïo saûn phaåm Loá haøng hieäu quaû Cao
Mua Mua vaät tö Phí ñôn vò thaáp Cao
Taøi chaùnh Caáp voán hoaït ñoäng Söû duïng voán hieäu quaû Thaáp
Kyõ thuaät Thieát keá saûn phaåm Traùnh loãi thôøi Thaáp
Cung öùng
Baùn
Nhu caàu
Friday, April 11, 2003 Nguyeãn Nhö Phong
21
8/28/2021
Cung öùng
Nhu caàu
Friday, April 11, 2003 Nguyeãn Nhö Phong
22
8/28/2021
23
8/28/2021
MTO
ATO
MTS
n Sản xuất
n Đúng loại
n Đúng lượng
n Đúng lúc
24
8/28/2021
JIT
25
8/28/2021
JIT
n Côõ loâ haøng lyù töôûng laø 1
n Quaù trình saûn xuaát lyù töôûng
n maïng caùc traïm laøm vieäc,
n traïm tröôùc hoaøn thaønh & ñöa coâng vieäc cho traïm sau ø.
n Khoâng coù haøng ñôïi (Queues):
n Cöïc tieåu ñaàu tö toàn kho.
n Ruùt ngaén thôøi gian chôø (Production LT)
n Phaûn öùng nhanh vôùi bieán ñoäng nhu caàu.
n Chaát löôïng
Thöïc teá, côõ loâ haøng caøng nhoû caøng toát.
IM
DIS DDS
SIS
SOS
MRP WIP
DRP
IC II
26
8/28/2021
IM Papers in www.isem.edu.vn
1. ACS of JO Truck Scheduling and Inventory Management for Multiple Warehouses. 18
2. An ABC Analysis Model for the Multiple Products IC - A CS. 02
3. An analysis of Inventory Turnover In The Belgian Manu. Industry, Wholesale And
Retail. 33
4. An EPQ Model with Imperfect PS with Rework of Regular P&S Return. 04
5. An Optimal Production Model For Disposing Excessive Deteriorating Stocks. 20
6. An order level EOQ model for deteriorating items in a SWS with PDDS. 26
7. A FH Algorithm for Dynamic Lot Sizing Problems with Lifecycle Demand Patterns. 05
8. A Mixed IP Model Formulation for Solving the Lot-Sizing Problem. 19
9. Analyzing Material Management Techniques on Construction Project. 07
10. Applying Actual Usage Inventory Management Best Practice in a Health Care SC. 17
11. Batch Size Modeling In A Multi-Item, Discrete MS Via An Open Queuing Network. 21
12. Buffering against lumpy demand in MRP environments. 36
IM Papers in www.isem.edu.vn
1. Chain Store Inventory: A Cross Sectional Evaluation. 22
2. Demands, Backorders, Service Level, Lost Sales and Effective Service Level. 08
3. Determination of IC Policies at Urafiki Textile Mills Co Ltd. 14
4. Financial Effects Of Inventory Management In Trading Companies - EOQ Model. 09
5. Holding Inventory with Stochastically Mean Reverting Purchase Price. 23
6. Inventory Control Models In The Private Sector Of Nigerian Economy . 24
7. Improved IM System for a Jute Mill - A Case Study. 06
8. Inventory Management- A Case Study. 15
9. IM: A Tool of Optimizing Resources in a Manufacturing Industry A CS of Coca-Cola
10. Inventory management in distribution systems –case of an Indian FMCG company. 16
11. Inventory Management in SMM Companies and Its Main Dilemmas. 30
12. Inventory Management and Its Effects on Customer Satisfaction. 32
13. Inventory Optimization in a Pump Industry Using Kraljic’s Matrix. 25
27
8/28/2021
IM Papers in www.isem.edu.vn
1. Just In Time Approach In Inventory Management. 34
2. Minimizing Inventory Costs by properly choosing the level of Safety Stock. 35
3. Modeling Inventory Management System at Distribution Company: Case Study. 12
4. Note: An Application of the EOQ Model with Nonlinear H.Cost to IM of Perishables.
5. Optimal Order Quantity Assuming The Component Part Quantity Is A Random
Variable. 27
6. Revised MRP for reducing inventory level and smoothing order releases. 37
7. Safety Stock and Forecast Error. 13
8. SC Inventory Control: A Comparison Among JIT, MRP, and MRP With ISUS. 29
9. Studying Material IM for Sock Production Factory. 03
10. The Calculation of ECC and SOC to Determine the RM’s Optimal Arrival LT. 01
11. The Leontief´s Equation to improve the learning process of MRP system. 38
12. Vendor Managed Inventory in Wood Processing Industries. 28
13. Vendor Managed Inventory. A Sawmills Potential Offering for Builders Merchants. 31
28
8/28/2021
IM 02
GIÔÙI THIEÄU
n Moät nguyeân nhaân toàn kho
Mua / saûn xuaát loâ haøng kinh teá
( Economic lot size )
n Chính saùch toàn kho toái öu:
Xaùc ñònh loâ haøng kinh teá
29
8/28/2021
GIÔÙI THIEÄU
n Tham soá moâ hình
n Nhu caàu (Demand)
n Chi phí ( Inventory cost )
n Thôøi gian chôø (Lead time)
n Giaû ñònh
n Tham soá xaùc ñònh (Deterministic)
n Nhu caàu ñoäc laäp & phaân boá ñeàu
n Bieán lieân tuïc.
GIÔÙI THIEÄU
30
8/28/2021
n Vaán ñeà
n Ñaët haøng bao nhieâu ?
n Khi naøo ñaët haøng ?
n Khi löôïng toàn kho giaûm ñeán giaù trò xaùc ñònh,
n heä ñaët haøng vôùi löôïng coá ñònh
n Heä thoáng Q (Q _ Systems)
n Ñieåm ñaët haøng _ B (Reorder point)
n Löôïng ñaët haøng _ Q (Order size)
31
8/28/2021
32
8/28/2021
EOQ
Inv
33
8/28/2021
EOQ
CR HQ
TC PR C
Q 2 HQ / 2
dTC H CR
2 0
dQ 2 Q PR
CR / Q
2CR 2CR
Q* EOQ
H PF Q Q
*
TC* PR HQ *
B RL
EOQ
Ví duï: R = 8000 ñv/n, P = 10 ñ/ñv, C = 30 ñ/ñh
H = 3 ñ/ñv.n LT = 2 tuaàn
34
8/28/2021
X R Rˆ / R
ˆ /C
XC C
ˆ /H
XH H
TVC
TVC - TVC* X - 1
XCXR XH 1 Q
2
*
TVC 2X Q
35
8/28/2021
Q-J
t2
R
J
t3
R
Q
t3
t2 J t
t1
J : Löôïng haøng chôø lôùn nhaát; K : Phí chôø ñv. haøng naêm
36
8/28/2021
CR H(Q - J) 2 KJ 2 TC/Q 0
TC PR
Q 2Q 2Q TC/J 0
2CR H K
Q*
H K
* *
J HQ (H K)
Q* - J * KQ* (H K)
TC* PR KJ *
B RL N - J *
t 3max J * R
Friday, April 11, 2003 Nguyeãn Nhö Phong
37
8/28/2021
P0 , U 0 Q U1
P , U Q U
1 1 2
Pi
...........
Pj , U j Q U j 1
P0 P1 ...... Pj
U : Price - break Quantity
PFQ/2
PR
GR/Q Q
U1 U2
Friday, April 11, 2003 Nguyeãn Nhö Phong
38
8/28/2021
39
8/28/2021
Mi CR FQ M i
TC R
Q Q 2 Q
(C D i )R Pi FQ FD i
Pi R
Q 2 2
dTC 2R(C D i )
0 Q*i
dQ Pi F
40
8/28/2021
n Thuaät toaùn
n Tính EOQi TC
1 TC TC
Tính caùc VEOQ
2 3
n
TC
n Tính TCi cuûa caùc 4
VEOQ
n Choïn VEOQ vôùi TC
cöïc tieåu. U1 U2 U3
Q (ñv) Pi (ñ)
<400 10
400 - 1199 9
1200 - 4799 8.5
>4799 8
41
8/28/2021
2 * 4800* (40 0)
Q*0 392 (giaù trò)
10* 0.25
2 * 4800* (40 399)
Q1* 1369 (khoâng)
9 * 0.25
Q*2 2166(giaù trò)
Q*3 4062(khoâng)
(40 0) * 4800 10* 0.25* 392 0.25* 0
TC0 10* 4800 48979.8(ñ)
392 2 2
TC2 45527.57(ñ)
EOQ 2166 ñv, TC 45527.57ñ
42
8/28/2021
Q*
Q̂ /R
Q̂ FQ̂
TC s (P - d) Q̂ (P - d) C
2 R
Q* FQ* Q* Q̂ - Q* CQ̂
TC n (P - d) Q* P (Q̂ - Q* ) (P - d) PF *
2 2R 2 R Q
2
*
2C (P - d) FQ̂ * dFQ
g TC n - TC s (d ) Q̂ - - dQ - -C
Q* 2R 2R
2
dg dR PQ* C (P - d) Q̂*
0 Q̂* g* Q * - 1
dQ̂ (P - d) F P - d P
43
8/28/2021
Q*
Q*a
q
t
t1 t2 t3
44
8/28/2021
Q
Friday, April 11, 2003 Nguyeãn Nhö Phong
P = 10, kR (P k) Q*a
Q̂* - (q - B)
PF P
C = 30 ñ/ñh, 1* 8000 11* 381
- (346 - 308)
F = 0.3 10 * 0.3 10
q = 346 ñv; 622
k = 1 ñ/ñv 3048 2
g * 30 - 1 42.43
400
45
8/28/2021
n Moâ hình:
n EOI – ñôn
46
8/28/2021
B
Toàn kho > Nhu caàu ?
