1. Material Requirements Planning
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2. What is MRP Material Requirements Planning
Is a basic tool for performing the detailed material planning function in the manufacture of component parts and their assembly into finished items.
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3. Objective of MRP
To provide the right parts at the right time to meet the schedules for completed products.
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4. MRP and MPC Requires MPS Requires Bill of Materials
Requires Inventory Status data
Routing file for each component
Contains: operations to be performed, sequence of operations, work center, other possible WC, tooling needed, standard times (setup and run time).
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5. Manufacturing Planning and Control System
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6. The Basic MRP Record
Anticipated usage of demand for each period (GROSS REQUIREMENTS)
Existing replenishment orders at the beginning of period (SCHEDULED RECEIPTS)
The current and projected inventory status at the end of period (PROJECTED AVAILABLE BALANCE)
Planned replenishment orders for the beginning of each period (PLANNED ORDER RELEASES)
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7. Information Timing Gross Requirements - Beginning of Period
Scheduled Receipts - Beginning of Period
Projected Available Balance - End of Period
Planned Order Release - Beginning of Period
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8. Example: Figure 7.2
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9. Product Structure Diagram (7.3, 7.4)
It is a technique used to describe the relationship between the components of a product and the way these components and parts are put together in order to make a complete unit.
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10. Figure 7.3 The 1605 Snow Shovel shown with component parts and assemblies
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11. Figure 7.4 Parts for Snow Shovel Product Structure Diagram
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12. Figure 7.4 Parts for Snow Shovel Indented BOM
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13. Gross to Net Explosion
Explosion is the process of translating product requirements into component part requirements taking existing inventories and scheduled receipts into account.
As the explosion takes place only the components, net of any inventory are considered. This way only the necessary requirements are linked through the system.
Figure 7.5
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14. Figure 7.5 Gross net requirement calculations for the snow shovel
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15. Offsetting {Gross & Lead Time}
Gross to net offset tells us how many of each component are needed for a finished product.
Lead Time Offset tells us WHEN they are needed.
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16. Front and Back Schedule (7.6,7.7)
Front or Earliest Start assumes that we will start everything as soon as possible. {Regardless of WIP inventory cost}
Back schedule will start everything as late as possible.
MRP uses the benefits of back scheduling and the gross to net explosion. This is the heart of the system.
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17. Figure 7.6 Gant Chart for cutting approach to snow shovel problem (front or earliest start schedule)
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18. Figure 7.7 Gant Chart based on back schedule (latest start)
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19. Linking the MRP records (7.8)
One concept needed is the Lot for Lot (LFL) policy (make only what is needed).
Another is lot sizing (Make EOQ) {Topic 12}
Other methods are also used and will be covered later.
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25. Technical Issues
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26. Regeneration
Processing all records in one computer run is called regeneration.
This means that all part numbers are completely reconstructed each time the records are processed.
All current planning orders are removed and starting with the end items each item is completely rescheduled. Requires a lot of computer time.
More frequent runs creates more credibility.
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27. Net Change
Respond to the need for frequency by processing only the records affected by the changes.
It can reduce computer time enough to make daily runs (or even real time processing).
Every once in a while do a regeneration to clean up all the records.
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28. System nervousness and bucketless system
System nervousness (hypersensitivity) is a result of the frequent replanning and change in the MRP records (net change).
Bucketless systems are those with no fixed periodic updating, but when needed. It specifies the exact release and due dates for each requirement, scheduled receipt.
Lot sizing: what are the trade offs of fixed lot sizing.
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29. Safety Stock/Lead Time
These technique allow the decrease of situations where there may be shortages.
Safety stock is a buffer of stock above what is needed to satisfy the gross requirements
Safety lead time is a procedure by means of which orders are released and scheduled to arrive earlier than they should. (7.9)
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30. Figure 7.9
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31. Pegging and Where-used
Relates all gross requirements for a part to all planned order releases or other sources of demand that created the requirements.
At level 0, pegging records may contain the specific customer orders to be satisfied by the gross requirements in the end-item time phased records.
Where used indicate for each part number, the part numbers of all items where it is used.
Pegging is selective where-used. It shows only the part numbers that produce the specific gross requirements in each time period.
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32. Firmed planned order
FPO is a planned order that the MRP system does not automatically change when conditions change. [or override of the system]
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33. Service Parts
Service part demand must be included in the MRP record if the material requirement are not to be understated.
They are usually based on a forecast and added directly into the gross requirements.
Demand variations are usually taken care with safety stock.
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34. Planning Horizon
It should be estimated by calculating the cumulative lead time for the products made in the system.
The cumulated lead time for the top handle assembly = 7 weeks.
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35. Scheduled Receipts & Planned Order Releases
The scheduled receipt represents a commitment done in the past (more difficult to change). If manufactured it means an open shop order if purchased it means a purchased order has been issued.
The planned order release is a PLAN not a ‘reality’.
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36. Actions of the MRP Planner
Release orders
Reschedule due dates
Analyze and update system planning factors for the part numbers under her control
Reconcile errors and inconsistencies
Find key problem areas
Use the system to solve critical material shortages
Indicate where enhancements would make job easier.
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37. Allocation
Prior to order launching, an availability check should be done for the necessary components.
If not all available, a partial order could be evaluated in conjunction with marketing.
After this a picking ticket should be issued so that items are removed from their physical location.
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38. System Dynamics
It is essential that the MRP system mirrors actual shop conditions, that is the information system should have to cope with scrap, incorrect counts, changes in customer needs, incorrect BOM, engineering design changes, etc.
Figures 7.10, 11 and 12
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39. Complex transaction processing
The situations that are faced by the MRP planner tend to be more complex than described in the book.
An example is Fig. 7.13
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40. End of Topic
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