1. MGT 563 OPERATIONS STRATEGIES Dr. Aneel SALMAN Department of Management Sciences COMSATS Institute of Information Technology, Islamabad

2. Recap Lecture 25 Companies going Global Reduce costs (labor, taxes, tariffs, etc.) Improve supply chain Provide better goods and services Understand markets Learn to improve operations Attract and retain global talent International Strategy Global Strategy Multidomestic Strategy Transnational Strategy

3. 12-3

4. 12-4 Waste is “anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product.” — Shoichiro Toyoda President, Toyota

5. Types of wastes 12-5  Overproduction  Waiting  Transportation  Inefficient processing  Inventory  Unnecessary motion  Product defects

6. Inventory-A physical resource that a firm holds in stock with the intent of selling it or transforming it into a more valuable state. Inventory System- A set of policies and controls that monitors levels of inventory and determines what levels should be maintained, when stock should be replenished, and how large orders should be 12-6

7. Inventories Raw Materials Work-in-process (partially completed) products (WIP) Finished Goods Maintenance, Repair and Operating (MRO) Purchased parts and supplies Items being transported Tools and equipment The average carrying cost of inventory across all mfg.. in the U.S. is 30-35% of its value. 12-7

8. Inventory Management –The process of ensuring that the firm has adequate inventories of all parts and supplies needed, within the constraint of minimizing total inventory costs. 12-8  Ordering (Setup) Costs  The costs, usually fixed, of placing an order or setting up machines for a production run.  Acquisition Costs  The total costs of all units bought to fill an order, usually varying with the size of the order.  Inventory-Holding (Carrying) Costs  All the costs associated with carrying parts or materials in inventory.  Stockout Costs  The costs associated with running out of raw materials, parts, or finished-goods inventory.

9. Inventory Hides Problems Just as Water in a Lake Hides Rocks Scrap Setup time Late deliveries Quality problems Process downtime Scrap Setup time Late deliveries Quality problems Process downtime Inventory level

10. 12-10 WHY INVENTORIES ARE NEEDED To maintain independence of operations To meet variations in demand To allow production schedule flexibility To provide a safeguard for variations in raw materials deliveries To take advantage of economic purchase order size

11. 12-11 INVENTORY COSTS YOU Holding or carrying costs Ordering costs Shortage and/or wrong inventory costs

12. 12-12 INVENTORY MODELS –Independent versus Dependent Demand –Holding, Ordering, and Setup Costs INVENTORY MODELS FOR INDEPENDENT DEMAND –Basic Economic Order Quantity (EOQ) Model –Minimizing Costs –Reorder Points –Production Order Quantity Model –Quantity Discount Models

13. 12-13 CAN YOU …. Identify or Define: –ABC analysis –Record accuracy –Cycle counting –Independent and dependent demand –Holding, Ordering, and Setup Costs Describe or Explain: –The functions of inventory and basic inventory models

14. 12-14 AMAZON.com Jeff Bezos, in 1995, started AMAZON.com as a “virtual” retailer – no inventory, no warehouses, no overhead; just a bunch of computers. Growth forced AMAZON.com to excel in inventory management! AMAZON is now a worldwide leader in warehouse management and automation.

15. 12-15 Order Fulfillment at AMAZON 1.You order items;, computer assigns your order to distribution center [closest facility that has the product(s)] 2.Lights indicate products ordered to workers who retrieve product and reset light. 3.Items placed in crate with items from other orders, and crate is placed on conveyor. Bar code on item is scanned 15 times – virtually eliminating error.

16. 12-16 Order Fulfillment at AMAZON- Continued 4.Crates arrive at central point where items are boxed and labeled with new bar code. 5.Gift wrapping done by hand (30 packages per hour) 6.Box is packed, taped, weighed and labeled before leaving warehouse in a truck. 7.Order appears on your doorstep within a week

17. 12-17 Stock of materials Stored capacity Examples © 1995 Corel Corp. © 1984-1994 T/Maker Co. © 1995 Corel Corp. What is Inventory?

18. 12-18 The Functions of Inventory To ”decouple” or separate various parts of the production process To provide a stock of goods that will provide a “selection” for customers To take advantage of quantity discounts To hedge against inflation and upward price changes

19. 12-19 The Material Flow Cycle

20. 12-20 1Run time: Job is at machine and being worked on 2Setup time: Job is at the work station, and the work station is being "setup." 3Queue time: Job is where it should be, but is not being processed because other work precedes it. 4Move time: The time a job spends in transit 5Wait time: When one process is finished, but the job is waiting to be moved to the next work area. 6Other: "Just-in-case" inventory or safety stock. The Material Flow Cycle Other Wait Time Move Time Queue Time Setup Time Run Time Input Cycle Time Output

21. 12-21 Higher costs –Item cost (if purchased) –Ordering (or setup) cost Costs of forms, clerks’ wages etc. –Holding (or carrying) cost Building lease, insurance, taxes etc. Difficult to control Hides production problems Disadvantages of Inventory

22. 12-22 Divides on-hand inventory into 3 classes –A class, B class, C class Basis is usually annual $ volume –$ volume = Annual demand x Unit cost Policies based on ABC analysis –Develop class A suppliers more –Give tighter physical control of A items –Forecast A items more carefully ABC Analysis

23. 12-23 % of Inventory Items Classifying Items as ABC 0 20 40 60 80 100 050100 % Annual $ UsageA B C Class% $ Vol% Items A8015 B 30 C 555

24. 12-24 Physically counting a sample of total inventory on a regular basis Used often with ABC classification –A items counted most often (e.g., daily) Cycle Counting