Q=E–B
Ñôn haøng chaäm /
Ñaët haøng Maát ñôn haøng
IL
E
Q
Q = R/m
t
L
T T T
47
8/28/2021
EOI
PFR
TC PR mC C TC
2m PFRT / 2
T 1 m (n)
C PFR
TC PR T PR
T 2
dTC C/T
0 T * 2C PFR
dT
T* T
m* 1 T * PFR 2C
E RT RL
TC* PR HRT *
EOI
Ví duï: R = 8000 ñv/n,P = 10 ñ/ñv, C = 30 ñ,
H = 3 ñ/ñv.n, L = 10 ng, N = 250 ng/n
2 * 30
T* 0.05 n 12.5 ng
3 * 8000
R 8000 * (12.5 10)
E (T L) 720 dv
N 250
TC* 10 * 8000 3 * 8000 * 0.05 81200 d
48
8/28/2021
49
8/28/2021
n
C nc TF n
TC Pi R i Pi R i
i 1 T 2 i 1
dTC 2(C nc)
0 T* n
dT
F Pi R i
i 1
n
TC* (1 FT* ) Pi R i
i 1
*
E R i (L T)
i
2000
50
8/28/2021
2 * (1.5 3.5)
T* 0.158 (n) (1.9 th 2th)
0.2 * 2000
R (T L) R i R i Ei (ñv)
E*i i (2 1) i
12 12 4
A 37.5 (38)
B 100
C 31.25 (31)
D 25
E 200
F 17.5 (18)
G 43.75 (44)
Friday, April 11, 2003 Nguyeãn Nhö Phong
n Saûn phaåm ñöôïc saûn xuaát & toàn kho theo loaït
n Hoaïch ñònh saûn xuaát
n Ñònh soá ñôn vò toái öu trong moãi loaït saûn xuaát
51
8/28/2021
n nhu caàu,
n saûn löôïng,
n möùc toàn kho hieän coù cuûa saûn phaåm.
52
8/28/2021
Q
M = (p - r)
tp = (p - r) Q/p
p
M
B r
p- t
r
tp t
L
Friday, April 11, 2003 Nguyeãn Nhö Phong
EQP
n R : nhu caàu haøng naêm (ñv/n)
n P : phí saûn xuaát ñôn vò (ñ/ñv)
n Q : löôïng loâ haøng saûn xuaát (ñv)
n p: toác ñoä saûn xuaát (ñv/ng)
n r = R/N : toác ñoä nhu caàu (ñv/ng)
n C : chi phí thieát laäp saûn xuaát (ñ/l)
n H : chi phí toàn tröõ (ñ / ñv.n)
n N : soá ngaøy laøm vieäc trong naêm (ng/n)
n L : thôøi gian chôø (ng)
n tp : thôøi gian saûn xuaát
n m : soá laàn saûn xuaát trong naêm
53
8/28/2021
EPQ
n Toång chi phí toàn kho haøng naêm
CR HQ (p - r)
TC PR
Q 2p
EPQ
R = 20000 ñv/n , r 20000 / 250 80 (dv/ng)
N = 250 ng/n, 2 * 20 * 20000 *100
Q* 632
p = 100 ñv/ng 10 * (100 - 80)
L = 4 ng, R 20000
m 31.6 l/n
P = 50 ñ/ñv, Q* 632
H = 10 ñ/ñv.n B 80 * 4 320 (dv)
C = 20 ñ/l 10 * 632 * (100 - 80)
TC * 50 * 20000
100
1.001.264 (d)
54
8/28/2021
R = 20000 dv/n,
N = 250, 2 * 20 * 20000 *100 10 5
Q 1095 dv
p = 100 ñv/ng, 20000 5
10 * 100 -
L = 4 ng 250
P = 50 ñ/ñv, 20000
H = 10 ñ/ñv.n, m 18.3 l/n
1095
C = 20 ñ/l, 20000 * 4 10 *1095 * (100 - 80)
k = 5 ñ/ñv.n B - 174 dv
250 (10 5) *100
55
8/28/2021
56
8/28/2021
MBD
2CR 2 * 5 * 2500
O: Q*0 100 dv
PF 25 * 0.1
P = 25 ñ/ñv,
TC*0 PR HQ* 25 * 2500 2.5 *100 62750 d
C = 5 ñ/l
P: 2CRp 2 * 2500 * 50 *10000
Q*p 381 dv
P = 23 ñ/ñv, PF(p - r) 0.1* 23 * (10000 - 2500)
p =10000 ñ/n, HQ* (p - r)
TC*p PR
C = 50 ñ/l p
R = 2500 ñv/n, 23 * 0.1* 381* (10000 - 2500)
23 * 2500 58157 d
F = 10% 10000
San xuat
t1 t2 tn ts t
57
8/28/2021
t1 t2 tn ts t
dTC H R (p i i i - ri ) p i
0 m* i 1
n
dm
2 Ci
i 1
n n
TC Pi R i 2m
* *
C i
i 1 1
Q i R i m*
n
N R i pi
1
58
8/28/2021
R 1
i p i 210 250
H R (p - R
i i i i N) p i
m 1
10
2 C i
59
8/28/2021
i Qi = Ri/m* ti = Qi/pi
1 500 5
2 100 2.5
3 700 2
4 1500 7.5
5 400 4
21 T* N m* 25 (ng)
t s 25 - 21 4 (ng)
TC* Pi R i 2m* Ci 189040 (ñ)
n Điều kiện
n Công suất thiết bị đủ thỏa nhu cầu.
60
8/28/2021
ROT
61
8/28/2021
ROT
62
8/28/2021
IMM TAMH
AROT
TFMH
AROT
n Coâng suaát yeâu caàu , saún coù trong thôøi gian hoaïch ñònh
FMH = tsp * D
IMH = tsp * I
n AROT
AROT = (IMM+TAMH)/TFMH
n Nhu caàu toång cho moãi sp.
GR = D * AROT
n Löôïng saûn xuaát cho moãi sp.
