MRP System Structure (Input and Output)
Master Production Schedule (MPS)
Bill of Material (BOM)
Inventory Records File
MRP Terminology
MRP Explosion Process
MRP Management
MRP and JIT
MRP System Structure (Input and Output)
Master Production Schedule (MPS)
Bill of Material (BOM)
Inventory Records File
MRP Terminology
MRP Explosion Process
MRP Management
MRP and JIT
It’s a new communication tool created for advertisers, using vessels to get de message to the final consumer by operating from the boats themselves, whether they are at the sea, in ports or on beaches.
This is an operation management assignment which covers mrp & erp topics with detail.
This is a bookish topic which we find in operations management book & describe it with the help of internet & mind. This presentation describe all the factors of mrp & erp & also represent graphs. This topics explains processes of mrp & erp. Bill of materials, inventory records, planned order receipt, planned order release, primary Reports, secondary reports.
Material requirements planning (MRP) is a production planning, scheduling, and inventory control system used to manage manufacturing processes. Most MRP systems are software-based, but it is possible to conduct MRP by hand as well. ... Plan manufacturing activities, delivery schedules and purchasing activities.
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How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
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Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
3. Chapter 13 Resource Management
Aggregate Planning Process
• Aggregate planning is the development of a long-
term output and resource plan in aggregate units of
measure.
• These typically define output levels over a planning
horizon of 1 to 2 years, focusing on product families
or total capacity requirements.
• Aggregate planning later translates into monthly or
quarterly production plans, taking into account
capacity limitations such as supply availability,
equipment, and labour.
4. Stages in Operations Planning Process.
• Level 2 planning, or disaggregation, is the process of
translating aggregate plans into short-term
operational plans that provide the basis for weekly
and daily schedules and detailed resource
requirements.
• Level 3 focuses on execution, moving work from
one workstation to another, assigning people to
tasks, setting priorities for jobs, scheduling
equipment, and controlling processes.
6. t Aggregate Planning Decisions and Strategies
• Demand Management:
Management
The cooperation between marketing and manufacturing to
create more feasible aggregate demands.
• Production-Rate Changes:
Utilizing overtime, subcontracting during peak months.
• Work-Force Changes:
Hiring and firing employees—often not a feasible
alternative.
• Inventory Smoothing:
Building inventories or carrying back orders.
• Facilities and Equipment,
Typically a long-term investment, although companies
can rent equipment for peak seasons.
7. Aggregate Planning Process
1. Chase Approach: The capacities and output levels are
adjusted to match demand requirements over the
planning horizon
• Advantages: Investment in inventory is low and Labour
utilization is high
Disadvantage: The cost adjusting output and capacities
2. Level Approach: Capacities are kept constant over the
planning horizon.
• Advantages:Stable output rate and work force levels
Disadvantage: Greater inventory cost, Increased
overtime and idle time and varying resource utilization
8. Relevant Costs
1. Basic production costs
• The fixed and variable costs incurred in
producing a given product type in a given time
period
2. Costs associated with changes in the
production rate
• Hiring, training, and laying off personnel
3. Inventory holding costs
4. Backorder costs
9. General Procedure for Aggregate
Planning
1. Determine the demand for each period
2. Determine the capacities (regular time, overtime,
subcontracting) for each period
3. Identify pertinent company policies such as level of
safety stock, stable workforce etc.
4. Determine unit costs for regular time, overtime,
subcontracting, holding inventories, back orders, layoffs
etc.
5. Develop alternative plans and compute the cost of each
6. If satisfactory plans emerge, select the one that best
satisfies the objectives. Otherwise, return to step 5
10. Techniques
• Trial and error Techniques using
graphs and spreadsheets
• Linear Programming:
Transportation model
• Simulation Models
11. Yield Management
• Yield management: the process of allocating the right type
of capacity to the right type of customer at the right price
and time to maximize revenue or yield
– Can be a powerful approach to making demand more predictable
• Has existed as long as there has been limited capacity for
serving customers
• Its widespread scientific application began with American
Airlines’ computerized reservation system (SABRE)
12. Yield Management Most Effective
When
1. Demand can be segmented by customer
2. Fixed costs are high and variable costs are
low
3. Inventory is perishable
4. Product can be sold in advance
5. Demand is highly variable
13. Chapter 13 Resource Management
Disaggregation in Manufacturing
• Disaggregation (Level 2) provides the link between
aggregate plans developed at Level 1 and detailed
execution at Level 3
• This provides the basis for detailed purchasing and
production schedules for all of the components that
comprise the finished good or support service delivery.
• There are three major components for disaggregating
aggregate plans into Level 2 plans.
Master production scheduling (MPS)
Materials requirement planning (MRP)
Capacity requirement planning (CRP)
15. Material Requirements Planning (MRP)
• MRP is a technique that has been employed since the
1940s and 1950s.
• Joe Orlicky is known as the Father of MRP
• The use and application of MRP grew through the
1970s and 1980s as the power of computer hardware
and software increased.
• MRP gradually evolved into a broader system called
manufacturing resource planning (MRP II).
