Professional Documents
Culture Documents
Inventory Management:
Economic Order Quantity,
JIT, and the Theory of
Constraints
20-1
Economic Order Quantity Management 1
20-2
Economic Order Quantity Management 1
TC PD / Q CQ / 2
Where:
TC = the total ordering and carrying cost
P = the cost of placing and receiving an order
Q=the number of units ordered each time an
order is placed
D = the known annual demand
C = the cost of carrying one unit of stock for one
year 20-3
Economic Order Quantity Management 1
EOQ 2 DO / C
20-4
Economic Order Quantity Management 1
Because the demand for a product is not known with certainty, the
possibility of a stock-out exits. Safety stock can help avoid this.
Safety stock: extra inventory carried to serve as insurance against
fluctuations in demand
Safety Stock
= (Maximum Lead Time- Normal Lead Time) x Average Usage
1-6
Emil Traders, Inc. sells cellphone cases
which it buys from a local manufacturer. Emil
Traders sells 24,000 cases evenly throughout
the year. The cost of carrying one unit in
inventory for one year is P11.52 and the
order cost per order is P38.40.
Compute the EOQ
Total Order Cost
Total inventory carrying cost
1-7
The following information is available for Edgar
corporation’s Material X
Annual usage 12,600
Working Days 360
Normal lead time 20
The units of material x are required evenly
throughout the year.
1. Re-order point
Assuming that occasionally, the company
experiences delay in the delivery of Material X, such
that the lead time reaches a maximum of 30 days,
how many units of safety stock should the company
maintain and what is the reorder point.
1. Safety Stock
2. Re-order point
1-8
Using the EOQ model, Apple Baby
Corporation computed the economic order
quantity for one of the products it sells to be
4,000 units. Apple Baby Corporation
maintains safety stock of 300 units. The
quarterly demand for the product is 10,000
units. The order cost is P200 per order. The
purchase price of the product is P2.40. The
company sells at a 100% markup. The annual
inventory carrying cost is equal to 25% of the
average inventory level.
Total inventory Ordering Cost?
1-9
JIT Inventory Management 2
20-10
JIT Inventory Management 2
Lead times are reduced so that the company can meet requested
delivery dates and to respond quickly to customer demand.
Lead times are reduced by:
• Reducing setup times
• Improving quality
• Using cellular manufacturing
20-11
JIT Inventory Management 2
20-12
JIT Inventory Management 2
significant savings)
• Quality is stipulated
20-13
JIT Inventory Management 2
JIT Limitations:
1. Patience in implications is needed
2. Time is required
3. JIT may cause lost sales and stressed workers
4. Production may be interrupted due to an absence of
inventory
20-14
Backflush Costing
An accounting method that records the costs
associated with producing a good or service
only after they are produced, completed or
sold.
Working backward, calculating the costs of
products after they’re sold, finished or sold.
1-15
The Pampanga manufacturing company uses a raw
and in process inventory account and expenses all
conversion costs of goods sold account. At the end of
each month, all inventories are counted, their
conversion cost components are estimated, and
inventory account balances are adjusted accordingly.
Raw material cost is backflushed from RIP to Finished
goods. The following information for the month of April:
Beginning balance of RIP account, including
P1400 of conversion cost……………………. P31,000
Raw materials received on credit …………… P367,000
Ending RIP inventory per physical count, including
P1,800 conversion cost estimate……………. P33,000
Compute the amount to be backflushed from RIP to
finished goods.
1-16
Katherine, owner of KCO supply company in Cebu,
which manufactures chopsticks for restaurants, has
recently decided to implement a JIT costing system.
Transactions for August are as follows:
Raw materials were purchased at the cost of
P950,000
All materials purchased were requisitioned for
production.
Direct labor costs of P2,500,000 were incurred.
Actual factory overhead costs amounted to
P6,000,000.
Applied conversion costs totaled P8,100,000. This
included P2,500,000 of direct labor.
All units were completed
20-18
Theory of Constraints
methodology for identifying the most
important limiting factor (i.e. constraint) that
stands in the way of achieving a goal and
then systematically improving that constraint
until it is no longer the limiting factor. In
manufacturing, the constraint is often referred
to as a bottleneck.
1-19
1-20
Theory of Constraints (TOC) 4
• Goal – to make money now and in the future by
managing constraints
• Recognizes that the performance of any organization
is limited by its constraints
• TOC focuses on three operational measures of
systems performance
• Throughput = (sales revenue – unit level variable
expenses)/time
• Inventory is all the money the organization spends
in turning materials into throughput
• Operating expenses defined as all the money the
organization spends in turning inventories into
throughput and represent all other money that an
organization spends 20-21
Theory of Constraints (TOC) 4
20-22
The following information pertains to the four
products of De Boton Corporation. Direct materials
and direct labor are readily available. The
company can acquire as much of these resources
as it requires. However, the company is limited to
a maximum of 1,200 machine hours per month:
P1 P2 P3 P4
Selling price per unit P75 P90 P100 P125
Variable Costs per unit P35 P55 P50 P80
Machine hrs per unit 8 5 25 3