Microsoft PowerPoint - POM_mrp_erp_2017.pptx

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1 Materials Requirements Planning & ERP The Role of MRP MRP Logic MRPII and ERP From Aggregate Planning to MPS and MRP 客戶已確認訂單 Aggregate Planning 細部預測工程設計變更 RCCP MPS 庫存進出 BOM MRP 庫存資料 Capacity Requirement Planning 生產排程採購 3 1

2 MRP: information system that translates master schedule requirements for end items into time phased requirements for subassemblies, components, and raw materials. 4 MRP Inputs: The Master Schedule

3 MRP Inputs: Bill of Materials 零組件的種類數量組裝順序 6 Example 1: How Many Components Are Required to Assemble 10 Xs? Low level coding 7 3

4 MRP Inputs: Inventory Records 8 MRP Processing: Explosion Product A B E C H G D F I 9 4

5 MRP Vocabulary Gross Requirements 當期該品項的毛需求量 Scheduled receipts 先前已發訂單, 預定於當期期初入庫量 Projected on hand 當期期初的預計庫存量, 包含 scheduled receipts Net requirements 當期該品項的淨需求量 Planned order receipt 計劃安排於當期期初入庫的數量 Planned order release 計劃安排於當期期初發出的訂單量 10 MRP Processing part 1 1 從 MPS 取得 level 0 品項的 gross requirements 2 由最近一期開始, 依照庫存狀況與進貨計畫算出期初可用庫存 projected on hand = 上一期的結餘庫存 + scheduled receipts available inventory = projected on hand safety stock inventory allocated to other items 3 計算當期 net requirements ( 負值則調整為 0) net requirement = gross requirement available inventory 4 如果 net requirements>0, 計算當期的 planned order receipts, 並根據前置時間往前安排 planned order release 5 當期期末的結餘庫存 = available inventory + planned order receipts gross requirement 11 5

MRP Processing part 2 6 繼續計算同品項後續各期的數量 7 完成目前品項的計算後, 繼續計算相同 level 的品項 8 完成所有 level 0 品項後, 往下移至 level 1 品項 9 由有關聯的 level 0 品項之計畫發單量算出 level 1 品項的總需求量 10 按照 2, 3, 4, 5, 6 的步驟計算 level 1 品項的淨需求計畫入庫量

6 MRP Processing part 2 6 繼續計算同品項後續各期的數量 7 完成目前品項的計算後, 繼續計算相同 level 的品項 8 完成所有 level 0 品項後, 往下移至 level 1 品項 9 由有關聯的 level 0 品項之計畫發單量算出 level 1 品項的總需求量 10 按照 2, 3, 4, 5, 6 的步驟計算 level 1 品項的淨需求計畫入庫量計畫發單量 11 完成所有 level 1 品項後, 繼續移至下一層的品項 12 Lot Sizing 批量計算在製程限制與成本考量下, 計算各種零組件之最佳生產 / 訂購批量, 並應用於 MRP 的預計入庫量與預計發單量 Lot for Lot (chase) 按照實際需求量生產 / 訂貨 Week 淨需求生產 Lot Sizing 計算最佳生產 / 訂購批量 Week 淨需求生產 Dynamic Lot Sizing 依整體成本考量動態調整生產訂購批量 Week 淨需求生產

7 Example 2 Figure

16 Frames Quantity = 2 LT = 2 Lot Size = 320 On hand = Frames Quantity = 2 LT = 2 Lot Size =

0 120 120 120 120 140 Net requirements 0 0 200 0 0 0 180 0 Planned-order receipts 0 0 320 0 0

Scheduled receipts 320 Projected on hand 0 0 120 120 120 120 140 140 Net requirements 0 200 0

8 16 Frames Quantity = 2 LT = 2 Lot Size = 320 On hand = Frames Quantity = 2 LT = 2 Lot Size = 320 On hand = Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases Gross requirements Scheduled receipts 320 Projected on hand Net requirements Planned-order receipts Planned-order releases

9 Figure A 18 Material Requirements Planning Regenerative system: Updates MRP records periodically Net change system: Updates MPR records continuously Objectives: 可進行無庫存生產有效控制物料需求確保 MPS 可行協助供應商提前計畫 Philosophy: 發現實際進度與計劃有出入, 則必須追料或延後交期如果執行上有嚴重問題, 則需修改 MPS 19 9

Improvements in the MRP System 缺點 1: 細部產能規劃不周全早期

確認各站是否有足夠產能達成 MRP 的要求, 並考慮替代作業路徑加班外包等補救措施缺點 2:

