In order to best understand MRP II, one must have a basic understanding of MRP, so we
will begin with a look at MRP and then expand into MRP II.
A material requirement planning first appeared in the early 1970s and was popularized by
a book of the same name by Joseph Orlicky. Its use was quickly heralded as the new
manufacturing panacea, but enthusiasm slowed somewhat when firms began to realize
the difficulty inherent in its implementation.
The MRP system is composed of three primary modules, all of which function as a form
of input. These are the master production schedule, the bill-of-materials, and the
inventory status file. Each module serves a unique purpose that is inter-related with the
purpose of the other modules, and produces several forms of usable output.
MASTER PRODUCTION SCHEDULE.
The master production schedule (MPS) is basically the production schedule for finished
goods. This schedule is usually derived from current orders, plus any forecast
requirements. The MPS is divided into units of time called "buckets." While any time
frame may be utilized, usually days or weeks is appropriate. The MPS is also said to be
the aggregate plan "disaggregated." In other words, the plan for goods to be produced in
aggregate is broken down into its individual units or finished goods.
The MPS is initially developed from firm customer orders or from forecasts of demand
before the MRP system begins to operate. The MPS is an input to the MRP system.
Designed to meet market demand, the MPS identifies the quantity of each and product
(end item) and when it needs to be produced during each future period in the production-
planning horizon.
The MRP logic starts at the MPS, where it learns the schedule for finished goods (how
many and when). It takes this information to the BOM where it "explodes" the gross
requirements for all component parts. The MRP package then takes its knowledge of the
gross requirements for all components parts to the inventory status file, where the on-
hand balances are listed. It then subtracts the on-hand balances and open orders from the
gross requirements for components yielding the net requirements for each component.
Of course, we now know not only how many components are needed but when they are
needed in order to complete the schedule for finished goods on time. By subtracting the
lead time from the due date for each part, we now see when an order must be placed for
each part so that it can be received in time to avoid a delay in the MPS. A manual version
of MRP for a part with requirements of 100 in period 3 and 250 in period 6 and with a
two-period lead time is shown in Figure 2.
Notice that in order for the firm to meet demand on time (the MPS), they must place an
order for 25 in Period 1 and an order for 200 in Period 4. The reader should be aware that
this is an overly simplified version of MRP, which does not include such relevant factors
as lot sizing and safety stock.
In the early 1980s MRP was expanded into a much broader approach. This new approach,
manufacturing resource planning (MRP II), was an effort to expand the scope of
production resource planning and to involve other functional areas of the firm in the
planning process, most notably marketing and finance, but also engineering, personnel,
and purchasing. Incorporation of other functional areas allows all areas of the firm to
focus on a common set of goals. It also provides a means for generating a variety of
reports to help managers in varying functions monitor the process and make necessary
adjustments as the work progresses.
When finance knows which items will be purchased and when products will be delivered,
it can accurately project the firm's cash flows. In addition, personnel can project hiring or
layoff requirements, while marketing can keep track of up-to-the-minute changes in
delivery times, lead times, and so on. Cost accounting information is gathered,
engineering input is recorded, and a distribution requirement planning is performed.
An MRP II system also has a simulation capability that enables its users to conduct
sensitivity analyses or evaluate a variety of possible scenarios. The MRP II system can
simulate a certain decision's impact throughout the organization, and predict its results in
terms of customer orders, due dates, or other "what if" outcomes. Being able to answer
these "what if" questions provides a firmer grasp of available options and their potential
consequences.
As with MRP, MRP II requires a computer system for implementation because of its
complexity and relatively large scale. Pursuit of MRP or MRP II in a clerical fashion
would prove far too cumbersome to ever be useful.
In addition to its efficient performance of the data processing and file handling, a
computer also allows the system to run remarkably quick, providing near-immediate
results and reports when asked to simulate a decision.
Class C firms use their MRP system as an inventory ordering technique but make little
use of its scheduling capabilities.
Class B companies utilize the basic MRP system (MPS, BOM, and Inventory file) with
the addition of capacity requirements planning and a shop floor control system. Class B
users have not incorporated purchasing into the system and do not have a management
team that uses the system to run the business, but rather see it as a production and
inventory control system.
Class A firms are said use the system in a closed loop mode. Their system consists of the
basic MRP system, plus capacity planning and control, shop floor control, and vendor
scheduling systems. In addition, their management uses the system to run the business.
The system provides the game plan for sales, finance, manufacturing, purchasing, and
engineering. Management then can use the system's report capability to monitor accuracy
in the BOM, the inventory status file, and routing, as well as monitor the attainment of
the MPS and capacity plans.
Class A firms have also tied in the financial system and have developed the system's
simulation capabilities to answer "what if" questions. Because everyone is using the same
numbers (e.g., finance and production), management has to work with only one set of
numbers to run the business.
