Title: Resource Planning
1Chapter 14
2Enterprise Resource Planning (ERP)
- Organizes and manages a companys business
processes by sharing information across
functional areas - Connects with supply-chain and customer
management applications - Largest ERP provider SAP
3ERP Modules
4ERP Implementation
- First step is to analyze business processes
- Which processes have the biggest impact on
customer relations? - Which process would benefit the most from
integration? - Which processes should be standardized?
5Customer Relationship Management (CRM)
- Plans and executes business processes that
involve customer interaction - Changes focus from managing products to managing
customers - Point-of-sale data is analyzed for patterns used
to predict future behavior
6Supply Chain Management
- Supply chain planning
- Supply chain execution
- Supplier relationships
- Distinctions between ERP and SCM are becoming
increasingly blurred
7ERP and MRP
- MRP (material requirements planning) was the
precursor to ERP - Primarily a production planning and control
system - MRP evolved to MRP II (manufacturing resource
planning) - ERP and ERP II continue to extend the links
through all business processes
8Material Requirements Planning
- Computerized inventory control production
planning system - Schedules component items when they are needed -
no earlier and no later
9When to Use MRP
- Dependent and discrete items
- Complex products
- Job shop production
- Assemble-to-order environments
10Material Requirements Planning
11Master Production Schedule
- Drives MRP process with a schedule of finished
products - Quantities represent production not demand
- Quantities may consist of a combination of
customer orders demand forecasts - Quantities represent what needs to be produced,
not what can be produced
12Basic MRP Processes
- Exploding the bill of material
- Netting out inventory
- Lot sizing
- Time-phasing requirements
13MRP Outputs
- Planned orders
- Work orders
- Purchase orders
- Changes to previous plans or existing schedules
- Action notices
- Rescheduling notices
14Capacity Requirements Planning (CRP)
- Computerized system that projects load from
material plan - Creates load profile
- Identifies underloads and overloads
15Capacity Terms
- Load profile
- Compares released and planned orders with work
center capacity - Capacity
- Productive capability includes utilization and
efficiency - Utilization
- of available working time spent working
16More Capacity Terms
- Efficiency how well the machine or worker
performs compared to a standard output - Load
- The standard hours of work assigned to a facility
- Load percent
- The ratio of load to capacityLoad
(load/capacity)x100
17Capacity Requirements Planning
18Initial Load Profile
19Remedies for Underloads
- Acquire more work
- Pull work ahead that is scheduled for later time
periods - Reduce normal capacity
20Remedies for Overloads
- Eliminate unnecessary requirements
- Reroute jobs to alternative machines or work
centers - Split lots between two or more machines
- Increase normal capacity
- Subcontract
- Increase the efficiency of the operation
- Push work back to later time periods
- Revise master schedule
21Adjusted Load Profile
22Chapter 16
23Scheduling
- Specifies when labor, equipment, facilities are
needed to produce a product or provide a service - Last stage of planning before production occurs
24Scheduling by Process Type
- Process Industry
- Linear programming
- EOQ with noninstantaneous replenishment
- Mass Production
- Assembly line balancing
- Project
- Project -scheduling techniques (PERT, CPM)
25Objectives in Scheduling
- Meet customer due dates
- Minimize job lateness
- Minimize response time
- Minimize completion time
- Minimize time in the system
- Minimize overtime
- Maximize machine or labor utilization
- Minimize idle time
- Minimize work-in-process inventory
- Efficiency
26Shop Floor Control
Scheduling and monitoring day to day production
of a job
- Loading - Check availability of material,
machines labor - Sequencing - Release work orders to shop issue
dispatch lists for individual machines - Monitoring - Maintain progress reports on each
job until it is complete
27Loading
- Allocate work to machines (resources)
- Perform work on most efficient resources
- Use assignment method of linear programming to
determine allocation
28Sequencing
- Prioritize jobs assigned to a resource
- If no order specified use first-come first-served
(FCFS) - Many other sequencing rules exist
- Each attempts to achieve to an objective
29Sequencing Rules
- FCFS - first-come, first-served
- LCFS - last come, first served
- DDATE - earliest due date
- CUSTPR - highest customer priority
- SETUP - similar required setups
- SLACK - smallest slack
- CR - critical ratio
- SPT - shortest processing time
- LPT - longest processing time
30Critical Ratio Rule
Ties scheduling to Gantt Chart or PERT/CPM and
project crashing
31Sequencing Jobs Through Many Machines/Processes
- Facility is dynamic, new jobs added
- Develop global sequencing rules
- First-in-system, first-served (FISFS)
- Work-in-next-queue (WINQ)
- Fewest remaining operations (NOPN)
- Slack per remaining operation (S/OPN)
- Remaining work (RWK)
- Study system via simulation
32Monitoring
- Gantt Chart
- Shows both planned and completed activities
against a time scale - Input / Output Control
- Monitors the input and output from each work
center
33Advanced Planning and Scheduling Systems
- Infinite - assumes infinite capacity
- Loads without regard to capacity
- Then levels the load and sequences jobs
- Finite - assumes finite (limited) capacity
- Sequences jobs as part of the loading decision
- Resources are never loaded beyond capacity
34Advanced Planning and Scheduling Systems
- Advanced planning and scheduling (APS)
- Add-ins to ERP systems
- Constraint-based programming (CBP) identifies a
solution space and evaluates alternatives - Genetic algorithms based on natural selection
properties of genetics - Manufacturing execution system (MES) monitors
status, usage, availability, quality
35Theory of Constraints
- Not all resources are used evenly
- Concentrate on the bottleneck resource
- Synchronize flow through the bottleneck
- Use process and transfer batch sizes to move
product through facility
36Theory of Constraints
- What to Change
- What to Change to
- How to cause the change
37Quality is a measure of goodness that is
inherent to a product or service. Bottom line
perspective has to be from the Customer fitness
for use
38What Is Quality?