25. 12-25 Advantages of Cycle Counting Eliminates shutdown and interruption of production necessary for annual physical inventories Eliminates annual inventory adjustments Provides trained personnel to audit the accuracy of inventory Allows the cause of errors to be identified and remedial action to be taken Maintains accurate inventory records

26. 12-26 Techniques for Controlling Service Inventory Include: Good personnel selection, training, and discipline Tight control of incoming shipments Effective control of all goods leaving the facility

27. 12-27 Independent versus Dependent Demand Independent demand - demand for item is independent of demand for any other item Dependent demand - demand for item is dependent upon the demand for some other item

28. 12-28 Inventory Costs Holding costs - associated with holding or “carrying” inventory over time Ordering costs - associated with costs of placing order and receiving goods Setup costs - cost to prepare a machine or process for manufacturing an order

29. 12-29 Holding (Carrying) Costs Obsolescence Insurance Extra staffing Interest Pilferage Damage Warehousing Etc.

30. 12-30 Inventory Holding Costs (Approximate Ranges) Category Housing costs (building rent, depreciation, operating cost, taxes, insurance) Material handling costs (equipment, lease or depreciation, power, operating cost) Labor cost from extra handling Investment costs (borrowing costs, taxes, and insurance on inventory) Pilferage, scrap, and obsolescence Overall carrying cost Cost as a % of Inventory Value 6% (3 - 10%) 3% (1 - 3.5%) 3% (3 - 5%) 11% (6 - 24%) 3% (2 - 5%) 26%

31. 12-31 Ordering Costs Supplies Forms Order processing Clerical support Etc.

32. 12-32 Setup Costs Clean-up costs Re-tooling costs Adjustment costs Etc.

33. 12-33 Fixed order-quantity models –Economic order quantity –Production order quantity –Quantity discount Probabilistic models Fixed order-period models Help answer the inventory planning questions! © 1984-1994 T/Maker Co. Inventory Models

34. 12-34 Known and constant demand Known and constant lead time Instantaneous receipt of material No quantity discounts Only order (setup) cost and holding cost No stockouts EOQ Assumptions

35. 12-35 Inventory Usage Over Time Time Inventory Level Average Inventory (Q*/2) 0 Minimum inventory Order quantity = Q (maximum inventory level) Usage Rate

36. 12-36 EOQ Model How Much to Order? Order quantity Annual Cost Holding Cost Curve Total Cost Curve Order (Setup) Cost Curve Optimal Order Quantity (Q*) Minimum total cost

37. 12-37 More units must be stored if more are ordered Purchase Order DescriptionQty. Microwave1 Order quantity Purchase Order DescriptionQty. Microwave1000 Order quantity Why Holding Costs Increase

38. 12-38 Cost is spread over more units Example: You need 1000 microwave ovens Purchase Order DescriptionQty. Microwave1 Purchase Order DescriptionQty. Microwave1 Purchase Order DescriptionQty. Microwave1 Purchase Order Description Qty. Microwave 1 1 Order (Postage $ 0.33)1000 Orders (Postage $330) Order quantity Purchase Order Description Qty. Microwave1000 Why Order Costs Decrease

39. 12-39 Deriving an EOQ 1.Develop an expression for setup or ordering costs 2.Develop an expression for holding cost 3.Set setup cost equal to holding cost 4.Solve the resulting equation for the best order quantity

40. 12-40 EOQ Model When To Order Reorder Point (ROP) Time Inventory Level Average Inventory (Q*/2) Lead Time Optimal Order Quantity (Q*)

41. 12-41 Optimal Order Quantity Expected Number of Orders Expected Time Between Orders Working Days/Year Working Days/Year == ×× == == = =× Q* DS H N D Q*Q* T N d D ROPdL 2 D = Demand per year S = Setup (order) cost per order H = Holding (carrying) cost d = Demand per day L = Lead time in days EOQ Model Equations

42. 12-42 The Reorder Point (ROP) Curve Q* ROP (Units) Slope = units/day = d Lead time = L Time (days) Inventory level (units)

43. 12-43 Answers how much to order and when to order Allows partial receipt of material –Other EOQ assumptions apply Suited for production environment –Material produced, used immediately –Provides production lot size Lower holding cost than EOQ model Production Order Quantity Model

44. 12-44 Reasons for Variability in Production Most variability is caused by waste or by poor management. Specific causes include: qemployees, machines, and suppliers produce units that do not conform to standards, are late or are not the proper quantity qinaccurate engineering drawings or specifications qproduction personnel try to produce before drawings or specifications are complete qcustomer demands are unknown

45. 12-45 Answers how much to order & when to order Allows quantity discounts –Reduced price when item is purchased in larger quantities –Other EOQ assumptions apply Trade-off is between lower price & increased holding cost Quantity Discount Model

46. 12-46 Quantity Discount Schedule Discount Number Discount Quantity Discount (%) Discount Price (P) 10 to 999No discount$5.00 21,000 to 1,9994$4.80 32,000 and over5$4.75

47. 12-47 Answer how much & when to order Allow demand to vary –Follows normal distribution –Other EOQ assumptions apply Consider service level & safety stock –Service level = 1 - Probability of stockout –Higher service level means more safety stock More safety stock means higher ROP Probabilistic Models

48. 12-48 Probabilistic Models When to Order? Reorder Point (ROP) Optimal Order Quantity X Safety Stock (SS) Time Inventory Level Lead Time SS ROP Service Level P(Stockout) Place order Receive order Frequency

49. 12-49 Answers how much to order Orders placed at fixed intervals –Inventory brought up to target amount –Amount ordered varies No continuous inventory count –Possibility of stockout between intervals Useful when vendors visit routinely –Example: P&G representative calls every 2 weeks Fixed Period Model