Material Requirements

Planning (MRP)
and ERP 14
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Global Edition, Eleventh Edition
Principles of Operations Management, Global Edition, Ninth Edition

PowerPoint slides by Jeff Heyl

© 2014
© 2014
Pearson
Pearson
Education
Education 14 - 1

Malzeme İhtiyaç Planlaması (MRP)

ve ERP

1
 Outline
► Global Company Profile:
Wheeled Coach
► Dependent Demand
► Dependent Inventory Model
Requirements
► MRP Structure
► MRP Management

© 2014 Pearson Education 14 - 2

2
 Outline - Continued
► Lot-Sizing Techniques
► Extensions of MRP
► MRP In Services
► Enterprise Resource Planning (ERP)

© 2014 Pearson Education 14 - 3

3
 Learning Objectives
When you complete this chapter you
should be able to:
1. Develop a product structure
2. Build a gross requirements plan
3. Build a net requirements plan
4. Determine lot sizes for lot-for-lot, EOQ,
and POQ

© 2014 Pearson Education 14 - 4

4
 Learning Objectives
When you complete this chapter you
should be able to:

5. Describe MRP II
6. Describe closed-loop MRP
7. Describe ERP

© 2014 Pearson Education 14 - 5

5
 MRP for Wheeled Coach

► Largest manufacturer of
ambulances in the world
► International competitor
► 12 major ambulance designs
► 18,000 different inventory items
► 6,000 manufactured parts
► 12,000 purchased parts

© 2014
© 2014
Pearson
Pearson
Education
Education 14 - 6

6
 MRP for Wheeled Coach

► Four Key Tasks

► Material plan must meet both the
requirements of the master schedule
and the capabilities of the production
facility
► Plan must be executed as designed
► Minimize inventory investment
► Maintain excellent record integrity

© 2014
© 2014
Pearson
Pearson
Education
Education 14 - 7

7
 Dependent Demand

For any product for which a schedule

can be established, dependent
demand techniques should be used

© 2014 Pearson Education 14 - 8

Bağımlı Talep
Bir programın oluşturulabileceği herhangi bir ürün için bağımlı talep teknikleri
kullanılmalıdır

8
 Dependent Demand
Benefits of MRP
1. Better response to customer orders
2. Faster response to market changes
3. Improved utilization of facilities and
labor
4. Reduced inventory levels

© 2014 Pearson Education 14 - 9

MRP'nin Faydaları
Müşteri siparişlerine daha iyi yanıt
Pazar değişikliklerine daha hızlı yanıt
Tesislerin ve işgücünün daha iyi kullanımı
Azaltılmış envanter seviyeleri

9
 Dependent Demand
▶ The demand for one item is related to the
demand for another item
▶ Given a quantity for the end item, the
demand for all parts and components can
be calculated
▶ In general, used whenever a schedule can
be established for an item
▶ MRP is the common technique

© 2014 Pearson Education 14 - 10

Bir kaleme olan talep, başka bir kaleme olan taleple ilgilidir.
Son ürün için bir miktar verildiğinde, tüm parçalara ve bileşenlere yönelik talep
hesaplanabilir
Genel olarak, bir öğe için bir program oluşturulabildiğinde kullanılır
MRP yaygın bir tekniktir

10
 Dependent Inventory Model
Requirements
Effective use of dependent demand
inventory models requires the following

1. Master production schedule

2. Specifications or bill of material
3. Inventory availability
4. Purchase orders outstanding
5. Lead times

© 2014 Pearson Education 14 - 11

Bağımlı Envanter Modeli Gereksinimleri

Bağımlı talep envanter modellerinin etkin kullanımı aşağıdakileri gerektirir
Ana üretim programı (çizelgesi)
Özellikler veya malzeme listesi
Envanter kullanılabilirliği
Bekleyen satın alma siparişleri
Teslimat süreleri

11
 Master Production Schedule
(MPS)
▶ Specifies what is to be made and when
▶ Must be in accordance with the aggregate
production plan
▶ Inputs from financial plans, customer demand,
engineering, supplier performance
▶ As the process moves from planning to
execution, each step must be tested for
feasibility
▶ The MPS is the result of the production planning
process
© 2014 Pearson Education 14 - 12

Ana Üretim Programı (MPS)

Neyin ne zaman yapılacağını belirtir
Agrega üretim planına uygun olmalıdır
Finansal planlardan gelen girdiler, müşteri talebi, mühendislik, tedarikçi performansı
Süreç planlamadan uygulamaya geçerken, her adım fizibilite açısından test edilmelidir.
MPS, üretim planlama sürecinin sonucudur

12
 Master Production Schedule
(MPS)
▶ MPS is established in terms of specific products
▶ Schedule must be followed for a reasonable
length of time
▶ The MPS is quite often fixed or frozen in the
near term part of the plan
▶ The MPS is a rolling schedule
▶ The MPS is a statement of what is to be
produced, not a forecast of demand

© 2014 Pearson Education 14 - 13

MPS, belirli ürünler açısından kurulmuştur

Program makul bir süre boyunca izlenmelidir
MPS, planın kısa vadeli kısmında oldukça sık sabitlenir veya dondurulur
MPS sürekli değişen bir programdır
MPS, bir talep tahmini değil, ne üretileceğinin bir ifadesidir.

