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Table S14.4 Indented bill of materials for board game Supplement to Chapter 14 Materials requirements planning (MRP) 425 Part number: 00289 Description: Board game Level: 0 Level Part number Description Quantity 0 00289 Board game 1 . 1 10077 Box lid 1 . 1 10089 Box base assy 1 . . 2 20467 Box base 1 . . 2 10062 TV label 1 . . 2 23988 Inner tray 1 . 1 10023 Quest cards set 1 . 1 10045 Character set 1 . 1 10067 Die 2 . 1 10062 TV label 2 . 1 10033 Game board 1 . 1 10056 Rules booklet 1 Inventory records MRP calculations need to recognize that some required items may already be in stock. So, it is necessary, starting at level 0 of each bill, to check how much inventory is available of each finished product, sub-assembly and component, and then to calculate what is termed the ‘net’ requirements, that is the extra requirements needed to supplement the inventory so that demand can be met. This requires that three main inventory records are kept: the item master file, which contains the unique standard identification code for each part or component, the transaction file, which keeps a record of receipts into stock, issues from stock and a running balance, and the location file, which identifies where inventory is located. The MRP netting process The information needs of MRP are important, but it is not the ‘heart’ of the MRP procedure. At its core, MRP is a systematic process of taking this planning information and calculating the volume and timing requirements which will satisfy demand. The most important element of this is the MRP netting process. Figure S14.3 illustrates the process that MRP performs to calculate the volumes of materials required. The master production schedule is ‘exploded’, examining the implications of the schedule through the bill of materials, checking how many sub-assemblies and parts are required. Before moving down the bill of materials to the next level, MRP checks how many of the required parts are already available in stock. It then generates ‘works orders’, or requests, for the net requirements of items. These form the schedule which is again exploded through the bill of materials at the next level down. This process continues until the bottom level of the bill of materials is reached. Back-scheduling In addition to calculating the volume of materials required, MRP also considers when each of these parts is required, that is, the timing and scheduling of materials. It does this by a process called back-scheduling which takes into account the lead time (the time allowed for completion of each stage of the process) at every level of assembly. Again using the example of the board game, assume that 10 board games are required to be finished by a notional
426 Part Three Planning and control Figure S14.3 Example of the MRP netting process for the board game planning day which we will term day 20. To determine when we need to start work on all the parts that make up the game, we need to know all the lead times that are stored in MRP files for each part (see Table S14.5). Using the lead-time information, the programme is worked backwards to determine the tasks that have to be performed and the purchase orders that have to be placed. Given the lead times and inventory levels shown in Table S14.5, the MRP records shown in Figure S14.4 can be derived. Table S14.5 Back-scheduling of requirements in MRP Part no. Description Inventory Lead time Re-order on-hand day 0 (days) quantity 00289 Board game 3 2 20 10077 Box lid 4 8 25 10089 Box base assy 10 4 50 20467 Box base 15 12 40 23988 Inner tray 4 14 60 10062 TV label 65 8 100 10023 Quest cards set 4 3 50 10045 Character set 46 3 50 10067 Die 22 5 80 10033 Game board 8 15 50 10056 Rules booklet 0 3 80
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 1 Operations management 3 O
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Key operations questions Chapter 4
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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Chapter 6 Supply network design Key
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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144 Part Two Design and expanding o
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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156 Part Two Design The blue dotted
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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Supplement to Chapter 6 Forecasting
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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182 Part Two Design In functional l
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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204 Part Two Design Table 7.4 Stand
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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230 Part Two Design Case study Roch
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Chapter 10 The nature of planning a
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270 Part Three Planning and control
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Part Four IMPROVEMENT Even the best
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Notes on chapters 653 3 Sources inc
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Glossary 659 Breakthrough improveme
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Glossary 667 Reliability: when appl
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Glossary 669 Transformation process
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‘blue sky’ research projects 45
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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