Q = GR – I
ROTi = GRi /Di = AROT
63
8/28/2021
AROT
TAMH = 90 g
93 90
AROT 4.88
37.5
AROT
sp Di (ñv/t) GRi (ñv) Ii (ñv) Qi (ñv) tQi (g) ROTi (t)
90.0
64
8/28/2021
IM 03
GIÔÙI THIEÄU
n Nhu caàu xaùc ñònh, thay ñoåi, rôøi raïc ôû ñaàu chu kyø(Rk)
n Thôøi gian hoaïch ñònh höõu haïn, goàm nhieàu chu kyø baèng nhau (n)
n Loâ haøng ñaët cho moät hay nhieàu chu kyø lieân tieáp (Qi)
n Khoâng ñaët nhaän haøng ôû ñaàu chu kyø khoâng coù nhu caàu
n Ñôn ñaët haøng ôû ñaàu chu kyø thoaû maõn nhu caàu ôû chu kyø ñoù-
n Thôøi gian chôø laø “0”
n Nhaäp kho ñoàng thôøi, ôû ñaàu chu kyø
65
8/28/2021
GIÔÙI THIEÄU
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
66
8/28/2021
67
8/28/2021
LFL
P=50 ñ, C=100 ñ , h=0.02
H = hP = 1 ñ/ck
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
k 1 2 3 4 5 6
Qk 75 0 33 28 0 10
n Loâ haøng
n nhu caàu tích luyõ trong moãi chu kyø ñaët haøng
n Hoaïch ñònh ñôn haøng nhaän ôû chu kyø coù nhu caàu
68
8/28/2021
2 x 100
EOI 2.54 3
31 x 50 x 0.02
k 1 2 3 4 5 6 7 8 9 10
Rk 10 3 30 100 7 15 80 50 15 0
Qk 43 0 0 122 0 0 145 0 0 0
69
8/28/2021
n SMA :
n Chæ toái öu cuïc boä (Local minimum)
n ÖÙng duïng toát trong thöïc tieãn
n Khoâng duøng SMA vôùi caùc tröôøng hôïp
n Nhu caàu suy giaûm nhanh
n Nhieàu chu kyø khoâng coù nhu caàu
70
8/28/2021
i 1
MVC (T 1) MVC (T )
71
8/28/2021
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
1 1 0 0 100 100
2 2 0 0 100 50
3 3 66 66 166 55.33
3 1 0 0 100 100
4 2 28 28 128 64
5 3 0 28 128 42.67
6 4 30 58 158 39.5
72
8/28/2021
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
Qk 75 0 71 0 0 0
CVC 100 100 238 248 258 258
73
8/28/2021
LUC
Phí giöõ gia taêng
n
IHCi Phi 1Ri
n Phí giöõ tích luyõ T
CHC (T ) IHCi
i 1
LUC
n Luaät döøng :
MVC (T 1) MVC (T )
74
8/28/2021
LUC
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
LUC
k i Ri QT IHCi CHC(T) TVC(T) MVC(T)
1 1 75 75 0 0 100 1.33
2 2 0 75 0 0 100 1.33
3 3 33 108 66 66 166 1.54
3 1 33 33 0 0 100 3.03
4 2 28 61 28 28 128 2.1
5 3 0 61 0 28 128 2.1
6 4 10 71 30 58 158 2.22
6 1 10 10 0 0 100 10
Friday, April 11, 2003 Nguyeãn Nhö Phong
75
8/28/2021
LUC
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
Qk 75 0 61 0 0 10
76
8/28/2021
n Luaät döøng
Max T: APP(T)EPP
PPA
P=50 ñ, C=100 ñ , h=0.02
EPP = C/Ph = 100
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
77
8/28/2021
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
PPA
k i Ri (i-1)Ri APP(T)
1 1 75 0 0
2 2 0 0 0
3 3 33 66 66
4 4 28 84 150
4 1 28 0 0
5 2 0 0 0
6 3 10 20 20
PPA
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
Qk 108 0 0 38 0 0
78
8/28/2021
IPPA
P=50 ñ, C=100 ñ , h=0.02
EPP = C/Ph = 100
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
79
8/28/2021
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
IPPA
k i Ri IPP(i)
1 1 75 0
2 2 0 0
3 3 33 66
4 4 28 84
5 5 0 0
6 6 10 50
IPPA
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
Qk 146 0 0 0 0 0
80
8/28/2021
n Thuaät toaùn
n Tính ma traän chi phí bieán thieân toång (TVC)
n Xaùc ñònh chi phí cöïc tieåu
n töø chu kyø 1 ñeán chu kyø e,
n vôùi möùc toàn kho cuoái chu kyø e laø 0
n Xaùc ñònh keá hoaïch ñaët haøng toái öu
81
8/28/2021
WWA
n Ma traän chi phí bieán thieân toång zce
zce: toång chi phí bieán thieân
khi ñaët haøng ôû chu kyø c,
thoaû maõn nhu caàu caùc chu kyø ce
e
zce c hP Qce Qci , 1 c e n
i c
e
Qce Rk
k c
WWA
n Xaùc ñònh chi phí cöïc tieåu
n töø chu kyø 1 ñeán chu kyø e,
n vôùi möùc toàn kho cuoái chu kyø e laø 0
f e min f ce , c 1 e
f ce f z
c1 ce
f 0
0
f n : chi phí ke hoach dat hang toi uu
82
8/28/2021
WWA
n Xaùc ñònh keá hoaïch ñaët haøng toái öu:
fn = zwn + fw-1
= zwn + zv,w-1 + fv-1
= zwn + zv,w-1 + … + z1,,u-1 + f0
n Ñôn haøng cuoái ôû chu kyø w, thoaû nhu caàu caùc ck. wn
n Ñôn haøng keá ôû chu kyø v, thoaû nhu caàu caùc ck. vw-1
n …
n Ñôn haøng ñaàu ôû ck 1, thoaû nhu caàu caùc ckø. 1 u-1
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
e 1 2 3 4 5 6
c
1 100 100 166 250 250 300
2 100 133 189 189 229
5 100 110
6 100
83
8/28/2021
WWA
Xaùc ñònh chi phí cöïc tieåu töø chu kyø 1 ñeán chu kyø e
zce 1 2 3 4 5 6
1 100 100 166 250 250 300
2 100 133 189 189 229
3 100 128 128 158
4 100 100 120
5 100 110
6 100
Friday, April 11, 2003 Nguyeãn Nhö Phong
WWA
Xaùc ñònh chi phí cöïc tieåu töø chu kyø 1 ñeán chu kyø e
e 1 2 3 4 5 6
c
1 100 100 166 250 250 300
2 200 233 289 289 329
5 328 328
6 328
84
8/28/2021
k 1 2 3 4 5 6
Rk 75 0 33 28 0 10
Qk 75 0 71 0 0 0
1 75 75 75 75 108 146
2 0 0 0 0 0 0
3 33 71 71 61 0 0
4 28 0 0 0 38 0
5 0 0 0 0 0 0
6 10 0 0 10 0 0
VC (ñ) 258 258 328 286 300
85
8/28/2021
86
8/28/2021
87
8/28/2021
S = B - Ma
t
Rmin P(M > B)
L
n B La Khi L nhoû
B
Rmax
S
t
Rmin
Lmin
Lmax
88
8/28/2021
Lmin
B
Rmax
S
t
Rmin
Lmax
89
8/28/2021
M=DxL
M D L
M ID 2 2
2 D L2 L D2
M D L
M NI D 2 2
2 D L2 L D2 L D
90
8/28/2021
M = f(D,L)
M = D x L (0, 1, 2, 3, 4 ) P(M) ?
Eg. M=1
L=1, D1 = 1 : 0.75 x 0.5 = 0.3750
L=2, D1 = 0 ,D2 = 1 : 0.25 x 0.3 x 0.5 = 0.0375
L=2, D1 = 1 ,D2 = 0 :0.25 x 0.5 x 0.3 = 0.0375
P(M=1) = 0.4500
91
8/28/2021
92
8/28/2021
M . f ( M ) dM
M 0
M max
0
M .p (M )
2
(M M ) f ( M ) dM
2
0
M max
0
(M M ) 2
p (M )
93
8/28/2021
f ( M )dM
P( S ) P( M B) B
M max
M p(M )
B 1
P( S ) P( M B) F ( B) 1 F ( B)
2-Dec-03 Nguyeãn Nhö Phong
(M B) f (M )dM
E(M B) B
M max
M
(M B) p(M )
B1
94
8/28/2021
Heä thoáng Q
L L L L
95
8/28/2021
96
8/28/2021
n Möùc toàn kho an toaøn vaø ñieåm ñaët haøng seõ lôùn
n Chi phí heát haøng / möùc phuïc vuï cao
n Chi phí toàn tröõ thaáp
n Nhu caàu / thôøi gian chôø thay ñoåi nhieàu
n Moâ hình
n Löôïng ñaët haøng
n ñònh bôûi söï caân baèng chi phí toàn kho
n ñoäc laäp vôùi ñieåm ñaët haøng
n Toàn kho an toaøn ñònh khi
n bieát chi phí heát haøng
n khoâng bieát chi phí heát haøng.
97
8/28/2021
S B M E ( M B)
2-Dec-03 Nguyeãn Nhö Phong
98
8/28/2021
99
8/28/2021
100
8/28/2021
BOS
Chi phí heát haøng ñôn vò
BOS
Chi phí heát haøng ñôn vò
HQ
P(M B) F ( B) P(s)
AR
B*
S B* M
101
8/28/2021
BOS
Chi phí heát haøng ñôn vò
R = 1800 ñv/n, H = 0.30, A = 1 NÑ/ñv, Q=600 ñv
M P(M) M P(M)
48 0.02 54 0.20
49 0.03 55 0.07
50 0.06 56 0.06
51 0.07 57 0.03
52 0.20 58 0.02
53 0.24 Toång 1
2-Dec-03 Nguyeãn Nhö Phong
BOS
Chi phí heát haøng ñôn vò
M 53
102
8/28/2021
BOS
Chi phí heát haøng ñôn vò
M P(M) F P(S) =
P(M>B)
48 0.02 .02 0.98
49 0.03 .05 0.95
50 0.06 .11 0.89
51 0.07 .18 0.82
52 0.20 .38 0.62
53 0.24 .62 0.38
54 0.20 .82 0.18
55 0.07 .89 0.11
56 0.06 .95 0.05
57 0.03 .98 0.02
58 0.02 1 0.00
BOS
Chi phí heát haøng ñôn vò
S B* M 56 53 3
2-Dec-03
103
8/28/2021
n M ~ P()
L = 1 t , =M= 5 ñv/t , N = 52 t/n ,
H= 5 ñ/ñv.n , G = 5 ñ , Q = 13 ñv
HQ 5 x13
f ( B) 0.05
GR 5 x52 x5
B 8
S 3
104
8/28/2021
M ~ N(M, )
BM
z
2
e z / 2
f ( z) . f ( B)
2
S = B – M = .z
H Q 4 x5 x 26
f ( z) 0.05
GR 10 x52 x 20
z 2.03
S = 2.03x4 = 8.12 = 8 ñv
B = M+ S = 20 + 8 = 28 ñv
105
8/28/2021
S ( B M ) f ( M )dM ( B M ) f ( M )dM
0 B
S B M E ( M B)
R AR
TC S SH E (M B) A H ( B M ) ( H ) E (M B)
Q Q
dTS S AR
0 H ( H ) P(M B) 0
dB Q
HQ
P( M B) F ( B) P( S )
AR HQ
106
8/28/2021
M P(M) P(M>B)
150 0.01 0.99
200 0.04 0.95
250 0.21 0.74
300 0.55 0.19
350 0.09 0.1
400 0.07 0.03
450 0.03 0.00
10 x1000
P(S ) 0,038 B 400
50 x5000 10 x1000
S B M E (M B)
R
TCS HS P( M B)G
Q
GR
TC S H ( B M ) H .E ( M B) P( M B)
Q
107
8/28/2021
R
TC S HS P ( M B )G
Q
GR
TC S H ( B M ) H .E ( M B) P( M B)
Q
dTC S GR
H H .F ( B ) f ( B) 0
dB Q
f ( B ) HQ
F ( B ) GR
108
8/28/2021
S B M Ma M
109
8/28/2021
B = 70
M 60
S = 70 – 60 = 10
110
8/28/2021
M = D L = 8 ñv
P(M>B) = 0.034 B = 13 ñv
S = 13 – 8 = 5 ñv
2-Dec-03 Nguyeãn Nhö Phong
M = D L = 8 ñv
P(M>B) = 0.05
B / M = 3
B = 3xM = 24 ñv
S = 24 – 8 = 16 ñv
111
8/28/2021
E (M B)
1 Q
SLu
1 E ( M B )
Q E ( M B )
n M ~ N((M, ):
E(M>B) = .E(z)
.E ( z )
SLu 1
Q
Q
E( z) (1 SLu )
112
8/28/2021
z = 0.22
B = 53 + 0.22x2 = 53.4 ñv (54 ñv).