Material requirements planning (MRP) has become a centerpiece for all manufacturing
systems. The key to successful production and operations management in a
manufacturing company is the balancing of requirements and capacities. It’s that simple
and yet very challenging.
To understand it is essential and to practice it can be a lot of fun.
Remember what you are trying to do: Meet the needs of your customers. How?
By having the product available when it is wanted. In production management, we do this
by knowing in advance what our requirements are now and in future and planning ahead
to have the capacity available.
In recent years material requirements planning systems have replaced reactive inventory
systems in many organizations. Managers using reactive
systems ask,” What should I do now?” Whereas managers using planning systems look
ahead and ask.” What will I need in the future? How much and when?”
Improved customer service and other advantages come at a cost, however. They require a
system for accurate inventory and product buildup information. They also require a
realistic master production schedule (MPS) to specify when various quantities of end
items will be completed.
DEMAND DEPENDENCY
Demand dependency is an important consideration in choosing between reactive and
planning systems. Demand dependency is the degree to which the demand for some item
is associated with the demand for another item. With independent demand, demand for
one item is unrelated to the demand for others. In the dependent demand situation, if we
know the demand for one item, we can deduce the demand for one or more related items.
MRP is a system of planning and scheduling the time-phased materials requirements for
production operations. As such, it is geared toward meeting the end-item outputs
prescribed in the master production schedule.
The BOM identifies how each end product is manufactured, specifying all
subcomponents items, their sequence of buildup, their quantity in each finished unit, and
the work centers performing the buildup sequence.
A tool known as a product structure tree is used to clarify the relationship among the
parts making up each unit of finished goods. A product structure tree for a rolling cart
might appear on a bill-of-material. This cart consists of a top that is pressed from a sheet
of steel; a frame formed from four steel bars; and a leg assembly consisting of four legs,
each with a caster attached. Each caster is made up of a wheel, a ball bearing, an axle,
and a caster frame.
The bill-of-material can be used to determine the gross number of component parts
needed to manufacturer a given number of finished goods. Since a gross number is
determined, safety stock can be reduced because component parts may be shared by any
number of finished goods (this is known as commonality).
• A single-level BOM that displays the assembly or sub-assembly with only one
level of children. Thus it displays the components directly needed to make the
assembly or sub-assembly.
• An indented BOM that displays the highest-level item closest to the left margin
and the components used in that item indented more to the right.
• modular bill of materials (modular BOM) is type of bill of materials (BOM)
and a critical element in defining the product structure of an end-item
PRODUCT EXPLOSION
To create a parent item we often need multiple units of a lower-level item.
LOW-LEVEL CODING
Often a single item is in the product structure of several end items, or it exists in several
levels of one product structure.
1. Pegging: The process of tracing through the MRP records and all levels in the product
structure to identify how changes in the records of one component will affect the records
of other components.
2. Cycle counting: Counting on-hand inventories at regular intervals to verify inventory
quantities shown in the MRP
3. Regenerative method: A procedure, used at regular intervals, to update the MRP by
completely reprocessing the entire set of information and recreating the entire MRP
4. Time fence: A designated length of time that must pass without changing the MPS, to
stabilize the MRP system; afterward, the MPS is allowed to change.
LOT SIZING
The MRP system generates planned order releases, which trigger purchase orders for
outside suppliers or work orders for internal component production.
Each time the MRP system is updated managers must ask whether shop capacity is
sufficient to implement the current plan. Detailed capacity planning (also called capacity
requirements planning) is a technique that addresses this question and it does so in more
detail than the rough-cut method. New information from MRP permits refinements that
were not possible at the rough-cut level.
A document that shows the routing of a component, including the work centers and an
operation time, through its production processes is called route sheet.
To visualize the time-phased capacity requirements, we first construct the operation
setback chart for the end item.
The limitations of MRP stem from the conditions that must be met before it can be used.
A computer is necessary; the product structure must be assembly oriented; bill of
materials and inventory status information must be assembled and computerized; and a
valid master schedule must be prepared. Another limitation has to do with data integrity.
Unreliable inventory and transactions data from the shop floor can ruin a well-planned
MRP system. Training personnel to keep accurate records is not an easy task, but it is
critical to successful MRP implementation. In general, the system must be believable,
accurate, and directly useful or else it will become an expensive ornament that is
bypassed in favor of informal, ad hoc methods.
The dynamic nature of the MRP system is a vital advantage. It reacts well to changing
conditions; in fact, it thrives on change. Changing conditions from the master schedule
for several periods into the future can affect not only the end item but also hundreds, even
thousands, of components. Because the production-inventory data system is
computerized, management can make a new
MRP computer run to revise production and procurement plans that react quickly to
changes in customer demands as reflected in the master schedule.