mpc (manufacturing 著) 广东工业大学机电工程系 课后答案 121页

'课后答案网，用心为你服务！大学答案---中学答案---考研答案---考试答案最全最多的课后习题参考答案，尽在课后答案网（www.khdaw.com）！Khdaw团队一直秉承用心为大家服务的宗旨，以关注学生的学习生活为出发点，旨在为广大学生朋友的自主学习提供一个分享和交流的平台。爱校园（www.aixiaoyuan.com）课后答案网（www.khdaw.com）淘答案（www.taodaan.com） ManufacturingPlanningandControlSystemsRZ 2007RAOZHONGGBUTtemChapter2RZ©CopyrightRAOZHONG,2007MIE2 2007RAOZHONGGBUTtem2.4Therecipefor6servingofLittleNellie’sTripleChocolateSmoothiecallsfor2dashesofcinnamon,1½quartsofvanillaicecream,1quartofchocolateicecream,½quartofchocolatemile,and1bagofchocolatechips.a.Nellieisplanninganicecreamsocialfor12peopleandwantstomakeTripleChocolateSmoothies.Howmuchchocolateicecreamdoessheneedfor12servingsifherchocolateicecreamistotallygone?b.HowmanyquartsofvanillaicecreammustbeboughtifNelliealreadyhashalfaquartofvanillaonhand?c.NellieisplanningherpartyforNovember15.It’snowNovember11.Thelocaldairywilldeliverquartsoficecreamandmilkifgivenaone-daynotice.FillinthefollowingMRPrecordforchocolatemileifNelliehas½quartonhandandwantstherestdelivered.AssumeshecanmaketheSmoothiesonthedayofthesocial.November1112131415GrossrequirementsScheduledreceiptsProjectedavailablebalancePlannedorderreleaseRZ©CopyrightRAOZHONG,2007MIE3 ANSWER2007RAOZHONGGBUTtema.Sheneeds2quartsofchocolateicecreamfor12serving.b.Shemustbuy2½quartsvanillaicecream.c.SeefollowingMRPrecord:November1112131415Grossrequirements1ScheduledreceiptsProjectedavailablebalance1/21/21/21/21/20Plannedorderrelease1/2RZ©CopyrightRAOZHONG,2007MIE4 2007RAOZHONGGBUTtem2.5DevelopanMRPspreadsheetrecordforsixperiodsusingthefollowingparameterfortheitem:Period123456Grossrequirements202020303030Leadtime1periodLotsize40unitsSafetystock0unitsInventory2unitsScheduledreceipt40unitsinperiod1a.Inwhatperiodsarethereplannedorderreleases?b.Whathappenstothetiming,numberofplannedorderreleases,andaverageinventory(forperiods1through6)if10unitsofsafetystockarerequired?c.Whathappenstothetiming,numberofplannedorderreleases,andaverageinventory(forperiod1through6)ifaone-weeksafetyleadtimeisusedinsteadofthesafetystock?RZ©CopyrightRAOZHONG,2007MIE5 ANSWER2007RAOZHONGGBUTtema.Period123456Grossrequirements202020303030Scheduledreceipts40Projectedavailablebalance22222232212Plannedorderrelease404040b.Period123456Grossrequirements202020303030Scheduledreceipts40Projectedavailablebalance2224222324212Plannedorderrelease404040c.Period123456Grossrequirements202020303030Scheduledreceipts40Projectedavailablebalance2224262324212Plannedorderrelease404040RZ©CopyrightRAOZHONG,2007MIE6 2007RAOZHONGGBUTtem2.7GiventheproductstructurediagramsatTraci’sTomahawkshownbelow,completetheMRPrecordsforPartsA,F,andGusingthedataprovidedforeach.AFGCDGH(2required)WeekPartA12345Grossrequirements515101515Scheduledreceipts5Projectedavailablebalance10PlannedorderreleaseLeadtime=1;Q=L4L;SS=0.RZ©CopyrightRAOZHONG,2007MIE7 2007RAOZHONGGBUTtemWeekPartF12345Grossrequirements10205155Scheduledreceipts15Projectedavailablebalance15PlannedorderreleaseLeadtime=2;Q=L4L;SS=0.WeekPartG12345GrossrequirementsScheduledreceipts20Projectedavailablebalance30PlannedorderreleaseLeadtime=1;Q=multiplesof20;SS=10.RZ©CopyrightRAOZHONG,2007MIE8 ANSWERWeek2007RAOZHONGGBUTtemPartA12345Grossrequirements515101515Scheduledreceipts5Projectedavailablebalance10100000Plannedorderrelease5101515Leadtime=1;Q=L4L;SS=0.WeekPartF12345Grossrequirements10205155Scheduledreceipts15Projectedavailablebalance1550000Plannedorderrelease5155Leadtime=2;Q=L4L;SS=0.WeekPartG12345Grossrequirements15353530Scheduledreceipts20Projectedavailablebalance3035202515Plannedorderrelease204020Leadtime=1;Q=multiplesof20;SS=10.RZ©CopyrightRAOZHONG,2007MIE9 2007RAOZHONGGBUTtem2.8TheBigBBikeandTrikeShopproducestwobasicbikescalledAandB.Eachweek,Paul,theowner,planstoassemble10Abikesand5Bbikes.GiventhisinformationandthefollowingproductstructurediagramsforAandB,fillouttheMRPrecords(inventorystatusfiles)forcomponentpartsGandYforthenextsevenweeks.ABXYGFYZ(2required)RZ©CopyrightRAOZHONG,2007MIE10 2007RAOZHONGGBUTtemWeek1234567GrossrequirementsScheduledreceipts7Projectedavailablebalance0PlannedorderreleaseQ=lotforlot;LT=1;SS=0Week1234567GrossrequirementsScheduledreceipts10Projectedavailablebalance28PlannedorderreleaseQ=lotforlot;LT=2;SS=0RZ©CopyrightRAOZHONG,2007MIE11 2007RAOZHONGGBUTtemSuppose10unitsofsafetystockarerequiredforpartY.Whatchangeswouldresultintherecords?WouldtheMRPsystemproduceanyexceptionmessage?RZ©CopyrightRAOZHONG,2007MIE12 ANSWER2007RAOZHONGGBUTtemWeek1234567Grossrequirements5555555Scheduledreceipts7Projectedavailablebalance02000000Plannedorderrelease3555550Q=lotforlot;LT=1;SS=0Week1234567Grossrequirements16202020202010Scheduledreceipts10Projectedavailablebalance2822200000Plannedorderrelease1820202010Q=lotforlot;LT=2;SS=0RZ©CopyrightRAOZHONG,2007MIE13 2007RAOZHONGGBUTtemSuppose10unitsofsafetystockarerequiredforpartY.Whatchangeswouldresultintherecords?WouldtheMRPsystemproduceanyexceptionmessage?Week1234567Grossrequirements16202020202010Scheduledreceipts10Projectedavailablebalance282221010101010Plannedorderrelease2820202010Q=lotforlot;LT=2;SS=0TheMRPsystemwouldproducetheexceptionmessagethattheprojectedavailablebalanceinweek2islessthanthesafetystockquantityof10.RZ©CopyrightRAOZHONG,2007MIE14 2007RAOZHONGGBUTtem2.11ConsidertheinformationcontainedintheplannedorderrowofthefollowingMRPrecordatHartleySprockets,asuppliertoBigBBikeandTrikeShop.Theplannedorderreleasesinweeks2and4arefirmplannedordersandcannotbechangedwithoutmanagerialapproval.Period12345Grossrequirements1030202520Scheduledreceipts40Projectedavailablebalance10401030525Plannedorderrelease(firm)4040Q=40;LT=1;SS=5.a.UseanMRPspreadsheettoanswerthefollowingquestions:Whattransactionswouldcauseanactionmessageonthefirmplannedorderinweek2?Whattransactionswouldcauseanactionmessageonthefirmplannedorderinweek4?RZ©CopyrightRAOZHONG,2007MIE15 