S = 54 – 53 = 1 ñv
113
8/28/2021
114
8/28/2021
5 x1200(1 0.125)
AL 2.33
18,000 x0.125
115
8/28/2021
(s-S)
n L ~ ND (L,L) , D ~ ND (D,L)
n M = D*L
n M= D * L
n M= (LD2 + DL2)
116
8/28/2021
n = 97% 9 200
n Q = 679 u
10 152
n z=1,88
11 100
n = 44.58 u/w 12 221
n = 32.08 u/w 1 287
M = 89.16 u
2 176
n
n SS = 86.2 u
n s = 176 u … …
n S = 765 u 8 156
2-Dec-03 Nguyeãn Nhö Phong
T * Q * / R 2C / RH
117
8/28/2021
118
8/28/2021
IM 05
n Saûn phaåm
n Ñaët haøng taïi moät thôøi ñieåm,
n thoûa maõn nhu caàu giai ñoaïn
n Cuoái giai ñoaïn,
n saûn phaåm khoâng coøn/ ít giaù trò söû duïng
n EOQ, EOI, EPQ –
n khoâng duøng ñöôïc
119
8/28/2021
SOQ
n Nhu caàu
n Khoâng lieân tuïc ;
n Thay ñoåi
n Thôøi gian ngaén
n Nhu caàu
n Khoâng chu kyø
n eg. Phuï tuøng baûo döôõng
n Coù chu kyø, khoâng xaùc ñònh, ñôøi soáng ngaén
n Eg. Thöïc phaåm, baùo, …
120
8/28/2021
SOQ
SOQ
n Beân ngoaøi
n Töï caáp
n Nhu caàu
n Khoâng bieát Phaân tích/ khaûo saùt thò tröôøng
121
8/28/2021
SOQ
n Heä thoáng
n Nhu caàu bieát tröôùc/thay ñoåi (Demand)
n Thôøi gian chôø bieát tröôùc/thay ñoåi (Lead time)
122
8/28/2021
123
8/28/2021
124
8/28/2021
n
E (Qi ) P ( M j ) F Qi M j
j 0
125
8/28/2021
20 30 80 80 80 80 80 75
126
8/28/2021
Q : E Q Min E Qi
Moät sieâu thò laäp keá hoaïch mua maùy neùn döï phoøng cho
heä thoáng laïnh .
Giaù mua maùy neùn hieän taïi laø 100 NÑ/caùi, neáu mua khi
maùy neùn hö , giaù mua laø 1000 NÑ/caùi , boû qua giaù trò
coøn laïi cuûa maùy neùn khi khoâng söû duïng .
Phaân boá löôïng maùy neùn bò hö M trong voøng ñôøi cuûa heä
thoáng laïnh
M 0 1 2 3
P(M) 0.3 0.4 0.25 0.05
127
8/28/2021
Q M 0 1 2 3 E(Q)
P(M) 0.3 0.4 0.25 0.05
0 0 1000 2000 3000 1050
128
8/28/2021
ER P1 [Q (Q M ) f ( M )dM ] V (Q M ) f ( M )dM
0 0
Q
ER P1Q (V P1 ) (Q M ) f ( M )dM
0
EC PQ C A M Q f M dM
Q
129
8/28/2021
EP ER EC
Q
P1Q V P1 Q M f M dM PQ C A M Q f M dM
0 Q
P1Q V P1 Q M P1 V A M Q f M dM PQ C
Q
dEP
P1 V P1 P1 V APM Q P 0
dQ
P V ML
P M Q P S
P1 A V MP ML A
130
8/28/2021
ML = P –V M P P(S)
= 2-1
10 0.1 0.9
= 1 (NÑ)
MP = P1 – P 20 0.1 0.8
= 6 –2 30 0.2 0.6
= 4 (NÑ)
A = 0 (NÑ) 40 0.35 0.25
50 0.15 0.1
P(S)=0.2
Q*=50 60 0.1 0.00
131
8/28/2021
n M : Nhu caàu
Q
EC C PQ A M Q f M dM V Q M f M dM
Q 0
C PQ A V M Q f M dM V M Q
Q
Q
EC C PQ A M Q f M dM V Q M f M dM
Q 0
C PQ A V M Q f M dM V M Q
Q
dEC
P A V PM Q V 0
dQ
P V
P M Q P S
A V
11 April 2003 Nguyeãn Nhö Phong
132
8/28/2021
P(S)=0.1 Q=2
M 0 1 2 3
P(M) 0.3 0.4 0.25 0.05
11 April 2003 Nguyeãn Nhö Phong
133
8/28/2021
n MRP
n MRP II
n MRP III - ERP
134
8/28/2021
KHAÙI NIEÄM
KHAÙI NIEÄM
n MRP
n Hoaïnh ñònh nhu caàu vaät tö phuï thuoäc
n Taïo ñôn mua/saûn xuaát nhaèm
n ñieàu chænh doøng nguyeân lieäu, baùn phaåm
n thoûa maõn lòch saûn xuaát thaønh phaåm.
n Saün saøng nguyeân vaät lieäu cho keá hoaïch saûn xuaát vaø phaân phoái.
n Duy trì möùc thaáp nhaát coù vật tư nhu caàu phuï thuoäc.
n Hoaïch ñònh nhu caàu theo thôøi gian
135
8/28/2021
KHAÙI NIEÄM
n Đaàu vaøo MRP
n Lòch saûn xuaát chính (Master production schedule-MRP)
n Baûng ghi traïng thaùi toàn kho (Inventory Status Records –ISR)
n Baûng ghi caáu truùc saûn phaåm(Product Structure Records-PSR)
136
8/28/2021
n MPS
n Nhaän thoâng tin döï baùo & ñôn haøng
n Hoaïch ñònh saûn xuaát thaønh phaåm
n Saûn phaåm,
n soá löôïng,
n thôøi gian
n Thôøi gian hoaïch ñònh
n Chu kyø hoaïch ñònh
137
8/28/2021
n PSR
n Hoaù ñôn vaät tö cuûa thaønh phaåm (BOM)
n Lieät keâ caùc thaønh phaàn taïo neân saûn phaåm cuoái
n Caùc thoâng tin : soá löôïng, thôøi gian chôø, maõ möùc
n Thoâng tin veà trình töï saûn xuaát hôn laø cheá taïo
n Caùc thaønh phaàn: baùn phaåm hay nguyeân lieäu.
