MRP在生产管理中的作用课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,新型运作管理模式与生产方式,Operations Management,新型运作管理模式与生产方式Operations Manage,MRP,系统,MRP,系统的形成原因,M,aterial,R,equire,P,lanning,物料需求计划,大量生产,中小批量生产,发展历程,基本,MRP,闭环,MRP,MRP,物料需求量,需求时间,MRP系统MRP系统的形成原因Material Requ,MRP,系统,基本原理,相关性需求,物料的需求取决于产品的需求量,数量相关,时间相关,工作的逻辑基础,短横档,长横档,桌腿,桌面,桌子（,1,）,桌腿组装件（,1,）,桌面（,1,）,短横档,（,2,）,长横档,（,2,）,桌腿,（,4,）,MRP系统基本原理相关性需求 物料的需求取决于产品的需求量,150,100,50,1,2,3,4,5,7,8,6,10,11,12,0,椅子,B,库存量,周次,生产出,120,个,B,再订货点,需要,120,个,C,9,150,100,50,1,2,3,4,5,7,8,6,11,12,0,椅子,A,库存量,周次,生产出,150,个,A,再订货点,需要,150,个,C,椅子,A,缺货,9,10,300,100,50,1,2,3,4,5,6,11,12,0,部件,C,库存量,周次,再订货点,10,150,200,250,7,8,9,椅子,A,需要,150,个,C,椅子,B,需要,120,个,C,得到,230,个,C,椅子,A,和,B,共需要,270,个,C,椅子,A,需要,150,个,C,150100 50 1 2 3 4 5 7 8 6 10 1,MRP,和订货点系统的比较,订货点,MRP,相关性,独立性,补充,需要,基于过去的需求,基于生产主进度安排,ABC,控制所有物料,离散的,EOQ,起伏但可预见,随机,需求,订货观念,预测,控制思想,目标,批量大小,需求模式,存储类型,满足制造需要,满足顾客需要,在制品和原材料,制成品和备用件,MRP和订货点系统的比较订货点MRP相关性独立性补充需要基于,Firm orders,from known,customers,Forecasts,of demand,from random,customers,Aggregate,product,plan,Master,production,schedule,(MPS),Material,planning,(MRP),Engineering,design,changes,Bill of,material,file,Inventory,transactions,Inventory,record,file,Reports,6,Firm orders ForecastsAggregate,Master Production Schedule(MPS),Time-phased plan specifying,how many,and,when,the firm plans to build each,end item,.,Aggregate Plan,(Product Groups),MPS,(Specific End Items),总生产计划,（产品组）,主生产计划,（特定的计划模块）,Master Production Schedule(MP,Capacity Planning,Aggregate Scheduling,Master Schedule,and Short-Term Scheduling,Capacity Planning,1.Facility size,2.Equipment procurement,Aggregate Scheduling,1.Facility utilization,2.Personnel needs,3.Subcontracting,Master Schedule,1.MRP,2.Disaggregation of master plan,Long-term,Intermediate-term,Short-term,Intermediate-term,Short-term Scheduling,1.Work center loading,2.Job sequencing,能力规划,总生产计划,主生产计划,短期排程,长期计划,中期计划,中期计划,短期计划,Capacity Planning,Aggregate S,物料清单（,BOM,）,Bicycle(1),P/N 1000,Handle Bars(1),P/N 1001,Frame Assembly(1),P/N 1002,Wheels(2),P/N 1003,Frame(1),P/N 1004,Bill-of-Material Product Structure Tree,物料清单（BOM）Bicycle(1)P/N 1000Han,Bill-of-Material Product Structure Tree,规划单,(planning bills),模块单,(,modular bills,),规划单也被称为仿单,(pseudo bills),或配套元件数,(kit number),物料虚拟单,(plantom bills of material),物料单,(,Material bills,),Bicycle(1),P/N 1000,Handle Bars(1),P/N 1001,Frame Assembly(1),P/N 1002,Wheels(2),P/N 1003,Frame(1),P/N 1004,Bill-of-Material Product Stru,Collins