2007RAOZHONGGBUTtem2.13CompletethefollowingMRPtimephasedrecordfortheeasychairatForemostFurniture.WeekItem:Easychair12345678Grossrequirements2020252535353535Scheduledreceipts50Projectedavailablebalance10PlannedorderreleaseQ=50;LT=2;SS=5.1.Thefollowingeventsoccurredduringweek1:Actualdemandduringweek1was25units.Ascheduledreceiptof45wasreceivedduringweek1.Acuclecountofon-handunitsshowedonly7unitsatthestartofweek1.Marketingforecastedthat40easychairedwouldberequiredinweek9.Updatetherecordbelowafterrollingthroughtime.WeekItem:Easychair23456789Grossrequirements20202525353535ScheduledreceiptsProjectedavailablebalancePlannedorderreleaseRZ©CopyrightRAOZHONG,2007MIE16 ANSWER2007RAOZHONGGBUTtemWeekItem:Easychair12345678Grossrequirements2020252535353535Scheduledreceipts50Projectedavailablebalance104020452035501530Plannedorderrelease50505050Q=50;LT=2;SS=5.WeekItem:Easychair23456789Grossrequirements2025252535353540Scheduledreceipts50Projectedavailablebalance2773272237521727Plannedorderrelease50505050Q=50;LT=2;SS=5.RZ©CopyrightRAOZHONG,2007MIE17 2007RAOZHONGGBUTtem2.14TheMPCsystemattheDuckworthManufacturingCompanyisrunweeklytoupdatethemasterproductionschedule(MPS)andMRPrecords.Atthestartofweek1,theMPSforendproductsAandBis:MasterproductionscheduleWeeknumber123456ProductA10--25510--ProductB520--20--20OneunitofcomponentCisrequiredtomanufactureoneunitofeitherendproductAorB.PurchasingleadtimeforcomponentCistwoweeks,andorderquantityof40unitsisused,andno(zero)safetystockismaintainedforthisitem.InventorybalanceforcomponentCis5unitsatthestartofweek1,andthere’sanopenorder(scheduledreceipt)for40unitsduetobedeliveredatthebeginningofweek1.a.CompletetheMRPrecordforcomponentCasitwouldappearatthebeginningofweek1:RZ©CopyrightRAOZHONG,2007MIE18 2007RAOZHONGGBUTtemWeek123456GrossrequirementsScheduledreceiptsProjectedavailablebalancePlannedorderreleaseb.Duringweek1,thefollowingtransactionoccurredforcomponentC:1.Theopenorderfor40unitsduetobereceivedatthestartofweek1wasreceivedonMondayofweek1withaquantityof30(10unitsofcomponentCwerescrappedonthisorder).2.Aninventorycyclecountduringweek1revealedthat5unitsofcomponentCweremissing.Thus,aninventoryadjustmentof-5wasprocessed.3.TenunitsofcomponentCwereactuallydisbursed(insteadofthe15unitsplannedfordisbursementtoproduceendproductAandB).(TheMPSquantityof5inweek1forproductBwascanceledduetoacustomerordercancellation.)RZ©CopyrightRAOZHONG,2007MIE19 2007RAOZHONGGBUTtem4.TheMPSquantitiesforweek7include15unitsforproductAand0unitsforproductB.5.Duetoachangeincustomerorderrequirements,marketinghasrequestedthattheMPSquantityof25unitsforproductAscheduledinweek3bemovedtoweek2.6.Anorderfor40unitswasreleased.Appearatthebeginningofweek2:Week234567GrossrequirementsScheduledreceiptsProjectedavailablebalancePlannedorderreleaseWhatactionsarerequiredbytheinventoryplanneratthestartofweek2asaresultoftransactionsoccurringduringweek1?RZ©CopyrightRAOZHONG,2007MIE20 ANSWER2007RAOZHONGGBUTtemWeek123456Grossrequirements152025251020Scheduledreceipts40Projectedavailablebalance530102503010Plannedorderrelease4040Q=40;LT=2;SS=0.Week234567Grossrequirements40025102015Scheduledreceipts40Projectedavailablebalance20PlannedorderreleaseRZ©CopyrightRAOZHONG,2007MIE21 2007RAOZHONGGBUTtemTheinventoryplannercanimplementthefollowingactionsatthestartofweek2asaresultoftransactionsoccurringduringweek1:a.Negotiatewiththecustomerifthe20unitswhichshouldhavebeendeliveredinweek2couldbeenpostponedtoweek3.b.Releaseaemergencyrushorderwiththequantityof20whichisplannedtobefinishedinweek2c.Negotiatewiththeproductiondepartmentifaovertimecouldbecommittedtomake20unitsoftheorderwhichisscheduledtobereceiptedatthebeginningofweek3couldbedeliveredinweek2.RZ©CopyrightRAOZHONG,2007MIE22 2007RAOZHONGGBUTtemChapter3RZ©CopyrightRAOZHONG,2007MIE23 2007RAOZHONGGBUTtem3.5TheYakimaLashCompanyproducedfourmodels.Theforecastsofannualdemandforeachofthefourareasfollows:ModelⅠⅡⅢⅣForecastofannualdemand500150035004500a.Usea250-dayyearandaneight-hourdaytodeterminethemixed-model-levelmasterscheduleforadailybatchandhourlybatchwithminimumbatchsizes.b.Whatwouldbethescheduleofproductionlooklikeforaneight-hourdayusingmixed-modelminimumbatchsizeproduction?RZ©CopyrightRAOZHONG,2007MIE24 ANSWER2007RAOZHONGGBUTtema.ModelⅠⅡⅢⅣForecastofannualdemand500150035004500PossiblemixedmodelmasterproductionSchedules:DailyMPS261418HourlybatchMPS0.250.751.752.25MinimumbatchMPS1379b.Afeasiblescheduleofproductionwouldbe:Ⅰ（1）Ⅱ（3）Ⅲ（7）Ⅳ（9）Ⅰ（1）Ⅱ（3）Ⅲ（7）Ⅳ（9）RZ©CopyrightRAOZHONG,2007MIE25 2007RAOZHONGGBUTtem3.9DeveloptheMRPrecordforthefaucetsubassembly(partno.356)showninthefollowingbillofmaterial.Therefrigeratorareassembledattherateof480/week,leadtimeisoneweek,there’snosafetystock,lotsizeis500,and200unitsareininventoryatthemoment.