1 / 26

Resource Planning

Resource Planning. Chapter 15. How Resource Planning fits the Operations Management Philosophy . Operations As a Competitive Weapon Operations Strategy Project Management. Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout

ipo
Download Presentation

Resource Planning

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Resource Planning Chapter 15

  2. How Resource Planning fits the Operations Management Philosophy Operations As a Competitive Weapon Operations Strategy Project Management Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout Lean Systems Supply Chain Strategy Location Inventory Management Forecasting Sales and Operations Planning Resource Planning Scheduling

  3. Resource Planning at Starwood • Starwood manages employees, equipment, and supplies at 750 hotels around the world to ensure that the needs and expectations of each and every customer are met. • To help forecast these needs, Starwood now uses an enterprise resource planning (ERP) system. • Included in the ERP system by Oracle is an electronic reservation system that profiles the preferences of guests, allowing the staff to provide a “customized” experience for each guest. • The ERP system schedules the hotel’s staff members, projects the amount of food, beverages, and other resources needed for the hotel’s food-service department. • Starwood’s ERP system also features a centralized database with accounting data, payroll, accounts payable information, general ledger and balance sheet, as well as income statements for its various properties.

  4. Resource Planning and ERP • Resource planning: A process that takes sales and operations plans; processes information in the way of time standards, routings, and other information on how the firm produces its services or products; and then plans the input requirements. • Enterprise process: A companywide process that cuts across functional areas, business units, geographical regions, and product lines. • Enterprise resource planning (ERP) systems: Large, integrated information systems that support many enterprise processes and data storage needs.

  5. © 2007 Pearson Education ERP Application Modules

  6. ERP Design • ERP revolves around a single comprehensive database that can be made available across the entire organization (or enterprise). • The database collects data and feeds them into the various modular applications (or suites). • As new information is entered as a transaction in one application, related information is automatically updated in the other applications. • The ERP system streamlines the data flows throughout the organization and provides employees with direct access to a wealth of real-time operating information. • ERP eliminates many of the cross-functional coordination problems older nonintegrated systems suffered from.

  7. Dependent Demand • Dependent demand: The demand for an item that occurs because the quantity required varies with the production plans for other items held in the firm’s inventory. • Parent: Any product that is manufactured from one or more components. • Component: An item that goes through one or more operations to be transformed into or become part of one or more parents.

  8. Lumpy Dependent Demand Resultingfrom Continuous Independent Demand Parent Inventory(Independent) Component Demand(Dependent)

  9. • Products with many levels of components, and more customization • Lumpy demand, often with larger batch sizes • Make-to-order, assemble-to-order, and make-to-stock strategies • Lower and intermediate volumes, with flexible flows • Capacity is leveraged to control bottlenecks and entire system flow • Simpler product structures and more standardized products • Assemble-to-order or make-to-stock strategy • Relatively higher volumes, with flexible flows transitioning to line flows • Using system as catalyst for continuous improvement • Small lot sizes, consistent quality, reliable suppliers, and flexible workforce • Assemble-to-order or make-to-stock strategy • High volumes and well-balanced line flows Possible Planningand Control Systems The most prominent systems now in use are the material requirements planning (MRP) system, the Drum-Buffer-Rope (DBR) system, and lean systems.

  10. Material Requirements Planning • Material requirements planning (MRP): A computerized information system developed specifically to help manufacturers manage dependent demand inventory and schedule replenishment orders. • MRP explosion: A process that converts the requirements of various final products into a material requirements plan that specifies the replenishment schedules of all the subassemblies, components, and raw materials needed to produce final products. • Bill of materials (BOM): A record of all the components of an item, the parent–component relationships, and the usage quantities derived from engineering and process designs.

  11. Authorized master production schedule Other sources of demand Engineering and process designs Inventory transactions Inventory records MRP explosion Bills of materials Material requirements plan MRP Inputs

  12. Bill of Materials Terms • Usage quantity: The number of units of a component that are needed to make one unit of its immediate parent. • Inventory items: • End item: The final product sold to a customer. • Intermediate item: An item that has at least one parent and at least one component. • Subassembly: An intermediate item that is assembled (as opposed to being transformed by other means) from more than one component. • Purchased item: An item that has one or more parents but no components because it comes from a supplier. • Part commonality: The degree to which a component has more than one immediate parent.