13
 The Planning Process

Figure 14.1
© 2014 Pearson Education 14 - 14

14
 The Planning Process

Production Marketing
Finance
Capacity Customer
Cash flow
Inventory demand

Supply Chain Sales & Operations

Procurement Planning Human Resources
Supplier Generates an Staff planning
performance aggregate plan

Master production
schedule

Figure 14.1
© 2014 Pearson Education 14 - 15

15
 The Planning Process

Master production
schedule

Change
master
production
schedule?
Material
requirements plan

Schedule and
execute plan

Figure 14.1
© 2014 Pearson Education 14 - 16

16
 Aggregate
Production Plan Figure 14.2

Months January February

Aggregate Plan 1,500 1,200
(Shows the total
quantity of amplifiers)
Weeks 1 2 3 4 5 6 7 8
Master Production Schedule
(Shows the specific type and
quantity of amplifier to be
produced
240-watt amplifier 100 100 100 100
150-watt amplifier 500 500 450 450
75-watt amplifier 300 100

© 2014 Pearson Education 14 - 17

17
 Master Production Schedule
(MPS)
Can be expressed in any of the following
terms:

1. A customer order in a job shop (make-to-

order) company
2. Modules in a repetitive (assemble-to-
order or forecast) company
3. An end item in a continuous (stock-to-
forecast) company

© 2014 Pearson Education 14 - 18

Aşağıdaki terimlerden herhangi biri ile ifade edilebilir:

Bir iş atölyesinde (sipariş üzerine üretim) bir müşteri siparişi
Tekrarlayan (siparişe göre montaj veya tahmin) bir şirketteki modüller
Sürekli (stoktan tahmin edilen) bir şirkette bir son ürün

18
 MPS Example

Master Production Schedule for Chef John’s Buffalo Chicken

TABLE 14.1
Mac & Cheese
GROSS REQUIREMENTS FOR CHEF JOHN’S BUFFALO MAC & CHEESE
Day 6 7 8 9 10 11 12 13 14 And so on
Quantity 450 200 350 525 235 375

© 2014 Pearson Education 14 - 19

19
 Bills of Material
▶ List of components, ingredients, and
materials needed to make product
▶ Provides product structure
▶ Items above given level are called parents
▶ Items below given level are called
components or children

© 2014 Pearson Education 14 - 20

Ürün ağacı

Ürün yapmak için gerekli bileşenlerin, bileşenlerin ve malzemelerin listesi

Ürün yapısı sağlar
Verilen seviyenin üzerindeki öğelere ebeveyn adı verilir
Verilen seviyenin altındaki öğelere bileşenler veya alt öğeler denir

20
 BOM Example

Level Product structure for “Awesome” (A)

0 A

1 B(2) C(3)

2 E(2) E(2) F(2)

3 D(2) G(1) D(2)

© 2014 Pearson Education 14 - 21

21
 BOM Example
For an order of 50 Awesome speaker kits

Level Product structure for “Awesome” (A)

Part B: 2 x number of As = (2)(50) = 100
0 C:
Part 3 x number of As = A (3)(50) = 150
Part D: 2 x number of Bs
1 B(2) + 2 x number of Fs = (2)(100) + (2)(300)
C(3) = 800
Part E: 2 x number of Bs
+ 2 x number of Cs = (2)(100) + (2)(150) = 500
Part
2 F: 2 x number
E(2) of Cs = (2)(150) =
E(2) F(2)300
Part G: 1 x number of Fs = (1)(300) = 300

3 D(2) G(1) D(2)

© 2014 Pearson Education 14 - 22

22
 Bills of Material
▶ Modular Bills
▶ Modules are not final products but
components that can be assembled into
multiple end items
▶ Can significantly simplify planning and
scheduling

© 2014 Pearson Education 14 - 23

Modüler Ürün Ağaçları

Modüller nihai ürünler değil, birden çok son öğeye monte edilebilen bileşenlerdir
Planlama ve programlamayı önemli ölçüde basitleştirebilir

23
 Bills of Material
▶ Planning Bills
▶ Also called “pseudo” or super bills
▶ Created to assign an artificial parent to the
BOM
▶ Used to group subassemblies to reduce the
number of items planned and scheduled
▶ Used to create standard “kits” for production

© 2014 Pearson Education 14 - 24

24
 Bills of Material
▶ Phantom Bills
▶ Describe subassemblies that exist only
temporarily
▶ Are part of another assembly and never go
into inventory
▶ Low-Level Coding
▶ Item is coded at the lowest level at which it
occurs
▶ BOMs are processed one level at a time

© 2014 Pearson Education 14 - 25

Düşük Seviyeli Kodlama

Öğe, oluştuğu en düşük seviyede kodlanmıştır
BOM'lar her seferinde bir seviye işlenir