(Note:Thefaucetsubassemblyisonlyusedoneveryfourthrefrigerator.)RefrigeratorFaucetPartno.10Partno.11Partno.12SubassemblyPartno.356(onefourthrequired)BracketFaucetTubingRZ©CopyrightRAOZHONG,2007MIE26 ANSWER2007RAOZHONGGBUTtemWeek123456Grossrequirements120120120120120120ScheduledreceiptsProjectedavailablebalance20080460340220100480Plannedorderrelease500500Q=200;LT=1;SS=0.RZ©CopyrightRAOZHONG,2007MIE27 2007RAOZHONGGBUTtem3.10SupposethatthefaucetsubassemblyinProblem3.9hadbeen“phantomed”(i.e.,thefaucetwouldbeassembledontotherefrigeratordirectlyfromthebracket,faucet,andtubingparts).a.Whatwouldthebillofmateriallooklikenow?b.ConstructthephantomMRPrecordandcompareittoProblem9’sMRPrecord.c.ConstructtheMRPrecordforthebracket(lotsize=200,nosafetystock,250onhand,leadtime=2weeks).RZ©CopyrightRAOZHONG,2007MIE28 ANSWER2007RAOZHONGGBUTtemaRefrigeratorBracketFaucetTubingPartno.10Partno.11Partno.12bPeriod123456Grossrequirements120120120120120120ScheduledreceiptsProjectedavailablebalance2008000000Plannedorderrelease40120120120120cPeriod123456Grossrequirements120120120120120120ScheduledreceiptsProjectedavailablebalance250130109017050130Plannedorderrelease200200200Q=200;LT=2;SS=0.RZ©CopyrightRAOZHONG,2007MIE29 2007RAOZHONGGBUTtem3.12GrahamManufacturinghascompletedthefollowingABCanalysisofthenineproductsitmakes:DailysalesProductforecast160025003400440053006100750825925Total2400RZ©CopyrightRAOZHONG,2007MIE30 Grahamhasanassemblylinethatcanproduce300productsperhourand2007RAOZHONGGBUTtemworkseighthoursperday:a.Assumingabatch(containersize)of100foreachproduct,prepareadailylevelscheduleforGraham.b.Calculatethenumberofkanbancardsrequiredforeachproduct,assuminga0.5dayleadtimeanda20percentsafetystock.Whatisthetotalnumberofkanbancardsforallproducts?c.Ifstoragespaceisproportionaltothenumberofkanbancards,bywhatpercentagewillstoragebereducediftheleadtimecanbereducedtoonehour?d.Whatarethebenefits,ifany,ofbeingabletocutallbatchandcontainersizesto50unitsinsteadof100?RZ©CopyrightRAOZHONG,2007MIE31 ANSWER2007RAOZHONGGBUTtema.AfeasiblemanufacturinglevelscheduleforGrahamwouldberepresented:Wecantreatfourdaysasaschedulecycleasfollow:(anumberrepresenttheproductnumbercorrespondtotheproductbemanufacturedwithabatchof100.)1stday:111111222223333444455567;2ndday:111111222223333444455568;3rdday:111111222223333444455567;4thday:111111222223333444455569;Wecanfindthatabatchofproduct7areproducedineverytwodays,fortheDailysalesforecastofproduct7is50units,andabatchof100unitscouldbesatisfythetwodays’salesdemand;andabatchofproduct8&9areproducedineveryfourdays,fortheDailysalesforecastofproduct8&9is25nits,andabatchof100itscouldbesatisfythefourdays’salesdemand.Weassumethatthereisinventoryforproduct8&product9atthebeginningofthe1stday.RZ©CopyrightRAOZHONG,2007MIE32 b.2007RAOZHONGGBUTtemCalculatingtheNumberofKanbanDL(1+α)y=aWherey=NumberofkabancardsetsD=DemandperunitoftimeL=Leadtimea=Containercapacity=Policyvariable(safetystock)RZ©CopyrightRAOZHONG,2007MIE33 Accordingtotheformulawecancalculatethenumberofkanbanforevery2007RAOZHONGGBUTtemproductasfollow:y1=600*0.5*(1+0.2)/100=3.6≈4y2=500*0.5*(1+0.2)/100=3y3=400*0.5*(1+0.2)/100=2.4≈3y4=400*0.5*(1+0.2)/100=2.4≈3y5=300*0.5*(1+0.2)/100=1.8≈2y6=100*0.5*(1+0.2)/100=0.6≈1y7=50*0.5*(1+0.2)/100=0.3≈1y8=25*0.5*(1+0.2)/100=0.15≈1y9=25*0.5*(1+0.2)/100=0.15≈1Thetotalnumberofkanbanrequiredfortheseproductis19.RZ©CopyrightRAOZHONG,2007MIE34 c.Accordingtotheformulawecancalculatethenumberofkanbanforevery2007RAOZHONGGBUTtemproductasfollow:y1=600*0.125*(1+0.2)/100=0.9≈1y2=500*0.125*(1+0.2)/100=0.75≈1y3=400*0.125*(1+0.2)/100=0.6≈1y4=400*0.125*(1+0.2)/100=0.6≈1y5=300*0.125*(1+0.2)/100=0.45≈1y6=100*0.125*(1+0.2)/100=0.15≈1y7=50*0.125*(1+0.2)/100=0.075≈1y8=25*0.125*(1+0.2)/100=0.0375≈1y9=25*0.125*(1+0.2)/100=0.0375≈1Thetotalnumberofkanbanrequiredfortheseproductis10.Thepercentageis(19–9)/19=52.6%RZ©CopyrightRAOZHONG,2007MIE35 d.1.Smalllotsmeanlessaverageinventoryandshorten2007RAOZHONGGBUTtemmanufacturingleadtime.2.Smalllotswithshortersetuptimesincreaseflexibilitytorespondtodemandchanges3.Productionofsmalllotsispossiblebydrasticallyreducingset-uptimes4.Itiswelldocumentedthatproductionofsmalllot-sizesinJITmanufacturingiscloselyassociatedwithimprovedquality,reducedinventory,fasterdelivery,andismoreresponsivetomarketdemands.UltimategoalissingleunitlotsizesRZ©CopyrightRAOZHONG,2007MIE36 2007RAOZHONGGBUTtemChapter4RZ©CopyrightRAOZHONG,2007MIE37 2007RAOZHONGGBUTtem4.2BisuttiCamshasgathereddataonlabor-hourandmachine-hourrequirementsforproducingitsRacingCamshaftmodelsRC1andRC2:199419951996ProductionRC1(units)140015001700ProductionRC2(units)700820940Labor-hoursRC1450580620Labor-hoursRC27590105Machine-hoursRC1125145180Machine-hoursRC2135160165a.Whatplanningfactorsshoulditusefor1997?b.Whatcapacityrequirementsforlabor-hoursandmachine-hourswouldyouprojectfor1997if50percentofthelabor-hoursandmachine-hourseachwereworkedindepartments101and102?Usethequarterlysummariesinthefollowingmasterscheduletodotheprojections:Quarter1997MPS1234TotalProductRC14007003004001800ProductRC22501504503001150RZ©CopyrightRAOZHONG,2007MIE38 ANSWER2007RAOZHONGGBUTtem199419951996TOTALProductionRC1(units)1400150017004600ProductionRC2(units)700820940Labor-hoursRC1450580620Labor-hoursperunitRC10.320.390.36Labor-hoursRC27590105Labor-hoursperunitRC20.110.110.11Machine-hoursRC1125145180Machine-hoursperunitRC10.090.100.11Machine-hoursRC2135160165Machine-hoursperunitRC20.190.200.18a.Wecouldusethefactorof1996astheplanningfactorfor1997RZ©CopyrightRAOZHONG,2007MIE39 2007RAOZHONGGBUTtemb.Wecouldusethefactorof1996astheplanningfactorfor1997Quarter1997MPS1234TotalProductRC14007003004001800ProductRC22501504503001150Totallabor-hoursRC1*0.36+RC2*0.11171.5268.5157.5177774.5Totalmachine-hoursRC1*0.11+RC2*0.188910411498405Workcenter1234Total101laborhours861347989387101machinehours45525749202102laborhours861347989387102machinehours45525749202Totallabor-hoursrequired171.5268.5157.5177774.5Totalmachine-hoursRequired8910411498405RZ©CopyrightRAOZHONG,2007MIE40 Aalternativesolution:2007RAOZHONGGBUTtema.199419951996AVARAGEProductionRC1(units)1400150017001533ProductionRC2(units)700820940820Labor-hoursRC1450580620550Labor-hoursperunitRC10.320.390.360.37Labor-hoursRC2759010590Labor-hoursperunitRC20.110.110.110.11Machine-hoursRC1125145180150Machine-hoursperunitRC10.090.100.110.10Machine-hoursRC2135160165153Machine-hoursperunitRC20.190.200.180.19WecanusethemeanvalueoftheLabor-hoursandthemachinehoursperunitinthepastthreeyearsastheplanningfactor.RZ©CopyrightRAOZHONG,2007MIE41 