10 Improvements in the MRP System 缺點 1: 細部產能規劃不周全早期 MRP 未考慮瓶頸工作站的產能限制對策 :Capacity Requirement Planning 確認各站是否有足夠產能達成 MRP 的要求, 並考慮替代作業路徑加班外包等補救措施缺點 2: 容易受不確定因素干擾不良率設備故障供應商交貨延誤對策 : 增加 safety stock 以防不良品過多低估產能以防故障加入採購的安全前置時間 20 Capacity Requirement Planning Load reports 各部門預期的產能需求與可用產能變化 Time fences 21 10

Closed Loop MRP 檢查 MRP 的規劃是否可行, 必要時修改 MRP,

MPS Manufacturing Resource Planning 製造資源規劃

並以電腦模擬進行評估與建議 22 Enterprise Resource Planning

11 Closed Loop MRP 檢查 MRP 的規劃是否可行, 必要時修改 MRP, 甚至往上修改 MPS 當現場有狀況或進度明顯落後時, 也會根據回饋資料修改 MRP 與 MPS Manufacturing Resource Planning 製造資源規劃 MRPII 擴充至採購現場派工, 財務行銷產品設計等部門的全面資訊監控與交換, 並以電腦模擬進行評估與建議 22 Enterprise Resource Planning Next step in an evolution that began with MRP and evolved into MRPII. Integration of financial, manufacturing, and human resources on a single system

12 An ERP Example A Brazilian customer orders 2000 LCDs Inventory 750 units Order entry 1250 units Production Planning Delivery Invoicing MRP Production purchase 24 The ABCs of ERP Benefits 1. Standardize and improve processes. 2. Improve system integration. 3. Automate the tasks and data collection. Problems 1. ERP is an accounting system. It does not do planning. 2. ERP does not support the business process. 3. The organization could not make necessary changes. 4. ERP project may take one to three years to complete. 5. High initial cost: average $15 million. 6. High cost to maintain: future upgrades and training 25 12

One Nestle, One System 1997 年, 雀巢美國分公司發現所屬各單位的香草料號不同, 向同一供應商採購的香草有 29 種不同的價格!

都必須拋棄過去的作業方式, 接受新思維雀巢宣布實施 ERP 之後, 恆生銀行對雀巢股票做了降級處理, 從長遠意義來看,ERP 可能會給雀巢帶來好處, 但就中短期影響而言, 投資者應持保守謹慎的態度, 因為 ERP

系統上線, 卻在 10 月時承認 ERP 系統無法與 Siebel CRM 系統連線運作, 將導致該公司在萬聖節前無法出貨而損失一億美金的 Kisses 訂單, 股價因此下跌 8% 2004

13 One Nestle, One System 1997 年, 雀巢美國分公司發現所屬各單位的香草料號不同, 向同一供應商採購的香草有 29 種不同的價格! 1997 年 10 月, 雀巢美國分公司召開 ERP 誓師大會, 由 50 名高層經理和 10 名 IT 專家組成實施小組, 制定一套對各單位都適用的資訊系統, 所有製造採購會計銷售等功能, 都必須拋棄過去的作業方式, 接受新思維雀巢宣布實施 ERP 之後, 恆生銀行對雀巢股票做了降級處理, 從長遠意義來看,ERP 可能會給雀巢帶來好處, 但就中短期影響而言, 投資者應持保守謹慎的態度, 因為 ERP 實行集權化管理, 將觸及原來分散式的企業文化, 一旦觸及公司文化的深層, 風險就會不期而至 26 Famous ERP Disasters Hershey 巧克力在 1999 年 8 月宣布完成 SAP ERP 系統上線, 卻在 10 月時承認 ERP 系統無法與 Siebel CRM 系統連線運作, 將導致該公司在萬聖節前無法出貨而損失一億美金的 Kisses 訂單, 股價因此下跌 8% 2004 年新學期開始前,University of Massachusetts 的 PeopleSoft ERP 系統當機,24,000 學生無法加退選不知到何處上課收不到獎助學金, PeopleSoft 將問題歸罪於大學職員缺乏訓練, 無法適應新的作業流程, 但是該公司隨後賠償另一所大學 $4.25M 27 13

14 Conclusion MRP does a good job in computing the schedules and amount of materials required. 零組件數量與時程 MRP requires accurate MPS, BOM, and inventory records. 完整且準確的資料 MRP has grown to become fully integrated, interactive, real time systems capable of multisite global application. 整合各部門的資訊系統 ERP systems are complex and expensive and may require major changes in business processes. 流程再造 28 14

Microsoft PowerPoint - POM_mrp_erp_2015.pptx

Microsoft PowerPoint - POM_mrp_erp_2015.pptx Materials Requirements Planning & ERP The Role of MRP MRP Logic MRPII and ERP 油蔥蝦米飯帶骨里肌排季節蔬菜海帶結辣炒酸菜絲滷蛋麻油醬瓜菜飯滷雞腿滷蛋季節蔬菜辣炒酸菜絲麻油醬瓜 2 1 From Aggregate Planning to MPS and MRP 客戶已確認訂單 Aggregate Planning