25
 Accurate Inventory Records
▶ Accurate inventory records are
absolutely required for MRP (or any
dependent demand system) to operate
correctly
▶ Generally MRP systems require more
than 99% accuracy

© 2014 Pearson Education 14 - 26

Doğru Envanter Kayıtları

MRP'nin (veya herhangi bir bağımlı talep sisteminin) doğru şekilde çalışması için
kesinlikle doğru envanter kayıtları gereklidir
Genellikle MRP sistemleri% 99'dan fazla doğruluk gerektirir

26
 Purchase Orders Outstanding
▶ A by-product of well-managed
purchasing and inventory control
department
▶ Outstanding purchase orders must
accurately reflect quantities and
scheduled receipts

© 2014 Pearson Education 14 - 27

Ödenmemiş Satın Alma Siparişleri

İyi yönetilen satın alma ve envanter kontrol departmanının bir yan ürünü
Bekleyen satın alma siparişleri, miktarları ve planlanmış makbuzları doğru bir şekilde
yansıtmalıdır

27
 Lead Times for Components
▶ The time required to purchase,
produce, or assemble an item
▶ For production – the sum TABLE 14.2
of the move, setup, and Lead Times for Awesome
Speaker Kits (As)
assembly or run times COMPONENT LEAD TIME

▶ For purchased items – A 1 week

the time between the B 2 weeks

C 1 week
recognition of a need D 1 week
and when its available E 2 week
for production F 3 weeks
G 2 weeks

© 2014 Pearson Education 14 - 28

Bileşenler için Teslimat Süreleri

Bir ürünü satın almak, üretmek veya birleştirmek için gereken süre
Üretim için - taşıma, kurulum ve montaj veya çalıştırma sürelerinin toplamı
Satın alınan ürünler için - bir ihtiyacın farkına varılması ile üretime hazır olması
arasındaki zaman

28
 Time-Phased Product
Structure Figure 14.3
Must have D and E
Start production of D completed here so
production can begin
on B
1 week
2 weeks to
D produce

B
2 weeks
E
A
2 weeks 1 week
E
2 weeks 1 week
G C
3 weeks
F
1 week
D
| | | | | | | |

1 2 3 4 5 6 7 8
Time in weeks
© 2014 Pearson Education 14 - 29

29
 MRP Structure
Figure 14.4

Data Files Output Reports

MRP by
BOM Master period report
production schedule
MRP by
date report

Lead times
(Item master file) Planned order
report

Inventory data
Purchase advice
Material
requirement
planning
programs
(computer and Exception reports
Purchasing data software)
Order early or late
or not needed

Order quantity too

small or too large

© 2014 Pearson Education 14 - 30

30
 Determining Gross
Requirements
▶ Starts with a production schedule for the end
item – 50 units of Item A in week 8
▶ Using the lead time for the item, determine the
week in which the order should be released –
a 1 week lead time means the order for 50
units should be released in week 7
▶ This step is often called “lead time offset” or
“time phasing”

© 2014 Pearson Education 14 - 31

Brüt İhtiyaçların Belirlenmesi

Son öğe için bir üretim programıyla başlar - 8. haftada 50 birim Öğe A
Ürün için teslim süresini kullanarak, siparişin serbest bırakılması gereken haftayı
belirleyin - 1 haftalık bir teslim süresi, 50 birimlik siparişin 7. haftada onaylanması
gerektiği anlamına gelir
Bu adım genellikle "teslim süresi ofseti" veya "zaman aşaması" olarak adlandırılır

31
 Determining Gross
Requirements
▶ From the BOM, every Item A requires 2 Item
Bs – 100 Item Bs are required in week 7 to
satisfy the order release for Item A
▶ The lead time for the Item B is 2 weeks –
release an order for 100 units of Item B in
week 5
▶ The timing and quantity for component
requirements are determined by the order
release of the parent(s)

© 2014 Pearson Education 14 - 32

Ürün Listesinden, her A Öğesi 2 Öğe B gerektirir - A Öğesi için sipariş onayını sağlamak
için 7. haftada 100 Öğe B gerekir
B Öğesi için teslim süresi 2 haftadır - 5. haftada 100 birim B Öğesi siparişi verin
Bileşen gereksinimleri için zamanlama ve miktar, üst öğe (ler) in sipariş onayına göre
belirlenir.