2007RAOZHONGGBUTtemQuarter1997MPS1234TotalProductRC14007003004001800ProductRC22501504503001150Totallabor-hoursRC1*0.37+RC2*0.11175.5275.5160.5181792.5Totalmachine-hoursRC1*0.10+RC2*0.1987.598.5115.597398.5Workcenter1234Total101laborhours87.75137.580.2590.5396.25101machinehours43.7549.2557.7548.5199.25102laborhours87.75137.580.2590.5396.25102machinehours43.7549.2557.7548.5199.25Totallabor-hoursrequired175.5275.5160.5181792.5Totalmachine-hoursRequired87.598.5115.597398.5RZ©CopyrightRAOZHONG,2007MIE42 2007RAOZHONGGBUTtem4.3TomSwift,masterscheduleratCurryManufacturingCompany,preparedthefollowingmasterproductionscheduleforoneofthefirm’smajorendproducts,theKashmirSpicePump.Week#123456MPS1501205011085220Tomisconcernedaboutthisschedule’simpactontheFinalTestDepartment.TheFinalTestDepartmentmanagerhasindicatedthattestingeachKashmirSpicePumprequires0.30hoursofskilledlaborcapacity.a.Preparearough-cutcapacityanalysisfortheFinalTestDepartusingthebillofcapacitytechnique.b.Whatarethemajoradvantagesanddisadvantagesofthebillofcapacitytechnique?RZ©CopyrightRAOZHONG,2007MIE43 2007RAOZHONGGBUTtema.BillofcapacityEndproductKashmirSpicePumpWorkcenterTotaltime/unitFinalTest0.3Week123456MPS1501205011085220Finaltest4542153325.566b.RZ©CopyrightRAOZHONG,2007MIE44 2007RAOZHONGGBUTtem4.5DeterminethecapacityrequirementsinallworkcentersatErbenFabricatorsusingtheMPS,resourceprofile,productstructure,andleadtimeinformationgivenbelowforproductZandallofitscomponents.(Assumeallusagesareone,andthatanewsetupmustbemadeineachworkcenter.)Week12345MPSofproductZ1020151015AMNOPRZ©CopyrightRAOZHONG,2007MIE45 2007RAOZHONGGBUTtemProductZresourceprofilePartWorkcenterSetuphoursRunLeadtimehours/unitZ2018.01.51weekM2015.01.01weekN2023.02.01weekO2022.01.01weekP2031.00.51weekRZ©CopyrightRAOZHONG,2007MIE46 ANSWER2007RAOZHONGGBUTtemProductZresourceprofile(period5)PartWorkcenterSetuphoursRunTotalhours/unithours/unitZ2018.01.58.0/15+1.5M2015.01.05.0/15+1.0N2023.02.03.0/15+2.0O2022.01.02.0/15+1.0P2031.00.51.0/15+0.5RZ©CopyrightRAOZHONG,2007MIE47 ProductZresourceprofile(period4)2007RAOZHONGGBUTtemPartWorkcenterSetuphoursRunTotalhours/unithours/unitZ2018.01.58.0/10+1.5M2015.01.05.0/10+1.0N2023.02.03.0/10+2.0O2022.01.02.0/10+1.0P2031.00.51.0/10+0.5ProductZresourceprofile(period3)PartWorkcenterSetuphoursRunTotalhours/unithours/unitZ2018.01.58.0/15+1.5M2015.01.05.0/15+1.0N2023.02.03.0/15+2.0O2022.01.02.0/15+1.0P2031.00.51.0/15+0.5RZ©CopyrightRAOZHONG,2007MIE48 ProductZresourceprofile(period2)2007RAOZHONGGBUTtemPartWorkcenterSetuphoursRunTotalhours/unithours/unitZ2018.01.58.0/20+1.5M2015.01.05.0/20+1.0N2023.02.03.0/20+2.0O2022.01.02.0/20+1.0P2031.00.51.0/20+0.5ProductZresourceprofile(period1)PartWorkcenterSetuphoursRunTotalhours/unithours/unitZ2018.01.58.0/15+1.5M2015.01.05.0/15+1.0N2023.02.03.0/15+2.0O2022.01.02.0/15+1.0P2031.00.51.0/15+0.5RZ©CopyrightRAOZHONG,2007MIE49 2007RAOZHONGGBUTtemProductZComponentPComponentOComponentNWorkCenter203WorkCenter202WorkCenter202Time/unitofTime/unitofTime/unitofZ=0.6Z=1.1Z=2.2ProductZWorkCenter201Time/unit=2.0ComponentMWorkCenter201Time/unitofZ=1.32345RZ©CopyrightRAOZHONG,2007MIE50 2007RAOZHONGGBUTtemProductZComponentPComponentOComponentNWorkCenter203WorkCenter202WorkCenter202Time/unitofTime/unitofTime/unitofZ=0.6Z=1.2Z=2.3ProductZWorkCenter201Time/unit=2.3ComponentMWorkCenter201Time/unitofZ=1.51234RZ©CopyrightRAOZHONG,2007MIE51 2007RAOZHONGGBUTtemProductZComponentPComponentOComponentNWorkCenter203WorkCenter202WorkCenter202Time/unitofTime/unitofTime/unitofZ=0.6Z=1.1Z=2.2ProductZWorkCenter201Time/unit=2.0ComponentMWorkCenter201Time/unitofZ=1.3PastDue123RZ©CopyrightRAOZHONG,2007MIE52 2007RAOZHONGGBUTtemProductZComponentPComponentOComponentNWorkCenter203WorkCenter202WorkCenter202Time/unitofTime/unitofTime/unitofZ=0.55Z=1.1Z=2.15ProductZWorkCenter201Time/unit=1.9ComponentMWorkCenter201Time/unitofZ=1.25PastDuePastDue12RZ©CopyrightRAOZHONG,2007MIE53 2007RAOZHONGGBUTtemProductZComponentPComponentOComponentNWorkCenter203WorkCenter202WorkCenter202Time/unitofTime/unitofTime/unitofZ=0.6Z=1.2Z=2.3ProductZWorkCenter201Time/unit=2.3ComponentMWorkCenter201Time/unitofZ=1.5PastDuePastDuePastDue1RZ©CopyrightRAOZHONG,2007MIE54 2007RAOZHONGGBUTtemResourceprofilesbyWorkCenterTimerequiredduringprecedingperiodsforoneendproductassembledinperiod5:Timeperiod2345WorkCenter201001.32.0WorkCenter20201.12.20WorkCenter2030.6000Time-phasedcapacityrequirementsgeneratedfromMPSfor15Zsintimeperiod5:Timeperiod2345WorkCenter2010019.530WorkCenter202016.5330WorkCenter2039000RZ©CopyrightRAOZHONG,2007MIE55 2007RAOZHONGGBUTtemResourceprofilesbyWorkCenterTimerequiredduringprecedingperiodsforoneendproductassembledinperiod4:Timeperiod1234WorkCenter201001.52.3WorkCenter20201.22.30WorkCenter2030.6000Time-phasedcapacityrequirementsgeneratedfromMPSfor10Zsintimeperiod4:Timeperiod1234WorkCenter201001223WorkCenter202012230WorkCenter2036000RZ©CopyrightRAOZHONG,2007MIE56 2007RAOZHONGGBUTtemResourceprofilesbyWorkCenterTimerequiredduringprecedingperiodsforoneendproductassembledinperiod3:TimeperiodPastDue123WorkCenter201001.32.0WorkCenter20201.12.20WorkCenter2030.6000Time-phasedcapacityrequirementsgeneratedfromMPSfor15Zsintimeperiod3:TimeperiodPastDue123WorkCenter2010019.530WorkCenter202016.5330WorkCenter2039000RZ©CopyrightRAOZHONG,2007MIE57 2007RAOZHONGGBUTtemResourceprofilesbyWorkCenterTimerequiredduringprecedingperiodsforoneendproductassembledinperiod2:TimeperiodPastDuePastDue12WorkCenter201001.251.9WorkCenter20201.12.150WorkCenter2030.55000Time-phasedcapacityrequirementsgeneratedfromMPSfor20Zsintimeperiod2:TimeperiodPastDuePastDue12WorkCenter201002538WorkCenter202022430WorkCenter20311000RZ©CopyrightRAOZHONG,2007MIE58 