Introduction to Materials Management, 7th Edition Steve Chapman Solution Manual

Online Instructor’s Manual to accompany

Introduction to Materials Management Corrections to Seventh Edition Tony Arnold Steve Chapman Lloyd Clive

CONTENTS

Chapter 1: Introduction to Materials Management ...................................................................

1

Chapter 2: Production Planning System ................................................................................... 9 Chapter 3: Master Scheduling ................................................................................................... 21 Chapter 4: Material Requirements Planning ............................................................................. 31 Chapter 5: Capacity Management ............................................................................................. 57 Chapter 6: Production Activity Control .................................................................................... 65 Chapter 7: Purchasing ............................................................................................................... 83 Chapter 8: Forecasting .............................................................................................................. 87 Chapter 9: Inventory Fundamentals ........................................................................................ 112 Chapter 10: Order Quantities .................................................................................................. 123 Chapter 11: Independent Demand Ordering Systems............................................................. 136 Chapter 12: Physical Inventory and Warehouse Management ............................................... 170 Chapter 13: Physical Distribution .............................................................................................181 Chapter 14: Products and Processes .........................................................................................192 Chapter 15: Lean Production ....................................................................................................202 Chapter 16: Total Quality Management ...................................................................................210

iv

INTRODUCTION TO MATERIALS MANAGEMENT CHAPTER 1 ANSWERS TO PROBLEMS 1.1

Sales 100% 100% Cost of manufacturing 60% 50% Other costs 30% 90% 30% 80% Profit (percent of Sales) 10% 20% Therefore a 10% reduction in the cost of manufacturing would produce a 100% increase in profit.

1.2

Profit = 0.20 = Sales =

1.3

a. Weekly cost of goods sold

=

Value of 8 weeks’ WIP b. Value of 6 weeks’ WIP Reduction in WIP

8  $240,000 6  $240,000

1.4

Sales – (direct costs + overhead) Sales – (0.60  Sales + 0.30) 0.5 = 1.25 = 125% 0.4 To increase profits from 10% to 20% takes a 25% increase in sales but only a 10% decrease in costs. Good materials management can have a direct impact on profit. Note the cost of overhead has been left unchanged in this problem.

= =

a. Weekly cost of goods sold Value of 12 weeks' WIP = b. Value of 5 weeks' WIP = Reduction in WIP Annual saving =

=

$12,000,000 = 50 = $1,920,000 = $1,440,000 = $480,000

$240,000

$30,000,000 = $600,000 50 10  $600,000 = $6,000,000 5  $600,000 = $3,000,000 = $3,000,000 20%  $3,000,000 = $600,000

1

1.5

Using $1 million as the units: Sales Direct material Direct labor Overhead Profit

$10.0 $3.5 2.5 3.5

9.5 $.5

As a % of sales 100% 35% 25% 35% 95% 5%

a. From the above we can say: (in millions or M$) Sales = direct material + direct labor + overhead + profit (now 1M$) = .35(sales) + .25(sales) + 3.5 M$+ 1.0 M$ .40 (Sales) = 4.5 M$ Sales = 11.25 M$ = 11.25  $1,000,000 = $11,250,000 Therefore there must be a $1.25 million increase in sales. b. To increase profit by $500,000 there must be a $500,000 reduction in cost. Therefore direct material must be reduced by $500,000. It therefore takes 2 ½ times the sales dollars to obtain the profit that would be realized in material reductions. c. As for b. Direct labor would have to be reduced by $500,000.

2

MULTIPLE CHOICE QUESTIONS 1.

Select the best answer to the following: a. traditionally the supply-production-distribution functions have reported to different departments b. the supply, production and distribution functions are part of a total system c. materials flow into an organization, are processed in some way and distributed to the consumer d. all the above are correct e. none of the above is correct

2.

Manufacturing is important to the economy because: a. it generates wealth b. it supports service industries c. it adds value to products d. all of the above e. none of the above

3.

Which of the following is the best statement about the operating environment in which operations management functions? a. most organizations do not need to worry about competition b. customers are more demanding c. government regulation is not important for companies d. price is more important than quality e. none of the above is true

4.

Which of the following statements is best regarding order winners? a. they persuade a company's customers to choose its product b. they are the same in every market c. they are the same as order qualifiers, only better d. they are present in every product e. all the above are true

5.

Which of the following strategies has the shortest delivery lead time and the least customer input? a. engineer-to-order b. make-to-order c. assemble-to-order d. make-to-stock

3

6.

Which of the following statements is best? a. the supply chain includes all activities and processes to provide a product or service to a customer. b. c. d. e.

material in the supply chain usually flows from producer to customer. the supply chain contains only one supplier. all of the above are true. a and b only are true.

7.

Companies A and B supply company C, which supplies customers D and E. Which of the following statements is best? a. the supply chain for company A includes B, C, D, and E. b. the supply chain for company B includes A, C, D and E. c. the supply chain for company C includes A, B, D, and E. d. all the above are true.

8.

Which of the following statements is best? a. the basic elements of a supply chain are supply, production, and distribution b. the elements of a supply chain are interdependent c. design information generally flows from customer to supplier d. all the above are true.

9.

Which of the following is the best statement about the environment in which operations management functions? a. most organizations do not need to worry about competition b. world-wide competition is not significant for most companies c. government regulation is not important for companies d. customers are more demanding e. none of the above is true

10. If a firm wishes to maximize profit, which of the following objectives are in conflict?

I. Maximize customer service.

II. Minimize production costs.

III. Minimize inventory costs.

IV. Minimize distribution costs. a. b. c. d. e.

all the above none of the above I and II only I and III only II and III only

4

11. Which of the following statements is best?

I. The conflict between marketing, finance and production centers on customer service, disruption to production, and inventory levels.

II. Marketing's objectives can be met with higher inventories.

III. Finance's objectives can be met with higher inventories.

IV. Production's objectives can be met with higher inventories. a. all of the above are true b. I and II only are true c. I, II and III only are true d. I, II and IV only are true e. II, III and IV only are true 12. Which of the following is normally a major activity of materials management?

I. Manufacturing planning and control.

II. Physical supply/distribution. a. both I and II b. neither I nor II c. I only d. II only 13. The objective of materials management is to: I. Provide the required level of customer service.

II. Maximize the use of the firm's resources. a. I only b. II only c. I and II d. neither I nor II 14. Which of the following is/are primary activities of manufacturing planning and control?

I. Production planning.

II. Implementation and control.

III. Inventory management. a. I and II only b. II and III only c. I and III only d. all the above are primary activities 15. Which of the following is (are) input(s) to manufacturing planning and control? a. product description b. process description c. available facilities d. quantities to be produced e. all the above are inputs

5

16. Which of the following is NOT an activity of physical supply/distribution? a. transportation b. factory inventory c. warehousing d. packaging e. materials handling 17. Materials management can be considered a balancing act because: I. There are trade-offs between customer service and the cost of providing the service.

II. Priority and capacity must be balanced. a. neither I nor II b. I only c. II only d. I and II 18. If the cost of manufacturing (direct labor and materials) is 50% of sales and profit is 15% of sales, what would the profit percentage be if the direct costs of manufacturing was reduced from 50% to 47%? a. 3% b. 6% c. 12% d. 15% e. 18% 19. Which of the following are generally considered overall objectives of an organization?

I. Providing good customer service.

II. Maintaining low levels of inventory investment.

III. Optimizing use of resources.

IV. Providing sufficient return on investment. a. I and II only b. I, II and III only c. I, III and IV only d. all the above

6

20. The purpose of the materials management concept is: I. To manage materials in a production operation.

II. To have purchasing support the needs of production.

III. To have production support the needs of purchasing. a. II and III only b. I and II only c. I, II and III d. I and III only 21. Making a pizza at a fast-food restaurant would be considered a form of: a. Engineer to order b. Assemble to order c. Make to stock d. Make to order e. None of the above 22. Metrics in a supply chain are: a. Governed by the International Metric Commission b. c. d. e.

Measurements of performance A charge passed on to customers Not used on transportation Do not apply to the supply chain

23. Performance measures in a supply: a. Should be objective b. Are viewed mostly by finance c. Must be measurements of one parameter only d. Concentrate on cost only e. Are not used once a process is automated 24. Which statement is best? a. Performance standards are set by the supplier b. Performance standards set the goal c. Performance measurements show how well you did d. Both b and c are correct e. None of the above applies to the supply chain 25. Savings in the supply chain mostly are the result of: a. Members in the chain sharing information b. Being able to ship in larger quantities c. Members having clout with suppliers d. Sticking with local competition e. Cutting cost after the design phase 26.

Postponement is best described as:

7

a. b. c. d.

Delaying payment to a supplier until the goods have been sold Delaying the removal of inventory until the last possible moment Reducing inventory from RM when the parent item is produced Changing the BOM after the old components have been used up

27.

Postponement is best used with items that: a. Have a long lead time and many product configurations b. Are standardized and have short lead times c. Experience a yield that you won’t know until the product is complete d. Suppliers with poor delivery performance

28.

A channel master in a supply chain a. Initiates integration of a supply chain b. Is the final customer in a supply chain c. Is the largest member of a supply chain d. Controls the raw material supplies in a supply chain

29.

The term that describes eliminating waste throughout a company is: a. Kaizen b. Lean Production c. Theory of Constraints d. Process Control

30.

If the manufacturing lead time of an item is reduced by 50% the work in process inventory: a. Does not change b. Is reduced by approximately 70% c. Is reduced by approximately 50% d. More information is needed for this problem

Answers.

1 d 2 d 10 a 11 d 19 d 20 b 28 a 29 b

3 b 12 a 21 b 30 c

4 a 13 c 22 b

5 d 14 d 23 a

6 e 15 e 24 d

8

7 c 16 b 25 a

8 d 17 d 26 c

9 e 18 e 27 b

PRODUCTION PLANNING SYSTEM CHAPTER 2

ANSWERS TO PROBLEMS opening inventory + production – demand 400 + 700 – 900 = 200 units

2.1

Ending inventory = =

2.2

Total working days = 19 + 20 + 21 = 60 Average daily production = 480  60 =

8 units

Total working days = 22 + 21 + 20 = 63 Average daily production = 25,000  63 =

396.8 units

2.3

2.4

Month 1 production Month 2 production Month 3 production

= = =

19  8 20  8 21  8

2.5

Month 1 production Month 2 production Month 3 production

= = =

22  396.8 = 21  396.8 = 20  396.8 =

= = =

152 units 160 units 168 units 8729.6 units 8332.8 units 7936 units

2.6 Per

Period

1

2

3

F

Forecast

750

800

1050

Planned production Plann Planned 600 inventory

4

5

1600 1000

6 850

1000 1000 1000 1000 1000 1000 850

1050

1000

400

400

550

1

2

3

4

5

6

Total

100

120

125

130

115

110

700

125

125

125

125

125

125

750

125

130

130

125

135

150

2.7 Period Forecast demand Planned production Planned inventory

100

Total production = Period production =

700 + 150 – 100 = 750  6 =

9

750 units 125 units

2.8 Period Forecast demand Planned production Planned inventory

1

550

2

3

4

5

6

Total

1300 1200

800

600

800

900

5600

875

875

875

875

875

5250

−125 150

225

200

875

125 −200

5600 + 200 –550 5250  6 =

Total production = Period production =

= 5250 units 875 units

2.9 Period

1

2

Forecast demand Planned production Planned inventory

9

5

9

9

32

8

8

8

8

32

−1

2

1

0

0

3

4

Total

a. 8 units b. period 1, minus 1 c. 9 units, ending inventory = 4 units 2.10

a. There is a stockout of 1 unit in period one.

The cost will be: Stockout cost: 1  $500 = $500 Carrying cost: 3  $60 = 180 Total cost: = $680 c. Total period inventory = 0 + 4 + 4 + 4 = 12 units The cost will be = $60  12 = $720 Since there are no stockouts this will be the total cost of the plan.

10

2.11

a. Total production = b. Daily production = c. The monthly production for May d. The ending inventory for May

530 + 130 – 100 = 560 560/70 = 8 units = 168 units = 153 units

Month

May

Jun

Jul

Aug

Total

Working days

21

19

20

10

70

Forecast demand Planned production Planned inventory

115

125

140

150

530

168

152

160

80

560

153

180

200

130

Jan

Feb

Mar

Apr

May

Jun

Total

Working days

20

22

20

20

18

19

119

Forecast demand Planned production Planned inventory

1200

1300

800

700

700

900

5600

899

989

899

899

810

854

5350

199

−112

-13

186

296

250

100

2.12 Month

500

Total production = 5600 + 250 – 500 = 5350 Daily production = 5350  119 = 44,95 units per day There will be a stockout of 112 units in February and 13 units in March.

11

2.13

Total production = 300 + 1080 – 200 = 1180 units Number of weeks available for production = 5.5 Average weekly level production = 1180 = 214.5 units 5.5 The nearest quantity that can be produced is 200 units on two shifts. In the second week there is a shutdown so production in that week that will be only 100 units.

Total production so far = 5  200 + 100 = 1100 units The balance of 80 units can be made in week four when extra help is available.

Opening inventory = 200 units Week

1

2

3

4

5

6

Total

Forecast demand Planned production Planned inventory

120

160

240

240

160

160

1080

200

100

200

280

200

200

1180

280

220

180

220

260

300

200

2.14

Ending backlog = demand + opening backlog – production = 700 + 450 − 800 = 350 units

2.15

Total production

= demand + opening backlog – ending backlog = 3800 + 800 – 100 = 4500 units Weekly production = 4500  6 = 750 units Week

1

2

3

4

5

6

Total

Forecast demand Planned production Planned backlog

750

700

550

700

600

500

3800

750

750

750

750

750

750

4500

800

750

550

500

350

100

800

12

2.16 Desired ending backlog = 1200 Note: All weekly production amounts determined using standard rounding rules.

Total production = demand + opening backlog – ending backlog = 6800 + 1100 – 1200 = 6700 units Weekly production = 6700  6 = 1117 units Week Forecast demand Planned production Planned backlog

2.17

1

2

3

4

5

6

Total

1200 1100 1200 1200 1100 1000 6800 1117 1117 1117 1117 1117 1117 6702 1100 1183 1166 1249 1332 1315 1198

Total production = 112,500 + 9000 – 11,250 = 110,250 units Daily production = 110,250  75 = 1470 units Number of workers required = 1470/15 = 98 Actual daily production = 98  15 = 1470 units

Month

1

Working days Forecast demand Planned production Planned inventory

11250

2

3

4

Total

20

24

12

28000

27500

28500

28500 112500

29400

35280

17640

27930 110250

12650

20430

9750

9180

13

19

75

2.18

Total production = 17900 + 800 – 1000 = 17700 Daily production = 17700/117 = 151.28 units Number of workers required = 151.28/9 = 16.81 → Actual daily production = 17  9 = 153 units

17 workers

Month

1

2

3

4

5

6

Total

Working days

20

24

12

22

20

19

117

Forecast demand Planned production Planned inventory

2800 3000 2700 3300 2900 3200 17900 3060 3672 1836 3366 3060 2907 17901 1000

1260 1932 1068 1134 1294 1001

It is not possible to meet the ending inventory target because of the extra fraction of a worker needed. The only way to do it would be to reduce the number of workers to 16 at some point.

14

MULTIPLE CHOICE QUESTIONS

1.

The ability of manufacturing to produce goods and services is called: a. scheduling b. production planning c. capacity d. routing e. none of the above

2.

Priority in production planning relates to: a. what should come first b. how much of what is needed and when c. capacity d. an objective of the firm e. none of the above

3.

Which of the following is an input to the production plan? a. strategic business plan b. financial plan c. market plan d. engineering plan e. all of the above are inputs

4.

Which of the following plans has the longest planning horizon and the least level of detail? a. strategic business plan b. production plan c. master production schedule d. all of the above have the same level of detail e. none of the above

5.

In terms of INCREASING level of detail, which is the best sequence of activities?

I. Material requirements planning.

II. Master production scheduling.

III. Production planning. a. I, II and III b. I, III, and II c. II, III, and I d. II, I, and III e. III, II, and I

15

6.

Over the time span of the production plan, which of the following can usually be varied to change capacity? a. work force b. inventories c. plant and equipment d. all of the above e. a and b above

7.

Which of the following is a characteristic of a production plan? a. time horizons are five years b. the production plan is for individual items c. the only objective is to have an efficient plant d. all of the above are characteristics of a production plan e. none of the above is characteristic of a production plan

8.

Determining the need for labor, machines, physical resources to meet the production objectives of the firm is called: a. production control b. production planning c. capacity planning d. all of the above e. none of the above

9.

The function of setting the limits or levels of manufacturing operations based on the market plan and resource availability is called: a. production planning b. production activity level c. capacity planning d. all of the above e. none of the above

10. A statement of a schedule of requirements for individual end items is called: a. a master production schedule b. a material requirements plan c. a production plan d. a capacity plan e. none of the above 11. Which of the following statements is most appropriate regarding production planning? a. a high level of detail is not needed b. a translation must be made from product demand to capacity demand c. product groups based on similarity of manufacturing process should be used in planning d. all of the above are true e. none of the above is true

16

12. Which of the following statements is best about sales and operations planning? a. it provides an means of updating the material requirements plan b. it includes only the marketing and production plans c. it is usually updated on a monthly basis d. it has no effect on inventory levels 13. Which of the following are characteristics of an MRPII system?

I. It incorporates the plans of marketing, production and finance.

II. It is a fully integrated planning and control system.

III. It has feedback from the bottom up. a. I only b. II only c. III only d. I, II and III 14. For the purposes of production planning, product groups should be established on the basis of: a. market segments b. similarity of manufacturing process c. the availability of materials d. the availability of machinery e. all of the above 15. Which of the following is a basic strategy in developing a production plan? a. hybrid strategy b. production leveling c. chase strategy d. a and b above e. b and c above 16. A production planning strategy which turns away extra demand is called: a. production leveling b. demand matching c. hybrid strategy d. all of the above e. none of the above 17. Which basic production planning strategy will build inventory and avoid the costs of excess capacity? a. demand matching (chase) b. production leveling c. subcontracting d. all the above e. none of the above

17

18. Which basic production planning strategy avoids hiring and layoff costs and the costs of excess capacity? a. demand matching b. operation smoothing c. subcontracting d. all the above e. none of the above 19. If the opening inventory is 100 units, the sales are 500 units and the ending inventory is 200 units, then manufacturing must produce: a. 300 units b. 400 units c. 500 units d. 600 units e. none of the above 20. Over a 10-week period the cumulative sales are forecast at 10,000 units, the opening inventory is 200 units and the closing inventory is to be 100 units. What should be the weekly planned production for level production? a. 990 b. 1000 c. 1010 d. 1030 e. none of the above 21. Firms will generally make-to-stock when: a. demand is unpredictable b. there are many product options c. delivery lead times are long d. all of the above e. none of the above 22. Firms will generally make-to-order when: a. products are produced to customer specifications b. there are many product options c. product is expensive to make and store d. all of the above e. none of the above

18

23. Which of the following information is needed to develop a make-to-stock production plan?

I. Forecast by time period for the production plan.

II. Opening inventory.

III. Opening backlog of customer orders.

IV. Desired ending inventory. a. I, II and III b. I, II and IV c. 1, III and IV d. II, III and IV e. none of the above 24. If the old backlog was 200 units, the forecast for the next period is 500 units, and production for the next period is 600 units, what will be the backlog at the end of the next period? a. 100 units b. 200 units c. 300 units d. 700 units e. 800 units 25. ____________ is concerned with long-term planning of manufacturing activity: a. Sales and operations planning b. Master production scheduling c. MRP d. Production activity control e. Master planning 26. Which of the following is NOT a rule of Sales and Operations Planning? a. Product Groups need not be decided b. Planning units of measure need to be decided c. A planning horizon must include new product development time d. Performance review periods to be compared should be decided 27. Which of the following is a complete closed loop planning system that develops plans for all materials and operations? a. Capacity requirements planning b. Enterprise resource planning c. Supply chain management d. Material requirements planning

19

Answers.

1 c 2 b 10 a 11 d 19 d 20 a

3 e 12 c 21 e

4 a 13 d 22 d

5 e 14 b 23 b

6 e 15 e 24 a

20

7 e 16 e 25 a

8 c 17 b 26 a

9 a 18 c 27 b

MASTER SCHEDULING CHAPTER 3

ANSWERS TO PROBLEMS 3.1 Week

1

2

3

4

5

6

Forecast sales

10

50

25

50

10

15

20

70

45

95

85

70

Projected available MPS

30

100

100

3.2 Week

1

2

3

4

5

6

Forecast sales Projected available MPS

200

300

300

200

150

150

100

20

160

180

30

100

220

440

220

1

2

3

4

Total

220

300

200

200

920

250

150

150

150

200

200

200

200

1

2

3

4

Total

120

180

100

120

520

0

20

120

0

200

200

300

220

3.3 Production Plan Quarter Forecast sales Projected available Production plan

270

Mailbox A. Lot size: 200 Quarter Forecast sales Projected available MPS scheduled

120

21

Mailbox B. Lot size: 200 Quarter Forecast sales Projected available MPS scheduled

150

1

2

3

4

Total

100

120

100

80

400

250

130

30

150

200

200

400

3.4 Production plan Week Forecast Projected available Production plan

1

4

Total

2000 3000 3500 4000 4000 4000 4000 4000 4000

1 2000 1500 1500

MPS

2000

Model B. Week

1

Forecast Projected available MPS

3

3000 3500 3500 4000 14000

Model A. Week Forecast Projected available

2

2

3

4

Total

2000 2500 2000 8500 3500 1000 3000 4000

4000

2

3

4

Total

1000 1500 1000 2000 5500 500

1500

0

3000 1000

2000

4000

22

3.5 Master production schedule Week 1

2

3

4

5

6

Product A

205

Product B Product C Total production

205

205

205

205

205

205

205

205

205

205

1

2

3

4

5

6

Product A

280

210

140

70

0

125

Product B

60

20

185

350

460

340

Product C

205

360

310

260

210

160

Total inventory

545

590

635

680

670

625

Week

1

2

3

4

5

Total

Model A

168

120

120

144 115.2

667.20

Model B

70

149 192.5

105 157.5

674.00

Total hours

238

269 312.5

249 272.7 1341.20

Inventory Week

3.6

205

a.

b. The total hours required (1341.20) exceeds the total hours available (5 X 265 = 1335).

If possible, schedule some of the work from Week 3 into Week 1 some from Week 5 into Week 4, and also work overtime.

3.7 Week Customer orders MPS

1

2

3

4

5

70

70

20

40

10

ATP

20

6

100

100

100

10

50

100

23

3.8 Week Customer orders MPS

1

ATP

2

3

4

5

21

17

8

30

30

30

14

13

19

6 3

3.9 Week Customer orders MPS

1

2

3

4

10 50

50

50

ATP

4

0

40

Week

1

2

3

4

5

6

7

8

Forecast sales

45

50

35

40

30

40

20

18

10

5

6

7

60

16

8

9 10

3.10

MPS ATP

0

100

100

100

100

15

30

40

82

3.11 On hand: 60 units Week Customer orders MPS ATP

1

2

3

4

5

6

20

50

30

30

50

30

100

100

20

0

20

1

2

3

4

5

6

7

8

50

50

30

40

50

40

30

15

3.12 On hand: 50 units Week Customer orders MPS ATP

0

100

100

100

100

20

10

30

85

24

10

3.13 Week

1

2

3

4

5 10

6

7

8

Customer orders MPS

70

10

50

40

15

20

15

100

100

100

ATP

20

0

50

Possible action is to promise delivery of 20 in week 5 and the balance in week 6. The ATP for week 1 would become 0, for week 3, 0 and for week 6, 30.

3.14 Week

1

2

3

4

Forecast Customer orders Projected available balance MPS

80

80

80

70

100

90

50

40

40

150

70

0

140

200

3.15 Week

1

2

3

4

Forecast Customer orders Projected available balance MPS

50

50

50

50

60

30

65

25

0

70

5

55

60

100

100

3.16 Period

1

2

3

4

5

6

Forecast Customer orders PAB

20

21

22

20

28

25

19

18

20

18

30

22

1

43

23

3

33

8

20

MPS ATP

1

60

60

4

8

25

3.17 a.

Week

1

2

3

4

5

6

7

8

9

10

11

12

Forecast

80

80

80

70

70

70

70

70

70

70

70

70

Demand

83

78

65

61

49

51

34

17

11

7

0

0

27

99

19

99

29

109

39

119

49

129

59

139

Available to Promise

27

7

MPS

0

150

0

150

Projected Available

110

40 0

150

65 0

150

122 0

143

150

0

150

150

b.

20 units in week three - Can provide from current inventory on hand 40 units in week five - Can provide from week 4 120 units in week seven - Can provide from weeks 1, 2, 4, and 6

3.18 a.

Period

1

2

3

4

5

6

7

8

9

10

11

12

Forecast

30

40

40

50

40

40

30

40

40

50

40

40

Customer Orders

31

35

29

21

17

14

33

11

5

2

0

1

Projected Avail.

4

169

129

79

39

199

166

126

86

36

196

156

Avail. To Promise

4

98

135

199

200

200

200

MPS

b. We only have 98 available to promise. We can fill the rest of the order in period 6 c. We still only have 98 available, but can fill the request in Period 6. d. The planning time fence is 10 weeks so we don't have enough time to complete all components in 9 weeks only additional costs are involved to expedite. e. An order for 200 units should be added to the MPS to meet demand.

26

MULTIPLE CHOICE QUESTIONS 1.

The information needed to develop a master production schedule will be got from: a. the production plan b. the forecast of individual end items c. inventory levels for individual end items d. all of the above e. none of the above

2.

The MPS is a vital link the production planning system because it: I. Keeps priorities valid.

II. Forms the basis for determining the capacity needed.

III. Is input to the material requirements plan.

IV. Is input to the production plan. a. I, II, III and IV b. I, II and III c. I, II and IV d. II, IIII and IV e. 1, 3 and 4

3.

The MPS: a. facilitates order promising b. works with individual end products c. is an agreed-upon plan between production and marketing d. all of the above e. none of the above

4.

The functions of a master production schedule are to: I. Plan material components II. Plan capacity requirements III. Keep priorities valid a. I, II and III b. I, II and not III c. I, III and not II d. II, III and not I e. none of the above is a function of the MPS

27

5.

Which of the following are objectives of an MPS? I. Maintain the desired level of customer service.

II. Keep the sales department happy.

III. Make the best use of material, labor and equipment.

IV. Maintain inventory investment as required. a. only I is an objective b. only I and II are objectives c. only I, II and III are objectives d. only I, III and IV are objectives e. only II, III and IV are objectives

6.

The process of checking the MPS against available capacity is called: a. capacity planning b. shop-floor control c. rough-cut capacity planning d. capacity control e. process checking

7.

In an assemble-to-order company, at which level should master scheduling take place? a. the component/subassembly level b. the end item level c. the raw material/component level d. it does not matter, any level will do e. none of the above levels

8.

The final assembly schedule (FAS): a. schedules customer orders as they are received based on components planned in the MPS b. is used with make-to-order products c. is used with make-to-stock products d. a and b above e. none of the above

9.

