制造業(yè)的目標(編輯修改稿)
2025-01-31 20:40 本頁面
【文章內容簡介】 d Customer Orders Demand Time Fence Make to Order Customer Orders Only Greater of Forecast and Customer Orders Assemble to Order Demand Time Fence Today 訂貨政策 A 直接批量 F 最新成本 G 周期批量 H 批量以上直接批量 I Increment Above Lot Size J Multiple of Lot Size K Period Order Quantity Blank Reorder Point 和主生產計劃有關的量 Gross Requirements Customer Orders and Manufacturing Allocations Scheduled Receipts Projected OnHand Net Requirements Planned Order Receipts and Releases AvailabletoPromise MPS 計算 Period Onhand 1 2 3 4 5 6 7 8 9 Gross Requirements 75 300 Customer Orders and Manufacturing Allocations 75 50 100 Scheduled Receipts Projected Onhand 175 100 50 50 50 50 350 350 350 350 Net Requirements 25 50 100 300 Planned Order Receipts 25 50 100 300 Planned Order Releases 25 50 100 300 Availableto Promise 50 計劃重排 Period 1 2 3 4 5 6 Required 20 20 20 10 10 20 Scheduled Receipts 40 40 40 Projected OnHand 25 45 25 5 5 25 45 Period 1 2 3 4 5 6 Required 20 20 20 10 10 20 Scheduled Receipts 40 40 Projected OnHand 25 5 25 5 35 25 5 x 訂貨應允量 Customer calls to order markers Check what is AvailabletoPromise Promise markers to customer Customer is given honest, reliable date This customer will call again 重訂貨點 Lead time = 2 periods Demand = pcs./ period on avg. Reorder Point = 50 pcs. Safety Stock = 25 pcs. Lot size = 50 pcs. QUANTITY TIME 提前期 安全庫存 25 50 75 0 1 2 3 4 5 6 7 8 9 10 11 12 Reorder Point MRP 做為庫存管理 Lead time = 2 periods Safety Stock = 25 pcs. Order Policy Code = A (Discrete) 1 2 3 4 5 6 7 8 9 10 11 12 0 25 50 75 TIME QUANTITY 計劃量 安全庫存 提前期 廢品率與產出率 A Yield of 90% C (1) No Scrap B (1) Scrap factor of 1111 needed to yield 1000 (Yield of 90%) 1111 needed to make 1111 (No Scrap) 1222 needed to make 1111 (Scrap factor of ) Example 和 MRP有關的量 ? 毛需求 ? 予計接收 ? 予計庫存 ? 凈需求 ? 計劃接收 ? 計劃下達 物料需求計劃 Gross Requirements Scheduled Receipts Projected OnHand Planned Order Receipt Planned Order Release Allocations Net Requirements Gross Requirements Scheduled Receipts Projected OnHand Planned Order Receipt Planned Order Release Allocations Net Requirements Demand Supply Difference Plan Demand Supply Difference Plan Part A Period: 1 2 3 4 5 50 50 50 30 30 30 30 10 10 10 60 10 50 10 50 10 50 Part B Period: 1 2 3 4 5 Spare Parts Forecast for Part B (Independent Demand) 10 20 100 10 20 70 40 20 80 80 90 80 100 100 (Assumes minimum balance = 0) A 2B Part A Lead Time = 2 Periods Order Policy: Discrete (lot for lot) Part B Lead Time = 1 Period Order Policy: Lot size = 100 pcs. 計劃反查 A 1 2 MPS Item A PO 100 11/10 11/18 PO 100 11/21 11/23 B 2 3 MPS Item B FPO 75 11/16 11/19 PO 50 11/17 11/20 Common Item 2 PO 100 11/9 FPO 75 11/15 PO 50 11/16 PO 100 11/20 PO=Planned Orders FPO=Firm Planned Orders 粗能力與細能力 Rough Cut Detail MPS Only MPS and MRP Bill of Resources Routing Critical Work Centers All Work Centers Master Scheduled Items All Manufactured Items Planned Orders Planned Orders Firm Planned Orders Firm Planned Orders Released Production Orders 工作中心負荷圖 Hours Time Periods Current Capacity Planned Load 交叉排序 O P 2 0
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