2007RAOZHONGGBUTtemResourceprofilesbyWorkCenterTimerequiredduringprecedingperiodsforoneendproductassembledinperiod1:TimeperiodPastDuePastDuePastDue1WorkCenter201001.52.3WorkCenter20201.22.30WorkCenter2030.6000Time-phasedcapacityrequirementsgeneratedfromMPSfor10Zsintimeperiod1:TimeperiodPastDuePastDuePastDue1WorkCenter201001523WorkCenter202012230WorkCenter2036000RZ©CopyrightRAOZHONG,2007MIE59 2007RAOZHONGGBUTtemTimeperiodPastdue12345TotalPercentageWorkCenter201154857.54242.53023546%WorkCenter2025759.54539.533023446%WorkCenter2032669000398%Total98113.5111.581.575.530508100%RZ©CopyrightRAOZHONG,2007MIE60 2007RAOZHONGGBUTtem4.8BisuttiCamshasaspecializedprogrammedmachiningcenterthatproducesracingcamshaftsforIndianapolis500racecars.Ittakesaboutonedayforthefirm’sprogrammedmachiningcentertoproducearacingcamshafttoexacttolerances.Consequently,thefirmusedatwo-weekleadtimetoproducea“batch”of10camshafts.ThecurrentMRPrecordforthecamshaftsisasfollows:Week123456Grossrequirements285865Scheduledreceipts10Projectedavailablebalance2027938Plannedorderrelease101010RZ©CopyrightRAOZHONG,2007MIE61 a.Therewasarealconcernwhethertheprogrammedmachiningcenter’s2007RAOZHONGGBUTtemcapacityhadbeenmanagedcorrectly,especiallysincethefirmwashavingdifficultymeetingcustomerdeliverydatepromises.Theprogrammedmachiningcenterdesignerhadsaidthemachinewascapableofproductiontwousablecamshaftadaywhileoperating.Bisutti’sengineershadsaiditwasn’tcorrecttocountonthe“theoretical”capacitybuttouse75percentastheexpectedoutput(1.5camshaftperday).Ontheotherhand,onlyoverthepastfewmonthshadthecompanybeenabletoconsistentlyproduceoneusablecamshaftperday.Whichcapacityvaluedoyouthinktobeused?Why?b.Giventheprecedingrecord,whatarethecapacityrequirementoverthenextfiveweeks?(Youcanassumetheopenorderhasbeeninprogressforalmostaweekandhasproducedfiveusablecamshaft.)Howdotheycomparetothethreepossiblecapacitymeasure?Whatadvicecanyougivethefirm’smanagement?RZ©CopyrightRAOZHONG,2007MIE62 ANSWER2007RAOZHONGGBUTtema.Iharbortheideathatthecapacityvalueof1camshaftperdayshouldbeused.Asindicatedinthebackgroundmaterial,the2camshaftperdayisjusta“theoretical”capacity.AtheoreticalcapacityofanyWorkcentercan’tbefullyutilizedduetovariousinterference.Ontheotherhand,overthepastfewmonthshadthecompanybeenabletoconsistentlyproduceoneusablecamshaftperday.wemustinsuretheoutput’sstability.Theoutputcan’tbeimprovedsoquickly.b.Thisisthegivenrecordinthenext6weeksWeek123456Grossrequirements285865Scheduledreceipts10Projectedavailablebalance2027938Plannedorderrelease101010RZ©CopyrightRAOZHONG,2007MIE63 b.Ifweassumethecompanycanproduceonecamshaftperday,theleadtime2007RAOZHONGGBUTtemforabatchistwoweeks.Wecancometotheconclusionthattheimplementationwhichisgivenbytherecordcan’tbeachievedforthereasonthatthecapacityofweek1hasbeenusedfullyforthepastdue,therearenouneatencapacityfortheplanedorderreleasedinweek1.Fortheactualconditionwecan’treleaseanorderinweek1whichresultinabackloginweek3.Therealitycanbereflectedinthefollowingrecord;Week12345Grossrequirements28586Scheduledreceipts10BL=3BL=1BL=7Projectedavailablebalance20200Plannedorderrelease1010RZ©CopyrightRAOZHONG,2007MIE64 2007RAOZHONGGBUTtemIfweassumetheproductionperweekis2units,theleadtimeforabatchisoneweek,andthescheduledreceiptswouldhavebeendueinweek2willmovetoweek1,andtherealitywillbechangedrespectivelywhichisreflectedinthefollowingrecord.Week12345Grossrequirements28586Scheduledreceipts10Projectedavailablebalance2102793Plannedorderrelease1010RZ©CopyrightRAOZHONG,2007MIE65 Ifweassumetheproductionperweekis1.5units,aweek’sproductioncapacityis2007RAOZHONGGBUTtem7.5units,theleadtimeforabatchis20/3dayswhichisroundedtotwoweeks.Thepastdueforthescheduledreceiptinweek2hasoccupy2.5unitsofweek1.Thereareremainingcapacityinweek1,wecanreleaseanorderatthebeginningofweek1,whichwillbedeliveredinweek3.Tothelogicdiscussedabove,theplanedorderreleaseinweek2andweek3canbesatisfiedusingtheexitingcapacity.Week12345Grossrequirements28586Scheduledreceipts10Projectedavailablebalance202793Plannedorderrelease1010RZ©CopyrightRAOZHONG,2007MIE66 Wecangivethecompany’smanagementtheadvicesasfollow:2007RAOZHONGGBUTtemTakesomemeasurestopromotetheproductioncapacityforwardtothetargetof2unitsperday,althoughthatisatheoreticalcapacitymeasurement.Wecanseethefactthatevenifthecapacitymeasurementis1.5unitsperday,theorderinthefollowingfiveweekscanbedeliveredontime,ratherthanmakingapartofthembecomebacklogs.RZ©CopyrightRAOZHONG,2007MIE67 2007RAOZHONGGBUTtem4.12Completethefollowinginput/outputcontrolchartforWorkCenter0262atPenlesky’sPipeWorks.Thebeginningbacklogis100hours.123456Plannedinput*505050505050Actualinput*01000505595Cum.deviationPlannedoutput*606060606060Actualoutput457040504550Cum.deviationActual100backlogRZ©CopyrightRAOZHONG,2007MIE68 a.Theplanforthesixweekperiodshownabovewasdesignedtochangethe2007RAOZHONGGBUTtembacklogtohowmanyhours?b.WhatisyouevaluationofWorkCenter0262performance?RZ©CopyrightRAOZHONG,2007MIE69 ANSWER2007RAOZHONGGBUTtem123456Plannedinput*505050505050Actualinput*01000505595Cum.deviation-500-50-50-450Plannedoutput*606060606060Actualoutput457040504550Cum.deviation-15-5-25-35-50-60Actualbacklog1005585454555100a.Theplanforthesixweekperiodshownabovewasdesignedtochangethebacklogto40hours?b.It’snotsogoodthatthrough6weeks,theworkcentercan’tachievetheplannedgoaltochangethebacklogfrom100to40.RZ©CopyrightRAOZHONG,2007MIE70 2007RAOZHONGGBUTtemChapter5RZ©CopyrightRAOZHONG,2007MIE71 2007RAOZHONGGBUTtem5.2TheproductmanagerattheKnoxMachineCompanyispreparingaproductionscheduleforoneofthefabricationshop’smachine’s---theP&Wgrinder.Hehascollectedthefollowinginformationonjobscurrentlywaitingtobeprocessedatthismachine.