Which of the following statements is best regarding the master production schedule? a. it is an agreed-upon plan between marketing and manufacturing b. if it is poorly done we can expect past-due schedules and unreliable delivery promises c. it is a plan for specific end items that manufacturing expects to make over some period in the future d. all of the above are true e. none of the above is true

28

10. The portion of inventory or production not committed to customer orders is called: a. free stock b. available to promise c. excess production d. waste e. excess capacity 11. If there are customer orders the projected available is based on: a. forecast demand b. customer orders c. the greater of forecast demand and customer orders d. the opinion of the planner 12. Which of the following is (are) true about time fences in a master production schedule system?

I. Changes far out in the planning horizon can be made with little or no cost to manufacturing.

II. In the "frozen zone," capacity and materials are committed to specific orders.

III. Changes in the near future on the planning horizon are less costly to make than changes far out. a. I, II and not III b. II, III and not I c. I, III and not II d. I, II, and III e. none of the above 13. Which of the following is NOT an input to the master production schedule? a. sales forecast for items b. current inventory status c. final assembly schedule d. customer orders e. production plan 14. The MPS is constrained by: I. The availability of material.

II. Available capacity.

III. Inventory policies.

IV. Production plan. a. all of the above b. I, II, III only c. I and II only d. II and III only e. none of the above

29

15. Given the following data, complete the table. There are 30 on hand. Order quantity is 60 units.

Week 1 2 3 4 Forecast 20 30 50 20 Projected available Scheduled receipts a. the projected available in week 3 is 40 b. the projected available in week 4 is 30 c. there is a scheduled receipt in week 4 d. a and b are true e. b and c are true 16. Given the following table, calculate the ATP. There are 50 units on hand.

Week 1 2 3 4 5 Customer orders 20 20 15 30 10 Scheduled receipts 50 ATP a. the ATP in week one is 10 b. the ATP in week one is 30 c. the ATP in week one is 5 d. the ATP in week two is 10 e. the ATP in week three is 35

17.

The time span for which plans are made is called the: a. time fence b. planning horizon c. time bucket d. forecast period e. none of the above

18.

The final assembly schedule is used: a. in a make-to-stock environment b. in a make-to-order environment c. in a assemble-to-order environment d. in any of the above e. in none of the above

19. The PAB is calculated in which way for periods after the demand time fence? a. PAB = prior period PAM or on-hand balance + MPS – customer orders b. PAB = prior period PAB or on-hand balance + MPS + customer orders c. PAB = prior period PAB or on-hand balance + MPS – customer orders d. PAB = prior period PAB + MPS – greater of customer orders or forecast e. PAB = prior period PAB + MPS + greater of customer orders or forecast

30

20. Which of the following is the term applied to a master schedule for a purchased item? a. Supplier scheduling b. Master scheduling c. Material scheduling d. Purchase order 21. Which of the following is a contract between manufacturing and marketing? a. Production plan b. Master schedule c. Forecast d. Customer order 22. Master scheduling is a balancing act between which of the following? a. Forecasts and orders b. Inventory and customer service c. Supply and demand d. Forecast and inventory 23. Which of the following modules follows the Sales and Operations Plan? a. Business planning b. Production planning c. Master scheduling d. Material requirements planning 24. Sales forecasting and resource capacity planning are two components of which of the following? a. Master scheduling b. Sales and operations planning c. Production Plan d. Master production schedule

Answers.

1 d 2 b 10 b 11 c 19 c 20 d

3 d 12 a 21 b

4 d 13 c 22 c

5 d 14 a 23 c

6 c 15 b 24 c

31

7 a 16 c

8 a 17 b

9 d 18 c

MATERIAL REQUIREMENTS PLANNING CHAPTER 4 ANSWERS TO PROBLEMS 4.1

Each X requires 2 As. Each A requires 2 Cs. Therefore each X requires 4 Cs. Each Y requires 2 C Total Cs. required

50 Xs require 200 Cs. 100 Ys require 200 Cs. 400

A

4.2 B (2) (2)

E (2) (2) G (4) F (3) (2) (2)

C (4)

D (4)

F (1) G (3) (2) (2) H (2) (2)

Number of Gs required.

Each A requires 2 Bs Each B requires 2 Es = Each E requires 4 Gs = Each A requires 4 Cs. Each C requires 3 Gs = Total Gs required =

4 Es for each A 16 Gs for each A 12 Gs for each A 28 Gs for each A

32

4.3 Part A Lead time: 1 week Part B Lead time: 1 week Part C Lead time: 1 week Part D Lead time: 1 week Part E Lead time: 2 weeks

Week Planned order receipt Planned order release Planned order receipt Planned order release Planned order receipt Planned order release Planned order receipt Planned order release Planned order receipt Planned order release

1

2

3

200

200 200

200 200

200 200

200 200

4.4 Week Gross requirements Projected available Net requirements Planned order receipt Planned order release

40

1 20 20

4

2 15 5

50

33

3 15 40 10 50

4 20 20

5 200

4.5 Part A

Part B

Part C

Part D

Part E

Part F

Week Gross requirements Projected available Net requirements Planned order receipt Planned order release Gross requirements Projected available Net requirements Planned order receipt Planned order release Gross requirements Projected available Net requirements Planned order receipt Planned order release Gross requirements Projected available Net requirements Planned order receipt Planned order release Gross requirements Projected available Net requirements Planned order receipt Planned order release Gross requirements Projected available Net requirements Planned order receipt Planned order release

1

2

3

4

100 200 0 180 180

20

180 100 100 100 100 380 0 380 380 380 180 0 180 180 180 100 0 100 100 100

34

5 100 0 100 100

4.6 Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

1 20 30

3 35

4 25

10 0

2 65 100 45 0

10 0

0

100

0

85 15 100 0

1 30 50 30

2 25

3 10

4 10

5

45 5 50

35

4.7 Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

10

50

35

4.8 Part H Lead time 1 week

Part I Lead time 2 weeks

Part J Lead time 1 week

Part K Lead time 1 week

Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

1

2

3 60 0 60 60

4

5 80 0

60

80

120 120 0

160 0

0 160 160

80

80

0 70 70

160

320 400

400

80

480 400

400

80

36

0 80 80

80

4.9 Part Y Lead time 2 weeks Lot Size: 50 Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

Part Z Lead time 1 week Lot Size: 100 Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

Week 1

2

3

30

30

30

4 30

0

0

20 30 50

50

Week

20

1

2 100

3

4

20

20 80 100

20

20

100

37

4.10 Part A Lead time: 1 week

Part B Lead time: 1 week

Part C Lead time: 1 week

Part D Lead time: 1 week

Part E Lead time: 1 week

Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

1

2

3

4

5 100 0 100 100

100

200 100 100

100

0 100 100

0

100

100 0 100 100

0

0

0

0

0

100

300

300

0 300 300

100

100

38

0 100 100

Part F Lead time: 1 week

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

100 0 200

100

100

4

5

4.11 Part X Lead time: 1 week Lot size:20

Part Y Lead time: 2 weeks Lot size: 50

Part Z Lead time: 2 weeks Lot size: lot-for-lot

Part W Lead time: 1 week Lot size: 400

Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

10

1

2

3

15 20 15

10

15

5

10 10 20

20

30

30

60 50 20

10 0

15 15 15 20

20 60 20

10 40 50

10

50

0

0

90 90 0

40 0

0 40 40

350

350

40

50 0 400

39

350 50 400

350

4.12

Item Low-level code

A 0

B 2

C 1

D 2

E 1

F 0

4.13

Item Low-level code

A 0

B 0

C 3

D 1

E 2

F 2

G 2

H 3

J 3

2

3

4

5

4.14 LowLevel code

Week

Part A

0

Lead time: 1 week Lot-forlot

Part F

0

Lead time: 1 week Lot-forlot Part B

1

Lead time: 2 weeks Lot size: 300

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

1

60

70

0 60 60

0 70 70

60

70

100

100

60 200

40

200

140

0 100 100

70 140

70

70

Part C

1

Lead time: 2 weeks Lot-forlot

Part D

2

Lead time: 2 weeks Lot size: 300

Part E

2

Lead time: 3 weeks Lot size: 500

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

100

100 300 200

120 120

100

0

0 100 100

140 0 140 140

140

140

200

60

160 140 300

160

160

160

160

160

300

400

100

140

300

160

The low-level code for part D is 2. There is a planned order release of 300 for part D in week 1.

There are no planned order releases for part E. There is a planned order release of 100 for Part C in week 1 and 140 in week 2.

LowLevel code

Week Part A

0

Lead time: 1 week

1

Gross requirements Scheduled receipts Projected available Net requirements

20

20

2

3

20 20

80

41

4

5

100

50

0 80 80 50

0 50 50

4.15

2

Lot-forlot

Planned order receipt Planned order release

Part B

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

Lead time: 1 week Lot-forlot

Part C

1

Lead time: 2 weeks Lot-forlot

Part D

2

Lead time: 1 week Lot-forlot

80

210

100

220

10

0 90 90

300

90

80

160 0 160 160 160

42

80

50

0 80 80 50

0 50 50

190 200 10

10

10

Part E

2

Lead time: 1 week Lot-forlot

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

90 0 90 90 90

4.16 Lowlevel code

Week

Part A

0

Lead time: 1 week Lot-forlot

Part B

0

Lead time: 1 week Lot-forlot

1

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

2

3

4

5

100 0 100 100 100

50 0 50 50 50

43

Part C

2

Lead time: 1 week Lot-forlot

Part D

1

Lead time: 1 week Lot-forlot

Part E

3

Lead time: 1 week Lot size: 500

Part F

3

Lead time: 1 week Lot-forlot

Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

100 100 0

200

200

50

0 200 200 50

0 50 50

100 0 100 100 100

400 40 500 400 500

50

200

50

0 200 200 50

0 50 50

500

200

44

50

4.17 Initial MRP Week Gross requirements Scheduled receipts PAB Net requirements Planned order receipt Planned order release Revised MRP Week Gross requirements Scheduled receipts PAB Net requirements Planned order receipt Planned order release

1 50 100

50

1 50 100

50

2 125 200 125

3 100

2 125 200 125

3 150

25

−25 25

4 60 200 165

4 60 200 115

5 40 125

5 40 75

Possible actions include expediting the scheduled receipt in week 4 to week 3.

4.18 Initial MRP Week Gross requirements Scheduled receipts Projected available Net requirements Planned order receipt Planned order release

50

1 70 100 80

2 40

3 80

4 50

5 40

40

60 40 100 100

10

70 30 100

100

45

MRP record at the end of week one Week Gross requirements Scheduled receipts Projected available 50 Net requirements Planned order receipt Planned order release

2 40 10

3 110 100 0

100

4 50

5 40

6 50

50 50 100 100

10

60 40 100

4.19 System unit Lead time = 1 week Minimum order quantity = 500 Week 1 Gross Requirements 0 Scheduled Receipts 0 Proj. ending inv.

0 0 Net Requirements 0 Planned Receipts 0 Planned Order Releases 2500

2 2500 0 0 2500 2500 3000

3 3000 0 0 3000 3000 3000

4 3000 0 0 3000 3000 3000

5 3000 0 0 3000 3000 2000

6 2000 0 0 2000 2000 0

Speakers Lead time = 1 week Minimum order quantity = 5000 Week 1 Gross Requirements 0 Scheduled Receipts 5000 Proj. ending inv.

0 5000 Net Requirements 0 Planned Receipts 0 Planned Order Releases 0

2 5000 0 0 0 0 6000

3 6000 0 0 6000 6000 6000

4 6000 0 0 6000 6000 6000

5 6000 0 0 6000 6000 4000

6 4000 0 0 4000 4000

CD-ROM Drives Lead time = 4 weeks Minimum order quantity = 5000 Week 1 Gross Requirements 2500 Scheduled Receipts 0 Proj. ending inv. 11,500 9000 Net Requirements 0 Planned Receipts 0 Planned Order Releases 0

2 3000 0 6000 0 0 5000

3 3000 0 3000 0 0 0

4 3000 0 0 0 0 0

5 2000 0 3000 0 0 0

6 0 0 0 0 0 0

46

47

MULTIPLE CHOICE QUESTIONS 1.

In the diagram below the independent demand item is: X

1

a. b. c. d. e.

2

3

4

X 1 2 3 4

2.

_______ is a set of priority planning techniques for planning component items below the _________: a. Material requirements planning; end item level b. Master production scheduling; the market plan c. Production planning; end item level d. all of the above e. none of the above

3.

The objectives of material requirements planning are to: a. issue orders to purchasing and manufacturing b. keep priorities current c. determine requirements d. all of the above e. b and c above

4.

Which of the following is (are) elements in an MRP system? a. the computer b. bills of material c. inventory records d. all of the above e. none of the above

5.

A set of priority planning techniques for planning component items below the end item level is called: a. master scheduling b. material requirements planning c. capacity planning d. production control e. none of the above

48

6.

A major input to an MRP system is: a. the production plan b. the capacity plan c. shop-floor activity planning and control d. the master schedule e. none of the above

7.

The document that shows the component parts and the number of parts needed to make one of an assembly or subassembly is called: a. a route sheet b. a material requirements plan c. a bill of material d. a material requisition e. none of the above

8.

A product tree shows: a. the parts that go into making a product b. the subassemblies used in making the product c. the sequence in which parts go together d. all of the above e. none of the above

9.

Which of the following statements is best? a. a part number identifies one part only b. a part has one and only one part number c. the same part on different bills of material will have the same part number d. all of the above are true e. none of the above is true

10. Which of the following statements is best?

A

B D

a. b. c. d. e.

C E

item A is the parent of item B item D is on level 3 item A is a parent of item D all of the above are true none of the above is true

49

11. A multi-level bill of material: I. Reflects the way the product will be manufactured.

II. Is produced by the engineering department.

III. Is a parts list only and does not contain subassemblies. a. only I is true b. only II is true c. only III is true d. I and II are true e. I, II and III are true 12. A bill of material whose purpose is to simplify forecasting, master production scheduling and material requirements planning is called: a. a summarized parts list b. where-used bill c. planning bill d. structured bill e. multi-purpose bill 13. Which of the following statements is best? a. a where-used report is the same as a pegging report b. a where-used report shows all the components that go into assembly c. a pegging report shows all the parents for a component d. a where-used report shows only those parents for which there is an existing requirement e. pegging reports show only the parents for which there are requirements 14. The ability to relate the demand for an item shown on an MRP record back to the particular parent causing the demand is called: a. where-used b. relating c. pegging d. any one of the above e. none of the above

50

15. The lead time for each item is 1 week. If an order for 50 of A is to be delivered in week 5, in what week will there be a planned order RELEASE for item B? A B

D a. b. c. d. e.

C

E

5 4 3 2 1

16. Which statement is correct? a. planned order releases show when the order is needed b. when an order is released, it becomes a planned order c. scheduled receipts show when goods were put into inventory d. all of the above are correct e. none of the above is correct 17. Which statement is correct? a. a product tree shows the parts that go into making a product b. a part has one and only one part number c. net requirements = gross requirements – on-hand inventory – scheduled receipts d. all of the above are correct e. none of the above is correct 18. In material requirements planning the process of placing the exploded requirements in the proper time periods, based on the assembly lead times involved, is known as: a. exploding b. offsetting c. netting d. all of the above e. none of the above

51

19. Which statement is best? a. the planned order release of the parent generates the gross requirement of the component b. the planned order release of the parent becomes the net requirement of the component c. the planned order release of the component becomes the order receipt of the parent d. all of the above are true e. none of the above is true 20. Which of the following statements is best about released orders? a. a scheduled receipt is a released order b. an open order is a released order c. a planned order release is a not a released order d. all of the above are true e. none of the above are true 21. Which of the following is NOT true of an MRP record? a. the current time is the beginning of the first period b. the number of periods in the record is called the planning horizon c. an item is considered to be available at the end of the time bucket in which it is required d. the projected on-hand balance is for the end of the period e. the immediate or most current period is called the action bucket 22. In the following product trees the low level code of item D is: A

F

B

C

D

a. 0 b. 1 c. 2

D

G

E

d. e.

3 4

23. Which of the following statements is best? a. every item has more than one low-level code b. net requirements = gross requirements + on-hand + scheduled receipts c. each part has at least one part number, depending on where it is used d. all of the above are true e. none of the above is true

52

24. Given the following product tree, the parent of B is: A B

D a. b. c. d. e.

C

E

A B C D E

25. Given the following parents and components, how many Bs are required to make an X? Quantities are shown in brackets.

Parent X A Component A(2) B(2) B(1) D(1) a. b. c. d. e.

1 2 3 4 5

26. Which of the following are controlled by the materials planner? a. firm planned orders b. planned orders c. released orders d. exception messages e. all of the above

53

27.

B

A C

E

D

F

C

G

The lead time for each item is 2 weeks. If an order for 100 of A is to be delivered in week 6, in what week will there be a planned order RELEASE for item B? a. 5 b. 4 c. 3 d. 2 e. 1

Use the following MRP record and your calculations to answer the following two questions.

The component has an order quantity of 100, a safety stock of ten, and a lead time of one period. Complete the following MRP record.

Week 1 2 Gross requirements 25 80 Scheduled receipts 100 Projected available 30 Net requirements Planned order receipt Planned order release

3 20

4 80

28. Complete the above MRP record. Which of the following statements is correct? a. a planned order for 50 should be released in period two b. the projected available in period three is 55 c. the projected available in period three is five d. the net requirement in period two is 20 e. the net requirement in period three is ten 29. The net requirement in period three is: a. 0 b. 5 c. 10 d. 15

54

30. Which of the following statements is best regarding part numbering systems? a. significant part numbering systems are difficult to maintain b. it is easier to remember numbers than letters c. a random number is an identifier not a descriptor d. all of the above are true 31. Which of the following is elapsed time from recognition of a need until the time that need is satisfied? a. Production time b. Lead time c. Cycle time d. Schedule 32. Which of the following comes directly from external customers? a. Dependent demand b. Independent demand c. Bill of materials d. Order quantity 33. Service parts experience which of the following types of demand? a. Independent b. Dependent c. Independent and Dependent d. None of the above 34. In material requirements planning, the process of placing the exploded requirements in the proper time periods, based on the assembly lead times involved, is known as: a. scheduling b. offsetting c. netting d. all of the above e. none of the above 35. A bill of material for an item must change: a. when a component changes b. when there is a change in the use of the item c. when the item is used in another parent d. never e. if the item is fully interchangeable

55

36. Three inputs to the MRP process are: a. production activity control, purchasing, and the production plan b. inventory status, the master production schedule, and the product structure c. the master production schedule, inventory status, and the capacity requirements plan d. the product structure, production activity control, and inventory status e. the product structure, production activity control, and the master production schedule 37. Which of the following statements is true?

I. Firm planned orders are planned orders frozen by the planner.

II. Released orders are planned orders that have been released by the computer.

III. The planner should not release an order unless satisfied the order can be carried out. a. I and II only b. I and III only c. II and III only d. I, II, and III e. none of the statements is true 38. Given the following product tree, how many product structure relationships are there? a. 1 b. 2 c. 3 d. 4 e. 5 39. The document that shows the component parts and the number of parts needed to make one of an assembly or subassembly is called: a. a route sheet b. a material requirements plan c. a bill of material d. a material requisition e. none of the above

56

40. In the product structure diagram below item X has _______________ demand and item 2 has _______________ demand.

A

B D (2)

a. b. c. d. e.

C D

E

dependent, dependent dependent, independent independent, independent independent, dependent none of the above answers are correct

The following two questions use the information in this MRP record. The lead time is 3 weeks.

Week 1 2 3 Gross requirements 60 50 60 Scheduled receipts 100 Projected available 40 90 30 Net requirements Planned order receipt Planned order release 100

4 70

5 20 40

41. The projected available to be shown in week three is: a. b. c. d. e.

0 75 125 175 none of the above

X

1

2

42. The net requirement for week four is: a. 25 b. 50 c. 75 d. 200 e. any of the above

57

3

4

43. The beginning projected available is: a. 10 b. 40 c. 60 d. 100 e. cannot be determined from the data 44. Which of the following statements is best? a. the same part on different bills of material has different part numbers b. a part number identifies one part only c. a significant part numbering system should always be used d. all of the above are true e. none of the above are true

Answers.

1 a 2 a 10 a 11 a 19 a 20 d 28 b 29 d

3 d 12 c 21 c 30 d

4 d 13 e 22 c 31 b

5 b 14 c 23 e 32 b

6 15 24 33

d c a c

7 c 16 e 25 e 34 b

8 d 17 d 26 a 35 a

37 b

39 c

40 d

41 a

42 c

43 e

44 b

38 e

58

9 d 18 b 27 a 36 e

CAPACITY MANAGEMENT CHAPTER 5 ANSWERS TO PROBLEMS 5.1

Weekly available time=

3  16  5 =

5.2

Hours actually worked

=

5.3

Rated capacity

=

240  .75  1.20

5.4

Rated capacity

=

7  16  5  .8  1.10 =

492.8 standard hours

5.5

Rated capacity

=

4  8  5  ..8  0.9

115.2 standard hours

5.6

Demonstrated capacity

5.7

Measured capacity

=

5.8

Utilization Efficiency

72  80 = 90% 75  72 = 104.2%

5.9

Time available = 3  40  4 Utilization = 355  480 Efficiency = 475  355 Demonstrated Capacity =

= =

=

240 hours

240  .75

= =

180 216 standard hours

=

50 + 45 + 42 + 52 4 1050  11

=

= 480 hours = 74% = 134% 475  4 =

=

47.25 hours per week

95.5 hours per week

118.8 standard hours per

week 5.10

5.11

5.12

Available hours = 5 x 16 x 5 x 50 = 20,000 Hours actually worked = 16,000 Standard hours produced = 15,200 Utilization = 16,000  12,000 = 80% Efficiency = 15,200  16,000 = 95% Demonstrated (measured) capacity = 15,200  50 = Time required =

1.3 + 0.3  200

Actual hours =

standard hours (efficiency) (utilization)

Time required = Actual hours =

2.0 + (0.3  500) = 152 = 1.1  .85

=

59

304 standard hours

61.3 standard hours =

61.3 = 1.3  .70

152 standard hours 162.56 hours

67.36 hours

5.13 Order quality Release orders 120 340 Planned orders 560 780

Setup time (hours)

Run time (hours/piece)

Total time (hours)

300

1.00

0.10

31.00

200

2.50

0.30

62.50

300

3.00

0.25

78.00

500

2.00

0.15

77.00

Total time (standard hours)

248.50

5.14 Order quality Release orders 125 345 Planned orders 565 785

Setup time (hours)

Run time (hours/piece)

Total time (hours)

200

0.5

0.1

20.5

70

0.75

0.05

4.25

80

1.00

0.25

21.00

35

1.50

0.15

6.75

Total time (standard hours)

5.15

52.50

Open orders for parts

Planned orders for parts

Week

1

2

3

1

2

3

123

12

8

5

0

5

10

456

15

5

5

0

10

15

Lead report Week Released load Planned load Total load

123 456 123 456

1 38 18 0 0 56

2 26 8 17 13 64

3 17 8 32 18 75

60

5.16 Week

18

19

20

21

Total

Released load

160

155

100

70

485

Planned load

0

0

70

80

150

Total load

160

155

170

150

635

Rated capacity

150

150

150

150

600

(over)/under

-10

−5

−20

0

−35

5.17

10

Operation time (days) 111 2

20

130

30

155

Operation number

Work center

Queue time (days)

Arrival date

Finish date

4

126

131

4

5

134

142

1

2

145

147

Stores

150

5.18

10

Operation time (days) 110 3

20

120 130

Operation number

30

Work center

Queue time (days)

Arrival date

Finish date

2

176

182

5

3

185

190

3

2

193

197

Stores

200

61

MULTIPLE CHOICE QUESTIONS

1.

__________ is responsible for determining the capacity required and with methods of making the capacity available. a. Production planning b. Master production scheduling c. Production activity control d. Capacity planning e. Material requirements planning

2.

__________ is responsible for capacity planning at the master production schedule level and _____ at the material requirements planning level: I. Resource planning.

II. Rough-cut capacity planning.

III. Capacity requirements planning. a. I and II b. I and III c. II and III d. none of the above

3.

Available capacity in production planning is: a. the amount of inventory that can be held in a warehouse b. the quantity of work that can be performed in a given period of time c. a measure of the ability of a plant to consume raw materials d. all of the above e. none of the above

4.

________ are generated by the priority planning system and involve the translation of the priorities, generally given in units of product or some common unit, into hours of work required at each work center in each time period: a. Capacity requirements b. Capacity bills c. Work center reports d. all of the above e. none of the above

5.

Rated capacity is calculated taking into account work center ________ and ________ .

I. historical data II. utilization III. efficiency a. I and II b. I and III c. II and III d. none of the above

62

6.

A work center consists of 2 machines working 8 hours a day and 5 days a week.

Historically, utilization has been 80% and the efficiency 90%. The effective capacity, to the nearest hour, would be: a. 80 hours b. 40 hours c. 30 hours d. 50 hours e. 58 hours

7.

The available capacity will be influenced by: I. Product specification.

II. Product mix.

III. Work effort.

IV. Units of measurement a. I, II and III only b. I, II and IV only c. II, III and IV only d. III only e. IV only

8.

The percentage of time the work center is active compared to the available time is called: a. efficiency b. effectiveness c. utilization d. Murphy's factor e. up-time

9.

The ratio of standard hours of work produced to hours actually worked is called: a. efficiency b. effectiveness c. utilization d. Murphy's factor e. up-time

10. (Available time)  (utilization)  (efficiency) is called: a. effectiveness b. useful capacity c. demonstrated capacity d. rated capacity e. work time

63

11. Which of the following is NOT an input needed in capacity requirements planning? a. open shop orders b. planned order releases c. routings d. time standards e. rough-cut capacity

12. Information on the standard times for an operation will be found in: a. the work center file b. the routing file c. the master file d. the product file e. the production file 13. Which of the following is the best statement? a. open shop orders appear as scheduled receipts in the MRP b. information on queue and wait time can be obtained from the work center file c. the Gregorian calendar is suitable for production planning d. a and b are true e. b and c are true 14. A ________ shows the capacity required at each work center based on planned and released orders for each time period of the plan. a. work center profile b. load profile c. scheduled order profile d. work-to-be-done report e. work center file 15. One hundred units of part A are to be processed on a work center. The setup time is 2 hours and the run time per piece is 10 minutes. The total standard time will be: a. 2 hours 10 minutes b. 3 hours 40 minutes c. 10 minutes d. 1000 minutes e. 1120 minutes 16. In the short run, capacity can be altered by any of the following EXCEPT: a. scheduling overtime b. selecting alternate routings c. reallocating the work force d. purchasing new equipment e. subcontracting out

64

17. A report that shows the future capacity requirements based on released and planned orders for each time period of the plan is called: a. load report b. capacity report c. order report d. dispatch list e. none of the above 18. Over the previous three weeks a work center produced 36, 43, and 35 standard hours of work. What is the measured capacity? a. 114 standard hours b. 36 standard hours c. 38 standard hours d. 43 standard hours e. cannot be determined with this data 19. A work center was available for work 80 hours, produced 74 standard hours of work and actually worked 67 hours. What is the efficiency of the work center? a. 92.5% b. 110.4% c. 108.1% d. 119.4% 20. In one week a work center produced 130 standard hours of work. The actual hours worked was 114. The efficiency is: a. 80.8% b. 87.7% c. 92.3% d. 114.0% 21. Determining the need for labor, machines, and resources to meet the production objectives of the firm is called: a. production control b. sales and operations planning c. capacity planning d. all of the above 22. (Available time)  (utilization)  (efficiency) is called: a. effectiveness b. useful capacity c. demonstrated capacity d. rated capacity e. work time

65

23. In one week a work center produces 130 standard hours of work. The hours scheduled are 120, and 105 hours are actually worked. The utilization is: a. 80.8% b. 87.5% c. 92.3% d. 108.3% e. 123.8%

Answers.