32
 Determining Gross
Requirements
▶ The process continues through the entire
BOM one level at a time – often called
“explosion”
▶ By processing the BOM by level, items with
multiple parents are only processed once,
saving time and resources and reducing
confusion
▶ Low-level coding ensures that each item
appears at only one level in the BOM

© 2014 Pearson Education 14 - 33

Süreç, bir seferde bir seviye tüm ürün reçetesi boyunca devam eder - genellikle
"patlama" olarak adlandırılır
Malzeme Listesini seviyeye göre işleyerek, birden çok üst öğe içeren öğeler yalnızca
bir kez işlenir, bu da zamandan ve kaynaklardan tasarruf sağlar ve kafa karışıklığını
azaltır
Düşük seviyeli kodlama, her bir öğenin ürün reçetesinde yalnızca bir seviyede
görünmesini sağlar

33
 Gross Requirements Plan
Gross Material Requirements Plan for 50 Awesome Speaker Kits (As)
TABLE 14.3
with Order Release Dates Also Shown
WEEK
LEAD
1 2 3 4 5 6 7 8 TIME
A. Required date 50
Order release date 50 1 week
B. Required date 100
Order release date 100 2 weeks
C. Required date 150
Order release date 150 1 week
E. Required date 200 300
Order release date 200 300 2 weeks
F. Required date 300
Order release date 300 3 weeks
D. Required date 600 200
Order release date 600 200 1 week
G. Required date 300
Order release date 300 2 weeks

© 2014 Pearson Education 14 - 34

34
 ITEM ON HAND ITEM ON HAND

Net Requirements Plan

A
B
10
15
E
F
10
5
C 20 G 0
D 10

© 2014 Pearson Education 14 - 35

35
 Net Requirements Plan

© 2014 Pearson Education 14 - 36

36
 Determining Net Requirements

▶ Starts with a production schedule for the end

item – 50 units of Item A in week 8
▶ Because there are 10 Item As on hand, only
40 are actually required – (net requirement) =
(gross requirement – on-hand inventory)
▶ The planned order receipt for Item A in week
8 is 40 units – 40 = 50 – 10

© 2014 Pearson Education 14 - 37

Net Gereksinimlerin Belirlenmesi

Son öğe için bir üretim programıyla başlar - 8. haftada 50 birim Öğe A
Eldeki 10 Öğe olduğundan, gerçekte yalnızca 40 adet gereklidir - (net gereksinim) =
(brüt gereksinim - eldeki envanter)
8. haftada A Maddesi için planlanan sipariş girişi 40 birim - 40 = 50 - 10'dur

37
 Determining Net Requirements
▶ Following the lead time offset procedure, the
planned order release for Item A is now 40 units
in week 7
▶ The gross requirement for Item B is now 80 units
in week 7
▶ There are 15 units of Item B on hand, so the net
requirement is 65 units in week 7
▶ A planned order receipt of 65 units in week 7
generates a planned order release of 65 units in
week 5

© 2014 Pearson Education 14 - 38

Ön zaman aralığı denkleştirme prosedürünün ardından, Madde A için planlanan

sipariş sürümü artık 7. haftada 40 birimdir
B Maddesi için brüt gereksinim artık 7. haftada 80 birimdir
Eldeki 15 birim B Öğesi vardır, bu nedenle 7. haftada net gereksinim 65 birimdir
7. haftada 65 birimlik planlı bir sipariş girişi, 5. haftada 65 birimlik planlı bir sipariş
sürümü oluşturur

38
 Determining Net Requirements
▶ A planned order receipt of 65 units in week 7
generates a planned order release of 65 units
in week 5
▶ The on-hand inventory record for Item B is
updated to reflect the use of the 15 items in
inventory and shows no on-hand inventory in
week 8
▶ This is referred to as the Gross-to-Net
calculation and is the third basic function of the
MRP process

© 2014 Pearson Education 14 - 39

7. haftada 65 birimlik planlı bir sipariş girişi, 5. haftada 65 birimlik planlı bir sipariş
sürümü oluşturur
B Maddesi için eldeki envanter kaydı, 15 maddenin envanterdeki kullanımını
yansıtacak şekilde güncellenir ve 8. haftada eldeki envanter gösterilmez
Bu, Brüt-Net hesaplaması olarak adlandırılır ve MİP sürecinin üçüncü temel işlevidir

39
 Gross Requirements Schedule
Figure 14.5
A S

B C B C
Master schedule
Lead time = 4 for A Lead time = 6 for S for B
Master schedule for A Master schedule for S sold directly

Periods 5 6 7 8 9 10 11 8 9 10 11 12 13 1 2 3
40 50 15 40 20 30 10 10

Periods 1 2 3 4 5 6 7 8
Therefore, these are
40+10 15+30
Gross requirements: B 10 40 50 20 the gross
=50 =45 requirements for B
© 2014 Pearson Education 14 - 40

40
 Net Requirements Plan
The logic of net requirements

Gross + Allocations
requirements

Total requirements

On Scheduled Net
– + = requirements
hand receipts

Available inventory

© 2014 Pearson Education 14 - 41

41
 MRP Planning Sheet

Figure 14.6

© 2014 Pearson Education 14 - 42

42
 Safety Stock
▶ BOMs, inventory records, purchase and
production quantities may not be perfect
▶ Consideration of safety stock may be prudent
▶ Should be minimized and ultimately
eliminated
▶ Typically built into projected on-hand
inventory

© 2014 Pearson Education 14 - 43

Emniyet Envanteri
Ürün reçeteleri, envanter kayıtları, satın alma ve üretim miktarları mükemmel
olmayabilir
Güvenlik stoğunun dikkate alınması ihtiyatlı olabilir
Minimize edilmeli ve nihayetinde ortadan kaldırılmalıdır
Tipik olarak öngörülen eldeki envantere yerleştirilir