(Therearenootherjobsandthemachineisempty.)MachineDatejobarrivedJobprocessing(inatthismachineJobduedatedays)*A46-238-15B16-249-10C57-018-01D26-198-17*Note:Thisisthefinaloperationforeachofthesejobs.RZ©CopyrightRAOZHONG,2007MIE72 2007RAOZHONGGBUTtema.Theproductionmanagerhasheardaboutthreedispatchingrules:theShortestOperationNextRule,theFirst-Come/First-ServedRule,andtheEarliestDueDateRule.InwhatsequencewouldthesejobsbeprocessedattheP&Wgrinderifeachrulewasapplied?b.Ifit’snowthemorningofJuly10andtheShortestOperationNextRuleisused,whenwouldeachofthefourjobsstartandbecompletedontheP&Wgrinder?(Expressyourscheduleintermsofthecalendardatesinvolved,assumingthatthereare7workingdayseachweek.)RZ©CopyrightRAOZHONG,2007MIE73 ANSWER2007RAOZHONGGBUTtema.ThescheduleundertheShortestOperationNextrule:B→D→A→CThescheduleundertheFirst-Come/First-Servedrule:D→A→B→CThescheduleundertheEarliestDueDaterule:C→A→D→Bb.BDAC10111213141516171819202122RZ©CopyrightRAOZHONG,2007MIE74 5.11TheBundyCompanyhasordersintheshopforthreeproducts(A,Kand2007RAOZHONGGBUTtemP).Eachordergoesthroughthesamethreemachinecenters,butnotnecessarilyinthesamesequence.Eachordermustbefinishedatamachinecenterbeforeanothercanbestarted.Orderscannotbesplit.Theshopworksasingleeight-hourshiftfivedaysperweek.Dateoneachorderfollow.Assumethatthetimetomovebetweenmachinesisnegligible,eachmachinecenterisoperatedeighthoursperday,allthreemachinesarecurrentlyavailableforscheduling,andnofurtherorderswillarrive.ProcessingTime(indays)atmachinecenterOrderMachine123OrdercenterroutingduedateA3-1-213214K2-3-131312P3-2-123410Note:Orderduedatesarefixedbasedontheshopcalendar.It’snow8:00A.M.Monday(day1),Mondayofnextweekisday6,etc.RZ©CopyrightRAOZHONG,2007MIE75 a.Usingtheverticalloadingprocedureandtheshortest-operation-next2007RAOZHONGGBUTtemprioritysequencingrule,prepareaGanttchartshowingtheproductionscheduleforthethreeorderabove.b.Usingthehorizontalloadingprocedureandtheearliest-due-dateprioritysequencingrule,prepareaGanttchartshowingtheproductionscheduleforthethreeorderabove.RZ©CopyrightRAOZHONG,2007MIE76 ANSWER2007RAOZHONGGBUTtema.TheverticalloadingisscheduledtotheMachineCenter.Theshortest-operation-nextruletoeveryMachineCenterrespectively:MachineCenter1:A→P→K;MachineCenter2:K→A→PorK→P→A;MachineCenter3:A→K→P;MC3AAKKKPPPPMC2KAAAPPPMC1AKKKPP12345678910111213141516RZ©CopyrightRAOZHONG,2007MIE77 b.Horizontalloadingundertheearliest-due-daterule:2007RAOZHONGGBUTtemThesequenceoftheorders:P→K→AMC3PPPPKKKAAMC2KPPPAAAMC1PPKKKA1234567891011121314151617RZ©CopyrightRAOZHONG,2007MIE78 5.13OnMondaymorningoftheweekbeforetheannualshutdown,theLimited2007RAOZHONGGBUTtemHoursCompanyhadordersintheshopforfiveproducts(cleverlycalledA-E),whichhadarrivedinalphabeticalorder.Managementdecidednottotakeanymoreordersuntilaftertheshutdown,andthefiveordersonhandwereassignedprioritiesintheorderofarrival(i.e.,A-E).Deliverypromiseshadn’tyetbeenmadeonanyoftheorders.Eachorderwentthroughthesamethreemachinecenters,butnotnecessarilyinthesamesequence.Eachorderhadtobefinishedatamachinecenterbeforeanothercouldbestarted.Theycouldn’tbesplit.Thecompanyworkedademandingthree-hourday,soitwasconcernedaboutwhethertherewasenoughtotalmachinetime(capacity)tofinishthefiveordersinthefivedaysremainingbeforetheshutdown.Dateoneachorderareasfollows.Assumethetimetomovebetweenworkcentersisnegligible.RZ©CopyrightRAOZHONG,2007MIE79 2007RAOZHONGGBUTtemHoursatmachinecenterMachine123OrdercenterroutingA1-3-2244B2-1-3263C3-1-2514D1-2-3312E3-2-1231a.Isthereenoughmachinetimetofinishtheorders?b.Usingthehorizontalloadingtechniquetoscheduleeachorderthroughthemachinecenter,onwhatdayscanthedeliveriesbepromised?c.Whatchangesoccurifyouusetheverticalloadingmethod?RZ©CopyrightRAOZHONG,2007MIE80 ANSWER2007RAOZHONGGBUTtema.Afeasibleschedule,whichisshownbythechartbelow,illustratethefactthattheremaining15hoursaresufficienttoachievethefiveorders.MC3ECCCCAAAADDBBBMC2BBBBBBDEEECAAAAMC1AADDDCCCCCBBE1234567891011121314151617RZ©CopyrightRAOZHONG,2007MIE81 b.Horizontalloadingwiththealphabeticalorder:2007RAOZHONGGBUTtemMC3EAAAABBBCCCCDDMC2BBBBBBAAAADEEECMC1AADDDBBCCCCCEE12345678910111213141516171819202122RZ©CopyrightRAOZHONG,2007MIE82 c.Verticalloadingmethod:2007RAOZHONGGBUTtemMC3ECCCCAAAADDBBBMC2BBBBBBDEEEAAAACMC1AADDDBBCCCCCEE12345678910111213141516171819202122RZ©CopyrightRAOZHONG,2007MIE83 5.15ShownbelowistheMRPrecordforpartnumber483.Thecurrentshopdayis2007RAOZHONGGBUTtem100(with5-dayweeks);it’snowMondayofweek1.Openorders(scheduledreceipts)aredueMondays(shopdays100,105,110.etc.)oftheweekforwhichthey’rescheduled.Theshopfloorhasjustreportedthatthebatchof40onshopordernumber32hasjustfinishedatmachinecenterA43andiswaitingtobemovedtoC06.Ittakesonedaytomovebetweenmachinecenters(ortoI02,theinventorylocation)andonedayofqueentimeatthemachinecenters.(Theinventorylocationdoesn’trequirethequeentime,butonedayof“machinetime”isshownforclearingthepaperwork.)Partnumber483’sroutingandstatusarealsogivenbelow.RZ©CopyrightRAOZHONG,2007MIE84 2007RAOZHONGGBUTtemWeekPartNO.483123456Grossrequirements1441020310Scheduledreceipts40*Projectedavailablebalance206423212939Plannedorderrelease40Q=40;LT=2;SS=5*ShopOrderNumber32PartNO.483Routing(mach.Cent.):A12B17A43C06102Machinetime(days)41311Statusshopord.32:DoneDoneDoneRZ©CopyrightRAOZHONG,2007MIE85 a.UseaspreadsheettoreplicatetheMRPrecordandcalculatethecritical2007RAOZHONGGBUTtemratioforpartnumber483.Shouldtheplannertakeanyaction?b.Whatwouldtheprioritiesbeiftheinventorywas23insteadof20?Whatactionshouldbetakennow?c.Whatifinventorywas17insteadof20?RZ©CopyrightRAOZHONG,2007MIE86 