1 d 2 c 10 d 11 e 19 b 20 d

3 b 12 b 21 c

4 a 13 d 22 d

5 c 14 b 23 b

6 e 15 e

66

7 a 16 d

8 c 17 a

9 a 18 c

PRODUCTION ACTIVITY CONTROL CHAPTER 6 ANSWERS TO PROBLEMS 6.1

Required capacity = 3.5 + 0.233  600 = 143.3 standard hours

6.2

Queue at work center A = Work center A operation time = Wait time Move time from A to B Queue at work center B = Work center B operation time = Wait time Move time from B to stores Total manufacturing lead time

25  60 50 + 100  5 35  60 60 + 100  5

= = = = = = = = = =

1500 minutes 550 minutes 300 minutes 40 minutes 2100 minutes 560 minutes 300 minutes 180 minutes 5530 minutes 92 hours and 10 minutes

6.3

(100 x 5 +100 x 5)  5530 = 18.08% Note that setup time is not included as actual running time

6.4

Queue at work center A = Work center A operation time = Wait time at A Move time from A to B Queue at work center B = Work center B operation time = Wait time at B Move time from B to stores Total manufacturing lead time

6.5

(295 + 230)  6165 =

40  60 45 + 50  5 35  60 30 + 50  4

8.5%

67

= = = = = = = = = =

2400 minutes 295 minutes 480 minutes 60 minutes 2100 minutes 230 minutes 480 minutes 120 minutes 6165 minutes 102 hours and 45 minutes

6.6 Commented [LMC1]: Editor, can you please delete the above line. I’m not sure if it has been deleted or not. Thanks.

OP. 20

OP. 10

PART B

Sub A PART C

OP. 10

OP. 20 SKY3 PART D

170

175

180

OP. 10 OP. 20

185

190

195

200

WORKING DAYS

6.7

Commented [LMC2]: Editor can you please delete these three lines. I’m not sure if they are being deleted or not.

PART C SUBASSY A PART D

FINAL

OP. `10

PART B

OP.

OP.

20

30

ASSY `

TOOLING

90

95

100

105

110

115

120

DAYS

68

125

130

6.8

Q Q1 Q2

= = =

100 units 60 units 40 units

SUA RunA SUB RunB Transit time

= = = = =

a.

MLT for A = Transit time MLT for B = Total MLT

b.

MLT for A (Q1)= 50 + 9  60 Transit time MLT for B (Q) = 30 + 6  100 Total MLT Saving in MLT by overlapping

50 minutes 9 minutes per piece 30 minutes 6 minutes per piece 20 minutes

50 + 9  100 = = 30 + 6  100 = =

950 20 630 1600

= = = = =

minutes minutes minutes minutes

590 minutes 20 630 1240 minutes 1600 – 1240 = 360 minutes

Instructor's note. Ask the students to prove that Q2 will arrive at operation B shortly before Q1 runs out.

6.9

MLT before overlapping.

Work centre 10: 50 + 200  5 Transit time Work centre 20: 100 + 200  7 Total MLT

MLT after overlapping.

Work centre 10: 50 + 75  5 Transit time Work centre 20: 100 + 200  7 Total MLT Saving in MLT MLT = 50 + 9  100 MLT = 50 + 9  50 Saving in lead time

= = = = =

1050 minutes 30 minutes 1500 minutes 2580 minutes 43 hours

= = = = = =

425 minutes 30 minutes 1500 minutes 1955 minutes 32 hours and 35 minutes 10 hours and 25 minutes

6.10

a. b. c.

= = =

950 minutes 500 minutes 450 minutes

6.11

MLT = 50 + 50 + 50  9 = Reduction in MLT =

550 minutes 400 minutes

6.12

MLT before splitting MLT after splitting =

= 460 + 50  3

6.13

240 + 240 + (50  3)

= 630 minutes 69

460 + 100  3 = = 390 minutes

540 minutes

Lead time increases by 90 minutes.

MLT increases.

70

6.14 Period

1

2

3

4

Total

Planned input

35

38

36

39

148

Actual input

33

33

31

40

137

Cumulative variance

−2

−7

−12

−11

Planned output

40

40

40

40

160

Actual output

38

35

40

38

151

Cumulative variance

−2

−7

−7

−9

Planned backlog

32

27

25

21

20

Actual backlog

32

27

25

16

18

Period

1

2

3

4

5

Total

Planned input

78

78

78

78

78

390

Actual input

84

80

78

82

85

404

Cumulative variance

6

8

8

12

14

Planned output

80

80

80

80

80

400

Actual output

85

83

76

82

84

410

Cumulative variance

5

8

4

6

10

6.15

Planned backlog

45

43

41

39

37

35

Actual backlog

45

44

41

43

43

39

71

6.16 Job

A

Process Arrival time date (days) 5 123

Due date 142

Operation Sequencing rule due FCFS EDD ODD SPT date 132 1 2 3 3

B

2

124

144

131

2

3

2

1

C

3

131

140

129

3

1

1

2

4

4

4

4

D 6 132 146 135 Jobs A & B will be on time, and Job C will be late.

6.17 Job

A

6.18

Work center 10 Start Stop day day 1 7

Work center 20 Start Stop day day 8 10

C

8

16

17

20

B

17

21

22

23

Critical Ratio

=

Lead time Order Due date remaining A 89 10 B 95 25 C 100 20 Sequence to run in: B, A, C.

Actual time remaining Lead time remaining Actual time remaining 14 20 25

72

CR 1.4 0.8 1.25

MULTIPLE CHOICE QUESTIONS 1.

________ is concerned with very short-term detailed planning of the flow of orders through manufacturing: a. Production planning b. Master production scheduling c. MRP d. Production activity control e. Master planning

2.

Planning the flow of work requires production activity control to: I. Be sure the material needed is available.

II. Be sure the tooling needed is available.

III. Schedule the start and stop dates at each work center.

IV. Advise the plant supervisor of future orders. a. all of the above b. I, II and III c. I, II and IV d. II, III and IV e. I, III and IV

3.

The activities of production activity control can be classified as: I. Planning.

II. Implementation.

III. Control.

IV. Process control. a. I, II and III b. I, II and IV c. II, III and IV d. I, III and IV e. all of the above

4.

Work authorization can be classified under the function of: a. planning b. scheduling c. implementation d. load leveling e. control

73

5.

Which of the following are characteristics of intermittent manufacturing?

I. Work centers are arranged according to the routing.

II. Work centers are dedicated to producing a limited range of similar products.

III. Work flow through the shop is not constant.

IV. Throughput times are generally high. a. I and II b. I and III c. I and IV d. II and III e. III and IV

6.

Which of the following files is used by PAC for planning?

I. Shop order master file.

II. Shop order detail file.

III. Item master file.

IV. Routing file. a. all of the above will be used for planning b. I and II c. I and III d. II and III e. III and IV

7.

Which of the following files will contain information on manufacturing lead time and quantity on hand? a. item master b. bill of material c. work center file d. shop order detail file e. industrial engineer's file

8.

The ____ shows the total standard time required to produce one end product in each work centre required for its manufacture: a. work center bill b. routing file c. capacity bill d. bill of material e. none of the above

9.

Which file contains information on the efficiency and utilization of a work center? a. efficiency file b. utilization file c. routing file d. work center file e. either a or b

74

10. A shop order for 1000 pieces is to be processed on work station 123. The setup time is 4 hours and the run time per piece is .08 hours. What is the required capacity on this work center in standard hours? a. 4.08 b. 0.08 c. 80 d. 84 e. 4000

11. All of the following are elements of manufacturing lead time EXCEPT: a. design time b. setup time c. run time d. wait time e. move time 12. Which of the following statements is best? a. the largest element of manufacturing lead time is queue b. the larger the load, the longer the queue c. if queue is reduced, the lead time and work in process will be reduced d. all of the above are true e. none of the above is true 13. A scheduling system in which the last operation on a routing is scheduled first and for completion on the due date is called: a. forward scheduling b. backward scheduling c. infinite scheduling d. finite scheduling e. none of the above 14. A scheduling system that assumes the required capacity will always be available is called: a. forward scheduling b. backward scheduling c. infinite scheduling d. finite scheduling e. none of the above 15. Which of the following statements is best? a. implementation is achieved by issuing a shop order to manufacturing b. engineering drawings, bills of material and routings may be included in a shop packet c. the dispatch list is the instrument of priority control d. all of the above are true e. none of the above is true

75

16. Which of the following are methods of reducing manufacturing lead time?

I. Subcontracting.

II. Forward scheduling.

III. Operation overlapping.

IV. Operation splitting. a. all of the above b. I and II c. II and III d. II and III e. III and IV 17. Operation overlapping means: a. the same job running on two machines at the same time b. using alternate routings c. moving work to the next operation as a group of pieces is completed d. running two or more jobs at the same time e. locating work centers close together to reduce materials handling 18. Which of the following statements is best? a. a bottleneck (capacity constraint resource) will control the throughput of all products processed by it b. a time buffer should be established before a CCR c. work centers feeding a CCR should work at full capacity d. a and b are true e. b and c are true 19. Which of the following statements is true?

I. Throughput is the total volume of production passing through a facility.

II. Throughput is controlled by the total capacity of a system.

III. Work centers feeding bottlenecks should be 100% utilized. a. I only is true b. I and II only are true c. II and III only are true d. II only is true e. III only is true 20. Which of the following statements is best? a. using a non-bottleneck 100% of the time produces 100% utilization b. time saved at a non-bottleneck saves nothing c. the capacity of a system depends on the capacity of the bottleneck d. a and b only are true e. b and c only are true

76

21. Which of the following is NOT a principle of managing bottlenecks? a. a time buffer should be established after each bottleneck b. the rate of material fed to a bottleneck should be controlled c. do anything to increase the capacity of a bottleneck d. use alternate routings e. change the schedule 22. If the previous backlog was 20 units, the planned input was 25 units and the planned output was 30 units the planned backlog would be: a. 5 units b. 10 units c. 15 units d. 20 units e. 25 units 23. The following information is to be used in this and the next question. For the last week a work center had a planned input of 40 standard hours and an actual input of 36 standard hours. The planned output was 40, the actual output 42 standard hours and the beginning backlog was 30 hours. The cumulative input variance was: a. 0 b. –2 c. +2 d. –4 e. +4 24. The planned backlog was: a. 30 b. 36 c. 40 d. 42 e. 66 25. Which of the following dispatching rules ignore due dates? a. first come, first served b. earliest operation due date c. shortest processing time d. a and b above both ignore due dates e. a and c above both ignore due dates

77

26. Given the following information, which sequence will the orders be run in?

a. b. c. d. e.

ORDER A B C ABC BCA ACB CBA BAC

CRITICAL RATIO 1.5 1.0 0.7

27. If today is manufacturing day 100 and an order has a due date of 120 and a lead time remaining of 25 days, the critical ratio would be: a. 0.8 b. 1.2 c. 1.25 d. 0.25 e. 0.2 28. In a drum-buffer-rope scheduling system, the "drum" represents which of the following? a. a drum of jobs to be selected b. the master schedule for the operation c. a safety stock of material d. the constraint against too much being loaded into the master schedule 29. Which of the following is concerned with very short-term detailed planning of the flow of orders through manufacturing? a. sales and operations planning b. master production scheduling c. MRP d. production activity control 30. A scheduling system that assumes the required capacity will NOT always be available is called: A. forward scheduling B. backward scheduling C. infinite scheduling D. finite scheduling

78

31. An order for 100 of a product is processed on work center 123. The setup time is 60 minutes and the run time is 5 minutes per piece. If the order is run on two machines in the work center, and the setups are made simultaneously, the elapsed time will be: a. 560 minutes b. 500 minutes c. 250 minutes d. 310 minutes 32. The selection and sequencing of available jobs to be run at individual work stations and the assignment of these jobs to workers is called: a. dispatching b. scheduling c. priority management d. production control 33. Given the following data, which job(s) will be late if the shortest process time sequencing rule is used?

Today is day 100.

Job Process Due Time Date A 4 104 B 1 106 C 5 109 a. all jobs will be on time b. A and B will be late c. A and C will be late d. B and C will be late 34. Operation overlapping means: a. the same job running on two machines at the same time b. using alternate routings c. moving work to the next operation as a group of pieces is completed d. running two or more jobs at the same time on the same machine e. locating work centers close together to reduce materials handling 35. Priority rules should be which of the following?

I. Simple to use.

II. Clear to users so they can understand them.

III. Followed without question.

IV. Consistent with the objectives of the planning system. a. all the above b. I, II, and III only c. I, II, and IV only d. II, III, and IV only e. none of the above

79

Answers.

1 d 2 b 10 d 11 a 19 a 20 e 28 b 29 d

3 a 12 d 21 a 30 d

4 c 13 b 22 c 31 d

5 e 14 c 23 e 32 a

6 15 24 33

80

e d a c

7 a 16 e 25 e 34 e

8 c 17 c 26 d 35 a

9 d 18 d 27 a

PURCHASING CHAPTER 7 ANSWERS TO PROBLEMS 7.1 Profit would increase from 10% of sales to 12% of sales. This would represent a 20% increase in profits.

7.2

Factor

Weight

Supplier

7.3

Rating of Suppliers A B

Ranking of Suppliers A B

Function

7

6

9

42

Cost

5

9

6

45

30

Technical 4 Credit terms 1 RANKING

5 7

7 4

20 7 129

28 4 120

=

$5.50

Fixed cost = Variable cost = Unit (average) cost =

$50,000 $5.00 per unit 50,000 + 5.00 100,000

63

Price looks high with a profit of $4.50 per unit and there should be some room to negotiate.

81

MULTIPLE CHOICE QUESTIONS 1.

Which of the following is an objective of purchasing?

I. Obtain goods and services of the required specification and quality.

II. Obtain goods and services at the lowest cost.

III. Be sure the best possible service and delivery are provided by the supplier. a. I only b. II only c. III only d. IV only e. all are objectives of purchasing.

2.

Which of the following is NOT a step in the purchasing cycle? a. receipt and analysis of purchase requisition b. selection of vendor c. make up the specification for the product d. issue a purchase order e. receive and accept the goods.

3.

Purchasing departments usually have the responsibility and authority to: a. legally commit the company to a contract b. satisfy the needs of the user department c. determine price and source d. all of the above e. none of the above.

4.

______ originates with the department or person who will be the ultimate user: a. A purchase requisition b. A purchase order c. Vendor selection d. any of the above e. none of the above.

5.

The decision on what is the "best buy" involves consideration of: a. functional requirements b. price c. quantity required d. all of the above e. none of the above.

6.

____________ is concerned with the end use of the item and what it is expected to do: a. Quantity required b. Functional specification c. Production department d. all of the above e. none of the above.

82

7.

Which of the following is NOT a phase in providing user satisfaction?

I. Quality and production planning.

II. Quality and product design.

III. Quality and manufacturing.

IV. Quality and use. a. all the above are phases in providing user satisfaction b. I only c. II only d. III only e. IV only.

8.

Functional specifications set out: a. how the product is to work b. the purpose for which the product is required c. all those aspects or characteristics of a product that are determined by its final use d. none of the above.

9.

From the buyer's point of view the best quality is: a. the most expensive b. the least expensive c. that which is best adapted to a particular use d. that which technically does the best job e. none of the above.

10. Which of the following statements is best in describing quality by specification? a. standard specifications are set by government and non-government agencies b. specifications are usually more costly to develop than using a brand c. specifications tend to ensure more equitable competition d. all of the above are true e. none of the above are true.

11. Which of the following applies to standard products? a. their prices are comparatively stable b. they are quoted on the basis of list price less discounts c. they are purchased ONLY after firm quotations d. only a and b above apply e. all of the above apply.

12. Products should be specified by brand because: a. price levels of brand items are low b. the number of potential suppliers is restricted c. it is difficult to develop accurate specifications for an item d. all of the above e. a and b above.

83

13. In which of the following situations would a company probably specify by brand? a. when buying small quantities b. when the item to be bought is patented c. when the item to be bought is made to an industry standard d. a and b above e. b and c above.

14. Which of the following is FALSE regarding description of a product by specification? a. allows purchase from a number of sources b. developing specifications is an inexpensive process c. the minimum specifications set by the buyer are likely to become the maximum furnished by the supplier d. all the above e. b and c above.

15. Which of the following is an advantage of specifying by company-developed specification? a. the cost of establishing specifications is low b. it is always possible to draw up specifications for any product c. unless a performance specification is used, the buyer takes responsibility for performance d. all of the above are advantages e. none of the above is an advantage.

16. Which of the following is the most important responsibility of a purchasing officer? a. getting the best price b. getting the best quality c. selecting the best source d. ensuring goods are delivered on time e. none of the above.

17. Which of the following is NOT a factor to consider when selecting a supplier? a. technical ability b. manufacturing capability c. reliability d. price e. political affiliation.

18. Buyers should realize that when they make a continuing purchase they buy more than the vendor's product. They also buy the supplier's: a. managerial capabilities b. procurement capabilities c. production capabilities d. technical capabilities e. all the above.

84

19. Which of the following will help a purchasing officer select potential sources of supply? a. trade journals b. purchasing department's own records c. advertising d. all the above e. none of the above.

20. Supplier goodwill is necessary because: a. the buyer can expect price concessions b. the buyer can expect presents from the vendor c. the buyer and vendor depend upon each other for communication and problem solving d. all of the above e. none of the above.

21. When using the "ranking method" of evaluating suppliers: a. each supplier is ranked for overall suitability b. important factors are selected and assigned a "weight" c. suppliers are rated against each factor d. weight and rating of each supplier is multiplied for each factor and the total taken as the ranking of the supplier e. all the above are used.

22. Which of the following is (are) a qualification(s) of a good supplier? a. has adequate plant and facilities b. has a sound financial position c. has reasonable prices d. all the above are qualifications of a good supplier e. none of the above is a qualification of a good supplier.

23. Vendors' costs are important to a purchasing agent because: a. they help in estimating a fair price b. they help in negotiating a fair price c. cost determines market price d. a vendor is entitled to a profit just because he is in business e. a and b above.

24. Special items will generally be purchased on the basis of a quotation. The purchasing agent will select on the basis of: a. the lowest price b. the most reliable bidder c. the preference of the department that will use the item d. consideration of all the above e. none of the above.

85

25. In comparing prices, which of the following factors should be considered? a. base price b. F.O.B. point c. installation and tooling costs d. all the above should be considered e. none of the above should be considered.

26. A fair price is: a. the lowest price b. the lowest price that ensures a constant supply of the quality and allows the seller to make a profit c. a competitive price d. all the above e. b and c above.

27. Which of the following is a function of supplier scheduling and follow-up? a. selecting suppliers b. establishing specifications c. releasing orders d. price determination e. negotiation.

28. Which of the following statements is true about planner/buyers?

I. Planner/buyers handle more components than planners do.

II. Planner/buyers issue material releases to suppliers.

III. Planner/buyers establish supplier delivery priorities.

IV. Planner/buyers negotiate prices with suppliers. a. I and II are true b. II and III are true c. III and IV are true d. I, II, and III are true e. II, III, and IV are true.

29. Which of the following statements is true? a. in contract buying, price and delivery are negotiated each time an order is released. b. contract buying assures suppliers they have a given amount of business and commits them to allocating that amount of their capacity to the customer c. contract buying is useful for short term purchases d. EDI does not eliminate much of the paper work associated with buying e. none of the above is true.

86

30. Intranet stands for... a. a net that includes all who are connected to it. b. an external net that can be used by all people c. an internal net normally used within the boundaries of the company d. an net shared by two or more companies e. none of the above 31. Which of the following is not an objective of the Purchasing Department? a. Ensuring the best possible service and prompt delivery by the supplier. b. Developing good supplier relations. c. Issuing a regular quantity of purchase orders. d. Selecting products that reduce the impact on the environment. e. Obtaing goods and services at the lowest cost.

32. If the fixed cost to produce an item is $500, labor is $2.00 per unit and materials are $2.50 per unit; then the unit cost for an order of 1,000 would be: a. $6.50 b. $5,000 c. $5.00 d. $504.50 e. More information is needed to solve this problem.

33. A price that is competitive and allows the seller to make a profit is considered to be a price that is: a. Optimal. b. Fair. c. An incentive. d. The final price. e. The lowest price.

34. Which of the 3R’s has the most positive impact on the environment? a. Reduce. b. Reuse. c. Recycle. d. All of the above have equal impact.

35. Which of the following departments is most likely to be familiar with knowledge of waste products, the legislation governing their handling and other uses in the company. a. Purchasing. b. Maintenance. c. Engineering. d. Direct Customer Sales. e. Human Resources 36. A Purchasing Agent, wishing to dispose of waste plastic from one of their processes should first contact:

87

a. b. c. d. e.

Plant Maintenance.

A buyer of waste materials.

Local Government regulators.

The supplier.

The customer who buys the products.

37. After the supplier’s invoice is received which document(s) are needed to approve payment? a. The approved budget and the purchase order. b. The purchase order and the receiving report. c. The purchase order and the invoice. d. The bill of lading and the receiving report. e. Approval can be made from the purchase order.

38. Verifying shipments for quantity and having no damage is the responsibility of: a. The quality department. b. The purchasing department. c. Accounts payable. d. The receiving department. e. The shipping department.

Answers.

1 e 2 c 9 c 10 d 17 e 18 e 25 d 26 e 33 b 34 a

3 d 11 d 19 d 27 c 35 a

4 a 12 c 20 c 28 b 36 d

5 d 13 d 21 e 29 b 37 b

6 14 22 30 38

88

b b d c d

7 a 15 e 23 e 31 c

8 c 16 c 24 d 32 c

FORECASTING CHAPTER 8 ANSWERS TO PROBLEMS 8.1

Forecast for month 4

=

255 + 219 + 231 3

=

235

Forecast for month 5

=

219 + 231 + 228 3

=

226

8.2

1

Actual demand 60

2

70

3

40

4

50

57

5

70

53

6

65

53

Month

7

Forecast

62

8.3

1

Actual demand 102

2

91

3

95

4

105

96

5

94

97

6

100

98

7

106

100

8

95

100

9

105

100

10

98

102

Month

11

Forecast

99

89

8.4

Forecast for February

8.5

Forecast

=

= (.15)(135) + (.85)(122) =

(.25)(83) + (.75)(100) =

95.75 = 96

8.6

1

Actual demand 260

Forecast demand 250

2

230

248

3

225

244

4

245

240

5

250

241

Month

6

243

8.7

1

Actual demand 102

2

91

3

95

96

4

105

96

5

94

99

6

100

96

7

106

98

8

95

101

9

105

98

10

98

101

Month

11

Forecast

99

The two forecasts for month 11 are the same (both are 99).

90

123.95 = 124

8.8

1

Actual demand 103

2

112

101

3

113

104

4

120

106

5

128

110

6

131

115

7

140

119

8

142

124

Week

9

Forecast 100

129 140  175 =

8.9

Seasonal index =

8.10

Average quarterly demand = Forecast for first quarter =

8.11

.80

200 200  0.8 =

160

Average month’s demand = 1800  12 = 150 January seasonal index = 80  150 = 0.53 January forecast = 0.53  2000  12 = 88

91

8.12 Month

Average demand

Seasonal index

January

30

0.28

February

50

0.46

March

85

0.78

April

110

1.01

May

125

1.15

June

245

2.25

July

255

2.34

August

135

1.24

September

100

0.92

October

90

0.83

November

50

0.46

December

30

0.28

Total

1305

Month

Seasonal index

Forecast

January

0.28

47

February

0.46

77

March

0.78

130

April

1.01

168

May

1.15

192

June

2.25

375

July

2.34

390

August

1.24

207

September

0.92

153

October

0.83

138

November

0.46

77

December

0.28

47

8.13

92

8.14

Deseasonalized April demand

1440  2.5 = 576 units

=

8.15 Quarter 1

Actual Seasonal Depersonalized demand index demand 130 0.62 210

2

170

1.04

163

3

375

1.82

206

4

90

0.52

173

Total

765

a. Deseasonalized last month's demand = 180  1.2 = 150 b. Deseasonalized forecast for next month = alpha (last period’s deseasonalized demand) + (1 – alpha) (last period’s deseasonalized forecast) = .3 (150) + (1 – 0.3) (100) = 115 8.16

c. Forecast of seasonal demand

=

8.17 Forecast Average Seasonal Demand Month Past Index Next Demand Year December 300 1.14 342.

January

400

1.52

456

February

220

0.83

249

March

130

0.50

150

Total

1050

Period

Forecast

1

110

Actual demand 85

Absolute deviation 25

2

110

105

5

3

110

120

10

4

110

100

10

5

110

90

20

Total

550

8.18

70

93

0.8 x 115

=

92

MAD = 14

94

8.19

100

Actual demand 105

Absolute deviation 5

2

105

95

10

3

110

90

20

4

115

130

15

5

120

100

20

6

125

120

5

Total

675

650

75

Period

Forecast

1

MAD = 12.5

8.20 Period Forecast Actual Deviation

Cumulative Tracking deviation signal 10 0.67

1

100

110

10

2

105

90

−15

−5

−0.33

3

110

85

−25

−30

−2.00

4

115

110

−5

−35

−2.33

5

120

105

−15

−50

−3.33

6

125

95

−30

− 80

−5.33

Period 6.

Yes. From period 2 on, all tracking signals are negative and increasingly so. This indicates demand is falling short of forecast.

95

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements is best statement about forecasting?

I. It must be done by all who wish to meet the demands of the future.

II. Companies who make to order to NOT have to forecast. a. I and II are true b. I only is true c. II only is true d. neither I nor II are true

2.

Which of the following is NOT a component of a demand pattern? a. trend b. standard deviation c. seasonal variation d. random variation e. all of the above are components of a demand pattern

3.

Given this product tree which item(s) should be forecast?

A B

D a. b. c. d. a.

4.

C

E

only A A, B and C D and E B, C, D, and E all items should be forecast

Which of the following is the best statement about the general principles of forecasting? a. forecasts are more accurate for larger groups of items b. forecasts are more accurate for nearer periods of time c. every forecast should include an estimate of error d. all of the above are general principles of forecasting e. none of the above is a general principle of forecasting

96

5.

Which of the following statements is best? a. dependent demand items should be forecast b. a forecast for sales next week will not be as accurate as for a year from now c. forecasts for families of products should be built up from individual product forecasts d. all of the above are true e. none of the above is true

6.

Which of the following statements is best? a. if we wish to forecast demand, then past sales must be used for the forecast b. forecasts made in dollars for total sales should be used for manufacturing c. forecasts should be made for all items, models, and options manufactured d. all of the above are true e. none of the above is true

7.

A firm manufactures a line of vacuum cleaners composed of standard, custom and deluxe models. All are essentially the same except for the options and add-ons. What should they forecast? a. the total of all models b. each model c. each model and add the forecasts together d. all of the above e. none of the above

8.