43
 MRP Management
▶ MRP dynamics
▶ Facilitates replanning when changes occur
▶ System nervousness can result from too
many changes
▶ Time fences put limits on replanning
▶ Pegging links each item to its parent
allowing effective analysis of changes

© 2014 Pearson Education 14 - 44

MRP dinamikleri
Değişiklikler meydana geldiğinde yeniden planlamayı kolaylaştırır
Sistem sinirliliği çok fazla değişiklikten kaynaklanabilir
Zaman sınırlamaları yeniden planlamaya sınırlar koyar
Pegging, her bir öğeyi ana öğeye bağlayarak değişikliklerin etkili bir şekilde analiz
edilmesini sağlar

44
 MRP Management
▶ MRP limitations
▶ MRP does not do detailed scheduling–it
plans
▶ Works best in product-focused, repetitive
environments
▶ Requires fixed lead time and infinite size
time buckets

© 2014 Pearson Education 14 - 45

MRP sınırlamaları
MRP ayrıntılı planlama yapmaz - planlar
Ürün odaklı, tekrarlayan ortamlarda en iyi şekilde çalışır
Sabit teslim süresi ve sonsuz boyutlu zaman bölümleri gerektirir

45
 Lot-Sizing Techniques
▶ Lot-for-lot techniques order just what is
required for production based on net
requirements
▶ May not always be feasible
▶ If setup costs are high, lot-for-lot can be
expensive
▶ Economic order quantity (EOQ)
▶ EOQ expects a known constant demand and
MRP systems often deal with unknown and
variable demand

© 2014 Pearson Education 14 - 46

Parti Büyüklüğü Teknikleri

Lot-for-lot teknikleri, net gereksinimlere göre üretim için gerekli olanı sipariş eder
Her zaman uygulanabilir olmayabilir
Kurulum maliyetleri yüksekse, lot için lot pahalı olabilir
Ekonomik sipariş miktarı (EOQ)
EOQ, bilinen sabit bir talep beklemektedir ve MRP sistemleri genellikle bilinmeyen ve
değişken taleplerle ilgilenir

46
 Lot-Sizing Techniques
▶ Periodic order quantity (POQ) orders
quantity needed for a predetermined time
period
▶ Interval = EOQ / average demand per period
▶ Order quantity set to cover the interval
▶ Order quantity calculated when order is
released
▶ No extra inventory

© 2014 Pearson Education 14 - 47

Önceden belirlenmiş bir süre için gereken periyodik sipariş miktarı (POQ) sipariş
miktarı
Aralık = EOQ / dönem başına ortalama talep
Aralığı kapsayacak şekilde ayarlanan sipariş miktarı
Sipariş onaylandığında hesaplanan sipariş miktarı
Ekstra envanter yok

47
 Lot-Sizing Techniques
▶ Dynamic lot sizing techniques
▶ Balance lot size and setup costs
▶ Part period balancing (least total cost)
▶ Least unit cost
▶ Least period cost (Silver-Meal)
▶ Dynamic programming approach
▶ Wagner-Whitin

© 2014 Pearson Education 14 - 48

48
 Lot-for-Lot Example
WEEK 1 2 3 4 5 6 7 8 9 10
Gross
35 30 40 0 10 40 30 0 30 55
requirements
Scheduled
receipts
Projected on
35 35 0 0 0 0 0 0 0 0 0
hand
Net
0 30 40 0 10 40 30 0 30 55
requirements
Planned order
30 40 10 40 30 30 55
receipts
Planned order
30 40 10 40 30 30 55
releases

Holding cost = $1/week; Setup cost = $100; Lead time = 1 week

© 2014 Pearson Education 14 - 49

49
 Lot-for-Lot Example
No on-hand inventory is carried through the system
TotalWEEK
holding cost1 = $0
2 3 4 5 6 7 8 9 10

There are
Gross
requirements
seven35setups
30 for this
40 0 item
10 in this
40 30 plan
0 30 55
Total ordering
Scheduled
cost = 7 x $100 = $700
receipts
Projected on
35 35 0 0 0 0 0 0 0 0 0
hand
Net
0 30 40 0 10 40 30 0 30 55
requirements
Planned order
30 40 10 40 30 30 55
receipts
Planned order
30 40 10 40 30 30 55
releases

Holding cost = $1/week; Setup cost = $100; Lead time = 1 week

© 2014 Pearson Education 14 - 50

Sistem üzerinden eldeki envanter taşınmaz

Toplam tutma maliyeti = 0 $

Bu planda bu öğe için yedi kurulum var

Toplam sipariş maliyeti = 7 x 100 $ = 700 $

50
 EOQ Lot Size Example
WEEK 1 2 3 4 5 6 7 8 9 10
Gross
35 30 40 0 10 40 30 0 30 55
requirements
Scheduled
receipts
Projected on
35 35 0 43 3 3 66 26 69 69 39
hand
Net
0 30 0 0 7 0 4 0 0 16
requirements
Planned order
73 73 73 73
receipts
Planned order
73 73 73 73
releases