n Quaù trình saûn xuaát thaønh phaåm
PSR
A( _ , 4 ) Möùc 0
B( 1 , 3 ) C( 2 , 2 ) Möùc 1
D( 1 , 1 ) E( 2 , 1 ) Möùc 2
138
8/28/2021
PSR
PSR
Möùc 0
W X
A B C Möùc 1
F G
D E Möùc 2
H B
C J D E Möùc 3
139
8/28/2021
PSR
• Thaønh phaàn • Maõ möùc
• Coù theå • Cuoái cuøng
• W • 0 • 0
• A • 1 • 1
• B • 1,2 • 2
• C • 1,3 • 3
• D • 2,3 • 3
• E • 2,3 • 3
• X • 0 • 0
• F • 1 • 1
• G • 1 • 1
• H • 2 • 2
• J • 3 • 3
ÑAÀU RA MRP
n MRP
n nhaän thoâng tin
n Nhu caàu thaønh phaåm ôû MPS
n Caáu truùc saûn phaåm ôû PSR
n Traïng thaùi toàn kho ôø ISR
n xaùc ñònh nhu caàu caùc vaät lieäu thaønh phaàn
n Vaät tö
n Soá löôïng
n Thôøi gian
140
8/28/2021
ÑAÀU RA MRP
n MRP hoaïch ñònh
n ñôn mua(Purchase Order -PO) MRP
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ THAØNH PHAÀN
Q L OH SS AL LC IT t
0 1 2 3 4 5 6 7 8
25 2 10 0 0 1 X G 10 15 25 25 30 45 20 30
S 10 25
H 10 10 20 20 20 15 0 5 0
N 5 5 10 30 20 25
P 25 25 25 30 25 25
R 25 25 25 30 25 25
141
8/28/2021
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ THAØNH PHAÀN
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ THAØNH PHAÀN
n Xaùc ñònh nhu caàu toång G(t)
n Töø MPS vôùi thaønh phaåm
n Töø POS cuûa thaønh phaàn caáp cao tröïc tieáp
n Xaùc ñònh nhu caàu N(t)
N(t) = Max [ G(t) – S(t) – H(t-1) , 0 ]
n Xaùc ñònh ñôn haøng hoaïch ñònh P(t)
N (t ), N (t ) Q
P (t ) Q, Q N (t ) 0
0, N (t ) 0
142
8/28/2021
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ THAØNH PHAÀN
N(t)=max{0, G(t)-S(t)-H(t-1)}
N (t ), N (t ) Q
P(t ) Q, Q N (t ) 0
0, N (t ) 0
H(t)=S(t)+P(t)+H(t-1)-G(t)
t=T
R(t-L)=P(t)
143
8/28/2021
0 1 2 3 4 5 6 7 8
G 5 10 18 0 10 6 0 14
S 20
H 20
S 20
H 20 15 25 7 7 0 0 0 0
N 3 6 14
P 3 6 14
R 3 6 14
144
8/28/2021
Q=15 0 1 2 3 4 5 6 7 8
G 5 10 18 0 10 6 0 14
S 20
H 20 15 25 7 7 12 6 6 7
N 3 8
P 15 15
R 15 15
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ TOAØN PHAÀN S
n=0
n=n+1 n=N
Keát thuùc
Friday, April 11, 2003 Nguyeãn Nhö Phong
145
8/28/2021
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ TOAØN PHAÀN
K( _ ,2)
M( 2 ,1) R( 1 ,3)
0 1 2 3 4 5 6 7 8
K G 25 15 120 0 60 0 15 0
H 50
M S 30
H 225
K G 25 15 120 0 60 0 15 0
H 50 25 10
N 110 60 15
P 110 60 15
R 110 60 15
M G 220 120 30
S 30
H 225 35 35
N 85 30
P 85 30
R 85 30
Friday, April 11, 2003 Nguyeãn Nhö Phong
146
8/28/2021
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ TOAØN PHAÀN
J( _ ,1) K( _ ,2)
HOAÏCH ÑÒNH
NHU CAÀU VAÄT TÖ TOAØN PHAÀN
t 0 1 2 3 4 5 6 7 8
J G 0 50 50 10 0 60 10 25
H 15
K G 25 15 120 0 60 0 15 0
H 50
M G 255 80 130 0 10 10 25 0
S 30
H 225
147
8/28/2021
0 1 2 3 4 5 6 7 8
J G 0 50 50 10 0 60 10 25
H 15 15 0 0 0 0 0 0 0
N 35 80 10 60 10 25
P 35 80 10 60 10 25
R 35 80 10 60 10 25
K G 25 15 120 0 60 0 15 0
H 50 25 10 0 0 0 0 0 0
N 110 60 15
P 110 60 15
R 110 60 15
M G 255 80 130 0 10 10 25 0
S 30
H 225 0 0 0 0 0 20 25 25
N 80 130 90 10 5
P 80 130 90 30 30
R 80 130 90 30 30
Friday, April 11, 2003 Nguyeãn Nhö Phong
LC It
0 A,Q
1 B,C
2 D,E
148
8/28/2021
Q L OH SS A LC It t 0 1 2 3 4 5 6 7 8
1 4 18 5 10 0 A G 103
H 3
1 2 6 6 0 0 Q G 200
H 0
G 103
1 4 18 5 10 0 A H 3 3 3 3 3 3 3 3 0
N 100
P 100
R 100
G 200
H 0 0 0 0 0 0 0 0
1 2 6 6 0 0 Q N 200
P 200
R 200
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G 100
H 10 10 10 10 0
1 3 10 0 0 1 B N 90
P 90
R 90
G 200 200
H 20 20 20 20 0 0
1 2 20 0 0 1 C N 180 200
P 180 200
R 180 200
G 180 200
H 0 0 20 20
P 200 200
R 200 200
P 500 500
R 500 500
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n MRP
n RS (Regenerative Systems)
n NCS (Net Change Systems)
n RS – MRP
n Taùi hoaïch ñònh nhu caàu vaät tö theo chu kyø
n eg. Haøng tuaàn
n Öu ñieåm:
n Xöû lyù soá lieäu hieäu quaû
n Ít sai soá döõ lieäu
n Söû duïng trong
n Moâi tröôøng (MRP) oån ñònh
n Taùi hoaïch ñònh vôùi taàn suaát thaáp
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n NCS – MRP
n Taùi hoaïch ñònh
n Khi coù söï theâm /bôùt ôû MPS
n Caùc thaønh phaàn aûnh höôûng
n Söû duïng trong
n Moâi tröôøng bieán ñoäng
n Taùi hoaïch ñònh vôùi taàn suaát cao
MRPII
n A method
n for effective planning
n for all resources of a manu comp.
n An approach
n to managerial planning, execution, control
n of productive activity
n An explicit and formal manufacturing IS
n Integrate marketing, finance and operations
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MRPII
n MRPII
n Integrate in a feedback manner
n the forecasting of demand,
n production planning, scheduling, control activity ,
n purchasing planning and control.
MRPII
n MRPII
n Coordinate the sales & manu plans
n to ensure their consistency
n Convert resource requirement
n into financial requirement
n Also often integrated with
n warehousing &
n distribution process.
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MRPII elements
1. Demand Management DM
2. Production Planning PP
3. Resource Requirement Planning RRP
4. Master Production Scheduling MPS
5. Rough Cut Capacity Planning RCCP
6. Material Requirement Planning MRP
7. Capacity Requirement Planning CRP
8. Shop Floor Control SFC
9. Vendor Requirement Planning VRP
SP
DM
PP RRP
MRPII
Khaû thi ?
MPS RCCP
Khaû thi ?
MRP
CRP VRP
SFC PC
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DM
n Recognizing & managing all of the demands
n Areas
n Advertising,
n promotions,
n pricing, adding, deleting prod.
n Forecasting anticipated business
PP
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RRP
MPS
n Which prod produced, how many, when
n Statement of production by item, date, quantity
n Constrained by production plans
n Make schedule valid & realistic
n Consideration capacity, material, vendor limitations
n Mana decisions
n The disaggregated version of PP
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RCCP
n Reasonability test of PP &/ MPS
n at intermediate levels of detail
n Rough & ready but simple & quick 2 use
n 2 ingredients
n Critical resources
n Bottleneck factory processes
n Truly dictate overall throughput
n Plan not achievable changed before proceeding.
n Load profiles
n Identify the loads placed on CR
MRP
n Inventory control & production planning systems
n Scheduling the production of all items
n beneath the end item level
n Release when necessary of
n WO,
n PO,
n issues rescheduling notices
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CRP
n Consider planned orders from MRP
n Together w. work already in process
n equipment &/
n manpower
n In the correct time periods 2 execute the plan
n In a more detailed fashion
SFC
n Plant scheduling & control
n Plans passed the validity test
n Material plans
n communicated to the supplier
n Material & capa plans
n communicated to the factory / plant
n Plant scheduling
executing the factory plan
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VRP
ERP
n A method
n for effective planning & control
n of all resources
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ERP
n Systems
n Integrating all information & actions required
n fully support a company & its SC
n Integration
n across the entire manufacturing comp.
n out through the SC to
n customers
n suppliers
ERP
n An accounting oriented IS
n identifying & planning
n the enterprise resources needed
n to take, make, ship & account for COs
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ERP Integration
1. Executive Integration
2. Customer Integration
3. Supplier Integration
4. Engineering Integration
5. Manufacturing Integration
6. Support Service Integration
ERP Integration
Owners
ExI
Suppliers SI MI CI Customers
EnI
SSI
FA HR Environmental
Bank Employees Gov.