Which of the following is NOT true? a. number of orders shipped is a good measure of demand for an item b. circumstances relating to historical data should be recorded c. demand for different groups should be recorded separately d. none of the above is true

9.

Which of the following statements is best regarding forecasting techniques? a. qualitative techniques are based on judgment b. techniques that use external economic indicators are classified as extrinsic c. intrinsic techniques use historical data d. all of the above are true e. none of the above is true

10. What important assumption is made about statistical (quantitative) forecasting methods? a. the past is a valid indicator of the future b. demand trend is seldom linear c. seasonal variations are small d. random variations are small e. all of the above

97

11. Which of the following methods can be used to forecast the demand for a NEW product? a. equation fitting b. moving averages c. qualitative techniques d. all of the above e. none of the above 12. A forecasting technique that takes the average demand for some past number of periods is called: a. trend time analysis b. moving average c. exponential smoothing d. none of the above e. all of the above

13. Demand over the past three months has been 700, 750, and 900. Using a three-month moving average, what is the forecast for month four? a. 700 b. 750 c. 900 d. 783 e. 822 13. The old forecast was for 200 units and last month's sales were 225 units. If  (alpha) is 0.2 what is the forecast for next month? a. 200 b. 225 c. 212½ d. 205 e. 210 14. Select the one best answer from the following: a. demand fluctuations that depend on the time of the year, week or day are called seasonality b. The seasonal index is an estimate of how much the demand during the season will be above or below the average demand c. seasonality ALWAYS occurs in summer, winter, spring and fall d. a and b are true e. b and c are true

98

15. If the average quarterly demand is 200 units and the first quarter demand is 350 units, what is the seasonal index for the quarter? a. .57 b. 200 c. 350 d. 1.75 e. none of the above 16. Select the one best answer from the following: a. deseasonalized data should be used for forecasting b. seasonalize the base forecast to predict actual demand for future periods c. actual sales should only be compared on a month-to-month basis d. a and b are best e. b and c are best 17. If the February demand for a product is 5,000 units and the seasonal index for February is 0.75, what is the deseasonalized February demand? a. 3,750 b. 6,667 c. 8,750 d. 10,000 e. 15,000 18. Forecast error will be caused by: a. random variation from the average demand b. errors in forecasting average demand c. differences in lead times d. a and b above e. none of the above 19. Select the one best answer from the following: a. the mean absolute deviation can be used as a measure of forecast error b. usually forecast error is distributed normally about the average demand c. in a normal distribution the error will be within 1 MAD of the average about 60% of the time d. all the above are true e. none of the above is true

99

20. Select the one best answer from the following: a. forecasts do not need to be tracked b. forecast error does not need to be measured c. when actual demand exceeds a reasonable error, it should be investigated to discover the cause of the error d. all the above are true e. none of the above is true 21. Forecasts are far more accurate for which of the following? a. Short term b. Individual items c. Product families d. End use components 22. Forecasts are far more accurate for which of the following? a. Short term b. Individual items c. Product families d. End use components 23. Which of the following is good for short-range forecasts, can detect trends, but lags the trend? a. Exponential smoothing b. Stable forecasting c. Forecast smoothing d. Moving average 24. Which of the following is NOT a source of demand? a. Internal customers b. External customers c. Stockholders d. Spare parts

100

Answers.

1 b 2 b 10 a 11 c 19 d 20 d

3 a 12 b 21 c

4 d 13 d 22 b

5 e 14 d 23 a

6 e 15 a 24 c

101

7 a 16 d

8 a 17 d

9 d 18 a

INVENTORY FUNDAMENTALS CHAPTER 9 ANSWERS TO PROBLEMS 11  10,000 365

9.1

Average annual inventory in transit

9.2

Average annual reduction in inventory in transit = 3  $2,500,000 365

9.3

Annual carrying cost =

(.10 + .06 + .09)($1,000,000)

9.4

Annual carrying cost =

(0.1 + 0.25 + 0.5)($12,000) = $10,200

9.5

Average ordering cost = Annual ordering cost =

$90,000 + $25= $35 9,000 $35  9,000 = $315,000

Annual ordering cost = Annual carrying cost =

$75,000 + $30  6,000 = $255,000 (.08 + .07 + .10)($250,000) = $62,500

9.6

=

=

9.7

Sales Production Ending inventory Average inventory Inventory cost

Quarter Quarter Quarter Quarter Total $ 1 2 3 4 1000 2000 3000 2000 8000 2000

2000

2000

2000

1000

1000

0

0

500

1000

500

0

1500

3000

1500

0

102

6000

=

301.4 units

=

$20,547.95

$250,000

9.8

Forecast demand Production Ending inventory Average inventory Inventory cost

Quarter 1

Quarter 2

Quarter 3

Quarter 4

5000

7000

8500

9500

30000

7500

7500

7500

7500

30000

2500

3000

2000

0

1250

2750

2500

1000

7500

16500

15000

6000

Total $

45000

Annual cost of carrying safety stock = $6 × 4 × 100 = $2,400

9.9

Forecast demand Production Ending inventory Average inventory Inventory cost

9.10

Quarter 1

Quarter 2

Quarter 3

Quarter 4

3000

4000

6500

6500

20000

5000

5000

5000

5000

20000

2000

3000

1500

0

1000

2500

2250

750

3000

7500

6750

2250

Owners' equity = =

assets – liabilities $2,000,000 – $1,600,000

9.11

Assets =

9.12

Revenue Direct labor = $700,000 Direct material = $900,000 Factory overhead = $700,000 Gross margin General and administrative expense Net income

9.13

liabilities + owners' equity =

Profit would increase by $200,000

103

Total $

19500

= $400,000

$4,000,000 + $1,200,000 = $5,200,000 $3,000,000

= = = =

$2,300,000 $700,000 $300,000 $400,000

9.14

a.

Turns ratio

=

annual cost of goods sold average inventory

=

$12,000,000 $2,250,000

=

5.3

b.

Average inventory = annual cost of goods sold = $12,000,000 = $1,200,000 turns 10 Reduction in inventory = $2,250,000 − $1,200,000 = $1,050,000 c.

9.15

9.16

Annual savings

= 20% × $1,050,000

=

$210,000

a.

Turns ratio

=

$30,000,000 $5,000,000

=

6

b.

Average inventory

=

$30,000,000 10

=

$3,000,000

c.

Reduction in inventory Annual savings

$5,000,000 – $3,000,000 = $2,000,000 25%  $2,000,000 = $500,000

= =

7200  240 = 600  30 =

Average daily usage = Days of supply =

9.17

1

Annual unit usage 21000

2

5000

$40 $200,000

3

1600

$3

$4,800

4

12000

$1

$12,000

5

1000

6

50

$50

$2,500

7

800

$2

$1,600

8

10000

$3

$30,000

9

4000

$1

$4,000

10

5000

$1

$5,000

Part number

Total

Unit cost $

Annual $ usage

$1

$21,000

$100 $100,000

$380,900

104

30 units 20 days

Part number 2

Annual $ Cumulative Cumulative Cumulative Class usage $ usage % $ usage % of items $200,000 $200,000 52.51 10 A

5

$100,000

$300,000

78.76

20

A

8

$30,000

$330,000

86.64

30

B

1

$21,000

$351, 000

92.15

40

B

4

$12,000

$363,000

95.30

50

B

10

$5,000

$368,000

96.61

60

C

3

$4,800

$372,800

97.87

70

C

9

$4,000

$376,800

98.92

80

C

6

$2,500

$379,300

99.58

90

C

7

$1,600

$380,900

100.00

100

C

9.18

1

Annual unit usage 200

2

17000

$4

3

60000

$6 $360,000

4

15000

$15 $225,000

5

1500

$10

$15,000

6

120

$50

$6,000

7

25000

$2

$50,000

8

700

$3

$2,100

9

25000

$1

$25,000

10

7500

$1

$7,500

Part number

Total

Unit cost $

Annual $ usage

$10

$2,000 $68,000

$760,600

105

Part number 3

Annual $ Cumulative Cumulative Cumulative Class usage $ usage % $ usage % of items $360,000 $360,000 47.96 10 A

4

$225,000

$585,000

77.94

20

A

2

$68,000

$653,000

85.85

30

B

7

$50,000

$703, 000

92.42

40

B

9

$25,000

$728,000

95.71

50

B

5

$15,000

$743,000

97.68

60

C

10

$7,500

$750,500

98.67

70

C

6

$6,000

$756,500

99.46

80

C

8

$2,100

$758,600

99.73

90

C

1

$2,000

$760,600

100.00

100

C

9.19

Description B99 V94 Y12 H64 C34 R74 P77

Qty Used/Year 8,000 5,500 1,100 1,200 4,000 1,440 400

Value $23.00 $19.00 $62.00 $41.00 $12.00 $33.00 $72.00

Dollar Usage $184,000 $104,500 $68,200 $49,200 $48,000 $47,520 $28,800 $0 $530,220

Cumulative % Pct of Total of Dollar Value 34.7% 34.7% 19.7% 54.4% 12.9% 67.3% 9.3% 76.6% 9.1% 85.6% 9.0% 94.6% 5.4% 100.0% 0.0% 100.0%

Cumulative % of Items 12.5% 25.0% 37.5% 50.0% 62.5% 75.0% 87.5% 100.0%

M22 should be handled as either an "A" or "B" item. The key would be its importance to the item - the difficult to obtain and long-lead time lend themselves to "A" status - but the price may keep it to "B" status - how important is it?

106

Class A A B B C C C C

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements is best about inventory management? a. inventories and production can be managed separately b. inventory is not important at the production planning level c. inventories are usually insignificant on the balance sheet d. all the above are true e. none of the above is true

2.

___________ are materials that have entered the production process and ___________ are materials that are used in the production process but do not become part of the product.

I. Raw materials II. Work in process III. Finished goods IV. Maintenance, repair and operational supplies a. I and II b. II and III c. III and IV d. I and III e. II and IV

3.

Inventories that are built up in advance of a peak selling season, a promotion program or a plant shut-down are known as: a. lot-size inventories b. transportation inventories c. safety stocks d. anticipation inventories e. none of the above

4.

Transportation inventories can be reduced by: a. reducing transportation time b. reducing order quantities c. increasing order quantities d. reducing the order point e. none of the above

5.

Items that are purchased or manufactured in quantities greater than needed immediately create ________ inventories: a. anticipation b. lot size c. hedge d. any of the above e. none of the above

107

6.

Select the one best of the following statements: a. inventories allow manufacturing to level out production and to satisfy peak demand b. inventories allow manufacturing to reduce production runs, reducing unit cost c. inventories allow manufacturers to operate different work centers at the same output d. all the above are true e. none of the above is true

7.

Which of the following company objectives are in conflict?

I. Maximize customer service.

II. Low-cost plant operation.

III. Minimum inventory investment. a. I, II and III b. I and II, not III c. I and III, not II d. II and III, not I e. none

8.

In managing inventory, the problem is to balance the inventory investment with: I. Customer service.

II. Costs associated with changing production levels.

III. Costs of placing orders.

IV. Transportation costs. a. II and III only b. III and IV c. I, II and III only d. II, III and IV only e. I, II, III, and IV

9.

Which of the following costs are relevant to inventory management decisions? a. carrying costs b. ordering costs c. capacity-related costs d. all the above e. none of the above

10. Which of the following is NOT a cost of carrying inventory? a. capital costs b. storage costs c. purchase cost d. all the above e. none of the above

108

11. Which of the following are considered ordering costs?

I. Production control costs.

II. Lost capacity costs.

III. Risk costs. a. I, II and III b. I and II c. I and III d. II and III e. none of the above 12. Which of the following statements is NOT true? a. the annual cost of ordering depends on the number of orders per year b. the annual cost of ordering can be reduced by ordering less at any one time c. the annual cost of carrying inventory can be decreased by ordering less at one time d. all the above are true e. none of the above is true 13. Which of the following costs would NOT be included in the cost of placing an order? a. setup costs b. costs of placing a purchase order c. back-order costs d. all the above e. none of the above 14. Which of the following would NOT be included in calculating inventory carrying costs? a. capital costs b. ordering costs c. obsolescence costs d. all the above e. none of the above 15. Which of the following equations is correct? a. Assets = liabilities + revenue b. Profit = revenue + owners equity c. Liabilities = assets – owners equity d. Revenue = accounts receivable – liabilities 16. If the annual cost of goods sold is $10,000,000 and the average inventory is $2,000,000, what is the turns ratio? a. $8,000,000 b. 5 c. 0.2 d. 20% e. cannot be calculated from the information given

109

17. If there are 20 working days in a month, the monthly usage is 660 units, and there are 100 units on hand, approximately how many days’ supply are there? a. 3 b. 5 c. 7 d. 33 18. Which of the following statements is most accurate? a. about 20% of the items will usually account for about 80% of the total value b. 'A' class items should have the tightest possible control c. the general rule using the ABC approach is to have plenty of everything in stock d. a and b only are true e. none of the above is true 19. Of the following statements: I. 'A' items usually account for about 70%−80% of the total usage value.

II. About 50% of the items usually account for 50% of the value.

III. 'C' items should be given the top priority in inventory management. a. I and II are true b. II and III are true c. I and III are true d. only III is true e. only I is true

20. Which of the following statements is best? a. two items with the same part number but in two different inventories would be one stock keeping unit (SKU) b. two white shirts of different sizes in the same inventory would be one SKU c. two items with the same part number in the same inventory would be one SKU d. all the above are true e. none of the above is true 21. Delivery of goods from a supplier is in transit for 14 days. If the annual demand is 2600 units, what is the average annual inventory in transit? a. 99.7 units b. 100 units c. 1.97 units d. cannot be determined from the data given

110

22. A company carries an average annual inventory of $1,000,000. If the cost of capital is 10%, storage costs are 8%, and risk costs are 7%, what does it cost per year to carry this inventory? a. $100,000 b. $80,000 c. $70,000 d. $250,000 e. cannot be determined from the data given 23. Which of the following would not be considered work-in-process inventory?

I. Finished goods in the stockroom.

II. Processed material waiting for inspection.

III. Raw materials not issued.

IV. Components in queue ahead of a milling machine. a. I and II b. I and III c. I and IV d. II and III 24. Which of the following are reasons for keeping inventory?

I. To allow for goods in transit.

II. To build up stock for seasonal demand.

III. To reduce production costs.

IV. To guard against uncertainty in supply and demand. a. I, II and III only b. II, III and IV only c. II and IV only d. all the above are valid reasons 25. Given the following information, calculate the inventory turns.

Sales = $200,000,000 Cost of sales = $160,000,000 Average inventory = $ 40,000,000 Carrying cost = 12% a. 0.20 b. 0.25 c. 4.0 d. 5.0

111

26. All of the following are reasons to keep inventory EXCEPT: a. Allow flexibility in production scheduling b. Couple supply with demand c. Meet fluctuations in product demand d. Provide a safeguard against delivery time variations

Answers.

1 e 2 e 9 d 10 c 17 a 18 d 25 c 26 b

3 d 11 b 19 e

4 a 12 b 20 c

5 b 13 c 21 a

6 a 14 b 22 d

112

7 a 15 c 23 b

8 e 16 b 24 d

ORDER QUANTITIES CHAPTER 10 ANSWERS TO PROBLEMS 10.1 and 10.2 Order quantity (units) (10.1) (10.2) 500 1000

10.3

a.

Average inventory

=

b.

Orders per year

=

c

Inventory carrying cost =

d.

Annual ordering cost =

e.

Total annual cost =

A S c i a.

b.

= = = =

order quantity 2 annual demand order quantity

250

500

10.4

5.2

Q × c ×I 2 A×S Q

$500

$1000

$520

260

$1020

$1260

c. + d.

400,000 units $35 $9.00 22%

Type equation here.

2(400,000)(35) EOQ = √ 0.22(9) = 3761

Number of orders per year

c. Cost of ordering Cost of carrying

=

A Q

=

= AS Q = Qic 2

=

400,000 × 35 = $3723 3761 3761 × .22 × 9 = $3723 2 = $7446

=

Total Cost

113

400,000 3761

=

106

10.4

A = S = i =

$800,000 $32 20%

a.

2𝐴𝑆

𝐸𝑂𝑄 = √

𝑖

2($800,000)32

=√

0.2

= $16,000

b. Number of orders per year = Q

A

c. Cost of ordering

=

=

Cost of carrying

=

AS Q Qic 2

=

800,000 = 50 16,000 800,000 × 32 = $1600 16,000 $16,000 × .2 = $1600 2 = $3200

=

Total Cost d. Results are not the same.

10.5

A = S = i =

10,000 units $80 25%

2×10,000×80

𝐸𝑂𝑄 = √

.25×15

= 653

C

Dollar cost = 653($15.00) = $9795

10.6 No discount Unit price

Discount

$10.00

$9.70

Lot size (dollars)

$5, 480.00

$9,700.00

Average inventory Number of orders per year Purchase cost (dollars) Carrying cost (dollars) 20% Ordering cost—$30 per order Total cost (dollars)

$2,740.00

$4,850.00

18.25

10

$100,000.00

$97,000.00

$548.00

$970.00

$547.45

$300.00

$101,095.45

$98,270.00

Savings (dollars)

=

$2,825.45

114

$15.00

A = 10,000 C = $10 S = $30 I = 20%

𝐸𝑂𝑄 = √

10.7

2𝐴𝑆 2(10,000)30 =√ = 548 𝑖𝑐 . 2(10)

A = 400,000 units = $3,600,000 S = $35 C = $9.00 i = 22%

EOQ = 3761 units Discounted order quantity = 5000 units or $45,000 × .98 Discount on $40,000 order = 2%.

No discount Unit price

Discount

$9.00

$8.82

Lot size (dollars)

$33,859.00

$44,100.00

Average inventory Number of orders per year Purchase cost (dollars) Carrying cost (dollars) 22% Ordering cost—$35 per order Total cost (dollars)

$16,929.50

$22,650.00

106

80

$3,600,000.00 $3,528,000.00 $3,724.49

$4983.00

$3,710.00

$2,800.00

$3,607,434.49 $3,535,783.00

Savings (dollars)

$71,651.49

10.8 A = 10,000 or $40,000 S = $50 i = 25% c = $4.00 Discount of 2% with orders over 2,000 units.

115

=

$44,100

Unit price Lot size (dollars) Average inventory Number of orders per year Purchase cost (dollars Carrying cost (dollars) Ordering cost $50 / order Total cost (dollars) Savings (dollars)

No discount With discount $4.00 $3.92 $4,000 $8,000 $2,000 $4,000 10 5 $40,000 $39,200 $500 $1,000 $500 $250 $41,000 $40,450 $550

10.9

1

2500

50

New Lot Size = K AD 250

2

900

30

150

3

121

11

55

Item

Annual Demand

AD

116

10.10

1

Annual Demand $14,400

Orders per Year 5

2

$4,900

5

70

3

$1,600

5

40

Totals

$20,900

15

230

Present orders per year

Present Lot Size

 AD

Item

 AD 120

K = 230  15 = 15.33

10.11 New Lot Size

Item

Annual Usage

1

$22,500

6

$3,750.00

150

New Orders per year = K AD N = AD /Q $2,292.00 9.82

2

$7,225

6

$1204.17

85

$1,298.80

5.56

3

$1,600

6

$266.67

40

$611.20

2.62

Totals

$31,325

18

$5,220.84

275

$4,202.00

18.00

Average inventory

$2,610.42

$2101.00

K= 275 = 15.28 18 10.12 Item

Annual Usage

Present orders per year

Present Lot Size

 AD

New Lot Size

1

$12,100

4

$3,025.00

110

New Orders per year = K AD N = AD /Q $1,732.50 6.98

2

$8,100

4

$2,025.00

90

$1,417.50

5.71

3

$3,600

4

$900.00

60

$945.00

3.81

4

$1,600

4

$400.00

40

$630.00

2.54

5

$225

4

$56.25

15

$236.25

.95

Totals

$25,625

20

$6,406.25

315

$4,961.25

19.99

117

Average inventory

$3,203.13

$2,480.63

K = 315  20 = 15.75

10.13 EOQ = 800 units Usage = 2.300 units per year = 2300 ÷ 52 = Period order quantity = 800 ÷ 44 = 18.2 or 18 weeks

44 units per week

10.14 Weekly average demand = 630 ÷ 8 weeks = 78.75 per week POQ = 250 ÷ 78.75 = 3.17 rounded to 3 Week Net requirements Planned order receipts

1

2

3

4

5

6

7

8

Total

100

85

90

0

85

80

90

100

630

355

275

Planned order period 1 = 275 units Plannedorder period 5 = 255 units Planned order period 8 = 100

10.15 EOQ = 200 units Week 1 Net 75 requirements Planned 200 order receipt Ending 125 inventory

2

3

4

5

6

7

8

9

10

Total

70

60

0

100

80

70

65

0

80

600

200 55

195

200 195

95

15

200

145

80

80

0

985

7

8

9

10

Total

Weekly average demand = 600 ÷ 10 = 60 units per week POQ = 200÷60 = 3.3 ➔ 3 weeks Week 1 2 3

4

5

118

6

Net requirements Planned order receipt Ending inventory

75

70

60

0

205 130

100

80

70

250 60

0

0

150

65

80

600

80

0

570

145 70

0

80

10.16 A = 240 x 52 = 12.480 per year S = $600 i = .20 c = $42 Demand rate = 240 per week Production rate = 500 per week

EOQ = SQRT((2 × 12480 × 600)/(.20 × 42 × (1 – 240/500))) =1,852 units

119

0

MULTIPLE CHOICE QUESTIONS 1.

Which of the following are NOT assumptions on which the economic order quantity (EOQ) is based? a. demand is relatively constant and known b. the item is produced continuously c. order preparation costs, inventory carrying costs and lead times are constant and known d. replacement occurs all at once e. all of the above are true assumptions

2.

In developing the standard economic order quantity formula the following assumption(s) is (are) made: a. demand for the item is relatively uniform b. replenishment is in lots or batches that arrive at once c. lead time is constant d. all of the above are assumed e. none of the above is assumed

3.

In determining the economic order quantity (EOQ) the following costs are considered: a. costs of a stockout and ordering costs b. costs of a stockout and inventory holding costs c. ordering costs and inventory carrying costs d. ordering costs and costs of changing production levels e. inventory holding costs and costs of changing production levels

4.

If the order quantity is increased the annual cost of carrying inventory will: a. increase b. decrease c. remain the same d. not be affected e. none of the above

5.

Assuming the cost per order is constant, increasing the order quantity will cause annual ordering costs to: a. decrease b. increase c. remain the same d. increase at a decreasing rate e. cannot be determined

120

6.

In the simple EOQ model annual inventory carrying costs and annual ordering costs vary: a. according to the time of year b. with seasonally adjusted demand c. with the order quantity d. do not vary in any way e. in an unknown manner

7.

While working a simple EOQ problem, you notice that, with a certain lot size, the annual ordering cost is exactly the same value as the annual inventory carrying cost. Which of the following is true? a. the lot size is the economic order quantity b. total cost is at its maximum c. the annual carrying cost will decrease if the order quantity is increased d. all of the above e. none of the above; the phenomenon is merely a coincidence

8.

A firm uses $20,000 of an item per year. The carrying cost is 25%, the cost of ordering is $10 and the order quantity is $1,000. The annual total cost of carrying plus ordering would be: a. $2,500 b. $5,000 c. $100 d. $325 e. none of the above

9.

For a particular item the usage is 2000 units per year, the ordering cost is $10, the inventory carrying cost is 20% and the unit cost is $5. The economic order quantity is: a. 20 units b. 200 units c. 2000 units d. 400 units e. 4000 units

10. If the economic order quantity is to be calculated in DOLLARS, then: a. the annual demand must be stated in dollars b. ordering costs MUST be stated on a per UNIT basis c. carrying costs are stated in dollars per unit d. all the above are true e. none of the above is true

121

11. A supplier offers a quantity discount. Which of the following will influence the decision to accept the discount or not? a. purchase cost b. cost of carrying inventory c. cost of placing one order d. all of the above are relevant e. none of the above is relevant 12. If a purchase discount is taken: 1. There is a saving in purchase cost.

2. Ordering costs are reduced.

3. Carrying costs are increased.

4. There is not necessarily a net saving. a. all the above are true b. 2 and 3 are true c. 3 and 4 are true d. 2 and 4 are true e. 3 and 4 are true 13. For a certain group of items the cost of carrying inventory and the cost of placing orders is not exactly known but is about the same for all the items. The company has calculated K = 20 for these items. If one item has an annual demand (A) = $10,000 the NEW order quantity should be: a. $2,000 b. $10,000 c. $20,000 d. $50,000 e. none of the above 14. Which of the following statements is correct? a. you must know the ordering cost to use the EOQ concept b. quantity discounts will not change the total inventory costs of the item c. inventory levels can be lowered by raising the order quantity d. if stock is not received all at once into inventory then EOQ formula can be modified and used e. none of the above is correct 15. The EOQ for an item is 5500 units and the annual demand is 78,000 units. What is the period order quantity? a. 14.18 b. 0.27 c. 3.67 d. 4 e. cannot be determined from the given data

122

16. Which of the following statements is best?

I. The EOQ should be used with lumpy demand.

II. Transportation cost should be included in the cost of ordering.

III. Anticipation inventory should be built based on capacity and future demand. a. I and II only are true b. I and III only are true c. II and III only are true d. all the above are true e. none of the above are true 17. Using the POQ method of ordering, calculate the total cost of carrying and ordering inventory for the 6 week period shown. Use a POQ = 3 weeks for your answer.

Week Net requirements Planned order receipts Ending inventory

1 60

2 40

3 10

4 50

5 20

6 30

Cost to place an order = $100.00 Cost to carry inventory = $1.00 per unit per week Annual demand = 1,500 units Cost per unit = $200.00 Opening inventory = 0 units a. $140 b. $280 c. $340 d. $400 e. none of the above 18. Quantity discounts cause companies to: a. Order sooner. b. Order less at a time. c. Increase their inventory. d. Increase ordering costs. e. Always save money 19. The period order quantity is equal to: a. Annual demand divided by EOQ. b. EOQ divided by average period demand. c. The carrying cost up to but not exceeding the ordering cost. d. The sum of the carrying costs divided by cost per unit. e. The part period cost times average inventory.

123

20. Which of the following is NOT true regarding period order quantity method (POQ) of lot sizing? a. The order quantity is constant. b. The time interval of inventory coverage is constant. c. POQ is derived directly from the EOQ. d. POQ is better suited to lumpy demand than EOQ. e. POQ and EOQ will try to order the same number of times per year.

21. K the constant used for lot sizing is calculated as the: a. Order point minus safety stock. b. Sum of the square roots of demand divided by the number of orders per year. c. Standard deviation of the demand divided by the square root of demand. d. Annual demand divided by the order quantity. e. The reciprocal of order quantity times the economic order quantity.

22. The period order quantity: a. Can only be applied to continuous demand. b. Orders a constant amount for a set number of periods. c. Works like a quantity discount. d. Is based on the same assumptions as the EOQ model. e. Orders the same quantity each period.