Holding cost = $1/week; Setup cost = $100; Lead time = 1 week

Average weekly gross requirements = 27; EOQ = 73 units
© 2014 Pearson Education 14 - 51

51
 EOQ Lot Size Example
Annual demand D = 1,404
HoldingWEEK
cost = 3751 units
2
x3$1 (including
4 5 6
577units
8
on9 10
hand at end of week 10)
Gross
Ordering 35 30 40 0 10 40 30 0 30 55
requirements cost = 4 x $100 = $400
Total cost = $375 + $400 = $775
Scheduled
receipts
Projected on
35 35 0 43 3 3 66 26 69 69 39
hand
Net
0 30 0 0 7 0 4 0 0 16
requirements
Planned order
73 73 73 73
receipts
Planned order
73 73 73 73
releases

Holding cost = $1/week; Setup cost = $100; Lead time = 1 week

Average weekly gross requirements = 27; EOQ = 73 units
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 POQ Lot Size Example
WEEK 1 2 3 4 5 6 7 8 9 10
Gross
35 30 40 0 10 40 30 0 30 55
requirements
Scheduled
receipts
Projected on
35 35 0 40 0 0 70 30 0 0 55
hand
Net
0 30 0 0 10 0 0 55 0
requirements
Planned order
70 80 0 85 0
receipts
Planned order
70 80 85
releases

EOQ = 73 units; Average weekly gross requirements = 27;

POQ interval = 73/27 ≅ 3 weeks
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 POQ Lot Size Example
Setups = 3 x $100 = $300
WEEK 1 2 3 4 5 6 7 8 9 10
Holding cost = (40 + 70 + 30 + 55) units x $1 = $195
Gross
Total cost = $30035+ $195
requirements
30 = $495
40 0 10 40 30 0 30 55

Scheduled
receipts
Projected on
35 35 0 40 0 0 70 30 0 0 55
hand
Net
0 30 0 0 10 0 0 55 0
requirements
Planned order
70 80 0 85 0
receipts
Planned order
70 80 85
releases

EOQ = 73 units; Average weekly gross requirements = 27;

POQ interval = 73/27 ≅ 3 weeks
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 Lot-Sizing Summary
For these three examples
COSTS
SETUP HOLDING TOTAL
Lot-for-lot $700 $0 $700
EOQ $400 $375 $775
POQ $300 $195 $495

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 Lot-Sizing Summary
▶ In theory, lot sizes should be recomputed
whenever there is a lot size or order
quantity change
▶ In practice, this results in system
nervousness and
instability
▶ Lot-for-lot should
be used when
low-cost setups can
be achieved
© 2014 Pearson Education 14 - 56

Teorik olarak, lot büyüklüğü veya sipariş miktarı değişikliği olduğunda lot büyüklükleri
yeniden hesaplanmalıdır.
Pratikte bu, sistemde sinirlilik ve dengesizliğe neden olur
Düşük maliyetli kurulumlar elde edilebildiğinde lot için lot kullanılmalıdır

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 Lot-Sizing Summary
▶ Lot sizes can be modified to allow for scrap,
process constraints, and purchase lots
▶ Use lot-sizing with care as it can cause
considerable distortion of requirements at lower
levels of the BOM
▶ When setup costs are significant and demand is
reasonably smooth, POQ or EOQ should give
reasonable results

© 2014 Pearson Education 14 - 57

Lot boyutları, hurda, süreç kısıtlamaları ve satın alma lotlarına izin verecek şekilde
değiştirilebilir
Daha düşük ürün reçetesi seviyelerinde gereksinimlerin önemli ölçüde bozulmasına
neden olabileceğinden lot boyutlandırmayı dikkatli kullanın
Kurulum maliyetleri önemli olduğunda ve talep makul derecede pürüzsüz olduğunda,
POQ veya EOQ makul sonuçlar vermelidir

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 Extensions of MRP

▶ MRP II
▶ Closed-Loop MRP
▶ Capacity Planning

© 2014 Pearson Education 14 - 58

MİP Uzantıları
MRP II
Kapalı Döngü MRP
Kapasite planlaması

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 Material Requirements
Planning II
▶ Requirement data can be
enriched by other resources
▶ Generally called MRP II or
Material Resource Planning
▶ Outputs can include scrap,
packaging waste, effluent,
carbon emissions
▶ Data used by purchasing, production
scheduling, capacity planning, inventory,
warehouse management
© 2014 Pearson Education 14 - 59

Gereksinim verileri diğer kaynaklarla zenginleştirilebilir

Genellikle MRP II veya Malzeme Kaynak Planlaması olarak adlandırılır
Çıktılar hurda, ambalaj atığı, atık su, karbon emisyonlarını içerebilir
Satın alma, üretim planlama, kapasite planlama, envanter, depo yönetimi tarafından
kullanılan veriler