- The degree of excellence of a thing (Websters
Dictionary) - The totality of features and characteristics
that satisfy needs (ASQ) - Fitness for use
- Quality of design
39Quality
- Quality Management not owned by any functional
area cross functional - Measure of goodness that is inherent to a product
or service
40FedEx and Quality
- Digitally Assisted Dispatch System communicate
with 30K couriers - 1-10-100 rule ? 1 if caught and fixed as
soon as it occurs, it costs a certain amount of
time and money to fix ? 10 if caught later
in different department or location as much as
10X cost ? 100 if mistake is caught by
the customer as much as 100X to fix
41Product Quality Dimensions
- Product Based found in the product attributes
- User Based if customer satisfied
- Manufacturing Based conform to specs
- Value Based perceived as providing good value
for the price
42Dimensions of Quality (Garvin)
- Performance
- Basic operating characteristics
- Features
- Extra items added to basic features
- Reliability
- Probability product will operate over time
43Dimensions of Quality (Garvin)
- Conformance
- Meeting pre-established standards
- Durability
- Life span before replacement
- Serviceability
- Ease of getting repairs, speed competence of
repairs
44Dimensions of Quality (Garvin)
- Aesthetics
- Look, feel, sound, smell or taste
- Safety
- Freedom from injury or harm
- Other perceptions
- Subjective perceptions based on brand name,
advertising, etc
45Service Quality
- Time Timeliness
- Customer waiting time, completed on time
- Completeness
- Customer gets all they asked for
- Courtesy
- Treatment by employees
46Service Quality
- Consistency
- Same level of service for all customers
- Accessibility Convenience
- Ease of obtaining service
- Accuracy
- Performed right every time
- Responsiveness
- Reactions to unusual situations
47Quality of Conformance
- Ensuring product or service produced according to
design - Depends on
- Design of production process
- Performance of machinery
- Materials
- Training
48Quality Philosophers
- Walter Shewhart Statistical Process Control
- W. Edwards Deming
- Joseph Juran strategic and planning based
- Armand Fiegenbaum total quality control entire
business must be involved in quality improvement
49Demings 14 Points
- Create constancy of purpose
- Adopt philosophy of prevention
- Cease mass inspection
- Select a few suppliers based on quality
- Constantly improve system and workers
- Institute worker training
50Demings 14 Points
- Instill leadership among supervisors
- Eliminate fear among employees
- Eliminate barriers between departments
- Eliminate slogans
- Remove numerical quotas
51Demings 14 Points
- Enhance worker pride
- Institute vigorous training and education
programs - Develop a commitment from top management to
implement these 13 points
52The Deming Wheel(or PDCA Cycle)
Also known as the Shewart Cycle
53Six Sigma
- Quality management program that measures and
improves the operational performance of a company
by identifying and correcting defects in the
companys processes and products
54Six SigmaStarted By Motorola
- Define
- Measure
- Analyze
- Improve
- Control
Made Famous by General Electric 40 of GE
executives bonuses tied to 6 sigma implementation
55Malcolm Baldrige National Quality Award
- Category 3 determine requirements,
expectations, preferences of customers and
markets - Category 4 what is important to the customer
and the company how does company improve
56Total Quality Management
- Customer defined quality
- Top management leadership
- Quality as a strategic issue
- All employees responsible for quality
- Continuous improvement
- Shared problem solving
- Statistical quality control
- Training education for all employees
57Strategic Implications of TQM
- Quality is key to effective strategy
- Clear strategic goal, vision, mission
- High quality goals
- Operational plans policies
- Feedback mechanism
- Strong leadership
58TQM in Service Companies
- Inputs similar to manufacturing
- Processes outputs are different
- Services tend to be labor intensive
- Quality measurement is harder
- Timeliness is important measure
- TQM principles apply to services
59Cost of Quality
- Cost of achieving good quality
- Prevention
- Planning, Product design, Process, Training,
Information - Appraisal
- Inspection and testing, Test equipment, Operator
60Cost of Quality
- Cost of poor quality
- Internal failure costs
- Scrap, Rework, Process failure, Process downtime,
Price-downgrading - External failure costs
- Customer complaints, Product return, Warranty,
Product liability, Lost sales
61Employees and Quality Improvement
- Employee involvement
- Quality circles
- Process improvement teams
- Employee suggestions
62Cause-and-Effect Diagram
Also known as Ishikawa Diagram or Fish Bone
63Hot House Quality
- Lots of Hoopla and no follow through
64ISO 90002000
- Customer focus
- Leadership
- Involvement of the people
- Process approach
- Systems approach to management
- Continual process improvement GAO
- Factual approach to decision making
- Mutually beneficial supplier relationships
65Implications Of ISO 9000
- Truly international in scope
- Certification required by many foreign firms
- U.S. firms export more than 150 billion
annually to Europe - Adopted by U.S. Navy, DuPont, 3M, ATT, and
others
66ISO Accreditation
- European registration
- 3rd party registrar assesses quality program
- European Conformity (CE) mark authorized
- United States 3rd party registrars
- American National Standards Institute (ANSI)
- American Society for Quality (ASQ)
- Registrar Accreditation Board (RAB)
67Upcoming
- Final Exam
- Harley Paper
- Presentations