23. Which of the following techniques balances the cost of ordering with the cost of carrying inventory? a. EOQ b. POQ c. The constant K d. All of the above 24. The letter ‘K’ used in lot sizing makes the order quantities. a. Order the big items more often and the low volume items less often. b. Increase the average inventory. c. Decrease the average inventory by gradually ordering more often. d. Maintains the current inventory level while decreasing the number of orders. e. Balances the safety stock of items with demand.

25. Quantity discounts: a. Make buyers order more than is economical. b. Decrease the annual carrying costs but increase the ordering cos. c. Can be a good decision if the total annual costs are reduced. d. Always advantage the seller at a cost to the buyer. e. Persuade the buyer to buy more often.

124

Answers.

1 b 2 d 10 a 11 d 19 b 20 a

3 c 12 a 21 b

4 a 13 a 22 d

5 a 14 d 23 d

6 c 15 c 24 a

125

7 a 16 c 25 c

8 d 17 c

9 b 18 c

INDEPENDENT DEMAND ORDERING SYSTEMS CHAPTER 11 ANSWERS TO PROBLEMS 11.1 Average inventory = Order point

=

1600 + 100 = 2 4 × 150 + 100 =

900 units

10 × 90 + 200 = 2 6 × 90+ 200 =

650 units

700 units

11.2 Average inventory = Order point

=

740 units

11.3 Period 1

Actual Deviation Deviation demand squared 500 0 0

2

600

100

10000

3

425

−75

5625

4

450

−50

2500

5

600

100

10000

6

575

75

5625

7

375

−125

15625

8

475

−25

625

9

525

25

625

10

475

−25

625

Total

5000

51250

Average demand = 500 units Sum of the squares of deviations = 51250 Average square deviation = 51250  10 = 5125 Sigma = √5125 = 71.59 units

126

11.4 Period Actual Deviation Deviation demand squared 1 1700 −300 90000 2

2100

100

10000

3

1900

−100

10000

4

2200

200

40000

5

2000

0

0

6

1800

−200

40000

7

2100

100

10000

8

2300

300

90000

9

2100

100

10000

10

1800

−200

40000

Total

20000

0

340000

Average demand = 2000 units Sum of the squares of deviations = 340,000 Average of the squares of the deviation = 340,000  10 = 34,000 Sigma = 34,000 = 184.39 units

11.5

a. b.

11.6

Safety stock = Order point = Safety stock = Order point =

zero DDLT + SS = 250 + 0 = 250 units 1.04 × 130 = 135 units 135 + 250 = 385 units

Safety factors taken from Figure 11.5 Service Level 75 80 85 90 95 99.99

Safety Factor 0.67 0.84 1.04 1.28 1.65 4.00

Safety Stock 67 84 104 128 165 400

Change in Safety Stock 17 20 24 37 235

127

11.7

Orders per year = 10,000 ÷ 750 = 13.33 Service level = 12.33 ÷ 13.33 × 100 = 92.5% Safety stock = 1.42 × 150 = 213 units Hint: Use the average of the SF for 90% and 94% i.e. 1.28 and 1.56 Average inventory = 750 ÷ 2 + 213 = 588 units Order point = 10,000 × 2 + 213 = 598 units 52

11.8

Orders per year

=

11.9

Orders per year

=

225 × 52 = 14.625 800 Service level = 13.625 ÷ 14.625 x 100 = 93% Hint use the actual value for the safety factor is 1.47 from tables but we can use the value for 94% (1.56) and be not far off.

Safety stock = 1.56 × 175 = 273 units Average inventory = 800 + 273 = 673 units 2 Order point = 225× 3 + 273 = 948 units

600× 52 = 12.5 2500 Service level = 11.5 ÷ 12.5 = 92% Safety stock = 1.42 × 100 = 142 units Hint use the average of the safety factor for 90% and 94% Average inventory = 2500 + 142 = 1392 units 2 Order point = 600 × 4 + 142 = 2542 units

11.10 SIGMA (LTI)

= SIGMA (FI) = 100 √

LTI FI

3 1

= 173 units

11.11 𝑁𝑒𝑤 𝐼𝑛𝑡𝑒𝑟𝑣𝑎𝑙

Safety stock (new) = Safety stock (old) √ 𝑂𝑙𝑑 𝐼𝑛𝑡𝑒𝑟𝑣𝑎𝑙 6

= 200 √

3

= 283 units

128

11.12 SIGMA (LTI)

= SIGMA (FI)

=

LTI FI

3

140√1 = 242,5 units

11.13 New safety stock =

220 √

6 8

= 191 units

11.14 New safety stock =

5

500√ = 559 units 4

129

11.15 Week

Actual Deviation Deviation Demand squared 2100 100 10000

1 2

1700

-300

90000

3

2600

600

360000

4

1400

-600

360000

5

1800

-200

40000

6

2300

300

90000

7

2200

200

40000

8

1600

-400

160000

9

2100

100

10000

10

2200

200

40000

Totals

20000

0

1200000

a. Average squared deviation

= 1,200,000 ÷ 10 = 120,000

Sigma

= √120,000 = 346 units = 346 √2/1 = 489 units

b. Sigma for lead time interval 100,000

c. Order per year

=

= 10

=

d. Safety factor d. Safety stock

= 1.28 = 1.28 × 489

e. Order point

= (100,000/52)× 2+ 626 = 4,626 units

11.16 Sigma Service

9/10

10,000

c. Service level

= 90%

= 626 units

= =

489 units 20 – 1 = 95% 20 Safety factor = 1.65 Safety stock required = 1.65 × 489 Change in safety stock = 807 – 626 Cost of increased service level =

11.17 Number of orders per year

=

10,000 = 250

130

= 807 units = 181 units 181 × $10.00 = $1,810 40

Number of orders without stockout = Number of stocks per year = 4

0.9 × 40 = 36

11.18 Distribution center A

Transit time: 2 weeks Order quantity: 100 units

Week

1

2

3

4

5

Forecast

50

50

85

50

110

90

40

30

In transit Projected available Planned order release

100 75

25

75

100

100

Distribution center B

Transit time: 1 week Order quantity: 200 units

Week

1

2

3

4

5

Forecast

120

110

115

100

105

In transit Projected available Planned order release

200 20

105

5

100

50

130

200

Central supply

200

Lead time: 2 weeks Order quantity: 500 units

Week

1

2

3

4

Forecast Scheduled receipts Projected available Planned order release

100

200

100

200

300

100

0

300

400

500

11.19 Distribution center A

Transit time: 2 weeks

131

5

300

Order quantity: 500 units Week

1

2

3

4

5

Forecast

300

200

150

275

300

In transit Projected available Planned order release

500 200

50

275

475

500

500

200

400

132

Distribution center B

Transit time: 2 weeks Order quantity: 200 units

Week

1

2

3

4

5

Forecast

50

75

100

125

150

100

25

125

0

50

In transit Projected available Planned order release

150

200

Central supply

200

Lead time: 1 week Order quantity: 600 units

Week

1

2

3

Forecast Scheduled receipts Projected available Planned order release

200

500

700

200

300

200

600

600

11.20

a.

b.

11.21

400

4

5

D = 200 units per week L = 1 week R = 2 weeks SS = 2×200 = 400 units Target level (T) = D(R + L) + SS = 200(2 + 1) + 400 = 1,000 units Q

= =

D = L = R = SS = Target level (T)

Order =

T – (on hand) 1,000 – 600 = 400 units

20 cases per day 3 days 5 days 2 × 20 = 40 cases = D(R + L) + SS = 20(5 + 3) + 40

200 – 90 = 110 cases

133

=

200 cases

11.22 Item

Target Level 40

On-Hand

Nut – 6mm

Annual Demand 500

22

Order Quantity 18

Nut – 8 mm

750

60

54

6

Bolt – 6 mm

200

16

0

16

Bolt – 8 mm

100

9

6

3

Screw #8 – 30 mm

250

20

12

8

Screw #8 – 40 mm

200

16

8

8

Washer – 8 mm

380

31

20

11

Washer – 10 mm

100

9

5

4

Pin - Split

400

32

40

0

Item

Target Level 30

On-Hand

Nut – 6mm

Annual Demand 500

22

Order Quantity 8

Nut – 8 mm

750

45

54

0

Bolt – 6 mm

200

12

0

12

Bolt – 8 mm

100

6

6

0

Screw #8 – 30 mm

250

15

12

3

Screw #8 – 40 mm

200

12

8

4

Washer – 8 mm

380

23

20

3

Washer – 10 mm

100

6

5

1

Pin - Split

400

24

40

0

11.23

134

MULTIPLE CHOICE QUESTIONS 1.

Which of the following are basic systems for determining when to order INDEPENDENT demand items?

I. Order point system II. Periodic review system III. Material Requirements Planning a. I only b. II only c. I and II d. I and III e. II and III

2.

Which of the following statements is best? a. order point = DDLT + SS b. average inventory = Q ÷ 2 + SS c. safety stock is always needed d. a and b are true c. d and c are true

3.

When using the order point system which of the following is true? a. order quantities are usually fixed b. the order point depends upon the demand during the lead time plus safety stock c. time intervals between orders are constant d. a and b above e. b and c above

4.

Which of the following statements is true about safety stock? a. it must always be carried b. it depends only on the amount of demand c. it depends on the required service level d. all the above are true e. none of the above is true

5.

Select the description which most closely fits the term ORDER POINT: a. the time it takes to replenish an item in inventory. b. extra inventory of an item carried to protect against variations in demand during lead time c. a listing of components required to manufacture a product d. the time when an order should be placed e. none of the above

135

6.

Select the description which most closely fits the term SAFETY STOCK: a. the time it takes to replenish an item in inventory. b. extra inventory of an item carried to protect against variations in demand during lead time c. a listing of components required to manufacture a product d. the time when an order should be placed e. none of the above

7.

Select the description which most closely fits the term LEAD TIME: a. the time it takes to replenish an item in inventory b. extra inventory of an item carried to protect against variations in demand during lead time c. a listing of components required to manufacture a product d. the time when an order should be placed e. none of the above

8.

Among other things the amount of safety stock carried will depend upon: a. the frequency of reorder b. the service level desired c. variability of demand during the lead time d. all the above e. a and b above

9.

Which of the following statements is best? a. safety stock depends on the service level desired b. safety stock depends on the length of the lead time c. safety stock depends on the variation of demand during the lead time d. all of the above are correct e. none of the above is correct

10. If the standard deviation of demand is 100 units and the average demand is 1000 units, then we can be 95% confident that actual sales will be 1000 units plus or minus about: a. 100 units b. 150 units c. 200 units d. 300 units e. 400 units 11. Which of the following statements is best? a. most demand patterns tend to be stable and predictable b. the most common predictable pattern is called a normal distribution c. the normal curve can be described by its average (mean) and the variation of actual demand about the average d. all the above are true e. only and b are true

136

12. If the sum of the absolute deviations of demand was 500 for 10 periods, MAD would be: a. 5 b. 500 c. 50 d. 0.02 e. none of the above 13. Management states that they will tolerate one stockout every year for a specific item. If 10 orders are placed for the item each year the service level desired is: a. 80% b. 85% c. 90% d. 95% e. none of the above 14. The average demand for an item is 1000 per month. The mean absolute deviation of monthly demand is 300 units. The MAD for yearly sales will be approximately: a. 3600 units b. 12,000 units c. 1040 units d. 3464 units e. none of the above 15. Given that the lead time is 1 week and the sigma is 100 units, if the lead time changes to 2 weeks then the sigma would change to about: a. 200 units b. 180 units c. 160 units d. 140 units e. 120 units 16. Management is willing to tolerate one stockout every 2 years for a specific item. If 10 orders are placed for the item each year the service level desired is: a. 80% b. 85% c. 90% d. 95% e. none of the above 17. Which of the following is the best statement? a. stockouts do not cost money because customers are willing to wait b. the cost of a stockout will vary depending on the market served, the customer, and competition c. stockouts can occur at any time in the inventory cycle d. stockouts do not depend on the frequency of reorder e. all the above statements are true

137

18. Which of the following systems are used to determine when the order point is reached?

I. Two-bin system.

II. Perpetual inventory system.

III. Periodic inventory system.

IV. Safety stock system. a. all are used to tell when the order point is reached b. I and II are used c. I, II and III are used d. I and III are used e. II and III are used 19. ____________ is an inventory record system that keeps a continuous account of transactions as they occur: a. Perpetual inventory system b. Periodic inventory system c. Two-bin system d. Safety stock system e. All the above keep a continuous account 20. The demand placed on a factory or a central warehouse by distribution centers is considered: a. dependent b. independent c. uniform d. all of the above e. none of the above 21. An order system in which the order quantity is allowed to vary and the order cycle is fixed is called the: a. periodic review system b. two-bin system c. reorder point system d. red-tag system e. none of the above 22. If the lead time is 1 week, the review period 4 weeks, the average demand 100 units per week and the safety stock is 50 units, the target level will be: a. 150 units b. 200 units c. 250 units d. 300 units e. 550 units

138

23. Using the periodic review system the target level is: a. forecast demand during lead time b. forecast demand during the review period c. the sum of a and b d. the sum of a and b plus the safety stock e. none of the above 24. If the lead time is 1 week, the review period 1 week, the average demand 100 units per week and the safety stock is 50 units, the target level will be: a. 150 units b. 200 units c. 250 units d. 300 units e. none of the above 25. Which of the following is correct? a. order quantities are fixed in the periodic review system b. the two-bin system is an example of the order point system c. the safety stock does not depend upon the frequency of reorder d. all of the above are true e. none of the above is true 26. Which of the following statements is best?

I. In a pull system central supply determines what is needed by the distribution centers II. In a push system all decisions are made by the distribution centers.

III. An advantage of a pull system is central coordination a. I and II only are true b. II and III only are true c. I and III only are true d. all the above are true e. none of the above are true 27. Which of the following are objectives of distribution inventory management?

I. To provide the required level of customer service.

II. To minimize the costs of transportation and handling.

III. To always have enough of everything on hand so there are no stockouts.

IV. To be able to interact with the factory so as to minimize scheduling problems. a. all the above are objectives b. I, II and III c. I, II and IV d. I, III and IV e. II, III and IV

139

28. The distribution inventory management system which forecasts when the various demands will be made by the system on central supply is called: a. pull system b. push system c. distribution requirements planning d. inventory replenishment e. order point system

29. If the on hand inventory is 40 units, the safety stock 20 units and the target level is 120 units then an order should be placed for: a. 100 units b. 80 units c. 60 units d. 40 units e. 20 units 30. For a given item the lead time is 1 week, the on hand inventory is 50 units, demand is 20 units per week, safety stock is set at 3 weeks supply and the item is ordered every 2 weeks.

The order quantity should be: a. 70 units b. 60 units c. 50 units d. 40 units e. 120 units 31. A company that keeps no safety stock can expect an average service level of a. 0% b. 15% c. 50% d. 85% e. Safety stock does not affect the service level.

32. A company that has regular replenishments of small value items such as a grocery store would use the _____________ system. a. Order Point b. Materials Requirements Planning c. Push d. Kanban e. Periodic Review 33. Management has carefully measured the standard deviation of the demand of a product and plans to use this to calculate the level of safety stock. If they keep one Standard Deviation of safety stock then the expected service level should be approximately: a. 15% b. 35%

140

c. 85% d. 90% e. 100% 34. Lead time for a given item is 3 weeks and sales have been recorded in 1 week intervals. If the Standard Deviation for the sales interval is 25 then the Standard Deviation for the lead time should be approximately: a. 25 b. 43 c. 75 d. 14 e. 8 35. For a given item controlled by a periodic review system the target level is 100 units. If there are 40 units on the shelf and the lead time is 2 weeks then the order quantity should be: a. 140 units b. 120 units c. 85 units d. 60 units e. 40 units 36. A product has a standard deviation of demand of 15. The safety stock for a service level of 98% would be approximately: a. 15 b. 26 c. 31 d. 8 e. 14.7

Use the following information to answer the next two questions Distribution Center A Transit time: 1week Order Quantity 200 units Week Gross Requirements In Transit Projected Available Planned Order Release

1 150 200

2 125

75

37. There will be a planned order release(s) in weeks: a. 2 and 3 b. 1 and 2 c. 1 and 3

141

3 125

4 100

5 150

d. 1, 2 and 3 e. Intransit inventory will cover all the orders.

38. What will be the projected available for periods 2, 3 and 4? a. 200, 75, 175 b. 125, 0, 100 c. 75, 175, 25 d. 0, 75, 175 e. 125, 0, 75 39. Demand on Central Supply tends to be: a. Smoothed out with planned orders. b. Continuous c. Monotonous d. Lower than the Distribution Centers e. Lumpy 40. The Gross Requirements on Central Supply are: a. The sum of the planned order releases from the Distribution Centers b. Taken from the Distribution Centers and offset by the lead time c. The sum of the Gross Requirements for the Distribution Centers d. The sum of the gross requirements for the DC’s offset by the lead time. e. The same as the Intransit Inventory

142

Answers.

1 c 2 d 9 d 10 c 17 b 18 b 25 b 26 e 33 c 34 b

3 d 11 d 19 a 27 c 35 d

4 c 12 c 20 a 28 c 36 c

5 e 13 c 21 a 29 b 37 a

6 14 22 30 38

143

b c e a d

7 a 15 d 23 d 31 c 39 e

8 d 16 d 24 c 32 e 40 a

PHYSICAL INVENTORY AND WAREHOUSE MANAGEMENT CHAPTER 12 ANSWERS TO PROBLEMS 12.1

5000 ÷ 30 = Pallet positions =

167 pallets 167 ÷ 3 = 55.67

12.2

Number of pallets needed = Number of pallet positions =

12.3

Number of pallets positions per row Number of pallets =

12.4

Pallet positions per row = Pallets in 4 rows =

6500 ÷ 30 217 ÷ 4

Pallets 13 4 10 13 14 54

= =

216.66 ➔ 217 pallets 54.25 ➔ 54

= 200 × 12 ÷ 42 = 57.14 ➔ 57 57 × 3 × 2 = 342 pallets

60 × 12 ÷42 17 × 3 × 4

12.5 SKU A B C D E Total

➔ 56

= =

17.14 ➔ 17 204

Positions Required 5 2 4 5 5 21

a. Pallet positions needed = 21 b. In 21 pallet positions there is room for 63 pallets Cube utilization = 54 ÷ 63 × 100% = 86% c. If racking is used they would require 54 ÷ 3 = 18 pallet positions

12.6 SKU A B C D E F G Total

Pallets 14 17 40 33 55 22 34 215

Positions Required 4 5 10 9 14 6 9 57

144

a. 57 b. In 57 pallet positions there is room for 228 pallets Cube utilization = 215 ÷ 228 = 94.3% c. Pallet positions needed = 215 ÷ 4 = 53.75 ➔ 54 12.7 a.

Part number A

Shelf Inventory % % Within Difference count record Difference Tolerance tolerance?

650 635 15 2.31 Y 3

B

1205

1205

0

0.00

0

Y

C

1350

1500

-150

-11.11

5

N

D

77

80

-3

-3.90

5

Y

E

38

40

-2

-5.26

3

N

Total

3320

3460

A, B, and D, are within tolerance. b. Accuracy by item = 3 / 5 x 100% = 60%

12.8 a.

Part number A

Shelf Inventory % % Within Difference count record Difference Tolerance tolerance?

75 80 -5 -6.67 N 3

B

120

120

0

0.00

0

Y

C

1400

1500

-100

-7.14

5

N

D

75

76

-1

-1.33

5

Y

E

68

66

2

2.94

2

N

Total

1738

1842

b. Accuracy by item = 2 / 5 x 100% = 40%

145

12.9 Classification

Number of items

Count Number of frequency counts per per year year 12 13200

% of Total Counts 54.3

Counts per Day

A

1100

53

B

1650

4

6600

27.2

26

C

2250

2

4500

18.5

18

Total counts

24300

Workdays per year

250

Counts per day

97.2

97

12.10

Classification

Number of items

Count Number of frequency counts per per year year 24 45,600

A

1900

B

3000

4

C

5100

1

12,000 5,100

Total counts

62,700

Workdays per year

250

Counts per day

250.8

% of Total Counts 72.7

Counts per Day 182

19.1

48

8.1

20

250

Due to rounding the total counts for some items may be off. A decision could be made to always round up the counts per day.

146

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements are true about warehouse operation?

I. The major operating cost is labor.

II. Labor productivity depends on warehouse layout.

III. Capital costs are those of transport and space. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

2.

The operating costs of a warehouse will depend on: I. The type of material handling equipment used.

II. The stock location system used.

III. The warehouse layout. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

3.

Which of the following is NOT a warehouse activity? a. receiving b. identifying c. dispatching d. order picking e. transportation.

4.

Which of the following statements is best? a. the complexity of a warehouse operation will depend on the number of SKUs handled, the quantities of each SKU and the number of orders received and filled b. most of the activity in a warehouse is material handling c. warehouse management is NOT concerned with space utilization and effective use of labor and equipment d. a and b are true e. b and c are true.

147

5.

Which of the following statements is best? a. inventory is stored only on the floor b. a pallet position is a position where pallets are stored c. accessibility means being able to get at the goods with a minimum amount of work d. there is always a tradeoff between accessibility and cube utilization e. none of the above statements is true.

6.

If items were stacked against a wall as shown, the cube utilization would be:

a. b. c. d. e.

100 percent 80 percent 20 percent cannot be determined from the data given none of the above.

7.

In a floating location system: I. Goods are stored wherever there is appropriate space for them.

II. The same SKU may be stored in several locations at the same time.

III. An accurate and up-to-date information system is required.

IV. The system is appropriate for all warehouses. a. all the above b. I, II and III c. I, II and IV d. II, III and IV e. none of the above is true.

8.

Which of the following statements is best? a. among other things, warehousing labor productivity will depend on warehouse layout b. all warehouses need to keep accurate records of where each item is located c. the space required in a warehouse will depend on the amount of labor used d. all of the above are true e. none of the above is true.

9.

Which of the following is a principle of merchandise location in the warehouse? a. group functionally related items together b. group physically similar items together c. group fast-moving items together d. all of the above e. none of the above.

148

10. Which of the following is NOT a method of order picking? a. area system b. floating location system c. zone system d. multi-order system e. all the above are methods of order picking.

11. Which of the following is NOT an advantage of point-of-use storage? a. materials are readily accessible to users b. material handling is reduced or eliminated c. central storage costs are reduced d. inventory record accuracy is easier to maintain e. material is accessible at all times.

12. Among other things a good physical control and security of inventory will depend on: I. A good part-numbering system.

II. A well-trained work force.

III. Free access to stock. a. I and II b. I and III c. II and III d. I only e. II only.

13. Which of the following is the best statement? a. a transaction occurs ONLY when goods are received or issued b. the steps in a transaction system are: identify the goods, verify quantity, record the transaction, and physically execute the transaction c. inventory is a tangible asset that is easy to lose track of unless properly controlled d. a and b are true e. b and c are true.

14. Which of the following statements are true about inventory accuracy?

I. Inventory accuracy is essential for planning.

II. It is important to find the cause of record error.

III. Periodic audits of inventory will find the cause of record error. a. all the above b. I and II c. I and III d. II and III e. none of the above.

149

15. Which of the following are causes of inventory record errors?

I. Unauthorized withdrawals of material.

II. Unsecured stockroom.

III. Audit capability. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

16. Which of the following statements is best?

I. It is not always practical to expect 100% inventory accuracy on all items.

II. Variance is the amount of variation between an inventory record and a physical count.

III. Tolerance is the amount of permissible variation between an inventory record and a physical count. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

17. The three factors in good preparation for a physical inventory are: I. Housekeeping.

II. Identification.

III. Verification.

IV. Training. a. I, II and III b. I, II and IV c. II, III and IV d. I, III and IV 18. Which of the following techniques can be used to select items for cycle counting? a. count all items once a year. b. count only “A” and “B” items c. base the frequency of count on annual dollar usage d. count all items the same number of times a year e. make a random audit of the items.

150

19. Which of the following are true when cycle counting inventory?

I. Inventory should be audited for count and location.

II. Cycle counts can be scheduled at regular intervals or special times.

II. A good time to cycle count an item is when an order is placed. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

20. Which of the following are advantages of cycle counting?

I. Timely detection and correction of problems.

II. Reduction of loss of production.

III. Making use of spare labor. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

21. Which of the following is NOT a basic stock location system? a. group functionally related items together b. locate all stock for fast access c. group fast-moving items together d. group physically similar items together e. locate working stock and reserve stock separately.

22. In a cycle counting system: a. all items are counted each month b. item counts are determined by their ABC classification c. the purpose is to correct inventory imbalances d. count the A items first, then B’s then C’s e. counts are done at the end of the business year 23. In a cycle counting system A items are usually: I. expensive items II. items which often experience imbalances III. difficult to get items a. b. c. d e.

I only I and II only I and III III only all of the above

151

24. Cycle counting uses which of the following methods? a. ABC method b. zone method c. location audit method d. a and b only e. all of the above 25.

A simple method of determining when an item should be cycle counted is: a. count when the item is ordered b. count each time the item is picked c. count each item once per month d. count items which have been in storage for a given period of time e. count items which don’t appear to be used often

26. The most important reason for cycle counting is to: a. Correct inventory balances b. Train warehouse staff in location methods c. Correct inventory valuation d. Find and correct errors e. Keep stock in correct rotation 27. Which of the following is NOT an objective of a warehouse operation? a. Provide timely customer service b. Minimize cube utilization c. Keep track of item location and quantity d. Provide communication links with customers e. Minimize warehouse effort 28. In a warehouse operation, which of the following is usually the largest capital cost? a. Labour b. Space c. Materials handling equipment d. Damage and loss of goods e. Management overhead 29. What type of storage system is best suited for a Just in Time environment? a. Zone method b. Floating location c. Central storage d. Point-of-use storage e. Bulk location storage 30. In which order picking and assembly method is the order picker NOT confined to one location? a. Multi-order system b.

Zone system c. Floating system

152

d. Area system e. Mobile system 31. After picking the order and prior to shipment the goods are: a. Sorted. b. Put away. c. Marshaled d. Added to inventory e. Dis-aggregated

153

Answers.

1 a 2 a 9 d 10 b 17 b 18 c 25 a 26 d

3 e 11 d 19 a 27 b

4 d 12 a 20 b 28 b

5 c 13 e 21 b 29 d

6 14 22 30

154

b b b d

7 b 15 b 23 e 31 c

8 a 16 c 24 e

PHYSICAL DISTRIBUTION CHAPTER 13 ANSWERS TO PROBLEMS 13.1 Transportation cost In-transit inventory cost 14 days x $35 = Total cost 13.2

Sea Transportation cost $2700 Inventory carrying cost 4200 Total cost $6900

Rail Truck $500 $700 $490 4 days x 35 = $140 $990 $840

Air $7500 200 $7700

It appears cheaper to ship by sea. However, they should take the shorter lead time into account. It means that they can get a more accurate forecast of what their actual assembly needs will be and will be able to respond to demand quicker. Inventory at the assembly plant should be reduced and there should be fewer disruptions to production.

Also machine tools tend to have a number of options and the faster delivery time may avoid the customer changing their mind.

13.3

Line-haul cost = Line-haul cost per cwt. = Line-haul cost per cwt. = Saving per cwt.

