Académique Documents
Professionnel Documents
Culture Documents
Manufacturing resource planning (MRP II) is defined as a method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units and financial planning .
This is not exclusively a software function, but a combination of people skills, dedication to data base accuracy, and computer resources. It is a total company management concept for using human resources which is used more productively.
made with suppliers to bring the inventory up by the Economic order quantity Still used by many firms. It is especially well suited to retail inventories.
Reorder Point
Reorder point
Balance on hand
Lead time Time
A. No safety stock
Balance on hand
Safety stock
B. Safety stock
Components:
1. Production scheduling system - produces a master production schedule that encompasses the longest lead time plus the longest production time. 2. MRP system - explores the bill of materials. Converts the gross requirements into the net requirements.
3. Capacity requirements planning system works with MRP system to keep production within plant capacity. Produces outputs: reports and planned order schedule. 4. Order release system produces reports for shop floor and purchasing.
An MRP II System
Customer order file Sales forecast file Finishedgoods inventory file Production capacity file
1.Production scheduling system
Purchasing system
Planning reports
The purpose is to integrate MRP with all systems that affect materials management Organizational systems Accounting information system
An MRP II System
Executive information system
Other functional information systems
Order entry
Material requirements planning
Purchasing
Billing
Receiving
Accounts receivable
General ledger
Accounts payable
Faster material flow Small lot size Timing Compare JIT to online processing and MRP to batch Kanban pulls material as opposed to MRP push Computer not emphasized
conjunction with other functional information systems to support the firm's management in solving problems that relate to manufacturing the firm's products
Output subsystems
Production subsystem
Data Information
D A T A B A S E
Inventory subsystem
Users
Quality subsystem
Cost subsystem
reporting)
9
10
11
12
1. Questionnaire
Production capability Emphasis on quality
2. Financial analysis
Long-term reliability
Units rejected upon receipt, units rejected during production, reasons for rejection, and so on
Supplier file
Units replaced or repaired because of defective parts, supplier spare parts availability, and so on
Used to: 1. Build production facilities 2. Operate production facilities Production schedule determines when the production steps are performed Track expected and actual completion times
Plastic top
Step 5
Install bulb
Plastic cylinder
Step 6
Install reflector
Attach switch
Step 7 Step 2 Step 1
Attach spring
Step 8
Step 3
Step 4
Step 9
Attach strap
Add batteries
Flashlight
PRODUCTION AREA
Importance of determining the inventory level Maintenance cost (a.k.a. carrying costs) Purchasing costs Economic Order Quantity (EOQ) Economic manufacturing quantity (EMQ)
Balance on hand
15 5 0
--------------------------------------------------Safety stock
Time
21
13 5 0
-----------------------------------------------------Safety stock
Time
Demings fourteen points; maintained that it is not workers but management that determines quality Total quality management (TQM) Elements of TQM
TQM Philosophy
*Customer-driven quality standards *Customer-supplier links *Prevention orientation *Quality at the source *Continuous improvement
Graphical Tools
*Process flowcharts *Check sheets *Pareto analysis and histograms *Cause and effect (fishbone) diagrams *Run charts *Scatter diagrams *Control charts
Statistical Tools
*Sampling plans *Process capability *Taguchi methods
Maintained machines
Neat facilities Trained workers
1. Standards 2. Information
User
Vice president of manufacturing Other executives Plant Superintendent Manager of planning and control Manager of Engineering Manager of quality control Director of purchasing Manager of inventory control Other managers
Inventory
X X X X
Quality
X X X X X
Production
X X X X
Cost
X X X X
X X X X X
The philosophy that all production and information technologies must work together Includes both physical and conceptual systems CAD is the link
CAM
CAD
Robotics
Executive Information System Manufacturing Other Information functional System information systems
The CBIS
Criticism Authors like Pochet and Wolsey [3] argue that MRP and MRP II, as well as the planning modules in current APS and ERP systems, are actually sets of heuristics. Better production plans could be obtained by optimization over more powerful mathematical programming models, usually integer programming models. While they acknowledge that the use of heuristics, like those prescribed by MRP and MRP II, were necessary in the past due to lack of computational power to solve complex optimization models, this is no longer true