16. What is MRP?
• MRP: a computer-based system that develops
plans for ordering and producing dependent
demand items.
• Material requirements plan: a plan that
specifies the timing and size of new production
orders, adjustments to existing order
quantities, and expediting or delay of late/early
orders
17. MRP Inputs
MRP utilizes two basic principles:
1. Requirements for dependent demand items are
derived from the production schedule for their
parents the items that are assembled from
component parts).
2. The production order is offset to account for the lead
time.
• Developed through a combination of three inputs:
1. The Master Production Schedule
2. The Bill of Materials
3. Inventory Records
20. Key Aspects of Master Production
Scheduling
• The sums of the quantities in the MPS must equal
those in the aggregate production plan.
• Aggregate production quantities should be planned
efficiently over time in order to minimize setup,
production, and inventory costs.
• Capacity limitations must be considered before
finalizing the MPS, including labour and machine
capacity, storage space, transportation equipment,
and other factors.
21. The Bill of Materials
• Bill of materials (BOM): a document that
specifies all assemblies, subassemblies, parts,
and raw materials that are required to produce
one unit of the finished product. It is also called
the Product Structure
23. Inventory Records
• Inventory record: a document that specifies
order/lot size policy and lead time and records
all transactions made for parts, assemblies,
and components
– Includes: transactions made for parts, assemblies,
and components both from manufacturing within
an organization and from purchasing items from
external suppliers
24. MRP Terminology
• Gross requirements: the total number of units of a
part or material derived from all parent production
plans
• Scheduled receipts: orders that have been placed
but not yet received or completed
• Projected on-hand inventory: the estimated
inventory that will be available after the gross
requirements have been satisfied, plus any planned
or scheduled receipts for that time bucket
25. MRP Terminology
• Planned order receipts: future orders that which have not yet been
released but are planned in order to avoid a shortage or backlog of
inventory
• Planned order release: when an order must be released in order to
offset for the lead time so that the order will be received when
planned
• The difference between a planned and a scheduled receipt: a planned
receipt is not firmly committed to and can be changed relatively easily
up until the time the order is released.
• As soon as the order is released, it becomes a scheduled order, which
is much harder to change.
26. MRP Computer Program
• Begins with number of end items needed
• Add service parts not included in MPS
• Explode MPS into gross requirements by consulting
bill of materials file
• Modify gross requirements to get net requirements:
• Net Requirements = Gross Requirements
+ Allocated Inventory
(scheduled receipts)
+ Safety Stock
- Inventory On Hand
• Offset orders to allow for lead time
27. Outputs of MRP
• Planned order schedule - quantity of material
to be ordered in each time period
• Changes to planned orders - modifications to
previous planned orders
• Secondary outputs:
– Exception reports
– Performance reports
– Planning reports
28. Lot Size
• Lot size rules determine:
– the size of the order placed, and by
extension the timing of orders,
– the frequency of set-ups, and
– the inventory holding costs for an item.
• Three types:
– Fixed order quantity
– Periodic order quantity
– Lot for lot
29. MRP Lots
• Fixed order quantity (FOQ): a lot size rule
with a constant order size where the same
quantity is ordered every time
• Periodic order quantity (POQ): a lot size rule
with a variable lot size designed to order
exactly the amount required for a specified
period of time
• Lot for lot (L4L): a lot size rule that is a special
case of the periodic order quantity with the
period equal to 1
31. Capacity Requirements Planning (CRP)
• Tests MPS for feasibility
• Utilizes routings to determine labour/machine
loads
• If schedule feasible, recommends freezing
• If schedule overloads resources, points out
processes that are overscheduled
32. MRP to MRP II
• MRP simply exploded demand (MPS) into
required materials
• MRP II became Manufacturing Resource
Planning which provides a closed-loop
business management system that
integrates the material database with other
functions
33. Evolution of MRP to
Enterprise Resource Planning
• Manufacturing resource planning (MRP II): a
system that links the basic MRP system to other
company systems, including finance, accounting,
purchasing, and logistics
• Enterprise resource planning (ERP): a system
that provides a complete linkage of all functional
areas of a business
– Allows manufacturing to see new orders as soon as
marketing or sales enters them into the system.
34. Enterprise Resource Planning
• Integration of all aspects of a business –
accounting, customer relationship
management, SCM, manufacturing, sales,
human resources – into a unified information
system.
• Principal vendors: SAP, Oracle, i2 Technologies
36. Sequencing & Scheduling
• Sequencing refers to determining the order in
which jobs or tasks are processed
• Scheduling refers to the assignment of start
and completion times to particular jobs, people,
or equipment.
37. Work-Center Scheduling Objectives
• Meet due dates
• Minimize lead time
• Minimize setup time or cost
• Minimize work-in-process inventory
• Maximize machine utilization
39. Lateness & Tardiness
• Lateness and tardiness measure performance related to
customer-focused due-date criteria.
• Lateness is the difference between the completion time and the
due date (either positive or negative).