$13.00 × 200 = $2,600 ÷ 300 = $2,600 ÷ 500 = =

13.4

Line-haul cost = Line-haul cost per unit =

$4.50 per mile × 1,500 $6,750 ÷ 500 units

=

miles =$6,750 $13.50

13.5

Line-haul cost per unit =

$6,750 ÷ 750 units

=

$9.00

13.6

Truck would be able to carry 10 × 2,000 =

20,000 pounds.

Present line-haul cost = $600 / 2,000 =

$0.30/pound

13.7

Proposed line-haul cost

=

TL Calgary to market Inventory-carrying cost LTL cartage = Total cost =

= $15.00 per unit = $7.00 per unit $6.00 per unit $28.00 per unit

$2,600 $8.67 per cwt $5.20 per cwt $3.47

$600 / 20,000

155

=

$0..03/pound

Annual saving 13.8

=

Plant to customer LTL direct Plant to customer via warehouse: Plant to warehouse TL = Warehouse costs = Warehouse to customer = Total cost = Savings per cwt.

Annual saving =

13.9

($30 - $28) × 200,000 =

= $5 × 100,000

=

$400,000 $40/cwt.

$20/cwt. $5/cwt. $10/cwt. $35/cwt. $5/cwt. = $500,000

Let x be the distance from central supply to the market boundary.

LDCCS = 75+ 2x LDCDC = (75 + 60 + 4) + 2(400 – x)

Costs of LDCCS and LDCDC are equal at the boundary 75 +2x x

= =

139 + 800 – 2x 216

LDC at the market boundary

= $75 + $2 × 216 = $507

13.10 From warehouse: Plant to warehouse cost Warehouse to customer LTL Inventory carrying cost Total cost Direct from plant cost

= $20.00/cwt = $6.00/cwt. = $5.00/cwt. = $31.00/cwt. = $35.000/cwt.

It’s cheaper to supply this market from the warehouse rather than from central supply because the cost per cwt. is $4 less per cwt.

13.11 a. b.

c.

Cost per cwt. shipping direct: LTL direct = $0.70 + $.30 × 115 = $35.20 Cost of shipping via the warehouse: TL to warehouse = $0.4 + $0.15 × 135 = $20.65 Warehouse costs = = 0.30 LTL city B to city A = $0.70 + $0.30 × 30 = 9.70 $30.65 The fixed cost concerns loading, handling and paperwork which is independent of distance traveled. See also Figure 13.3 and section in text on total transportation costs.

156

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements is best regarding distribution channels? a. There are only two members in any distribution channel. b. The transaction channel is concerned with transfer of ownership. c. The distribution channel is concerned with the transfer of goods d. all the above are true e. b and c only are true.

2.

The particular way materials move will depend upon: a. the channels of distribution the firm is using b. types of markets served c. characteristics of the product d. all of the above e. none of the above.

3.

Which of the following activities is NOT considered a function of physical distribution? a. transportation b. production control c. distribution inventory maintenance d. warehousing e. order processing.

4.

The two criteria for establishing a particular physical distribution system are: a. cost of the system and service level desired b. service level and cost of carrying inventory c. cost of transportation and cost of warehousing d. cost of transportation and materials handling e. cost of warehousing and cost of inventory.

5.

Which of the following statements is best? a. the objective of distribution management is to provide the required level of service at least cost b. there will be cost trade-off between the various activities in physical distribution c. distribution can operate separately from marketing and production d. a and b are true e. b and c are true.

6.

Which of the following statements is best? a. physical distribution provides a bridge between marketing and production b. physical distribution contributes towards creating demand c. replenishment orders to replace field warehouse stocks will not affect production d. a and b are true e. b and c are true.

157

7.

Which of the following are elements in the cost of carriage?

I. Ways II. Vehicles III. Terminals a. I, II and III b. none of the above c. I and II d. I and III e. II and III.

8.

Which of the following statements is true? a. railways are best at moving small volumes of bulky goods over short distances b. road transport is the least flexible of all the modes c. air cargo should be used for fast service over short distances d. all of the above are true e. none of the above is true.

9.

A shipper moving expensive goods of small size from Boston to Seattle would likely use: a. air b. motor c. rail d. water e. none of the above.

10. Considering the service desired and the relative cost of the item, which of the following would you most likely ship by truck? a. regular shipments of cut flowers b. regular shipments of iron ore c. regular shipments of grain d. a and b above e. b and c above.

11. Which of the following is true? a. because of high capital cost, rail must have a large volume of traffic to justify the expense b. water transport requires low rates of energy per ton mile moved c. operating costs per ton mile tend to be low for trucks d. a and b above e. b and c above.

158

12. Of the five modes of transportation, which one requires the lowest capital investment? a. air b. motor c. rail d. water e. pipeline.

13. Which mode would provide the fastest service capability? a. air b. motor c. rail d. water.

14. Which of the following statements is FALSE? a. pipeline capital costs are high in comparison with other modes b. air cargo is generally used for low value bulky items c. truck transport is suitable for distribution of small volume goods to a dispersed market d. water transport is slower than rail e. rail transport is more suited to bulky low value items than road transport.

15. Which of the following is true? a. the service capability of mode depends only on transit time b. air transport is the most expensive mode c. reliability of service and area covered are not important in selecting a mode d. all of the above e. b and c above.

16. Which mode would provide the slowest service capability? a. air b. motor c. rail d. water.

17. A contract carrier provides: a. a service available to the general public b. a scheduled service c. published rates d. all of the above e. none of the above.

159

18. In which case(s) would you use common carriers instead of contract carriers? a. regular delivery by a food chain to its stores b. shipment to customers by a mail order house c. regular shipment of paper from a mill to its warehouse d. a and b above e. a and c above.

19. Which of the following types of transportation will provide the best service capability? a. common b. contract c. private d. all of the above are equal e. none of the above.

20. In which case(s) would you use contract carriers instead of common carriers? a. regular delivery by a food chain to its stores b. shipment to customers by a mail order house c. regular shipment of paper from a mill to its warehouse d. a and b above e. a and c above.

21. Which mode of transportation would cost the MOST per ton mile? a. air b. motor (truck) c. rail d. water.

22. Which mode of transportation would cost the LEAST per ton mile? a. air b. motor (truck) c. rail d. water.

23. Which of the following are elements in transportation cost? a. line haul b. pickup and delivery c. terminal handling d. all of the above e. none of the above.

160

24. Which of the following is correct? a. consolidating shipments reduces billing and collecting costs b. line-haul cost per hundredweight can be reduced by increasing the weight shipped c. shipping costs will be higher with common carriers than contract carriers d. all of the above e. none of the above.

25. A shipper wishing to reduce transportation costs will: a. ship only in small quantities b. ship to LTL lots c. use trucks for all his shipments d. all of the above e. none of the above.

26. Consolidating shipments will reduce which of the following costs? a. pickup and delivery b. terminal handling c. billing and collecting d. all of the above e. none of the above.

27. TOTAL line-haul costs will vary directly with: a. the distance moved b. the weight moved c. the density of the goods d. a and b above e. b and c above.

28. The rate charged by a carrier will vary with: I. The value of the goods.

II. The density of the goods.

III. The color of the goods. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

161

29. To decrease shipping costs a shipper will: I. Increase the weight shipped.

II. Consolidate shipments.

III. Use a common carrier rather than contract carrier. a. all the above b. I and II only c. I and III only d. II and III only e. I only.

30. Which of the following statements is true? a. goods are stored in a distribution warehouse for long periods of time b. a depository for documents is an example of a security warehouse c. warehouses improve customer service d. a and b e. b and c.

31. Which of the following is NOT an important role of distribution centers? a. transportation consolidation b. in-transit inventory c. product mixing d. break-bulk storage e. customer service.

32. The market boundary is: a. a location beyond which a source cannot supply b. the line between two or more supply sources where the laid-down cost is the same c. an agreed-upon boundary beyond which competition will not sell d. the extent of a market area e. a legal limitation placed on the delivery of goods.

33. Which of the following is a basic role of packaging in distribution?

I. Identify the product.

II. Contain and protect the product.

III. Contribute to physical distribution efficiency.

IV. Be an important part of the marketing program. a. all the above b. I, II and III only c. I, II and IV only d. II, III and IV only e. none of the above.

162

34. The consolidation of several units into larger units for fewer handlings is called: a. unitization b. consolidation c. cube utilization d. packaging e. materials handling.

35. Which of the following statements is best regarding materials handling in distribution systems?

I. One objective of materials handling is to increase cube utilization.

II. Materials handling can increase the service level.

III. Gasoline powered industrial trucks are used indoors. a. all the above are true b. I and II are true c. I and III are true d. II and III are true e. I only is true.

36. Which of the following statements is best? a. materials handling costs are relatively constant as warehouses are added but after a point will start to rise b. inventory costs remain constant as the number of warehouses increase c. packaging costs increase as the number of warehouses increase d. a and b are true e. a and c are true.

37. As more warehouses are added to a physical distribution system we can expect the cost of: a. TL and CL shipments to increase b. LCL and LTL shipments to decrease c. total transportation costs to decrease d. all of the above e. a and b above.

38. Which of the following is best? a. as more warehouses are added to a system, TL and CL shipment costs increase b. pickup and delivery costs are reduced by consolidation c. water transportation requires less energy per ton mile moved than any other mode d. all of the above are best e. none of the above is best.

163

39. Which of the following statements is true regarding goods in a reverse logistics system? a. Volumes are equal to the forward logistics system. b. They travel through the same terminals as the forward logistics system. c. The goods tend to be small in quantity. d. Little product information is required. e. All of the above are true.

40. Reverse logistics: a. calculates total delivery cost from customer to producer b. is the return of goods c. is easily automated d. is always done by a company’s carrier selection e. is best applied to small diverse markets 41. Which management area does NOT normally have transportation responsibility? a. Logistics b. Purchasing c. Manufacturing d. Marketing c. All of the above normally have responsibility for transportation.

42

The distances in today’s supply chains produce: a. Higher costs. b. Longer transit times. c. Higher costs and more dispruptions d. All of the above.

43. Transportation efficiencies promote: a. Competition b. Decreased capacity c. KPIs d. Slower services e. Longer distances 44. The LTL costs a product moving through a supply chain are $1 per mile and there is a warehouse 200 miles from Central supply. Truckload costs to the ware house are $50 and the warehouse handling and storage costs are $10. The cost to ship the product to the warehouse $50.

The market boundary for this supply chain is: a. 260 miles b. 130 miles c. 125 miles d. 100 miles e. 50 miles

164

45. Which of the following costs is NOT included in the total laid down cost of a product shipped through a regional warehouse? a. Product cost. b. Warehouse cost. c. TL to warehouse d. Warehousing cost. e. Market boundary cost.

Chapter 13 Answers to multiple choice questions.

1 e 10 a 19 c 28 b 37 d

2 d 11 d 20 e 29 b 38 d

3 b 12 b 21 a 30 e 39 c

4 a 13 a 22 d 31 b 40 b

5 d 14 b 23 d 32 b 41 c

6 15 24 33 42

165

d b d b d

7 a 16 d 25 e 34 a 43 a

8 e 17 e 26 d 35 b 44 b

9 a 18 b 27 a 36 a 45 e

PRODUCTS AND PROCESSES CHAPTER 14 ANSWERS TO PROBLEMS

14.1 Fixed cost

Variable cost

Volume (units)

$10.00

100

$1,200.00

$200.00

$7.00

1000

$7,200.00

$7.20

$50.00

$15.00

50

$800.00

$16.00

$800.00

$2.00

2000

$4800.00

$2.40

$500.00

$20.00

500

$10,500.00

$21.00

$200.00

14.2

=

Total cost

a.

Fixed cost

b.

Variable cost =

5 ÷ 60 × $30.00

c.

Total cost Units cost

= =

$200.00 + $2.50 × 600 $1700 ÷ 600 =

d.

Total cost Unit cost

= =

$200.00 + $2.50 × 1200 = $3200.00 $3200 ÷ 1200 = $2.67

14.3 Fixed cost Variable cost

Unit cost $12.00

$200.00

Heat treat in-house $28,000.00 $10.00

=

$2.50 = $1700.00 $2.83

Purchase services $0.00 $17.00

a.

CEP where: FCA + VCAx = FCB + VCBx $28,000 + $10x = 0 + $17.00x $7x = $28,000 x = 4000 CEP is at 4000 units. b.

3,000 units is less than the CEP. Therefore purchase the services.

5,000 units is above the CEP. Therefore heat treat in-house.

c.

Unit cost for 3000 units Unit cost for 5,000 units

=0 + $17.00 = $17.00 = (25,000 + 5,000 × $10.00) ÷ 5000 = $15.60

166

14.4

Corner store: Fixed cost = $0.00, variable cost = $0.99 per pound Cross Towne Fixed cost = $3.60, variable cost = $0.79 per pound CEP: $0.00 + $0.99x = $3.60 + $0.79x $0.20x = $3.60 x = 18 pounds It is worth the trip if you buy 18 pounds of bananas. However, if Cross Towne has other bargains it might be worthwhile for fewer bananas.

14.5 Buy

Process A

Process B

Setup

$40.00

$180.00

Tooling

$15.00

$20.00

Labor/unit

$4.10

$3.90

Material/unit Purchase cost Total cost

$2.00

$2.00

Unit cost

$6.10 $2,440.00 $2,495.00 $2,560.00 $6.10

$6.24

$6.40

Buy. Unit cost = $6.10

14.6

a.

CEP buying/semi.

$0 + $2.00x $0.70x x

b.

CEP semi/auto

$5,000 + $1.30x = $15,000 + $0.60x $0.70x = $10,000 x = 14,285.7 units

c.

i. 5,000 units: Buy ii. 6,000 units: Buy iii. 8,000 units: Semiautomatic iv. 10,000 units: Semiautomatic v. 20,000 units: Automatic

d.

i. Unit cost ii. Unit cost iii. Unit cost iv. Unit cost v. Unit cost

= = = = =

= $5,000 + $1.30x = $5,000 = 7,142.8 units

$2.00 $2.00 ($5,000 + $1.30 × 8,000) ÷ 8,000 = $1.925 ($5,000 + $1.30 × 10,000) ÷ 10,000 = $1.80 ($15,000 + $0.60 × 25,000) ÷ 25,000 = $1.20

167

14.7 Reason

Number

Wrong selection

62,000.00

42.8

Cumulative percent 42.8

Wrong size

50,000.00

34.5

77.2

Order canceled

15,000.00

10.3

87.6

Wrong address

3,000.00

2.1

89.7

Other

15,000.00

10.3

100.00

145,000.00

100.00

Total

Percent

14.8

B

Number $ $10,500

A

$5,720

30.2

85.6

D

$1,130

6.0

91.6

C

$890

4.7

96.3

E

$700

3.7

100.00

Total

$18,940

100.0

Part

Cumulative percent 55.4 55.4

Percent

14.9 The rate R is 30 units per hour, or 0.5 units per minute. With a throughput time of 50 minutes: I = RT I = 0.5(50) = 25 units in inventory

168

14.12 I = RT = (2 products per minute)x(30 minutes) = 60 products in process inventory

14.13 4 minutes per person means a rate of ¼ (0.25) persons per minute.

I = RT 12 people = (0.25 people per minute) x T T = 48 minutes

169

MULTIPLE CHOICE QUESTIONS 1.

The process of making something less complex or less difficult is called: a: standardization b: simplification c: specialization d: any of the above e: none of the above

2.

Which of the following statements regarding standardization is true?

I. All products made to a given specification will be interchangeable.

II. A range of standard specifications can be established so that the range covers the majority of uses for the item.

III. Standardization results in a larger variety of parts. a: I and II are true b: II and III are true c: I and III are true d: I, II and III are true e: none of the above is true

3.

The establishment of a common size for electric light sockets is an example of: a: simplification b: diversification c: standardization d: product focus e: none of the above

4.

The concentration of effort in a given field of endeavor is called: a: simplification b: concentration c: standardization d: all the above e: none of the above

5.

Specialization increases output and decreases costs by: a: enabling labor to develop speed and dexterity b: reducing setup time for each part c: allowing a company to make a wide variety of different products d: a and b above only e: none of the above

170

6.

Which of the following is an advantage of product specialization? a: it allows a large variety of finished goods to be made b: it lets the firm pay only for the skills required c: it allows labor to develop speed and dexterity d: all the above e: b and c above

7.

Standardization can reduce costs by: a: reducing inventories b: increasing lot sizes c: allowing the use of general purpose equipment d: all the above e: a and b only

8.

Which of the following statements is true?

I. Serving similar customers with similar demand characteristics is an example of market focus.

II. A company specializing in assembling cars is an example of process focus.

III. A focused factory specializes in a wide product mix. a: I only is true b: I and II only are true c: I and III only are true d: II and III only are true e: all the above are true.

9.

Which of the following is an objective of product design? a: to design a product that will function as expected in the marketplace b: to design a product for minimum processing cost c: to design a product that will have minimum design costs d: all the above e: a and b above

10. Tolerance is: a: an allowable deviation from the desired result b: specified by process designers c: another word for variation d: none of the above e: a and b above

171

11. Which of the following are advantages of simultaneous engineering?

I. Time to market is reduced.

II. Avoids the need for marketing and design to work together.

III. Less communication is necessary. a: I only is true b: I and II only are true c: I and III only are true d: II and III only are true e: all the above are true 12. Which of the following statements is/are true? a: product design is a major factor in determining the cost of a product b: product design is a major factor in the quality of a product c: product design is a trial and error process d: a and b above only e: all the above are true 13. General-purpose equipment: a: is designed for maximum flexibility b: is used extensively in intermittent manufacturing c: is designed and used to produce one or a few specific parts d: a and b only are true e: none of the above are true 14. Which of the following is a characteristic of special-purpose machinery? a: it can perform a variety of operations on a variety of work pieces b: capital costs are low compared to general purpose machinery c: it generally produces better quality than general purpose machinery d: all the above e: none of the above 15. In designing a process, which of the following needs to be considered? a: the volume to be produced b: the degree of customer involvement c: the desired quality level d: all the above e: none of the above

172

16. Which of the following statements is best about flow manufacturing?

I. Work stations are located in the sequence needed to make the product.

II. Work flows at a relatively constant rate.

III. They can produce a wide variety of different products.

IV. There is little buildup of inventory. a. all the above b. I, II and III are true c. I, II and IV are true d. II, III and IV are true e. I, III and IV are true 17. Which of the following statements is best regarding intermittent manufacturing?

I. Goods are produced in lots or batches.

II. General purpose machinery is mostly used.

III. Each work station must be flexible. a. none of the above are true b. I, II and III are true c. I, II and IV are true d. II, III and IV are true e. I, III and IV are true 18. In a particular process, the fixed costs are calculated at $40,000 and the variable costs at $1.50 per unit. If 10,000 units are to be produced, what is the average cost per unit? a: $1.50 b: $2.00 c: $4.00 d: $5.50 e: none of the above

19. Which of the following are reasons a firm would buy a product rather than make it in its factory? a: secrecy of design b: utilizing idle workforce c: providing known and competitive prices d: all the above e: a and b only 20. Which of the following is/are characteristic(s) of line-flow manufacturing? a: requires less work-in-process inventory than intermittent manufacturing b: is suitable for high-volume items c: makes extensive use of special-purpose machinery d: all the above e: none of the above

173

21. What is the Cost Equalization Point for the two processes shown?

Process A Process B Fixed cost $30.00 $120.00 Variable cost $3.00 $2.00 a: b: c: d: e:

$90.00 90 units 100 units 120 units none of the above

22. Intermittent manufacturing: a: is particularly suited to the production of low-volume items b: processes items in lots or batch c: generally uses general purpose machinery d: all the above e: none of the above 23. The cost equalization point: a: is used to show the potential profit of a process b: shows the lot size where costs are minimized c: is used to select the lowest cost of two or more alternative processes d: is the point where unit cost of a process are at a minimum e: uses all the above 24. Some purposes of continuous process improvement are: a: the reduction of worker fatigue and effort without reduction of levels of output b: the improvement of production processes and procedure c: the improvement of factory, department, and work-station layout to improve work flows d: improvement of levels of worker safety e: all the above 25. In selecting a project for method study, which of the following factors should be considered? a: human b: economic c: marketing d: all the above e. a and b only

174

26. Which of the following steps in method study ensures all elements of a job are studied? a: install b: select c: record d: examine e: none of the above 27. A disadvantage of intermittent manufacturing is: a. High inventories are required b. High flexibility is required c. No flexibility exists d. Work place utilization is minimized

Answers.

1 b 2 a 10 a 11 a 19 c 20 d

3 c 12 d 21 b

4 e 13 d 22 d

5 a 14 c 23 c

6 e 15 d 24 e

175

7 e 16 c 25 e

8 a 17 b 26 c

9 e 18 d 27 a

LEAN PRODUCTION CHAPTER 15 ANSWERS TO PROBLEMS 15.1

$20,000 √ 10/5

a.

New EOQ

=

b.

Total average inventory before =

c.

Total average inventory after =

=

$28,284

10 x $20,000 = 2 5 × $28,284 2

=

$70,710

15.2

Reduction in average inventory = $100,000 – $70,710 = Reduction in carrying cost = 0.18 x $29,290 = $5,272

15.3

a.

Annual demand =2000 units Carrying Cost = $20 per unit/year Setup Cost = $100/setup Run Cost = $2.00/unit After setup reduction, the setup cost = $20/setup

𝐸𝑂𝑄 = √

b.

S

2(2000)20

𝐸𝑂𝑄 = √

c.

20

=

2𝐴𝑆 2(2000)(100) =√ = 146 𝑖𝑐 20

$20

= 63

Total cost

=

Setup cost + carrying cost + run cost

Before: Setup $100.00

Carrying $1410.00

Run $242.00

Total Cost $1752.00

Unit Cost $12.42

After:

$630.00

$126.00

$776.000

$12.32

$20.00

176

$100,000

$29,290

15.4

A: 500/100 = B: 400/100 = C: 300/100 =

5 4 3 12

Since there is no common denominator for 5, 4 and 3, the minimum sequence will be 12 as follows: ABC, ABC, ABC, ABA. 15.5 Week

1

2

3

4

5

Model A

800

800

800

800

800

Model B

600

600

600

600

600

Model C

200

200

200

200

200

Total

1600 1600 1600 1600 1600

15.6a. Available capacity for each department = (8hrs-1hr) / day x five days = 35 hrs per week Let X= the number of benches produced Capacity in number of benches for the cut and sand department 2 * 5 min * X + 2 * X = 35 * 60 minutes per hour X = 175 benches per week Capacity in number of benches for the assembly and paint department (8 + 5 minutes) * X = 35 * 60 minutes per hour X = 161.5 benches per week Maximum capacity per week is 161.5 benches.

15.6b. Hours per week cut and sand = 5 hrs (setup) +161.5 * (2 * 5 + 2) / 60 = 37 hours 18 minutes Hours per week assembly and paint = 5 hrs (setup) + 161.5 * 13/60 = 35 hrs per week 15.6c The assembly and paint employee has almost one hour per day of excess capacity. If he could use this time to help setup and teardown the cut and sand department then the overall capacity would increase.

15.7

Available capacity = Let x =

80 hours per week number of W’s to produce

177

TimeB + TimeC 2 + 0.1x + 2 + 0.15 (2x) .4x x Produce 190 W’s a week.

15.8

= = = =

80 hours 80 hours 76 190

Available capacity = 120 hours per week Let x = number of Ss to produce TimeT + TimeU = 120 hours 7 + 0.1(3x) + 8 + 0.2 (2x) = 120 hours .7x = 105 x = 150 Produce 150 S’s a week.

Or: 3 x 150 = 450 T’s and 2 x 150 = 300 U’s per week

178

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements is best regarding JIT? I. It is a philosophy that relates to the way in which a manufacturing company organizes and operates its business.

II. It is a set of techniques to make manufacturing more productive.

III. It is concerned with adding value to the product. a. all the above are true b. I and II are best c. I and III are best d. II and III are best e. I only is best

2.

Which of the following statements is true?

I. Value starts in the marketplace.

II. Cost and value are the same thing.

III. Counting and storing add value to the product. a. I and II b. I and III c. II and III d. I e. III

3.

If a company standardizes on the components that are used in different models it will: a. reduce waste b. reduce the variety of options offered to the customer c. reduce the length of production runs d. require the use of general-purpose machinery

4.

The ideal product is one that: I. Meets or exceeds the needs of the customer.

II. Makes the best use of material.

III. Can be manufactured at least cost. a. all the above b. I and II only c. II and III only d. I only

5.

Overproduction causes waste by: a. consuming unneeded raw materials and labor b. creating excess inventory c. causing confusion and hiding problems d. a and b e. all the above

179

6.

Which of the following are advantages of reducing inventory?

I. Engineering changes can be made sooner.

II. Quality can be improved.

III. Less space is needed in manufacturing.

IV. Lead time will be shorter. a. all the above b. only I, II and III c. only I, II and IV d. only II, III and IV e. only III and IV

7.

Which of the following is NOT an advantage of work cells? a. queue and lead time are reduced b. production activity control is simplified c. need for floor space is reduced d. immediate feedback e. maximum machine utilization

8.

Which of the following contribute to machine flexibility? a. small general-purpose machinery b. mobility of machines c. automated high-capacity machines d. a and b above e. b and c above

9.

Reduced setup has which of the following advantages?

I. Reduced lot sizes.

II. Reduce lead time and queue.

III. Improved quality. a. all the above b. I and II only c. I and III only d. II and III only e. I only

10. Which of the following statements is best about quality?

I. Quality can be inspected into a product.

II. Poor quality has no effect on work flow.

III. The process must be capable of producing the required quality consistently.

IV. Machinery must be maintained in excellent condition. a. all the above b. I and II only c. II and III only d. III and IV only e. I and IV only

180

11. Which of the following concepts is needed to achieve uninterrupted material flow? a. uniform plant loading b. pull system c. valid schedules d. all the above are needed e. a and b only are needed 12. Linearity in a JIT environment means: a. produce small lot sizes b. plan level schedules c. each day achieve the plan, no more or less d. eliminate all idle time e. statistical process control 13. The buyer expects that a supplier will provide each of the following EXCEPT: a. the quality needed at all times b. information on competitors c. frequent deliveries d. improved quality and cost 14. Employee involvement in a JIT environment means: I. Operators must take responsibility for improving the process.

II. Management must take more of a leadership role.

III. Staff must be trainers and assist line people. a. all the above b. I and II only c. I and III only d. II and III only e. none of the above 15. Which of the following statements is best?

I. JIT and manufacturing planning and control cannot work together.

II. The JIT philosophy simplifies and reduces manufacturing planning and control problems.

III. JIT requires a very good planning and control system. a. all the above are true b. I and II c. I and III d. II and III e. none of the above

181

16. JIT will influence master production scheduling by: a. reducing time fences and making the MPS more responsive to customer demand b. making it possible to use daily time buckets c. making the MPS more unstable d. a and b only e. b and c only 17. JIT practices will change the material requirements planning process by: a. reducing the number of levels in the bill of material b. making the bill of material more complex c. increasing the need for offsetting d. increasing the need for netting e. eliminating the need for MRP 18. Which of the following is a benefit to the purchaser in supplier partnerships? a. frequent deliveries on a just-in-time basis b. better quality c. improved performance and cost d. all the above e. a and b above only 19. A pull system is developed to provide which of the following? a. an alternative to a classic MRP system b. to provide only what is needed and when it is needed c. can only be used when demand is constant and known d. can only be used when demand is unknown e. none of the above 20. The primary purpose for establishing small-group improvement activities among production employees is: a. direct labor efficiency improvement b. improved scheduling c. morale improvement d. product improvement e. work methods improvement 21. Bills of material used for MRP planning in a JIT environment are likely to have which of the following characteristics? a. fewer "phantom" or "blow-through" assemblies b. increased complexity with regard to options c. weekly time buckets d. no need for where-used references e. fewer levels in product structures

182

22. Each of the following contributes to machine flexibility EXCEPT: a. ease of maintenance b. mobility c. variable speed d. multipurpose e. quick setup 23. The principle of cellular manufacturing is also known as: a. work cell layout b. clustered flow c. functional organization d. pull systems e. continuous flow

Answers.

