1. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Manufacturing Planning and Control MPC 6 th Edition Chapter 6a

2. 6a-2 Advanced Material Requirements Planning After the initial phase of Material Requirements Planning (MRP) is complete, advanced issues become the new focus of the firm.

3. 6a-3 Agenda Advanced MRP–DefinitionDetermining Order QuantitiesBufferingNervousness

4. 6a-4 Determining Manufacturing Order Quantities A number of quantity-determination (lot-sizing) procedures have been developed The primary consideration in MRP lot-sizing procedures is the nature of the net requirements data Requirements don’t reflect the independent demand assumption of constant uniform demand Requirements are discrete Requirements can be lumpy

5. 6a-5 MRP Lot-Sizing Assumptions All requirements occur at the beginning of the period All future requirements must be met (no backorders) Ordering decisions occur at regular intervals Requirements are appropriately offset for manufacturing lead times Component requirements are satisfied at a uniform rate during each period

6. 6a-6 Determining Order Quantities Economic Order Quantity (EOQ) Periodic Order Quantity (POQ) Part Period Balancing (PPB) Wagner-Whitin Algorithm Lot-Sizing Procedures

7. 6a-7 Economic Order Quantity (EOQ) Simple, widely used technique Assumes constant, uniform demand May require adjustment when demand is lumpy

8. 6a-8 Periodic Order Quantity (POQ) Uses EOQ formula to compute time between orders (TBO) Lot-size varies based upon the forecast requirements for the coverage period Doesn’t allow for combining orders during periods of light demand

9. 6a-9 Part Period Balancing (PPB) Attempts to equalize the costs of ordering and holding inventory Considers alternate coverage periods and the scenario where ordering and inventory costs are most nearly equal Won’t always identify the cost-minimizing plan

10. 6a-10 Wagner-Whitin Algorithm Optimizing procedure to identify the cost- minimizing plan for a time-phased schedule Requires much more computational effort May not identify optimal plan under all conditions

11. 6a-11 Buffering against Uncertainty Buffering can be effective when uncertainty is unavoidable Buffering should not be used to accommodate a poorly performing MRP system Uncertainty has two main sources Demand–timing and quantity Supply–timing and quantity

12. 6a-12 Safety Stock and Safety Lead Time There are two basic ways to buffer uncertainty Safety stock–additional stock intended to cover unanticipated requirements Safety lead time–releasing orders earlier than necessary to ensure receipt before the required due date

13. 6a-13 Performance of Safety Stock vs. Safety Lead Time Timing Uncertainty Quantity Uncertainty Safety lead time outperforms safety stock under timing uncertainty Safety stock outperforms safety lead time under quantity uncertainty

14. 6a-14 Other Buffering Techniques Scrap allowances–useful if scrap is significant and unavoidable Reduce uncertainty Increase forecast accuracy, improve system parameter accuracy (BOM, inventory), reduce lead times, improve product quality. Provide system slack Additional production capacity to allow for unplanned requirements Slack costs money

15. 6a-15 Nervousness Nervousness occurs when even small changes to higher-level MRP records or the master production schedule leads to significant changes in the MRP plans Nervousness is most damaging in MRP systems with many levels in the product structure Some lot-sizing techniques (such as POQ) can amplify the nervousness

16. 6a-16 Reducing System Nervousness Reduce the causes of MRP plan changes Change lot-sizing procedures Use firm planned orders in MRP records Manage execution nervousness by passing users information less frequently Ways to Reduce Nervousness

17. 6a-17 Principles MRP enhancements should be attempted only after a basic MPC system is in place. Discrete lot-sizing procedures can reduce inventory costs, but the complexity shouldn’t outweigh the savings. Safety stocks should be used when uncertainty is related to quantity. Safety lead times should be sued when uncertainty is related to timing.

18. 6a-18 Principles MRP system nervousness can result from lot- sizing rules, parameter changes, and other causes. Precautions should be taken to dampen the amplitude and impact. Uncertainty needs to be reduced before implementing complex procedures. MRP system enhancements should follow the development of ever more intelligent users.

19. 6a-19 Quiz – Chapter 6a What is the primary consideration when selecting a lot-sizing procedure? In a situation where the main source of uncertainty is due to timing of customer orders, which buffering strategy would be expected to perform best? In a situation where the main source of uncertainty is due to quantity of demand, which buffering strategy would be expected to perform best?