Company,Collins Company,库存记录文件,（,Inventory Status Records,ISR,）,任务,系统内容,固定数据,主数据,变动数据,维护物料出入库和结存量的数据,代码、名称、材质、单价,供应来源、批量政策、保险贮备,现有库存量、预计到货量、,库存记录文件（Inventory Status Record,3),物料需求计划生成子系统,主生产计划（产品）,部件需求计划,零件需求计划,可用库存,可用库存,可用库存,产品结构,产品结构,产品结构,数量,时间,数量,时间,系统,MRP,MRP,系统适用于：,产品的,BOM,层次较多,需求量较稳定,生产能力以及供应商有一定的稳定性,多品种、中小批量的生产方式,3)物料需求计划生成子系统主生产计划（产品）部件需求计划,Derivation of Master Schedule,Therefore,these are the gross requirements for B,10,40+10,=50,40,50,20,15+30,=45,1 2 3 4 5 6 7 8,Periods,Gross requirements:B,Periods,10,10,1,2,3,Master schedule for S sold directly,40,50,15,A,C,B,5,6,7,8,9,10,11,Lead time=4 for A,Master schedule for A,40,20,30,S,B,C,8,9,10,12,11,13,Lead time=6 for S,Master schedule for S,Derivation of Master ScheduleT,Types of Time Fence,时间围栏,Frozen,（冻结期）,No schedule changes allowed within this window.,Moderately Firm,（适度解冻）,Specific changes allowed within product groups as long as parts are available.,Flexible,（弹性期）,Significant variation allowed as long as overall capacity requirements remain at the same levels.,Types of Time Fence 时间围栏Frozen,Example of Time Fences,8,15,26,Weeks,Frozen,Moderately,Firm,Flexible,Firm Customer Orders,Forecast and available,capacity,Capacity,Example of Time Fences81526Wee,持有成本,=$1/,件周；,准备成本,=$100,；每周平均总需求,=27,；生产周期,=1,周。,进货批量技术（,lot-sizing decisions,）,1,2,3,4,5,6,7,8,9,10,总需求,35,30,40,0,10,40,30,0,30,55,已在途的订货,现有库存,35,0,0,0,0,0,0,0,0,0,0,净需求,0,30,40,0,10,40,30,0,30,55,计划收到的订货,30,40,10,40,30,30,55,计划发出的订货,30,40,10,40,30,30,55,持有成本=$1/件周；进货批量技术（lot-sizing d,持有成本,=$1/,件周；,准备成本,=$100,；每周平均总需求,=27,；生产周期,=1,周。,配套批量技术（,Lot for Lot,）,1,2,3,4,5,6,7,8,9,10,总需求,35,30,40,0,10,40,30,0,30,55,已在途的订货,现有库存,35,0,0,0,0,0,0,0,0,0,0,净需求,0,30,40,0,10,40,30,0,30,55,计划收到的订货,30,40,10,40,30,30,55,计划发出的订货,30,40,10,40,30,30,55,持有成本=$1/件周；配套批量技术（Lot for Lot,持有成本,=$1/,件周；,准备成本,=$100,；每周平均总需求,=27,；生产周期,=1,周。,Q,*,=73,件产品准备次数,=1,404/73=19,进货批量技术,EOQ,1,2,3,4,5,6,7,8,9,10,总需求,35,30,40,0,10,40,30,0,30,55,已在途的订货,现有库存,35,0,0,0,0,0,0,0,0,0,0,净需求,0,30,40,0,10,40,30,0,30,55,计划收到的订货,73,73,73,73,计划发出的订货,73,73,73,73,持有成本=$1/件周；进货批量技术EOQ12345678,PPB,技术（期间平衡法）,期间平衡法,期间累计,批量,(,需求累计,),期间合并段,成本,准备,持有,合计,2,30,0,40,件产品,1,期存货成本,=$40,10,件产品,3,期存货成本,=$30,2,3,70,40=401,2,3,4,70,40,100 +70 =70,2,3,4,5,80,70=401+103,2,3,4,5,6,120,230=401+103+404,按第二期到第五期的累积需求定货，持有成本为,70,，最接近经济合并期间值,100,。,6,40,0,6,7,70,30,6,7,8,70,30,6,7,8,9,100,120=301+303,100 +120 =220,按第六期到第九期的累计需求定货持有成本为,120,最接近经济合并期间值,100,。,10,55,0,100 +0 =100,300 +190 =490,PPB 技术（