59
 Material Resource Planning
TABLE 14.4 Material Resource Planning (MRP II)
Weeks
LT 5 6 7 8
Computer 1 100
Labor Hrs: .2 each 20
Machine Hrs: .2 each 20
Scrap: 1 ounce fiberglass each 6.25 lb
Payables: $0 each $0
PC Board (1 each) 2 100
Labor Hrs: .15 each 15
Machine Hrs: .1 each 10
Scrap: .5 ounces copper each 3.125 lb
Payables: raw material at $5 each $500
Processors (5 each) 4 500
Labor Hrs: .2 each 100
Machine Hrs: .2 each 100
Scrap: .01 ounces of acid waste each 0.3125 lb
Payables: processors at $10 each $5,000

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 Closed-Loop MRP System
Figure 14.7

Aggregate Plan

OK?
NO Priority Management Capacity Management

Develop Master Production Evaluate Resource Availability

Schedule (Rough Cut)
OK?
NO OK? YES Planning
Prepare Materials Determine Capacity Availability
Requirements Pan
OK? YES
Execution
Detailed Production Implement Input/Output Control (in repetitive
Activity Control systems JIT
(Shop Scheduling/Dispatching) techniques
are used)

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 Capacity Planning
▶ Feedback from the MRP system
▶ Load reports show resource
requirements for work centers
▶ Work can be moved between work
centers to smooth the load or bring it
within capacity

© 2014 Pearson Education 14 - 62

MRP sisteminden geri bildirim

Yük raporları, iş merkezleri için kaynak gereksinimlerini gösterir
Yükü yumuşatmak veya kapasiteye getirmek için iş merkezleri arasında hareket
ettirilebilir

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 Smoothing Tactics
1. Overlapping
► Sends part of the work to following operations
before the entire lot is complete
► Reduces lead time
2. Operations splitting
► Sends the lot to two different machines for the same
operation
► Shorter throughput time but increased setup costs
3. Order or lot splitting
► Breaking up the order into smaller lots and running
part earlier (or later) in the schedule
© 2014 Pearson Education 14 - 63

Düzgünleştirme Taktikleri
Örtüşen
Tüm parti tamamlanmadan işin bir kısmını aşağıdaki işlemlere gönderir
Kurşun süresini azaltır
İşlem bölme
Aynı operasyon için partiyi iki farklı makineye gönderir
Daha kısa üretim süresi ancak artan kurulum maliyetleri
Sipariş veya lot bölme
Siparişi daha küçük partilere bölmek ve parçayı programda daha erken (veya daha
sonra) çalıştırmak

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 Order Splitting
▶ Develop a capacity plan for a work cell at
Wiz Products
▶ There are 12 hours available each day
▶ Each order requires 1 hour

Day 1 2 3 4 5
Orders 10 14 13 10 14

© 2014 Pearson Education 14 - 64

Sipariş Bölme
Wiz Products'da bir çalışma hücresi için bir kapasite planı geliştirin
Her gün 12 saat müsait
Her sipariş 1 saat gerektirir

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 Order Splitting
UTILIZATION:
CAPACITY CAPACITY OVER/ PRODUCTION NEW
UNITS REQUIRED AVAILABLE (UNDER) PLANNER’S PRODUCTION
DAY ORDERED (HOURS) (HOURS) (HOURS) ACTION SCHEDULE
1 10 10 12 (2) 12
2 14 14 12 2 Split order: 12
move 2 units to
day 1
3 13 13 12 1 Split order: 13
move one unit
to day 6 or
request
overtime
4 10 10 12 (2) 12
5 14 14 12 2 Split order: 12
move 2 units to
day 4
61

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 Order Splitting
Figure 14.8
2 orders moved to day 1 from day
Capacity exceeded 2 (a day early)
on days 2, 3, and 5 Available 1 order forced to overtime
capacity or to day 6
2 orders moved to
day 4 (a day early)
14 – 14 –

Standard labor-Hours
Standard labor-Hours

12 – 12 –
10 – 10 –
8– 8–
6– 6–
4– 4–
2– 2–
0– 0–
1 2 3 4 5 1 2 3 4 5
Days Days
(a) (b)

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 MRP in Services
▶ Some services or service items are
directly linked to demand for other
services
▶ These can be treated as dependent
demand services or items
▶ Restaurants
▶ Hospitals
▶ Hotels

© 2014 Pearson Education 14 - 67

Hizmetlerde MRP
Bazı hizmetler veya hizmet öğeleri, diğer hizmetlere olan taleple doğrudan
bağlantılıdır
Bunlar bağımlı talep hizmetleri veya öğeler olarak değerlendirilebilir
Restoranlar
Hastaneler
Oteller

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 MRP in Services
(a) PRODUCT STRUCTURE TREE Figure 14.9

Buffalo Chicken Mac & Cheese

Garnish with Buffalo Chicken Baked Buffalo Chicken Mac

mix, Blue Cheese, Scallions & Cheese

Unbaked Buffalo Chicken

Mac & Cheese

Buffalo Chicken Mix

Grated
Smoked Blue Cooked Mac &
Buffalo Pepper Chopped
Pulled Cheese Elbow Cheese Milk
Sauce Jack Scallions
Chicken Crumbles Macaroni Base
Cheese