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n Strategic Planning
n Business Planning
n Sales & Operation Planning
Customer Integration
n Marketing
n Sales
n Forecasting
n Customer Order
n Demand Management
n Logistics
n Field Service
n CRM
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Manufacturing Integration
n Manufacturing Planning
n Manufacturing Execution
n Advanced Planning & Scheduling
n Inventory
n Quality
n Maintenance
Manufacturing Planning
n Material & Capacity Planning
n Material Planning
n MPS
n MRP
n Capacity Planning
n RCCP
n CRP
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Supplier Integration
n Purchasing
n Purchasing management
n Supplier Scheduling & Control
n Purchasing integration
n Supplier integration
n Optimum performance
n SCM
n The Extended Enterprise
Engineering Integration
n Product Design Integration
n Product Phase Out Integration
n Product Data Management
n Project Management Integration
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ERP Technologies
n Baan ERP
n OpenERP
n Oracle ERP
n SAP ERP
n Selection
n Implementation
n Case studies
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BaanERP
OpenERP
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Oracle
SAP
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WIP
WIP
n Quaù trình lieân tuïc
n Saûn phaåm rôøi raïc / löôïng lôùn ( Discrete / Bulk items)
n Saûn xuaát laäp laïi / theo quaù trình (Repetitive / Process Manu.)
n Doøng vật tư theo cuøng ñöôøng / chieàu coù theå boû qua vaøi traïm
n WIP cao
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WIP
n Phöông phaùp ñieàu ñoä
n Ñieàu ñoä thuaän (Forward)
n Ñieàu ñoä nghòch (Backward)
WIP
n Ñieàu ñoä thuaän (Forward)
n Baét ñaàu ñieàu ñoä khi coù yeâu caàu.
n Saûn xuaát theo ñôn haøng, SP phaân phoái sôùm nhaát coù theå
n WIP gia taêng ôû caùc maùy
n Ñieàu ñoä nghòch (Backward)
n Ñieàu ñoä nguyeân coâng cuoái tröôùc theo kyø haïn
n SX laép raùp
n WIP thaáp
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WIP
n PP caáp lieäu
n Voâ haïn (Infinite)
n Höõu haïn (Finite)
WIP
n Voâ haïn (Infinite):
n Khoâng ñeå yù coâng suaát maùy vaø sp. Khaùc
n WIP cao
n Höõu haïn (Finite):
n Ñeå yù coâng suaát maùy vaø sp. khaùc khi ñieàu ñoä
n WIP thaáp
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WIP
n WIP boå chính cho söï khaùc nhau veà naêng suaát, qui trình.
n WIP
n Toàn kho toàn tröõ (Stocked Inventory) :
n giaûm thôøi gian cheá taïo,
n san baèng saûn xuaát,
n taän duïng loâ kinh teá
n Nhaèm giaûm thôøi gian saûn xuùaât
n Toàn kho saép haøng (Queue Inventory) :
n Caùc ñôn haøng khaùc nhau ñeán ngaãu nhieân cuøng 1 maùy do
hoaïch ñònh hay khoâng.
n WIP phuï thuoäc löu löôïng vaøo & ra ôû caùc maùy
Kieåm soaùt WIP baèng caùch ñieàu chænh löu löôïng vaøo ra giöõa
caùc maùy.
WIP
n Kieåm soaùt WIP –
n caûi thieän doøng vaät tö , taêng löu löôïng saûn phaåm,
n traùnh quaù toàn kho baùn phaàm, gaây ra:
n Thôøi gian saûn xuaát daøi
n Heä thoáng kieåm soaùt saûn xuaát phöùc taïp & ñaét tieàn
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WIP
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MAÙY THAÉT
(Bottleneck Work Center - BWC)
n Maùy thaét
n Luoân coù haøng ñôïi _ laø trieäu chöùng vaán ñeà
n Keùo daøi thôøi gian saûn xuaát.
n Ñònh naêng suaát xöôûng.
n Caàn giaûm bôùt hay trieät boû neáu coù theå
n Maùy thaét
n Giôùi haïn naêng suaát xöôûng,
n Caàn hoaït ñoäng heát coâng suaát
n Taêng naêng suaát coù theå
n taêng naêng suaát xöôûng,
n giaûm thôøi gian saûn xuaát
BWC
n Maùy thoâng
n Hieäu suaát aûnh höôûng bôûi maùy thaét
n Hieäu suaát thaáp hôn hieäu suaát maùy thaét
n Neân “phuïc vuï “ cho maùy thaét
n Nhaèm giaûm WIP
n Khoâng söû duïng heát coâng suaát caùc maùy.
n Neân caân baèng löu löôïng, traùnh laõng phí nguoàn löïc
n Maùy thaét hoaït ñoäng heát coâng suaát, khoâng thôøi gian nghó
n Maùy thoâng hoaït ñoäng 1 phaàn coâng suaát, coù thôøi gian nghó
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IOC
B11 =240
T 12 13 14 15 16 17 18 19 20 21
PI 540 540 540 540 540 540 540 540 540 540
AI 540 530 500
PO 600 600 600 600 540 540 540 540 540 540
AO 610 520 600
PB 180 120 60 0 0 0 0 0 0 0
AB 170 180 80
IOC
n PI löôïng vaøo hoaïch ñònh
n AI löôïng vieäc ñeán theo giôø maùy
n ICD : ICDt = ICD t-1 + AI t - PIt
n PO naêng suaát muïc tieâu hay saún coù
n AO löôïng vieäc hoaøn thaønh
n OCD: OCDt = OCD t-1 + AO t - POt
n PB : PBt = PB t-1 + PI t - POt
n AB: ABt = AB t-1 + AI t - AOt
n BD : BD = AB - PB
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IOC
n IOC
n kieåm soaùt naêng suaát
n kieåm soaùt
n löôïng saép haøng
IOC
n Quaù kieåm soaùt
n Löôïng saép haøng vöôït quaù giaù trò cöïc ñaïi :
Maùy hö, gia coâng khoâng hieäu quaû, löôïng vaøo quaù nhieàu
giaûm löôïng vaøo &/ taêng löôïng ra
n Löôïng ra thaáp quaù giaù trò cöïc tieåu :
Maùy hö, gia coâng khoâng hieäu quaû, löôïng vaøo khoâng ñuû
taêng löôïng vaøo
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IOC
n Quyeát ñònh phaùt ñôn haøng caàn xeùt nhu caàu caùc
maùy
n IOC raát caàn cho BWC
n Nhaèm giaûm WIP
n Mua nguyeân lieäu ngay tröôùc nguyeân coâng ñaàu tieân
n Laáy vaät tö töø kho ngay khi caàn
n Caân baèng löôïng vaøo & ra ñôn haøng
n Chæ phaùt ñôn haøng khi moïi thöù ñaõ saún saøng
n Duøng ñôn vò thôøi gian ñieàu ñoä thích hôïp
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CRT
VD: TD = 43
ÑH DD ND CR TTÖT
A 50 3 2.33 5
B 45 2 1 3
C 44 2 .5 1
D 53 5 2 4
E 46 4 .75 2
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JIT
Trieät boû laõng phí
n JIT loaïi boû Laõng phí –
n caùc chi phí khoâng laøm gia taêng giaù trò sp.
n Laõng phí =/= nguoàn löïc toái thieåu ñeå gia taêng giaù trò sp.
n Hoaït ñoäng coù ích: gia coâng, laép raùp, hoaøn taát, ñoùng goùi
n Hoaït ñoäng laõng phí: dòch chuyeån, löu tröõ, ñeám, phaân loaïi,
kieåm tra, döï phoøng
n JIT
n trieät boû laõng phí,
n ñoàng boä & lieân keát caùc coâng vieäc
laøm trôn doøng chaûy sp.
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JIT
n JIT lieân tuïc caûi thieän doøng chaûy sp.
n Giaûi quyeát vaán ñeà qua ñôn giaûn hoùa trieät boû
n Khoâng töï ñoäng hoùa cho ñeán khi taùi caáu truùc, ñoàng boä
vaø caân baèng
n Ñaàu tieân giaûm nhaân coâng giaùn tieáp (löu tröõ, vaän
chuyeån, kieåm tra,..)
n Sau ñoù giaûm nhaân coâng tröïc tieáp qua TÑH
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n Toàn kho che daáu caùc vaán ñeà ngaên trôû doøng sp :
n Maùy hö, chaát löôïng thaáp, nguyeân lieäu toài, coâng cuï
moøn, coâng nhaân vaéng, phaân phoái treã, …
n Logic : Quan saùt hieän töôïng, tìm nguyeân nhaân, giaûi
quyeát vaán ñeà`
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JIT
Caûi thieän heä thoáng
n Hoaïch ñònh caùc coâng vieäc caàn thieát:
n Chaát löôïng phaûi gaàn hoaøn haûo
n Vaät tö phaûi dòch chuyeån
n Nguoàn löïc phaûi duøng ñeå taïo nhöõng gì caàn thieát
n Chæ saûn xuaát nhöõng gì caàn, taïi thôøi ñieåm caàn, vôùi soá
löôïng caàn
n Hieäu suaát maùy khoâng coøn laø tieâu chuaån ñaùnh giaù thích hôïp
n Chi tieát ñang gia coâng laø thöïc söï caàn ngay ?