ANSWER2007RAOZHONGGBUTtemWeekPartNO.483123456Grossrequirements1441020310Scheduledreceipts40*Projectedavailablebalance206423212939Plannedorderrelease40Q=40;LT=2;SS=5*ShopOrderNumber32PartNO.483Routing(mach.Cent.):A12B17A43C06I02Machinetime(days)41311Statusshopord.32:DoneDoneDonea.Timeremainingfromnowtotheduedateis5days(aweek)Workremainingis5days(onedaymovebetweenworkcenterA43andC06,onedayofqueentimeatthemachinecenterC06,onedayofmachinetimeinworkcenterC06,onedaymovebetweenworkcenterC06andinventorylocationI02,onedayofpaperworkininventorylocationI02)Criticalratio=Timeremaining/Workremaining=5/5=1Sotheorderisontime.Theplannerneedn’ttakeanyaction.RZ©CopyrightRAOZHONG,2007MIE87 b.TherespectivechangeisreflectedintheMRPrecordshownbelow2007RAOZHONGGBUTtemiftheinventorywas23insteadof20Sothecriticalratio=10/5=2.Theshoporderwillbefinishedaheadofscheduleandtheplannershouldn’ttakeanyaction.WeekPartNO.483123456Grossrequirements1441020310Scheduledreceipts40Projectedavailablebalance239535151242Plannedorderrelease40Q=40;LT=2;SS=5RZ©CopyrightRAOZHONG,2007MIE88 c.TherespectivechangeisreflectedintheMRPrecordshownbelowifthe2007RAOZHONGGBUTteminventorywas17insteadof20Sothecriticalratio=0/5=0.Theordercan’tbefinishedontime,theplannershouldtakesomeactiontoassuretheordercouldbedeliveredontime,oritwillbecomeabacklog.WeekPartNO.483123456Grossrequirements1441020310Scheduledreceipts40Projectedavailablebalance174339299636Plannedorderrelease40Q=40;LT=2;SS=5RZ©CopyrightRAOZHONG,2007MIE89 2007RAOZHONGGBUTtemChapter6RZ©CopyrightRAOZHONG,2007MIE90 6.4TheMPSplanneratMurphyMotorsuseMPStime-phasedrecordsfor2007RAOZHONGGBUTtemplanningenditemproduction.TheplanneriscurrentlyworkingonaschedulefortheP24,oneofMurphy’stop-sellingmotors.Theplannerusesaproductionlotsizeof70andasafetystockof5fortheP24motor.WeekItem:P2412345678Forecast3030304040404545Orders1384AvailableAvailabletopromiseMPSOnhand=20RZ©CopyrightRAOZHONG,2007MIE91 a.CompletetheMPStime-phasedrecordforproductP24.2007RAOZHONGGBUTtemb.CanMurphyacceptthefollowingorders?UpdatetheMPStime-phasedrecordforacceptedorders.OrderAmountDesiredweek1404230633024253RZ©CopyrightRAOZHONG,2007MIE92 ANSWER2007RAOZHONGGBUTtema.WeekItem:P2412345678Forecast3030304040404545Orders1384Available206030703060204570Availabletopromise69667070MPS7070707070Onhand=20RZ©CopyrightRAOZHONG,2007MIE93 b.Yes,theycanaccepttheseorderswhichisillustratedintheMPSrecordas2007RAOZHONGGBUTtemfollow:WeekItem:P2412345678Forecast3030304040404545Orders1338294030Available206022622252123762Availabletopromise391407070MPS7070707070Onhand=20RZ©CopyrightRAOZHONG,2007MIE94 2007RAOZHONGGBUTtem6.8GeorgiaClayandGravelwasupdatingtheMPSrecordforoneofitsproducts,SmellFreshCatLitter.a.CompletethefollowingMPStime-phasedrecord.WeekItem:Smellfresh12345678Forecast2020202030303030Orders532Available5030103050204010AvailabletopromiseMPS50505050Onhand=20;MPSLotSize=50;Thefollowingeventsoccurredduringweek1:-Actualdemandduringweek1was25units.-Marketingforecastedthat40unitswouldbeneededforweek9.-Anorderfor10inweek2wasaccepted.-Anorderfor20inweek4wasaccepted.-Anorderfor6inweek3wasaccepted.-TheMPSinweek1wasproducedasplanned.RZ©CopyrightRAOZHONG,2007MIE95 2007RAOZHONGGBUTtemb.Updatetherecordbelowafterrollingthroughtime,WeekItem:Smellfresh23456789ForecastOrdersAvailableAvailabletopromiseMPSOnhand=20+50-25=45;MPSLotSize=50;RZ©CopyrightRAOZHONG,2007MIE96 ANSWER2007RAOZHONGGBUTtema.WeekItem:Smellfresh12345678Forecast2020203030303030Orders532Available5030103050204010Availabletopromise60505050MPS50505050Onhand=20;MPSLotSize=50;RZ©CopyrightRAOZHONG,2007MIE97 2007RAOZHONGGBUTtemb.WeekItem:Smellfresh23456789Forecast2020303030303040Orders13820Available25525451535515Availabletopromise2430505050MPS50505050Onhand=20+50-25=45;MPSLotSize=50;RZ©CopyrightRAOZHONG,2007MIE98 2007RAOZHONGGBUTtem6.10Figure6.21,theEthanAllenexample,isbasedonthefollowingdata:BeginningWeeklyLotHoursperProductinventoryforecastsizelotsizeA2055020B504025080C-303515060D251010030Prioritiesarecalculatedbydividingexpectedbeginninginventorybyforecast.Inweeksafterthefirst,expectedbeginninginventorytakesaccountofproductionandexpectedsales.a.Calculateweeklyprioritiesanddeterminethemasterproductionscheduleforweeks1through8forthesedata.CheckyouransweragainstFigure6.21.RZ©CopyrightRAOZHONG,2007MIE99 b.Assumetheactualsalesinweek1wereasfollows:2007RAOZHONGGBUTtemProductSalesA10B30C25D25Giventheseactualsalesdata.CalculatetheweeklyprioritiesanddeterminetheMPSforweeks2through9,assumingtheforecastremainunchanged.Whatimpactdothesechangeshave?c.Giventheactualsalesdatainpartb,calculatetheprioritiesforweeks7,8and9.DeterminetheMPSforweeks2through9,assumingtheforecastremainunchangedandweeks2througharefrozen;thatis,thescheduleinpartacanberevisedbutonlyfromweek7on.WhatimpactwouldthefrozenschedulehaveontheinventoryandcustomerservicelevelsforproductsAandproductD?RZ©CopyrightRAOZHONG,2007MIE100 ANSWER2007RAOZHONGGBUTtema.Basicdate:ProductBeginningWeeklyLotsizeHoursperinventoryforecastlotsizeA2055020B504025080C-303515060D251010030Priorities:ProductsP1P2P3P4P5P6P7P8A430-24.5B1.250.253.51.50.5C-0.860.64-0.570.290.71D2.51.5-1.56.55.5RZ©CopyrightRAOZHONG,2007MIE101 352007RAOZHONGGBUTtemC30BA2520CCBBDCB15C105A12345678WeekRZ©CopyrightRAOZHONG,2007MIE102 2007RAOZHONGGBUTtemb.Basicdate:(Thestateatthebeginningofweek2)ProductBeginningWeeklyLotsizeHoursperinventoryforecastlotsizeA1055020B204025080C32.53515060D01010030Priorities:ProductsP2P3P4P5P6P7P8P9A21-10.565B0.5-0.51.412.750.75-0.25C0.931.71-0.29-1.290.642.17D02.337643RZ©CopyrightRAOZHONG,2007MIE103 352007RAOZHONGGBUTtemAB30DBC2520CBBCC15D10AC5C23456789WeekRZ©CopyrightRAOZHONG,2007MIE104 