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 MRP in Services
(b) BILL OF MATERIALS

Production Specifications Buffalo Chicken Mac & Cheese (6 portions)

Unit Total Labor
Ingredients Quantity Measure Cost Cost Hrs.
Elbow Macaroni (large, uncooked) 20.00 oz. $ 0.09 $ 1.80
Cheese-Pepper Jack (grated) 10.00 oz. 0.17 1.70
Mac and Cheese Base (from 32.00 oz. 0.80 25.60
refrigerator)
Milk 4.00 oz. 0.03 0.12
Smoked Pulled Chicken 2.00 lb. 2.90 5.80
Buffalo Sauce 8.00 oz. 0.09 0.72
Blue Cheese Crumbles 4.00 oz. 0.19 0.76
Scallions 2.00 oz. 0.18 0.36
0.2 hrs

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 Distribution Resource Planning
(DRP)
Using dependent demand techniques
through the supply chain

► Expected demand or sales forecasts

become gross requirements
► All other levels are computed
► DRP pulls inventory through the system
► Small and frequent replenishments

© 2014 Pearson Education 14 - 70

Dağıtım Kaynak Planlaması (DRP)

Tedarik zinciri aracılığıyla bağımlı talep tekniklerini kullanmak
Beklenen talep veya satış tahminleri brüt gereksinimler haline gelir
Diğer tüm seviyeler hesaplanır
DRP, envanteri sistem üzerinden çeker
Küçük ve sık ikmaller

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 Enterprise Resource Planning
(ERP)
▶ An extension of the MRP system to tie in
customers and suppliers
1. Allows automation and integration of many
business processes
2. Shares common data bases and business
practices
3. Produces information in real time
▶ Coordinates business from supplier
evaluation to customer invoicing
© 2014 Pearson Education 14 - 71

Kurumsal Kaynak Planlaması (ERP)

MRP sisteminin müşteri ve tedarikçileri birbirine bağlayan bir uzantısı
Birçok iş sürecinin otomasyonuna ve entegrasyonuna izin verir
Ortak veri tabanlarını ve iş uygulamalarını paylaşır
Bilgileri gerçek zamanlı olarak üretir
Tedarikçi değerlendirmesinden müşteri faturalandırmasına kadar işi koordine eder

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 Enterprise Resource Planning
(ERP)
▶ ERP modules include
▶ Basic MRP
▶ Finance
▶ Human resources
▶ Supply chain management (SCM)
▶ Customer relationship management (CRM)
▶ Sustainability

© 2014 Pearson Education 14 - 72

ERP modülleri şunları içerir:

Temel MRP
Finansman
İnsan kaynakları
Tedarik zinciri yönetimi (SCM)
Müşteri ilişkileri yönetimi (CRM)
Sürdürülebilirlik

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Figure 14.10 ERP and MRP

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Figure 14.10 ERP and MRP
Customer Relationship Management

Sales Order Shipping

(order entry, Distributors,
Invoicing product configuration, retailers,
sales management) and end users

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Figure 14.10 ERP and MRP
Master
Production
Schedule

Inventory Bills of
Management Material
MRP

Work
Orders

Purchasing Routings
and and
Lead Times Lead Times
Table 13.6

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Figure 14.10 ERP and MRP

Supply-Chain Management
Vendor Communication
(schedules, EDI, advanced shipping notice,
e-commerce, etc.)

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Figure 14.10
Finance/
ERP and MRP
Accounting

Accounts
Receivable

General
Ledger

Accounts
Payable

Payroll

Table 13.6

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 Enterprise Resource Planning
(ERP)
▶ ERP systems have the potential to
▶ Reduce transaction costs
▶ Increase the speed and accuracy of
information
▶ Facilitates a strategic emphasis on JIT
systems and supply chain integration
▶ Can be expensive and time-consuming
to install

© 2014 Pearson Education 14 - 78

ERP sistemleri,
İşlem maliyetlerini azaltın
Bilginin hızını ve doğruluğunu artırın
JIT sistemlerine ve tedarik zinciri entegrasyonuna stratejik vurguyu kolaylaştırır
Yüklemesi pahalı ve zaman alıcı olabilir

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 SAP’s ERP Modules

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 ERP in the Service Sector
▶ ERP systems have been developed for
health care, government, retail stores,
hotels, and financial services
▶ Also called efficient consumer response
(ECR) systems
▶ Objective is to tie sales to buying,
inventory, logistics, and production

© 2014 Pearson Education 14 - 80

ERP sistemleri sağlık hizmetleri, devlet, perakende mağazaları, oteller ve finansal

hizmetler için geliştirilmiştir.
Verimli tüketici yanıt (ECR) sistemleri olarak da adlandırılır
Amaç, satışları satın alma, envanter, lojistik ve üretime bağlamaktır

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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