  13. Back slats Seat cushion Leg supports Seat-frame boards Back legs Front legs A Ladder-back chair Bill of Materials

  14. C (1) Seat subassembly D (2) Front legs E (4) Leg supports B (1) Ladder-back subassembly F (2) Back legs G (4) Back slats H (1) Seat frame I (1) Seat cushion J (4) Seat-frame boards Bill of Materials A Ladder-back chair

  15. April May 1 2 3 4 5 6 7 8 Ladder-back chair 150 150 Kitchen chair 120 120 Desk chair 200 200 200 200 Aggregate production plan 670 670 for chair family Master Production Schedule • Master production schedule (MPS): A part of the material requirements plan that details how many end items will be produced within specified periods of time. MPS for a Family of chairs

  16. Master Production Scheduling Process Operations must first create a prospective MPS to test whether it meets the schedule with the resources.

  17. Inventory Record • Inventory record: A record that shows an item’s lot-size policy, lead time, and various time-phased data. • Gross requirements: The total demand derived from all parent production plans. • Scheduled Receipts (open orders) are orders that have been placed but not yet completed. • Projected on-hand inventory: An estimate of the amount of inventory available each week after gross requirements have been satisfied. • Planned receipts: Orders that are not yet released to the shop or supplier. • Planned order release: An indication of when an order for a specified quantity of an item is to be issued.

  18. Planning Factors • Planning lead time: An estimate of the time between placing an order for an item and receiving the item in inventory. • Setup time • Processing time • Materials handling time between operations • Waiting time • Lot-sizing rules: A rule that determines the timing and size of order quantities.

  19. Lot Sizing RulesFixed Order Quantity (FOQ) • Fixed order quantity (FOQ): A rule that maintains the same order quantity each time an order is issued. • Dictated by • Equipment capacity limits • Quantity discount • Truckload capacity • Minimum purchase quantity • EOQ

  20. Lot Sizing RulesPeriodic Order Quantity (POQ) • Periodic order quantity (POQ): A rule that allows a different order quantity for each order issued but tends to issue the order at predetermined time intervals. • The order quantity equals the amount of the item needed tocovers P weeks’ worth of gross requirements.

  21. Lot-for-Lot • Lot-for-lot (L4L) rule: A rule under which the lot size ordered covers the gross requirements of a single week. • Thus P = 1, and the goal is to minimize inventory levels. • The projected on-hand inventory combined with the new order will equal zero at the end of week t.

  22. Safety Stock • The usual policy is to use safety stock for end items and purchased items to protect against fluctuating customer orders and unreliable suppliers of components but to avoid using it as much as possible for intermediate items.

  23. MRP explosion Material requirements plan • Action notices • Releasing new orders • Adjusting due dates • Priority reports • Dispatch lists • Supplier schedules • Capacity reports • Capacity requirements planning • Finite capacity scheduling • Input-output control Routings and time standards Manufacturing resources plan Cost and price data Performance reports © 2007 Pearson Education MRP translates, or explodes, the MPS and other sources of demand into the requirements needed for all of the subassemblies, components, and raw materials the firm needs to produce parent items. This process generates the material requirements plan for each component item.

  24. Other Important Reports • Action notice: A computer-generated memo alerting planners about releasing new orders and adjusting the due dates of scheduled receipts. • Capacity requirements planning (CRP): A technique used for projecting time-phased capacity requirements for workstations; its purpose is to match the material requirements plan with the capacity of key processes. • Manufacturing resource planning (MRP II): A system that ties the basic MRP system to the company’s financial system and to other core and supporting processes.

  25. Resource Planning for Service Providers • Dependent demand for services • Restaurant • Airlines • Hospitals • Hotels • Bill of Resources: A record of a firm’s parent-component relationships and all of the materials, equipment time, staff, and other resources.

  26. Level 1 Discharge Level 2 Intermediate care Level 3 Postoperative care (Step down) Level 4 Postoperative care (Intensive) Level 5 Surgery Level 6 Preoperative care (Angiogram) Level 6 Preoperative care (Angiogram) Level 7 Preoperative care (Testing) Pharmacy (10 medicines) Nurse (6 hr) MD (1 hr) Therapy (1 hr) Bed (24 hr) Lab (3 tests) Kitchen (1 meal) © 2007 Pearson Education Bill of Resources (BOR) A record of a service firm’s parent– component relationships and all of the materials, equipment time, staff, and other resources associated with them, including usage quantities. BOR for Treating an Aneurysm

More Related