1 a 2 d 10 d 11 d 19 b 20 c

3 a 12 c 21 e

4 a 13 b 22 a

5 e 14 a 23 e

6 a 15 d

183

7 e 16 d

8 d 17 a

9 a 18 d

TOTAL QUALITY MANAGEMENT CHAPTER 16 ANSWERS TO PROBLEMS 16.1

Number of standard deviations within tolerance = .001 ÷ .00033 = 3.03 Sigma is approximately 3. Therefore approximately 99.7% of shafts will be within tolerance.

16.2

Number of standard deviations within tolerance = .0004 ÷ .00033 = 1.2 Sigma is approximately 1. Therefore approximately 68.3% of shafts will be within tolerance.

16.3

CP

=

16.4

CP

=

USL – LSL = 5.05 – 4.95 = 1.11 6σ 6(0.015) The CP is greater than one but less than 1.33; therefore the process is marginally capable.

(USL – LSL) 6 x .02 (.06 – ( - .06)) = 6 x .02

1.0

The CP is equal to one and the process is marginally capable USL – LSL = .765 – .735 = 6σ 6(.007) The CP is less than one and the process is not capable

0.71

USL – LSL = .765 – .735 = 6σ 6(.0035) The CP is greater than 1.33 and the process is capable

1.43

16.5

CP

16.6

CP

=

=

184

16.7

a.

Process centered on 0.75 Cpk = (USL – Mean) 3σ

or

(Mean – LSL) 3σ

=

.765 – .75 3 × .0035

or

.75 – .735 3 × .0035

=

1.43

or

1.43

Since Cpk is greater than 1.33, the process is capable. b.

Process centered on 0.74 Cpk = .765 – .74 = 2.38 3 × .0035

.74 – .735 = 3 × .0035

or

.48

Since the lower Cpk is the lesser of the upper and lower Cpk’s and is less than 1, the process is not capable.

Note that as a quick test the Cp is equal to the average of the upper Cpk and the lower Cpk

16.8

a.

Cpk = 10.1 – 9.95 = 2.5 3 × .02

or

= 9.95 – 9.9 = 3 × .02

.83

Since the lower Cpk is less than 1, the process is not capable. a.

Cpk = 10.1 – 9.98 = 2 or = 3 × .02

9.98 – 9.9 3 × .02

=

1.33

Since the lower Cpk is greater than 1.33, the process is capable. b.

Cpk = 10.1 – 10.04 3 × .02

= 1

or

= 10.04 – 9.9 = 3 × .02

2.33

Since the lower Cpk is between 1 and 1.33, the process is marginally capable..

16.9 For this question students will have unique answers. You can refer to Figure 16.16.

Their answers should show where improvements are needed and the interaction of features.

16.10

The standard deviation of the measures is 0.768

24.5−23.5

Cp = 6(.768) = 0.22 less than 1, therefore not capable

185

MULTIPLE CHOICE QUESTIONS 1.

Which of the following statements is best? a. the basic quality level of a product is specified by senior management b. manufacturing is responsible for meeting at least the minimum specifications of the product c. the product designer builds the quality level into the product by design and specification d. all the above are true e. a and b are true

2.

Which of the following is NOT a basic concept of total quality management? a. customer focus b. competitive supplier bidding c. continuous process improvement d. performance measures e. involvement of the total workforce

3.

Which of the following statements regarding TQM is best?

I. TQM is organization wide and everyone's responsibility II. Customer focus is not a requirement of TQM. III. Only junior management is involved in TQM. a. I only is true b. II only is true c. III only is true d. I and II only are true e. all the above are true

4.

Giving people the authority to make decisions and take action in their work areas is called which of the following? a. teamwork b. organizational skills c. empowerment d. any of the above e. none of the above

5.

Which of the following statements is best regarding performance measures?

I. They are not necessary for performance improvement.

II. They should be appropriate and useful.

III. They should be simple and easy for users to understand. a. I and II only b. I and III only c. II and III only d. all the above

186

6.

The cost of failure to control quality includes which of the following? a. scrap, rework and spoilage b. warranty charges c. returned materials d. all the above e. none of the above

7.

The costs of controlling quality include which of the following? a. prevention and appraisal costs b. prevention and process control costs c. appraisal and process control costs d. any of the above e. none of the above

8.

Which of the following is/are included in the cost of preventing poor quality? a. operator training b. final inspection c. warranty charges d. all the above are included in the costs of preventing poor quality e. none of the above is included in the costs of preventing poor quality

9.

Which of the following statements is best regarding process variation?

I. All variation is due to chance.

II. Chance variation is inherent in the process.

III. Assignable variation is due to a specific cause. a. I and II are true b. I and III are true c. II and III are true d. I only is true e. II only is true

10. Chance variation in a process can be caused by which of the following? a. people b. machinery c. materials d. all the above e. none of the above 11. Which of the following can be used to describe the spread of the pattern of variability? a. arithmetic mean b. average c. range d. upper control limit e. none of the above

187

12. Which of the following statements is true if the standard deviation of a process is .02 and the average is 1? a. about 68.3% of the output will be within 1± .02 b. the specification limits are ± .02 c. the upper control limit is 1.02 d. all the above are true e. none of the above is true 13. The permissible limits of deviation from perfection is called which of the following? a. spread b. tolerance c. control limits d. process capability 14. Which of the following statements is best?

I. The capability of a process is related to the product specification limits.

II. Quality does not depend on the process used.

III. Defects can only be produced by a shift in the mean. a. I only is true b. I and III only are true c. I and III only are true d. all the above are true e. none of the above is true 15. Which of the following statements is best if a process has a capability index (Cp) of 0.83? a. the process is capable b. the process is not capable c. cannot tell whether the process is capable or not from the information d. the product specifications are adequate 16. Which of the following statements is best if a process has a Cpk of between 1 and 1.33? a. the process is not capable b. the process is marginal c. the process is capable d. none of the above is true 17. The purpose of process control is to: a. make sure the process does not stop b. self-correct the process c. to show when there is a high probability of an assignable cause for defect d. to help designers develop the steps to automate a process e. all the above

188

18. Which of the following statements is correct regarding control charts?

I. Specification limits are the same as control limits II. If there is no assignable cause of variation the process is in control III. A shift in the mean or average will show up on the X portion of the X and R chart a. I and II are true b. I and III are true c. II and III are true d. all the above are true e. none of the above is true 19. Which of the following statements is true regarding sample inspection? a. acceptance sampling requires 100% inspection b. one reason to sample inspect is because of human error c. the sample should be taken from the last parts produced because there is less chance of error d. there is no risk to either the consumer or producer 20. Which of the following statements is correct regarding acceptance sampling? a. sample inspection is 100% accurate b. the consumer's risk is that a lot with less than the acceptable number of defects will be accepted c. The producer's risk is that a batch with more than the acceptable number of defects will be rejected d. The cost of the sampling plan must be balanced against the consumer's risk and the producer's risk e. Lots are accepted when the consumer’s risk equals the producer’s risk 21. Under which of the following conditions is acceptance sampling appropriate? a. testing of the product is destructive b. time is available for 100% inspection c. the sample can be taken from the top of the batch d. the batch to be sampled is small e. sampling is a natural part of the process 22. Which of the following statements is true concerning ISO 9000 standards?

I. They are intended to prevent nonconformities during all stages of inspection II. There is only one ISO 9000 standard and it only applies to manufacturing.

III. ISO 9000 requires third party registration a. I only is true b. II only is true c. III only is true d. I and II are true e. All of the above are true

189

23. ISO 9000:2000 is designed as: a. a complete set of documentation to run any business b. a process approach to management c. a 12 step process d. a method of sampling to prevent defects in any process e. a set of technical standards to establish inspection limits 24. Which of the following statements is true concerning benchmarking? a. it seeks improvement by analyzing the internal process b. it studies only organizations in the same industry c. it studies the "best in class" organizations d. it is a process for determining performance measures for the shop floor 25. A House of Quality is used to: a. Organize a company into departments focusing on quality. b. Structure the engineering team. c. Translate customer needs into design specifications. d. Calculate specifications for desired cost reductions. e. Calculate capability of a process to meet customer specifications.

26. The voice of the customer is: a. The response heard from market promotions b. An expression for customer wants. c. The communication method used for network marketing. d. A measure of capability of a process.

27. QFD is an acronym for: a. Quality Function Deployment. b. Quality For Design. c. Quality Forms Development d. Quality through Frequent Delivery e. Queen For a Day 28. Six Sigma is a strategy designed to: a. Reduce defects. b. Measure the capability of the quality function. c. Calculate productivity. d. Increase the total output of processes. e. None of the above.

29. Six Sigma: a. Is only applicable if a process is repetitive. b. Is an offshoot of the 5-S program. c. Is an award sponsored by the Malcolm Baldridge Foundation. d. Is about more than measurement of parts production. e. a and b above only

190

30. The Top Six Sigma project managers are known as: a. Black Belts b. White Hats c. Best-In-Class d. World Class e. Biero 31. The specification for the cut length of a board is 12 inches ± .5 inches. A sample of boards showed an average length of 11.8 inches and a standard deviation of .1 inches. The Cp for this process is: a. 5 b. 2 c. 2.33 d. 1.67 e. 1 32. A process has been sampled and it is found to have a Cpk on the upper side of 2.4 and a Cpk on the lower side of 1.4. The Cp for this process would be: a. 2 b. 1.9 c. 3.8 d. 4.8 e. The value of the process mean is needed to solve this problem.

33. The specification for the cut length of a board is 12 inches ± .5 inches. A sample of boards showed an average length of 11.8 inches and a standard deviation of .1 inches. The Cpk for this process is: a. 7 b. 3 c. 2.33 d. 1 e. .42 34. Which of the following quality processes is part of QFD? a. House of quality b. Statistical Process Control c. Lean d. ISO:9000:2010 e. Quality for delivery 35. Which of the common quality decision making techniques compares products to the competition? a. Fishbone diagrams b. Six Sigma c. Quality Function Deployment

191

d. Statistical Process Control e. Product sampling inspection

Answers.

1 e 2 b 10 d 11 c 19 b 20 d 28 a 29 d

3 a 12 a 21 a 30 a

4 c 13 b 22 c 31 d

5 c 14 a 23 b 32 b

6 15 24 33

192

d b c d

7 a 16 b 25 c 34 a

8 a 17 c 26 b 35 c

9 c 18 c 27 a

193

Case Study Teaching Notes for Introduction to Materials Management, 8e

Stephen N. Chapman J. R. Arnold Ann K. Gatewood Lloyd M. Clive

1

Z03_CHAP6323_08_SE_CASE_WEB.indd 1

12/1/15 4:00 PM

2

Case study

Table of Contents Fran’s Flowers–Chapter 1 439 Meridian Water Pumps–Chapter 2

441

Williams 3D Printers–Chapter 2

443

Acme Water Pumps–Chapter 3

444

MasterChip Electronic–Chapter 3

445

Macarry’s Bicycle Company–Chapter 3 Apix Polybob Company–Chapter 4

448

Benzie Products–Chapter 4

450

Wescott Products–Chapter 5

453

Johnston Products–Chapter 6

456

Crofts Printing–Chapter 6

458

Melrose Products–Chapter 6 Let’s Party!–Chapter 7

446

459

461

Connery Company–Chapter 7

462

Northcutt Bikes: The Forecasting Problem–Chapter 8 464 Hatcher Gear Company–Chapter 8

467

Randy Smith: Inventory Control Manager–Chapter 9 Carl’s Computers–Chapter 11

470

CostMart Warehouse–Chapter 12 Metal Specialties, Inc.–Chapter 13

473 475

Cheryl Franklin, Production Manager–Chapter 14 Murphy Manufacturing–Chapter 15

476

476

Accent Oak Furniture Company–Chapter 16

Z03_CHAP6323_08_SE_CASE_WEB.indd 2

468

478

12/1/15 4:00 PM

F

Teaching Notes for Introduction to Materials Management, 7e

3

ran’s Flowers Chapter 1 Case Study Teaching Notes Fran’s Flowers is a good case to use early in a course of study, because it illustrates two important areas (service design and operations strategy) in a case format that is completely qualitative, and therefore less threatening to some students as they make their first entrance into materials management. It can also be used to start students thinking about the quantitative aspects of materials management, both from a data gathering and data analysis aspect, as one of the direct case questions (#2) asks students to consider the data collection needs as well as how they would suggest using this data. This presents a good opportunity (usually at the conclusion of the primary analysis) to have an open, “brainstorming” discussion. This can be used not only to start student thinking about quantitative analysis, but can also be used as an “icebreaker” to allow students to feel comfortable about open class discussions.

The Problem Fran clearly stated that she intended to focus on the specialty make-to-order flower arrangements. Clearly, in such a business, the major operational focus should be on artistic capability, flexibility, design, and close communication with the customer. The volume would be fairly small, but the margin on each order would be fairly large. The order-winning aspects of such a business would clearly be availability, design, and flexibility.

Once those characteristics have been developed, a discussion of the importance of location can be initiated. In the make-to-order business, location could be expected to be insignificant, as the case indicates when it discusses how Fran and Molly usually visit the clients to obtain the order, rather than the other way. In such a situation it really doesn’t matter where she locates as long as she has space to store the flowers and make the arrangements.

Some student will immediately jump on the now-obvious mistake that Fran made.

She selected a location in a highly visible strip mall. In such a location it should be expected that people will walk in a flower shop with the idea of making spot purchases of flowers. In other words, she selected a location without considering the strategic impacts.

It might have worked out without a problem if she would have just turned away the customers wanting the spot purchases, but the financial benefits of such an apparently easy sale was too appealing.

As soon as Fran started accommodating those walk-in customers, she had evolved into two separate businesses with two separate operational strategy models. The walk-in business was, of course, a make-to-stock business with all the typical characteristics of such a business. The contrasts are summarized in the following table. Such a table can be easily developed during the class discussion to enable all students to clearly see the ­contrast in the service businesses:

Price Location Design Skill Level Volume Variety of Design Operational Focus Inventory

Make-to-order Not Sensitive Not Sensitive Order Winner Very High Very Low Each One Different Close Customer Contact Can Order as Needed

Make-to-stock Sensitive—Order Winner Critical Standardized Fairly Low Higher More Standard Standardized, Low Cost High—Standard Arrangements

Not only has she gotten herself into a dual business situation (of which she originally had no interest in and has minimal managerial skills to run), but now customers in the make-to-stock business are trying to force her to move even more away from her

Z03_CHAP6323_08_SE_CASE_WEB.indd 3

12/1/15 4:00 PM

4

Case study

core. The consideration to have the shop open for a longer duration, open a second location, and become part of a national delivery service will pull her away from her central ­business focus even more.

Approaches There are really three basic approaches that appear to make sense, although some students will come up with logical variations on these three: Do nothing—This is always an alternative, and is frequently the least desirable one for a number of reasons. It would continue the problems outlined in the case and quite likely cause erosion of her business, as it appears she cannot give proper attention to either business under the current circumstances.

Expand the make-to-stock business—Given that she apparently has a good location, this business could be attractive if run effectively. Fran, however, does not consider the business as the one most attractive to her. She just prefers to use her design talents on the make-to-order. One method to allow for effective expansion is to hire a full-time, experienced person to completely take over the make-to-stock business. This person could be evaluated on a profit basis, but be given almost free reign to expand the business in any direction that will prove profitable. Fran could then concentrate her efforts on the make-to-stock, and it is highly likely that both businesses would become successful, allowing for at least some synergistic effects as customers for one business would, under the right circumstances, buy from Fran if they had a need for flowers for another purpose.

Eliminate the make-to-stock business—One potential problem with the expansion of the make-to-stock business is the requirement for a large amount of capital (this, in fact, should be one of the data items students should mention for case question #2).

Eliminating this business would allow her to concentrate on her core business, with less need for capital. The largest problem with this is the potential loss of profitability with the make-to-stock business, and she still has the location issue. If she wants to maintain the present location, she should take steps to clearly identify the nature of the business to possible walk-in customers. Given that the strip mall is popular, however, the lease costs may be higher than that she would have to pay given that location is not very important to the make-to-order business. She might be better off financially to seek a location with a lower cost. Location, again, is not critical in the make-to-order business.

Conclusion Another opportunity for discussion is presented as students debate these options, or may, in fact, create others. This discussion can be again used to bring in the data questions. You may wish to ask the students the criteria they should use to make the final decision. Much of these criteria will probably be dependent on gathering certain information.

You may or may not wish to spend much time on the implementation question. Such a discussion tends to be less interesting to students and more “mechanical” in nature, but if you wish to use the case to have students think about the detailed design issues for a service business, you may want to spend some time with it.

This case was based on a real situation in a real flower shop. You may wish to inform the students that the real “Fran” decided to use her skills and desires to concentrate on the make-to-order business, but the potential for the walk-in business was too attractive to eliminate, especially given her location. She hired an experienced retail manager to manage the walk-in business as a profit center. The manager was given permission to manage that business in any fashion he or she wished, but part of his or her compensation was based on profit sharing, giving the manager plenty of incentive to make the store profitable. Fran and Molly worked in the back room, but could serve as advisors to the walk-in business as requested by the new manager. Fran and the new manager would meet on a regular basis to discuss the overall business and look at flower needs, constantly trying to evaluate the possibility of different approaches to combine needs for flowers and minimize the overall cost of purchasing stock. As of the writing of this case the approach appeared to be working.

Z03_CHAP6323_08_SE_CASE_WEB.indd 4

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

5

Meridian Water Pumps Chapter 2 Case Study Teaching Notes This case is a fairly simple case to work on analytically, yet can provide the basis for a good discussion about the trade-offs involved with making a good production plan or Sales and operations plan. While there are clearly differences in the financial results of the possible plans, there are clearly nonfinancial issues that can and should be discussed in order to give students a better overall perspective involved with this important planning process. Here are sample solutions to the assignment questions: 1. Developing a level production plan is fairly easy. The total demand for the six months is 4650 units. Since the current inventory is 50 and the target inventory for the end of the six month is 25, we reduce the required production for the six months to 4625 (4650–25).

Dividing the 4625 by the six months, we would be required to make 771 pumps per month.

Dividing the 771 by 25 (the number of pumps one worker can make in one month), we would need 30.8 workers. Rounding that to 31 workers, we have the following result: We need to hire 11 workers (there are currently 20, and we need 31) There is an upfront cost of $1100 ($100 hiring cost for each worker) ■■ The monthly production will be 775 (31 workers × 25 pumps per worker) ■■ The inventory at the end of month 1 will be 225 (production of 775 plus existing inventory of 50 = 825, then subtract the production of 600) ■■ ■■

Month Demand Production Inventory Inventory cost

1 600 775 225 $1125

2 750 775 250 $1250

3 1000 775 25 $125

4 850 775 –50 $0

5 750 775 –25 $0

6 700 775 50 $250

The total inventory cost is $2750 The total hiring cost is $1100 The total extra cost of the level plan is $2750 + $1100 = $3850 There are several qualitative issues that can and should be discussed here. Three of the more important ones may be as follows: There are two months when shortages appear. There is no indication how customers will react. For example, if the customers are willing to wait for one to two months, then certainly there will at least be some loss of goodwill. There is a high probability that customers would not be willing to wait if they could obtain the product from a competitor (given that water pumps are a common product, this is highly likely). In that case a real financial cost is the loss of profit from those lost sales, and potentially some permanent loss of those dis­appointed customers. At a minimum, there is likely to be some cost in filling the backorders.

■■ As indicated in the case, such shortages also require sales people to make additional visits to customers to calm their anger. Such visits might cost some real dollars and also create some anger and discouragement within the sales staff.

■■ There is an assumption that the newly hired 11 people will be able to produce a full production (25 pumps per month) immediately. Most production jobs entail a learning curve, implying that the production of 775 total pumps in month 1 may be overly optimistic.

■■

2. The chase plan is also fairly easy to develop. To create it, the assumption is made that the target inventory of 25 can be accomplished in the first month. To obtain the number of people needed each month, the demand for that month is divided by 25 (the number of pumps one worker can make in one month). The only exception is the first month, when we assume that 25 units of demand can be taken from inventory to get to the target level immediately.

Z03_CHAP6323_08_SE_CASE_WEB.indd 5

12/1/15 4:00 PM

6

Case study

Month Demand People Needed People +/– Inventory Hire/Layoff Cost

1 600 23 3 25 $300

2 750 30 7 25 $700

3 1000 40 10 25 $1000

4 850 34 –6 25 $600

5 750 30 –4 25 $400

6 700 28 –2 25 $200

The total hire/layoff cost for the six months is $3200. The inventory cost for each month is 25($5) = $125. For the full six months the cost for inventory is $750. The total cost for the chase strategy, then, is $3950. That is only slightly higher than the level strategy ($100). As with the level strategy, however, there are qualitative issues that should be discussed. Included should be the following: From a customer perspective, this approach is clearly better than the level plan that represents at least two months of inventory shortages. One might argue (and in a real situation even calculate) that this approach is financially better, in that the potential cost of lost profitability was not included in the level schedule analysis.

■■ The largest qualitative cost in this chase plan is the constant movement of people in and out of production. This ignores several potential “hidden” costs, including the following: ■■ The learning curve impact of the new people. The analysis assumes that a new person can produce at the same rate as an experienced one. This is seldom the case.

■■ The issue of employee loyalty. The production people will likely get the impression (rightly so) that the company has little or no loyalty to the feelings and needs of the workers. In that case, it would be likely that the employees will also have little feeling of loyalty. That can impact not only morale, but also productivity improvement efforts.

■■ A little recognized issue is the impact of employee “guilt.” In some cases employees who escape a layoff will feel guilty. While often relieved that they kept their job, they will sometimes express the feeling of “why did I survive—I feel guilty that I have my job while some of my friends on the production line lost their jobs.”

■■

3. The following represents a hybrid plan. It has a level schedule for the first three months (until the demand grows to the point where shortages would occur), then has a level schedule for the next two months, then starts to reduce employees as the lower demand part of the cycle again starts.

Month Demand People Needed People +/– Production Inventory Hire/Layoff Cost Inventory Cost

1 600 23 12 800 250 $1200 $1250

2 750 30 0 800 300 $0 $1500

3 1000 40 0 800 100 $0 $500

4 850 34 –2 750 0 $200 $0

5 750 30 0 750 0 $0 $0

6 700 28 –1 725 25 $100 $125

The total cost of this plan (inventory plus hire/layoff costs) is $4875. From this purely financial analysis of these two extra costs, this plan would not be preferable.

If, however, all the qualitative costs discussed above (and their potential associated financial implications) are to be considered, this approach may be preferable and selected. Specifically, it has a reasonably small impact on layoffs and also prevents shortages that could impact customers.

Z03_CHAP6323_08_SE_CASE_WEB.indd 6

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

7

4. There is only one hybrid approach presented. This question presents a great opportunity for students to present their own plans and discuss the pros and cons of each. A good discussion here can leave students with a much stronger perspective of the issues and advantages of developing good production plans.

Williams 3D Printers Chapter 2 Case Study Teaching Notes This case has an advantage in that it can be used for discussing the strategic issues often surrounding the development of longer term S&OP planning, where additional capacity is possibly needed. But if students are not at a level where that is appropriate, then the case can be more simply used as a discussion of some of the options available for a company in this situation to use, and some of the pros and cons of each. You may find that even for students not familiar with strategic thinking that some may move in that direction based on their experience and basic logic.

The environment described and the issues facing the company are fairly common for a start-up organization in a rapidly growing market typical of the introduction phase of a product life cycle. You may wish to point out that often in such a market many small companies trying to enter the market is typical, but over time most will fail, either because of an inferior design, a lack of flexibility to understand the market, or the inability to find ways to grow in the market. As successful companies in the market grow, they are able to gain from the advantages of growth, including economies of scale. You may wish to point out that since the entire market is growing at this point, individual companies may experience growth without experiencing a lot of competitive pressure. This is because growth can occur without actually growing market share (assuming the company grows at the same rate at which the market grows). Later on in the life cycle when the market growth slows considerably, the competition between survivors will tend to increase as the only way they can obtain growth is through taking market share from another company. How much of a discussion of this you feel appropriate should be based on the background of the students. You can also refer them to the first few pages of Chapter 14 where the product life cycle is briefly discussed.

The case can be discussed without this life cycle discussion, focusing primarily on the key issue of dealing with longer range sales and operations planning (S&OP) in this kind of environment. It certainly can bring out many of the trade-offs inherent with the development of any S&OP process that almost any company has to go through, although in this case inventory does not seem to be a major problem (again somewhat typical in what appears to be a make-to-order environment). The key trade-offs here appear to lie within the concepts of how to best manage rapidly growing sales forecasts. Specifically, they need to plan for longer range resources and how to pay for them.

Certainly, one alternative is for them to maintain their current size and only take orders that they can produce within their existing facility and staffing. Some students may wish to take that option, and could justify it by stating that it would allow the facility to only take orders with the highest possible profit margin. Given that the design for each order is apparently not standard, the price is likely not standard either. If they do negotiate price, it gives them the option of taking or not taking a particular order. Some companies in this type of market will elect to take this approach, and it can work as the market matures if the company can successfully identify and defend a specific niche where they can provide good products and services. It is not clear that this would be the preferred approach here, and certainly it would appear that the sales and marketing manager, at least, would need to be convinced. Also, if they stay small as the market matures, they may face other problems—the design of a product tends to become more standard as the market matures, and also price becomes more sensitive. This type of discussion may be too advanced for your students, but asking them to consider what has happened in recent years to the product with which they may be familiar with may help—consider “smart” televisions, cell phones, and almost any other electronic device.

If the growth option is taken, then Pamela’s concerns need to be addressed. The decision to grow the business needs to include a good plan as to how. As Pamela points out,

Z03_CHAP6323_08_SE_CASE_WEB.indd 7

12/1/15 4:00 PM

8

Case study

growth in the production area may need to appear something like a “step function,” where large “chunks” of production capacity are added. Smoothing out added production capacity would seem to be difficult here, although it should be pointed out (and some students may suggest) that sometimes smoothed addition of capacity can be obtained by subcontracting the work. If the discussion goes in this direction, student should be aware that in those cases, it is more difficult for the company to control the work, especially in terms of quality, but also cost and delivery. Still this may be a very attractive alternative for some students.

If they decide to grow internally with the “chunks” of capacity, they need to address that likely at first they would have an excess of capacity since the sales are less likely to grow in matching “chunks” of orders. Options possibly exist, however. One would be to offer other companies some of the added capacity for short-term subcontracting work.