n Saûn xuaát sôùm hay dö söû duïng nguoàn löïc hôn möùc caàn thieát
n Saûn xuaát treã hay thieáu phaân phoái treã, phí vaän chuyeån cao
JIT
Caûi thieän heä thoáng
n Maët baèng nhoùm
n Thieát bò nhoùm daønh cho 1 hoï sp
n giaûm & oån ñònh thôøi gian di chuyeån
n Coâng ngheä nhoùm
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JIT
Caûi thieän heä thoáng
n Caùc ñeà nghò cuûa JIT:
n Giaûm giaùn ñoaïn doøng sp:
n Giaûm ST,
n Kieåm soaùt chaát löôïng töø nguoàn,
n Loaïi boû hö hoûng maùy
n Trieät boû vaän chuyeån vaø toàn tröõ vaät tö:
n Boá trí TB theo doøng sp,
n Giaûm khoâng gian giöõa caùc maùy,
n Boû caùc ñieåm toàn tröõ
JIT
Caûi thieän heä thoáng
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JIT
Caûi thieän heä thoáng
JIT
Caûi thieän heä thoáng
n JIT Heä thoáng thöïc thi keùo =/= Heä thoáng ñaåy:
n Heä thoáng ñaåy:
n Ñôn ñöôïc phaùt, “ñaåy”trong heä nhaèm thoaû ngaøy hoaøn thaønh xaùc ñònh
n Löôïng vaät tö ñöôïc kieåm soaùt vaø xaùc ñònh töø möùc thaáp ñeán möùc cao
n Heä thoáng keùo:
n Ñôn ñöôïc ñaët ôû möùc thaønh phaåm, coâng vieäc ñöôïc “keùo” qua heä
thoáng nhaèm thoûa nhu caàu thaønh phaåm
n Löôïng vaät tö ñöôïc kieåm soaùt vaø xaùc ñònh töø möùc cao ñeán möùc thaáp
n Flow Shop hieäu quaû Job Shop hôn veà hieäu suaát, MLT, WIP
n JIT vaän haønh Job Shop hieäu quaû nhö Flow Shop
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KS
n Theû (card-kanban)
n KS _
n saûn xuaát JIT khoâng coù ñôn vieäc,
n vôùi 2 loaïi theû (card-kanban),
n keïp vaøo thuøng chöùa chi tieát
n Theû di chuyeån (CK)_
n dòch chyeån chi tieát töø maùy caáp sang maùy nhaän
n Theû saûn xuaát (PK)_
n saûn xuaát chi tieát thay theá
n Caùc theû chaïy voøng giöõa caùc maùy vaø caùc ñieåm tröõ
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KS
n Chu trình giöõa 2 maùy:
n Khi 1 maùy caàn 1 chi tieát, cn.
n laáy 1 CK, ñeán ñieåm tröõ chi tieát,
n thay PK bôûi CK, ñaët PK vaøo raõnh caïnh maùy caáp,
n mang thuøng chi tieát veà.
n PK yeâu caàu maùy saûn xuaát loâ haøng thay theá,
n thöù töï saûn xuaát theo thöù töï caùc PK,
n khi ñaõ ñuû loâ haøng,
n chi tieát ñöa vaøo thuøng mang ñeán ñieåm tröõ.
KS
n HT keùo
n HT thöïc thi khoâng phaûi HT hoaïch ñònh.
n Maùy khoâng coù PK seõ khoâng saûn xuaát.
n Sp khoâng saûn xuaát tröôùc
IPI thaáp
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KS
n KS _ HT ñaët haøng vôùi löôïng coá ñònh:
n Loâ haøng _ kích thöôùc thuøng chöùa
n Ñieåm ñaët haøng _ PK
n Kieåm soaùt löôïng theû kieåm soaùt IPI
Löôïng PK : N >= DL(1+a) / Q
D : nhu caàu (ñv/ng)
L : LT cho thuøng chöùa (ST+PT+QT+MT , ng )
a : Bieán chính saùch TKAT, (0 <= a <= 1)
Q : Côû loâ haøng
KS
D = 100 ñv/ng ;
a = 0.1 ;
Q = 25 ñv / thuøng
T = 8 g/ng ;
ST = 28 ph,
PT=4 ph/ñv,
QT = 170 ph,
MT = 2ph/ thuøng
L = ( 28 +4*25+170+2)/ 480 = 0.625 ng
N = 100 * 0.625 * (1+0.1) / 25 = 2.75 3
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KS
n KS _ HT keùo,
n ñaët haøng theo nhu caàu thöïc
KS
n JIT
n nhaø cung caáp khu vöïc gaàn & tin caäy.
n Thích hôïp
n khi kieåm soaùt saûn xuaát caùc chi tieát tieâu chuaån
n caáp cho 1 daây chuyeàn laép raùp
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Lean production
n 5 lean principles
1. Value
2. Value stream
3. Flow
4. Pull
5. Perfection
Lean Production
n Fast
n Removing NVA wastes to reduce the time line
n Flexible
n A batch size of one
n Flow
n Keep-it-moving operation brings waste 2 the surface
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TPS
VSM
1. Commit to lean
2. Choose the VS
3. Learn about Lean
4. Map the CS
5. Determine Lean Metrics
6. Map the FS
7. Create Kaizen Plans
8. Implement Kaizen Plan
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CSM
FSM
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GIÔÙI THIEÄU
n Vaät tö toàn kho trong
n Heä thoáng phaân phoái – HTPP
n MPP
n Khaùch haøng caùch xa nhaø maùy
MPP : phaân phoái hieäu quaû haøng hoùa ñeán ngöôøi tieâu
duøng.
GIÔÙI THIEÄU
n Phaân phoái :
n Dòch chuyeån & toàn tröû sp
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GIÔÙI THIEÄU
GIÔÙI THIEÄU
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GIÔÙI THIEÄU
n HTTK nhieàu caáp :
n Hoã trôï phuïc vuï khaùch haøng
n Chuyeân chôû kinh teá
n Caùc vaán ñeà cuûa HTPP:
n ÔÛ ñaâu caùc TTPP
n Saûn phaåm naøo
n Ñaët haøng nhö theá naøo
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TPOP
n FOSS :
n Khoâng nhìn quaù ñôn haøng keá,
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TPOP
n TPOP :
n Ñieàu ñoä ñôn haøng theo thôøi ñieåm coù nhu caàu
TPOP
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TPOP
VD: F = 30 ñv / t , Q = 100 , SS = 10 , LT = 2 t , SL = 80
T(t) 0 1 2 3 4 5 6 7 8
GR 30 30 30 30 30 30 30 30
SR
POH 80 50 20 90 60 30 100 70 40
NR 20 10
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DRP
TTPP SS Q LT GHI
n DRP logic CHUÙ
n Döï baùo nhu caàu LDC A 30 120 1 LDC
n Tính toaùn thaønh phaàn
n LDC B 10 100 1 LDC
n RDC
n MDC C 5 70 2 LDC
D 0 400 3 MDC
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DRP
T 0 1 2 3 4 5 6 7 8
A
GR 30 30 30 30 30 30 30 30
SR
POH 70 40 130 100 70 40 130 100 70
NR 20 20
POC 120 120
POL 120 120
B
GR 20 20 20 40 20 20 20 50
SR
POH 50 30 10 90 50 30 10 90 40
NR 20 20
POC 100 100
POL 100 100
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DRP
T 0 1 2 3 4 5 6 7 8
C
GR 40 15 20 30 10 5 30 10
SR 70
POH 15 45 30 10 50 40 35 5 65
NR 25 10
POC 70 70
POL 70 70
D
GR 120 170 0 0 120 170 0 0
SR
POH 300 180 10 10 10 290 120 120 120
NR 110
POC 400
POL 400
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n Laäp keá hoaïch nhu caàu toàn kho & nguoàn löïc
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n DRP - HTK
n khoâng chæ töông taùc
n maø coøn tieân lieäu nhu caàu töông lai
n FSAS
n DRP caûi tieán
n Phaân boå ñeàu töø trung taâm.
n HTÑ coù tieân lieäu nhu caàu töông lai
FSAS
DRP FSAS
n Thích nghi vôùi nhu caàu trong HTÑ
n Yeâu caàu thoâng tin toàn kho ôû moïi Döï baùo Ñòa phöông Ñòa phöông
ñieåm chính xaùc theo thôøi gian
Ñôn haøng nhaäp Theo thôøi Theo thôøi
n Chôø ñôïi ñeán giôø phuùt cuoái tröôùc kho gian gian
khi xaùc ñònh loâ vaän chuyeån.