2007RAOZHONGGBUTtemc.Basicdate:(Thestateatthebeginningofweek2)ProductBeginningWeeklyLotsizeHoursperinventoryforecastlotsizeA1055020B204025080C32.53515060D01010030ProductBeginningPriorityofPriorityofPriorityofinventoryweek7week8week9A-15-33.55B701.750.752.09C200.5710D50543RZ©CopyrightRAOZHONG,2007MIE105 352007RAOZHONGGBUTtemC30BA2520BCBBDCB15C105A23456789WeekRZ©CopyrightRAOZHONG,2007MIE106 DuetothefrozenschedulethecustomerorderofproductAcan’tbesatisfiedon2007RAOZHONGGBUTtemtime,andtheproductDmaybuiltarelativelyhugeandunnecessaryinventory.RZ©CopyrightRAOZHONG,2007MIE107 2007RAOZHONGGBUTtemChapter7RZ©CopyrightRAOZHONG,2007MIE108 7.1OnDecember20(theendofthefourthquarter),IvarJorgenson,head2007RAOZHONGGBUTtemproductionplannerforSki&Sea,Inc.,isinchargeofdevelopingaproductionplanforthecomingyear.Ski&Seaassemblesjetskisandsnowmobilesfromsubassembliesandcomponentpartsprovidedbyreliablevendors.Bothproducts(enditems)utilizethesamesmallenginesandmanyofthesameparts.Theyrequirethesameassemblytimeandemployeelaborskills.Theavailableplanninginformationisasfollows:QuarterJetSkisSnowmobiles110,0009,000215,0007,000316,00019,00043,00010,000RZ©CopyrightRAOZHONG,2007MIE109 2007RAOZHONGGBUTtemAnticipatedQuarter1Beginninginventory:600Skis400SnowmobilesProductionandcostsRegulartime=$15.00perunitOvertime=$22.50perunitSubcontract=$30.00perunitPart-time=$36.00perunitInventory=$3.00perunitperquarterbasedonaverageinventoryduringeachquarterBackorder=$24.00perunitperquarter(basedonbackordersatendofquarter)Hiring=$300.00perfull-timeemployee(nocostifpart-time)Layoff=$1,500.00perfull-timeemployee(nocostifpart-time)ProductionratesRegular=500unitsperfull-timeemployeeperquarter(ofeitherunit)RZ©CopyrightRAOZHONG,2007MIE110 Overtime(max.)=200unitsperfull-timeemployeeperquarter(ofeither2007RAOZHONGGBUTtemunit)Part-time=400unitsperfull-timeemployeeperquarter(ofeitherunit)Initialworkforcesize=44full-timeemployeeperquarter(ofeitherunit)Additionalassumptions:1.Part-timeemployeesmaynotworkovertime2.Assume100%utilizationofemployeesonregulartime(i.e.,allemployeesonthepayrollduringaperiodproduceatleast500units).Ifovertimeisused,uptoanother200unitscanbeproducedperemployee.a.Developanaggregateplanwhichutilizesalevel,orconstant,rateofoutputeachquarterusingfulltimeregularemployeesonly.Endinginventoryandbackordersforquarter4mustbeequaltozero.Summarizetheplan,itscost,anditsconsequences.b.PrepareacumulativechartforyourplaninPartaofthisproblem.c.Ifeachshippingcontainerforcompletedjetskisandsnowmobilesrequires20cu.ft.ofspace,whatisthemaximumfinished-goodswarehousespaceyouwillneednextyeariftheplaninPart2ofthisproblemisadopted.d.Ifthecostofeachcompletedenditemis$600,whatisthemaximumamountofcapitalwhichwillbetiedupinfinished-goodsinventoryduringtheyear?RZ©CopyrightRAOZHONG,2007MIE111 ANSWER2007RAOZHONGGBUTtema.Wecansumuptheforecastquantitiesofeveryquarter,thenweconcludethatthegrossrequirementquantityinthenextyearis89,000units.Withtheinventoryof1,000units,wegetthenetrequirementof88,000unitsintotal(i.e.22,000unitsperquarter).Theresultisdividedbythe500unitsthatperfull-timeemployeecanproducesperquarter,wecometotheconclusionthatweneed44full-timeemployeesperquarter,thusweneedn’thireorfireworkersatthebeginningofthecomingyearwiththelevelstrategy.QuarterForecastInventoryQuantityCost(Gross)orBacklog119,000Inventory4,00012,000222,000Inventory4,00012,000335,000Backlog9,000216,000413,000None00RZ©CopyrightRAOZHONG,2007MIE112 2007RAOZHONGGBUTtem90,00080,00070,00060,00050,00040,00030,00020,00010,0001234RZ©CopyrightRAOZHONG,2007MIE113 c.Themaximuminventoryinnextyearwillbe4,000units.Soifoneunit2007RAOZHONGGBUTtemoccupies20cu.ft.,a80,000cu.ft.willbenecessaryandsufficient.d.Ifthecostofeachcompletedenditemis$600,themaximumamountofcapitalwhichwillbetiedupinfinished-goodsinventorywillbe$600*4,000=$2,400,000duringthenextyear.RZ©CopyrightRAOZHONG,2007MIE114 7.7BelowistheplottedcumulativedemandforJoan’sJoyousNatureFood(in2007RAOZHONGGBUTtemproducts)forthenextfourmonths.Beginninginventoryis10pounds.MonthDemand11202160320470600500400300CumulativeDemand200100Cum.Productionanddemandinunits1234RZ©CopyrightRAOZHONG,2007MIE115 a.HowmuchshouldJoanproduceeachmonthifshewishestohavealevel2007RAOZHONGGBUTtemproductionplanwithnobackordersorstockouts?Plotyourcumulativeproductionontheprecedinggraph.b.Whatistheendinginventoryformonth4underthisplan?c.Joandecidestohavealevel-production,level-employmentproductionplanwithnoendinginventoryattheendoftheplanninghorizon.Howmuchshouldshemakeeachmonth?Whatarethemonthlybackorders?d.Giveninventorycarryingcostsof$5/pound/month(ontheaverageinventory)andbackordersof$8/pound/month(basedonmonth-endbackorders),calculatethecostofbackordersandinventoryfortheplaninpartc.RZ©CopyrightRAOZHONG,2007MIE116 ANSWER2007RAOZHONGGBUTtema.Tomakenobacklogorstockout,thedemandinthefirsttwomonthssumsto280pounds.Withthe10poundsinventory,Therewillbea270poundsnetrequirementinthefirst2months.Toapplyalevelproductionstrategy,therewillbeaaveragequantityof270/2=135poundspermonth,sothecumulativechartwithalevelstrategyisshownwiththedashedline600500400300200CumulativeDemand100Cum.Productionanddemandinunits1234RZ©CopyrightRAOZHONG,2007MIE117 b.Theinventoryattheendofthefourthmonthwillbe135*4+10-370=180pounds.2007RAOZHONGGBUTtemc.Thedemandineachmonthsumsto370pounds.Withthe10poundsinventory,Therewillbea360poundsnetrequirementinthecoming4months.Toapplyalevelproductionstrategy,therewillbeaaveragequantityof90poundspermonth,sothecumulativechartwithalevelstrategyisshownwiththedashedline600500CumulativeDemand400300200100Cum.Productionanddemandinunits1234RZ©CopyrightRAOZHONG,2007MIE118 d.2007RAOZHONGGBUTtemMonthDemandInventoryQuantityCostorBacklog1120Backlog201602160Backlog90720320Backlog20160470NoneNone0RZ©CopyrightRAOZHONG,2007MIE119 2007RAOZHONGGBUTtemRZ©CopyrightRAOZHONG,2007MIE120'