• Tardiness is the amount of time by which the completion time
exceeds the due date. (Tardiness is defined as zero if the job is
completed before the due date, and therefore no credit is given
for completing a job early).
Li = Ci - Di
Ti = Max (0, Li)
where Li = lateness of job i
Ti = tardiness of job i
Di = due date of job i.
40. Chapter 14 Operations Scheduling and Sequencing
Single-Resource Sequencing Problem
• In a serial manufacturing process, a bottleneck
workstation controls the output of the entire process.
Therefore, it is critical to schedule it efficiently.
• With different processing times, SPT sequencing
maximizes workstation utilization and minimizes average
job flow time.
• When processing times are relatively equal, first-come-
first-serve sequencing is applied.
• Using Earliest Due Date (EDD), the maximum job
tardiness and lateness are minimized.
41. Example of Job Sequencing: First-Come First-Served
Jobs (in order Processing Due Date
Suppose you have the four jobs of arrival) Time (days) (days hence)
to the right arrive for processing A 4 5
on one machine B 7 10
C 3 6
D 1 4
What is the FCFS schedule?
Do all the jobs get done on time?
Answer: FCFS Schedule No, Jobs B, C, and
D are going to be
Jobs (in order Processing Due Date Flow Time
late
of arrival) Time (days) (days hence) (days)
A 4 5 4
B 7 10 11
C 3 6 14
D 1 4 15
42. Example of Job Sequencing: Shortest Operating Time
Jobs (in order Processing Due Date
Suppose you have the four jobs of arrival) Time (days) (days hence)
to the right arrive for processing A 4 5
on one machine B 7 10
C 3 6
D 1 4
What is the SOT schedule? Do all the jobs get done on time?
Answer: Shortest Processing Time Schedule
Jobs (in order Processing Due Date Flow Time No, Jobs A and B
of arrival) Time (days) (days hence) (days) are going to be
D 1 4 1 late
C 3 6 4
A 4 5 8
B 7 10 15
43. Example of Job Sequencing: Earliest Due Date First
Jobs (in order Processing Due Date
Suppose you have the four jobs of arrival) Time (days) (days hence)
to the right arrive for processing A 4 5
on one machine B 7 10
C 3 6
D 1 4
What is the earliest due date first
schedule? Do all the jobs get done on time?
Answer: Earliest Due Date First
Jobs (in order Processing Due Date Flow Time No, Jobs C and B
of arrival) Time (days) (days hence) (days) are going to be
D 1 4 1 late
A 4 5 5
C 3 6 8
B 7 10 15
44. Example of Job Sequencing: Johnson’s Rule (Part 1)
Suppose you have the following five jobs with time requirements
in two stages of production. What is the job sequence using
Johnson’s Rule?
Time in Hours
Jobs Stage 1 Stage 2
A 1.50 1.25
B 2.00 3.00
C 2.50 2.00
D 1.00 2.00
45. Example of Job Sequencing: Johnson’s Rule (Part 2)
First, select the job with the
Time in Hours
smallest time in either stage.
Jobs Stage 1 Stage 2
That is Job D with the smallest time A 1.50 1.25
in the first stage. Place that job as B 2.00 3.00
early as possible in the unfilled job C 2.50 2.00
sequence below. D 1.00 2.00
Drop D out, select the next smallest time (Job A), and place it 4th in the job
sequence.
Drop A out, select the next smallest time. There is a tie in two stages for two
different jobs. In this case, place the job with the smallest time in the first stage
as early as possible in the unfilled job sequence.
Then place the job with the smallest time in the second stage as late as possible
in the unfilled sequence.
Job Sequence 1 2 3 4
Job Assigned D B C A
46. Make Span Time
• Make span time is the time needed to
process a given set of jobs; a short make
span aims to achieve high equipment
utilization.
M= C -S
where
M = makespan time of a group of jobs,
C = completion time of last job i in the
group,
S = start time of first job i in the group.
47. Chapter 14 Operations Scheduling and Sequencing
Johnson’s Rule Exercise
• In the following example, we assume that each job must
be processed first on Resource #1 and then on Resource
#2.
• Hirsch Products manufactures custom parts that first
require a shearing operation and then a punch-press
operation. Order information is provided below.
Shear Punch
Job (days) (days)
1 4 5
2 4 1
3 10 4
4 6 10
5 2 3
48. Gantt Chart for Hirsch Product Sequence By-
the-Numbers Rule 1-2-3-4-5
If jobs are completed by order number, the punch press
oftentimes experiences idle time awaiting the next job as shown
below The makespan is 37 days.
49. Gantt Chart for Hirsch Product Sequence 5-1-4-3-2 Using
Johnson’s Rule
Johnson’s Rule results in a reduction in makespan
from 37 days to 27 days, as shown in the Gantt chart
below.
50. Jobs A, B, C, D and E must go through Processes
1 and 2 in that sequence. Use Johnson’s rule
to determine the optimal sequence in which to schedule
the jobs so as to minimize the total time required.
Jobs Process 1 time Process 2 time
A 4 5
B 16 14
C 8 7
D 12 11
E 3 9