Heä thoáng Keùo tieân tieán Ñaåy
n Phaân boå toàn kho
n khoâng theo POL, maø theo NR Côû loâ haøng Theo ñòa Theo trung
n theo thôøi gian cung öùng cuûa caùc phöông taâm
( Ñích ) (Nguoàn)
LDC
Löôïng haøng vaän Ñôn haøng Phaân boå ñeàu
chuyeån phaùt
Khaû naêng nhìn Ñôn haøng Nhu caàu
thaáy phaùt roøng
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FSAS
1 MDC ( D ) ,
3 LDC (A, B, C) ,
OHD = 126,
Toàn kho heä thoáng :
SI = 126 + 54 = 180
Thôøi gian cung öùng :
TTPP Qi
ST = 180 / 20 = 9 (ng)
A 4*9-10 = 26
Loâ haøng phaân boå : B 60
Qi = DUi * ST – OHi C 40
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n Taàn suaát
n Taàn suaát thaáp (thaùng):
n Loâ haøng coù thôøi gian cung öùng laø boäi soá thôøi gian ñaët haøng
n Q ~ EOQ
n Loâ haøng
n khoâng xaùc ñònh theo chi phí toàn tröõ
n theo chi phí vaän chuyeån
n Loâ haøng xaùc ñònh theo quan ñieåm vaän chuyeån & toàn tröõ:
n Löôïng haøng vaän chuyeån: boäi soá löôïng haøng trong thuøng chöùa
n Phí vaän chuyeån phuï thuoäc toång troïng löôïng vaø theå tích haøng
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n SS
n Khoâng laäp laïi ôû moãi caáp, phaân taùn caùc ñieåm
SS ñuû lôùn ñeå thoaû nhu caàu trong thôøi gian chôø
n Khi chæ coù nhu caàu laø baát ñònh,
n SS ôû gaàn nôi coù nhu caàu
n Khi chæ coù cung öùng laø baát ñònh,
n SS ôû gaàn nôi cung öùng
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IM 09
INVENTORY CONTROL
INVENTORY CONTROL
n Inventory Control
n Types of Control Systems
n Selective Inventory Control
n Inventory System Development
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INVENTORY CONTROL
n Inventory –
n vary widely in number & nature of materials held
n Manufacturing –
n raw materials, WIP, finished goods, supply
n Retail / whole sales finished goods
n in distribution sys.
INVENTORY CONTROL
n Inventory management – management of diversity
n Over 10,000 items in inventory
n Items differ in
n cost, weight,
n shape, volume,
n color
n packaging,
n store, transportation
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INVENTORY CONTROL
n Aggregate inventory
n Strategic contribution to the org. goals
n How effectively it serves
n The servant to other functional requirements:
n finance,
n marketing,
n production
INVENTORY CONTROL
n Inventory results fr M policies & procedure derived fr
n External expectations
n Prod demand
n Material supply
n Internal constraints
n Available capabilities, capacities
n Finance resources
n Links in the logistical chain
n Not independent
n Local optimization – not globally efficient
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INVENTORY CONTROL
n For control purpose
n The large no. physical units
n Classified into smaller no. relatively
homogeneous categories
n Similar procedures to each category
n Types of inventory control systems
n Impact on almost all other org. activities
INVENTORY CONTROL
n UM responsibility to
n Select the control system
n Establish aggregate inventory levels
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INVENTORY CONTROL
n Operating system
n How routine/non routine situations
n treated via predetermined rules & procedures
n Self control – only require attention on exception
n Adjustment made as
n Ensure that sufficient goods & materials available
n Identify excess & fast – slow – moving items
n Provide accurate, concise, timely reports 2 management
n Expend the least amount of resources
INVENTORY CONTROL
n 6 areas vital in the sys development & maintenance
n Demand forecasts & errors treatment
n Inventory models: EOQ, EOI, EPQ, DRP, MRP
n Inventory costs
n Record & account for items
n Receipt, handling, storage, issue of items
n Info procedure to report exception
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n Quantity based
n Time based
n Production based
n Distribution based
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n Quantity based
n FOSS
n Check continually with each demand
n to determine if order placed
n Quantity based
n Perpetual Inventory Systems
n Two Bin Inventory Systems
n Time based
n FOIS
n Stock count & order placed
n on designed reviewed dates
n Time based
n Periodic Inventory Systems
n Optional replenishment Inventory Systems
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n Production based
n derived order quantity systems
n for production environment
n Order stock only to meet manu requirements
n Production based
n MRP Inventory Systems
n JIT Inventory Systems
n TOC Inventory Systems
n Distribution based
n time phased sys
n for replenishment of items in a distribution network
n Predict distribution requirements
n schedule orders to meet them
n Distribution based
n DRP Inventory Systems
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n Further weakness if
n B, Q, S not restudied / changed for years
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n Lost items
n Stock shrinkage
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n Supplier discounts
n Larger S
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n Implosion process
n from the lowest levels to the central DC
n All demand dependent except the level of prod leaving
n Forecast at the lowest level
n to derive inventory demand at higher levels
n GR
n At all LDCs developed fr forecasts in a TPOP format
n At parent centers accumulated fr PORs of local centers
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SOQ
n Not really an IS
n Items
n Ordered infrequently / only once
n Unique – special attention
SOQ
n Demand
n Nonrepetitive & infrequent intervals
n Promotional, fad, seasonal items ordered by retail outlets
n Spare parts 4 maintenance
n Project materials
n Uncertain, short lived
n Perisable items, eg. Fresh fish, flower
n Obsolescent – Chrismast tree, newspapers, periodicals
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SOQ
n Lot size
n Marginal analysis
n Cost analysis
n Calculation from
n specific project requirement
n management judgments
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n Time phasing
n Known future requirements
n Forecast & C demand
n Capacity feasible MPS
n Sufficient time to react –
n Lead time for
n material orders,
n fabrication,
n subassembly,
n assembly
n MRP
n Backward scheduling
n From finished prod 2 raw materials
n through all level of subassembly & fabrication
n Goal – plan inventory when needed
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n Synchronous manufacturing
n Continual improvement
n Focus on operational constraints
n Constraints
n Anything prevent achieving higher performance
n Identified & managed effectively
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n Material management
n Even millions of individual transactions each year
n Concentrate on significant matters
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n Inventory control –
n isolate those items requiring precise control
n Uneconomical 2 apply detailed IC analysis 2 all items
n Small percentage of inventory items
n account for most of the total I value
n Purchase a large supply of low cost items
n maintain little control over them
n Small quantities of expensive items purchased
n tight control over them
n B class –
n C class –
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n A ordered weekly
n B ordered biweekly
n C ordered quarterly / semiannually
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n Same principle
n Likelyhood of theft
n Difficult forecasting
n Operational criticality
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n Item ordered
n Ext suppliers
n Purchase requisitions
n Int supplier
n Production requisitions
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Forecasting Models
DRP MRP
Transfer
ExIn Supplies Receipt Inventory
Friday, April 11, 2003 Nguyeãn Nhö Phong
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n Foundation of ICS
n Input data & control records
n Current & accurate
n IC based on accuracy of records of inflows & outflows
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n IS design
n Sufficient flexibility
n Grow, expansion, int change
n Wo upsetting the operational sys
n Cope w exceptional items / event
n Integrated into the other organizational systems
IM 10
INVENTORY IMPROVEMENT
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INVENTORY IMPROVEMENT
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Inventory Measurement
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Days of supply
n Days of supply
DOS = TIV / SPD
n TIV - The total value of inventory at cost
n SPD - the sales per day at cost
n Dynamic but confounded
n if the cost of sales not maintained & controlled
Inventory turnover
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Inventory turnover
n High turnover
n Reduce the inventory investment
n Save holding cost
n Frequent stock out
n Dynamic nature but easily become distorted
Inventory Measurement
n Measurement techniques
n Common financial measure of $
n Other dimensions:
n composition,
n flexibility,
n contribution 2 org. objectives
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INVENTORY REDUCTION
n Attention of top mana
n Cash flow
n Return on assets
n Inventory
n Substantial asset
n Goal – reduce inventory to improve performance
n Aggregate inventory
n Continuous changing
n Snapshot taken at a point in time
Inventory reduction
n Inventory reduction
n Analysis of the I composition
n Financial composition by type
n Reduction strategies
n Begin w largest investment I type
n Focus on other types in descending order
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Inventory reduction
n No perfect I control system 2 all situation
n Temporal distortion expected occasionally
n Aggregate financial data
n Org. performance
n Disaggregate for use
n in analyzing inventory imbalances at the operating level
n Safety stock
n Safety stock
n Seasonal stock
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n More orders
n Low F
n Make I less expensive – more of I
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n Products
n Slight differentiation, small market segment –
n eliminated
n Smallest profit margin – discontinued
n Modular prod with optional features:
n MTS MTO ATO
n Only carry the more popular config.
n Unique items provided on a special order basis
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n To reduce WIP
n Reduced the no. orders released 2 the shop
n Decrease the throughput time / LT
n Increase the capacity of critical WCs
n Input considerations
n Keeping backlog off the shop floor
n Releasing an order at the latest possible moment
n The shorter the scheduling period, the lower the WIP
n Decrease in handling, congestion, conflict
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n Bottleneck WCs
n Dictate output
n Loaded 2 capacity w little idle time
n Queue in front, complete utilization
n Non bottleneck WCs
n Not loaded 2 capacity
n Utilization rate dictated by BWC
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n Reduction of WIP
n ultimately predicated on a decrease in MCT
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n poor scheduling
n Production of part rejected / reworked
n unaccepted Q
n Inefficient work flow
n poor layout
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Conclusion
n Inventory
n Not considered a measure of wealth any more
n Viewed as a current asset – more than earn its keep
n More cost than benefit operational liability
n Derived & in support of org. objectives
n Influence the performance of all the functional areas
n No single IS universally superior
Conclusion
n Broad based aggregate program include
n Org. goals
n Material mana
n Forecasting models
n Variable reporting
n Inventory reduction
n Productivity improvement
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