Another would be to build some inventory of more standard parts of the printers. The inventory option would mean even more added cost up front, but could allow them to postpone the next needed “chunk” of capacity assuming the market continues to grow. If the students are at a level where discussion of this option evolves some strategic points, you may wish to point out that addition of capacity in this early life cycle market often should lead the growth of demand. While that option tends to cost more in the short term, products in this type of market tend to be much more sensitive to delivery than they are to price, and the excess capacity (especially in a product with lots of design options) can help make delivery reliable, and they also tend to provide good margins (not being particularly price sensitive). On the other hand, facilities producing products in a more mature market tend to allow the addition of capacity to lag demand growth, preferring to use techniques such as working overtime and subcontracting as much as possible before turning to acquiring more capacity. The main point against adding a “chunk” of capacity is cost and the impact on profitability. Certainly, the concerns of the financial manager need to be considered, and it would be an important decision if the company wishes to forgo a profitability position for some time in the future to pay for the added capacity.

Some students may point out that this may make them much more profitable in the future as they can serve more of the market. While that can be true, you need to point out that if growth continues, the company is likely to face a similar issue about adding even more capacity sometime in the future. Students should be made aware that these kinds of decisions must be made considering the overall strategy of the firm. They should be able to understand that even if you elect to forgo any detailed discussion around the life cycle and its characteristics.

Acme Water Pumps Chapter 3 Case Study Teaching Notes The following is a master schedule using the case data. It is important to note that the projected balance ignores the forecast data for the first three weeks (because the demand time fence is 3 weeks), and from that point on the balance is computed from the larger of customer orders or forecast.

Period Forecast Cust. orders Proj. Balance (25) MPS ATP

1 2 3 4 5 90 120 110 80 85 105 97 93 72 98 220 123 30 250 152 300 300 30 58

6 7 8 9 95 100 110 90 72 53 21 17 57 257 147 57 300 209

10 11 12 90 100 110 6 2 5 267 167 57 300 287

The order request for week 5 of 45 units should be no problem, as the ATP of 58 for week 4 covers it nicely.

At this point it might be helpful to teach students about ATP by challenging them with additional questions about future orders. For example,

Z03_CHAP6323_08_SE_CASE_WEB.indd 8

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

9

What if the new customer order is for 70 in week 5? Still no problem. You could promise the 58 produced in week 4 and the additional 12 from the 30 ATP in week 1. Key point here—it is not important for the customer to know when the item is produced, only when they get it (an exception is an item with a short shelf life).

What if the new customer order is for 100 in week 5? Now the issue is more complex.

You could promise 88 (58 in week 4, 30 from week 1). For the rest of the request, there are three options: 1. You could ask the customer if you could give them 88 in week 5 and the rest in week 7.

2. If that option does not work for them, you could work with sales to ask if the other customer orders could accept some of their pumps at a later time, so you could split the shipment of their orders.

3. If that does not work, you need to check if you have the material and capacity to increase production by 12 units sometime during the next 5 weeks.

If none of those options work, the only alternative is to tell the customer that you can deliver only 88 for them in week 5.

The MasterChip Electronics Company Chapter 3 Case Study Teaching Notes Sally is confronted with a relatively common environment. Her product line is competitive, somewhat delivery time sensitive, variable in demand patterns (volume and timing), option-oriented, and made with components that have fairly short life cycles. The union contract is certainly a constraint, but she should be able to manage around it more effectively. The measurement system focused on efficiency and utilization is also clearly a problem. This customer environment is one with variable orders in terms of size and options, and clearly the customers are sensitive to delivery reliability, especially when planned for something like a planned promotion. One could make the argument that at least part of the solution would be to “educate” the customers to provide more of their own planning information to MasterChip. That could very well help Sally’s own planning, but that should be viewed as a long-term approach at best. Essentially, this environment sounds like at least an assemble-to-order (ATO) environment, a quite possibly a make-to-order environment for at least some of the products, and should be managed accordingly.

First, it appears that Sally is relying on mostly short-term capacity planning (really reaction rather than planning) by using weekly layoffs and callbacks. The problems that appear in this environment are clear—excess capacity in parts of the facility and capacity shortages with lots of late orders in another part of the facility. Given that the demand patterns are somewhat erratic, you could assume that these capacity shortages and excesses have a tendency to move from area to area over time. She could avoid a lot of this if she had more flexible workers (where she could move them from one area to another), but this would require a change in the union contract and also a comprehensive training program to give workers more transferable skills. She also would be helped if she could change worker hours with more flexibility than weekly. That, too, could be an issue for their next union contract negotiation. This implies that it may be very difficult to do and certainly will not help in the short term. Additionally, one could argue that the issues she faces with short-term capacity is really symptomatic of other parts of the planning system.

The major problem here is that the company does not appear to do any effective longer range planning, as would be accomplished with a well-run sales and operations planning (S&OP) process and a well-managed master scheduling program. As it appears now, the sales force seems to take any order they can get with little regard for how well that order fits into a managerial agreed to long-range S&OP. Students should be made to realize that with an effective S&OP, where the timing, cost, and quantity of resources are taken into account, the “target” sales for a period may not represent the unconstrained forecast demand for sales, but instead be representative of the sales the company should obtain to best maximize

Z03_CHAP6323_08_SE_CASE_WEB.indd 9

12/1/15 4:00 PM

10

Case study

profits. Taking any order that comes along and blindly quoting a standard lead time clearly should not be done, especially in this type of volatile assemble-to-order environment.

Because of the ATO environment, the master schedules should likely be developed at the option level. This will allow two very important activities to be done for the company. First, the overall capacity can be managed at the rough-cut level to fit within the constraints established in the S&OP. Second, the master schedule can be established with available-to-promise (ATP) logic. It can be very powerful in this environment, especially if the sales force is trained what to look for in the ATP logic. A quick look, for example, in the situation described in the case, should have told the sales manager that he could promise at most 200 of the A77 units in the standard lead time, but also could tell him when the rest of the order could be shipped—and this could be done without having to check with anyone from production. The final assembly schedule would be developed from the actual customer order based on the options selected, but if the S&OP is managed effectively and a rough-cut capacity plan developed from the master scheduling activity, then the chance of any major mismatch in capacity should be minimized.

This case can be used for three different types of student groups. If the students are still at a fairly basic level in their understanding of planning systems, it can easily be used just to emphasize the value of S&OP and ATP logic, as well as the need for longer-range capacity planning and how this is done in S&OP and master scheduling.

If the case is to be used with more advanced students, it could serve as an effective “launch” into discussion of two-level master planning, and “super planning” bills of material.

Finally, the case can be used to initiate discussions about operations strategy (if appropriate for the level of students), using the understanding of the environment to influence almost every aspect of the organization, including measurement systems (clearly a problem here) to planning systems, to priorities the organization should be putting on various aspects of union agreements if they exist, as they do in this case.

Macarry’s Bicycle Company Chapter 3 Case Study Teaching Notes This case works well to allow students an opportunity to practice their skills on developing master schedules and also to practice using them to effectively promise orders. You may notice that without specifically stating so, this case is a typical approach using two-level master schedules with essentially a “super bill” approach that is often used in such an assemble-to-order environment. In this case that approach was not specifically mentioned, but at the conclusion of the discussion in the case, you may wish to take the opportunity to introduce the generic concepts of super bills, two level master planning, and even option of overplanning to your students.

You will likely note that while the planning time fence is defined as 20 weeks, there is no defined demand time fence and the master schedules are developed assuming demand time fence does not exists. Once the initial discussion of the questions in the case has been completed, you may wish to ask your students how, if at all, their solutions would change if a demand time fence is set. They will likely gain good insight on the use of the time fence if you set a couple of different time fences for discussion—say one time at 2 weeks and then at 5 weeks. If this option is taken, it may be instructive to have the students summarize the pros and cons of using demand time fences.

The completed master schedules are as follows: Common parts (Frame, etc.). Existing inventory 40

Week 1 2 3 Forecast 50 55 60 Cust. Orders 56 52 45 Projected Inventory. 184 129 69 Master Prod. Sch. 200 ATP 54

Z03_CHAP6323_08_SE_CASE_WEB.indd 10

4 5 6 62 65 65 33 70 50 7 137 72 200 45

7 8 9 10 11 12 68 70 75 75 80 85 35 60 20 20 0 0 4 134 59 184 104 19 200 200 120 180

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

11

18-speed gear option Existing inventory 25

Week Forecast Cust. Orders Projected Inventory.

Master Prod. Sch. ATP

1 2 35 39 37 38 138 99 150 27

3 42 40 57

4 5 6 44 46 46 33 50 20 13 113 67 150 55

7 8 9 48 49 53 25 40 5 19 120 67 150 100

10 11 12 53 56 60 5 0 0 14 108 48 150 150

6 20 22 25

7 21 15 4

8 21 20 43 60 35

9 23 5 20

10 23 8 57 60 52

11 24 0 33

12 26 0 7

6 13 9 22 30 14

7 14 7 8

8 14 11 24 30 17

9 15 2 9

10 15 1 24 30 29

11 16 0 8

12 17 0 21 30 30

Straight handlebars Existing inventory 20

Week Forecast Cust. Orders Projected Inven.

Master Prod. Sch. ATP

1 15 16 4 4

2 17 18 46 60 17

3 18 20 26

4 19 5 7

5 20 15 47 60 8

Head and tail light set Existing inventory 5

Week Forecast Cust. Orders Projected Inventory Master Prod. Sch. ATP

1 10 2 25 30 11

2 11 12 13

3 12 10 1

4 13 8 18 30 7

5 13 15 5

The solutions to the order inquiries: a. A customer is asking about an order of 32 of the bicycles for week 3. All 32 are to be 18-speed, 12 are to have straight handlebars, and 14 are to have the light set.

While the order has no problem from the standpoint of the frame and common parts, only 27 of the 18-speed are available for week 3 and only 11 of the light set are available. There are enough handlebars for the order. The customer should be told that they can have 27 of their complete order for week 3 (the major constraint is the 18-speed, where they are 5 short—they are only 3 short of the light set). The remaining 5 bicycles can be delivered for week 5, when the next MPS is scheduled for the 18-speed. The light sets will be available in week 4, but the last 5 of the order needs to wait for the 18-speed option. Of course, in this and in any similar situation the sales people always have the opportunity here to attempt to convince the customer to accept a different option in order to get their order complete in week 3. b. A customer is asking about an order of 60 of the bicycles for week 6. Fifty of them are to be 18-speed, 12 are to have straight handlebars, and 5 are to have the light set.

There are plenty of frames and common parts (while only 45 are in ATP for week 5 and all can be used, the remaining 15 can be taken from the ATP in week 1). This situation is a good opportunity to emphasize to students that in the type of environment where items have long “shelf life,” the customer often doesn’t tend to care when the item is made—they are only concerned about when they can have it. The 18-speed option is also no problem, for the same reason. The same is true for the handlebars and light set. The customer should be told “sure, no problem.”

Z03_CHAP6323_08_SE_CASE_WEB.indd 11

12/1/15 4:00 PM

12

Case study

c. A customer is asking about an order of 20 of the bicycles for week 2. All are to be 18-speed, all are to have straight handlebars, and all are to have the light set.

Again, there is no problem with the frames and common parts, the handlebars, and the 18 speed. The problem is the light set. Only 11 can be delivered with the light set in week 2, with 7 more delivered in week 4 and the last 2 in week 6. d. A customer is asking about an order of 110 of the bicycles in week 7. Sixty are to be 18-speed, 22 are to be straight handlebars, and 15 are to have the light set.

There are only 99 frames and common parts available by week 7. The remaining will need to be promised in week 8. The 18-speed option is not a problem, the straight handlebars are not a problem, and the light sets are not a problem. The customer should be promised 99 in week 7 and the remaining 11 in week 8.

At this point in the discussion you may find some students still confused. If that is the case, you may wish to create a few hypothetical orders of your own and have the students come up with solutions.

Question 3 Suppose Macarry Bicycle managers discover that a major competitor has had to shut down its production for the next three months due to a major fire. The Macarry managers fully expect that many of the competitor’s customers will turn to Macarry Bicycles to fill their orders during this critical time. In fact, one of the competitor’s customers has already asked about an order of 250 of the models for delivery in week 5. What actions should Macarry take in this case? Be as specific as possible.

Students need to realize that there are important reasons why planning time fences exist. They may be quick to realize that this situation represents an opportunity to get lots of unexpected orders, but to take those orders without the ability to deliver them threatens to alienate lot of potential new customers as well as existing ones. They will be tempted to add lots of MPS orders within the time fence. This presents the opportunity to discuss why adherence to the planning time fences is so important. Point out that they might be able to evaluate component inventories and existing capacity and possibly squeeze a few more added to production, but by no means should they assume that because they can put a number in the master schedule that it will really happen.

Certainly, they have more freedom outside the planning time fence, but the impact on component suppliers and internal production capacity still needs to be evaluated before adding lots of new production requirements immediately outside the planning time fence. You may also wish to initiate a strategic discussion—for example, with their existing ATP orders, should they take orders from one of these potential new customers before they consider the needs of their regular customers? The danger is, of course, that as soon as the competitor recovers from the fire, its old customers may return to the competitor as a supplier. In the meantime, if Macarry Bicycles has alienated its regular customers by failing to be able to cover their regular orders, they may find that some of those regular customers may also leave them.

Apix Polybob Chapter 4 Case Study Teaching Notes Introduction This is a relatively basic case used to discuss the issues of managing dependent demand inventory, specifically using the concepts of MRP. The case starts with a discussion surrounding the problems using EOQ with reorder points. Not only is the reorder point ­inappropriate for dependent demand inventory in most cases, but they actually also seem proud that the inventory accuracy levels are “at least 80%.” Most people familiar with materials management will recognize that an 80% level is hardly acceptable for effective planning.

Z03_CHAP6323_08_SE_CASE_WEB.indd 12

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

13

Most of the rest of the first part of the case deals with a description of some of the typical symptoms that one would expect when dealing with the kind of conditions developed in the case. While these symptoms should not be the major focal point of the case, they should be discussed. Many students will gain insight by being challenged to explain why the symptoms described are likely to occur in such an environment.

At this point the MRP calculations can be brought out. The MRP solution is presented at the end of this note. One of the first issues that should be mentioned is how the relatively “regular” production levels end up in quite “lumpy” demand for lower level components, brought on by lot sizing as the demand cascades down the bill of materials. In other cases, the ability of MRP to look ahead can show many other points that students can (or should) notice. For example, the scheduled receipt for item F is not needed in week 1, and can be de-expedited.

Case Discussion Questions The first two questions have been mentioned above. Others include the following: Question 3 MRP assumes an accurate database and also is (by itself) capacity insensitive. These issues should be pointed out to students (in case they fail to bring them out) as critical points that must be considered. In other words, the MRP solution will likely provide little benefit with only an 80% inventory accuracy, and will do little to prevent sales from overpromising orders unless the system is coupled with a good master schedule and capacity planning approach.

Question 4 If there were only 250 of item E on hand instead of the 400 listed, the gross requirement could not be met for week 2. This would cascade up to the final product (a good opportunity to discuss the concept of pegging). Where MRP could help is in at least two ways. First, it could point out the potential problem with enough time to potentially expedite the delivery of parts, thereby possibly preventing a problem condition.

If, on the other hand, expediting is impossible, the nature of the shortage can be calculated and customers notified with hopefully enough time to plan around the expected shortage.

Question 5 One of the great values of MRP is the “look-ahead” capability, and this question addresses that capability. Often the phase-in of a new design will occur when the impact on existing inventory is at a minimum. A look at the MRP shows that perhaps the best time for the new design phase-in would be after week 10, when the inventory of the old part is very low.

Some students may argue that the best time would be the order for week 2. That is not an incorrect conclusion, and gives the opportunity to discuss the pros and cons of phasing out small versus large amounts of old inventory designs.

Question 6 This is a rather “open-ended” question that will allow students to be creative in their analysis. Some items they may come up with are changes in the labor force, vacation planning, promotions, and planning for equipment maintenance.

Question 7 While students may come up with actual numbers for this question (based on several assumptions), the primary purpose for the question is to generate thinking about the financial implications of the differences between the two approaches. What can clearly be shown is that for many of the items there would be serious shortages using the reorder point. In some cases (item E, for example), the reorder point would generate order before they are actually needed, increasing inventory holding costs. The part shortages will clearly produce expediting activity, and generate some of the symptoms discussed in the case as well.

Z03_CHAP6323_08_SE_CASE_WEB.indd 13

12/1/15 4:00 PM

14

Case study

Item

B

Lead time

Period Gross Requirements Scheduled Receipts Projected Available 10 Planned Order Releases Item

C

80

3 50

4

5 50

6

7 60

8

9 60

10

11 50

10

10 80

40

40 80

70

70

10

10 80

30

30

60

On Hand

40

Lead time

1

Lot size

150

1

2

3 100

4

6

7 120

8

9 10 11 120 100

40

40 150

90

90 140 140 150

20

20 150

50

2

Period Gross Requirements Scheduled Receipts Projected Available 180 Planned Order Releases

1

2 150

180

30 30 200

E

On Hand __10

2

Lead time

Item

D

Lot size

1

Period Gross Requirements Scheduled Receipts Projected Available 40 Planned Order Releases Item

1

Lead time

2

5 100

Lot size 3

200

4 150

5

80 80

Lot size

400

On Hand 6

7

8 150

50 100 150 180

9

10 11 150

80 80 130 130 180 180 200 200 On Hand

400

Period 1 2 3 4 5 6 7 8 9 10 11 Gross Requirements 390 390 390 390 Scheduled Receipts Projected Available 400 400 10 10 20 20 20 20 30 30 40 40 Planned Order Releases 400 400 400 Item

F

Lead time

2

Lot size

500

On Hand

50

Period 1 2 3 4 5 6 7 8 9 10 11 Gross Requirements 380 380 380 380 Scheduled Receipts 500 Projected Available 50 550 170 170 290 290 290 290 410 410 30 30 Planned Order Releases 500 500

Benzie Products Company Chapter 4 Case Study Teaching Notes This case is a fairly comprehensive case surrounding many of the major issues in developing and managing MRP for a company. Certainly, the student first has to create a master schedule and an MRP explosion from that master schedule. The questions dealing with an additional order and then the scrapping of 20 of one of the components forces them to use pegging to be able to manage the information and customer communication from the MRP data. Finally, the case provides an opportunity to think about and discuss the issues of safety stock. You may also wish to discuss the impacts of lot sizing, especially since both components C and D have rather large and potentially expensive inventories left in week 10, just when the demand for the Product X is entering a very low demand season.

Z03_CHAP6323_08_SE_CASE_WEB.indd 14

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

15

First, here are the completed master schedule and MRP grids as requested in the first two assignment questions. First, product X: Week Forecast Customer orders Projected Avail.

27 Master Production Schedule Avail. to Promise

1 25 27 0

2 20 21 29 50 0

0

3 16 16 13

4 16 13 0

5 15 11 35 50 23

6 15 9 20

7 13 7 7

8 11 4 46 50 41

9 10 3 36

10 9 2 27

The MRP grids: A Week Gross Requirements Scheduled Receipts Projected Avail.

0 Planned Order Release

1

2 50 60 10

3

4

5 50

6

7

8 50

9

10

10 60

10

20

20 60

20

30

30

30

3

4

5 100

6

7

8 100

9

10

2

2 100

2

2

2 100

2

2

2

2

3 4 60 200

5

6 7 60 200

8

9

10

12

202

1

2

3 60

4

5

6 60

7

8

9

10

63

63 100

3

3

3

43

43

43

43

43

0

B Week 1 2 Gross Requirements 100 Scheduled Receipts Projected Avail.

2 2 2 Planned Order Release 100 C Week 1 Gross Requirements 200 Scheduled Receipts Projected Avail.

212 12 Planned Order Release 250

2 2 192 242 242 242 242 250 250

D Week Gross Requirements Scheduled Receipts Projected Avail.

Planned Order Release

63

The rest of the questions: Question 3 The customer wants three more units in week 4. There are no available to promise until week 5, but it still might be possible to accommodate them if there is existing inventory of the components—recall that the case said there was available capacity and the lead time for product X is only two weeks. If students look at component A, they should see that with 10 available units in inventory for week 2 (when product X would need to be started because of the 2 week lead time), meaning that component A would be no problem.

Component B is a problem in that there are only two units available in week 2. The student may be tempted to place another planned order release for product B in week 1 (since it is only a one week lead time), but they would then cause a problem for component C

Z03_CHAP6323_08_SE_CASE_WEB.indd 15

12/1/15 4:00 PM

16

Case study

that is used to make B. Fortunately, there are 12 units of C that are not needed, so you could possibly make up to six additional units of B, more than enough to use for the additional order of product X. The main issue that should be discussed here is whether the lot size for component B of 100 is a minimum lot size or a fixed lot size (packaging issues or some machining constraints, for example). The case does not say, but students should come to the conclusion that if the lot size for B is a minimum, then they should be able to make more of the B’s for use in the X. The same argument must be made for product X as well—is the lot size a minimum or fixed? If the lot sizes are minimums, then the customer order can be accommodated. If not, then the company should promise the additional quantity for week 5 and not week 4.

Question 4 The scrapping of 20 units of component C causes no problem for making component A since the first planned order for A isn’t until week 3 and there is already a planned order for C to cover that need. The problem is component B. The production for B (planned release in week 1) was to be covered from the 212 inventory of component C. Now with 20 of component C scrapped, there is only 192 good component C left, which is only enough to make 96 component B. The planned order for B was for 100, and all but 2 of those 100 were needed (there were 2 units in inventory). The need for 100 units will be 2 units short, implying that one less product X can be made for the scheduled production of 50 units in week 2. Clearly, one customer will not get one of their product X on time.

The company should be contacting customers and finding out which one could work with getting the last of their order in week 5. Generally, that should be done by contacting customers in the week 4 bucket and working backward as necessary. If students are tempted to want to deal with it by creating an additional master production schedule quantity, you should be prepared to discuss the problems associated with that—the generation of “system nervousness” as the added quantity works through the bill of materials. You might even want to show them what happens in this case should they choose to add a master schedule quantity. The major conclusion from this discussion is the importance of understanding how to peg upward in case of a problem, and using the knowledge to enhance customer communication. Also important is the issue of schedule stability.

Question 5 The discussion of safety stock should point out three major issues. First is the obvious trade-off of having extra stock “just in case” versus the cost of holding that stock. Second, since all the components in the bill of materials below product X are dependent demand, that demand should be perfectly calculated given the master production schedule for product X. That means safety stock should generally NOT be used in dependent demand items to deal with uncertain customer demand. Safety stock in the master schedule is used for uncertain customer demand. The safety stock in MRP dependent demand should primarily be used for uncertainty in supply—inaccurate databases, late supplier deliveries, quality problems, machine breakdown, and so on. The exception to that would be if some demand for a typical dependent demand item has some additional independent demand—service parts, repair parts, and so on. If one wishes to reduce or eliminate the safety stock in the MRP dependent demand items, he or she should look to those causes—quality, supplier problems, data inaccuracy, and so on and not uncertain demand. The third issue is the fact that safety stock requirements can “pollute priorities.” For example, look at the MRP for component B. Suppose there were a safety stock requirement of 10 units. Since the available number is only 2 units, the safety stock requirement would generate the planned release of another lot of 100. This means that instead of having 2 units in inventory going into the low demand season for product X, there would be 102 units, clearly at a cost that the company does not want. In addition, to paraphrase what Oliver Wight (a pioneer in the MRP field) once said, “Whenever you make something you don’t really need, it is almost always at the expense of something you do really need.” This means, of course, that people will clearly see that they were asked to produce a lot of 100 component B that are just

Z03_CHAP6323_08_SE_CASE_WEB.indd 16

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

17

going to sit in inventory, when they could have used their capacity to produce something that could be sold instead.

Wescott Products Chapter 5 Case Study Teaching Notes This case offers the opportunity for a student to examine the issues surrounding master scheduling, rough-cut capacity planning the issues of lot sizing, and even the relationship between “bucket” scheduling and detailed scheduling of actual production. The environment is an assemble-to-order environment, so the instructor has an opportunity to discuss the potential use of available-to-promise (ATP), although the case can clearly be approached without ATP. First, even though there is little data on manufacturing other than the one assembly area, it is very logical to assume the assembly is the bottleneck, given the statement that there appeared to be plenty of subassemblies and components (paragraph 3 of the case).

Second, it must be noted that there is more to the situation here than just master scheduling. Some of the critical issues are as follows: Assembly is not only a bottleneck, but with the difficulty in getting new workers and in assigning overtime it is highly unlikely that capacity can be increased for quite some time. This clearly drives one to consider using the existing capacity more carefully.

■■ Orders were generally within 10% of the forecast, yet that is clearly not the case in the first week. Students may challenge the statement made in the case about forecast accuracy, but the condition in week 1 is a perfect opportunity to discuss the concept of overloading. Many companies that fail to manage capacity effectively will “front load” missed orders from the past into the current time period, making it almost impossible to accomplish.

■■ The sales and marketing manager is being measured at least partially on new sales, and he is apparently being successful. This may not be a good business approach in the present circumstance, however. Part of the problem may be the quoting of a standard lead time of one week. Jason would then check for material availability and see if the equipment was running. Note the lack of a capacity check. The focus on new sales should be examined in favor of customer delivery, at least in the short term, and certainly until the present problem is resolved. Standard lead times can be used, but should be evaluated in light of the situation. A preferable approach may be order promising on the basis of the master schedule.

■■ There is little indication as to how the lot sizes for production were established, but that too should be examined. The setup times should also be scrutinized, as they not only take up precious capacity, but also drive the lot sizes larger.

■■ It should be clear that they cannot possibly run a lot of all five products every week.

With two workers on a 40-hour week, they have 4800 minutes of production capacity with 480 minutes (four hours times two workers) maximum overtime, and this assumes perfect efficiency and 100% utilization. Compare that available capacity of 5280 hours with the capacity to run a lot of each type, and the result is clear: ■■

Model A 3.7(150) = 555 + 90 min. setup = 645 minutes Model B 5.1(100) = 510 + 40 min. setup = 550 minutes Model C 4.3(120) = 516 + 60 min. setup = 576 minutes Model D 8.4(350) = 2940 + 200 min. setup = 3140 minutes Model E 11.2(400) = 4480 + 120 min. setup = 4600 minutes Total 9511 minutes ■■

Z03_CHAP6323_08_SE_CASE_WEB.indd 17

Model E has an inventory of 153. This indicates that was most likely the last model run the previous week. It is not clear why those were not designated for the 223 orders for the current week, but it may have to do with Jason scheduling only one week in advance.

12/1/15 4:00 PM

18

Case study

We can assume, however, that those in inventory can easily be designated for 153 of the 223 orders. It should be noted, however, that even though they can “easily add any subassembly options,” there is still somewhat of a capacity implication to do so. While the exact impact on capacity is not clear from the case, we must assume that 100% utilization of the existing resources for new orders is not possible. The same situation is also true of the other items where inventory exists at the end of last week (Models A and D).

■■ If we assume that the 153 items in inventory for Model E can be used to satisfy some of the customer orders for Model E in week 1, then there should be plenty of capacity even not including the small inventory of Models A and D. The total run time to build just the customer orders for Model A through D is 3083.1. Adding setup times for those models uses 3473.1, still easily within the available capacity. The real “killer,” then, appear to be the lot sizes that force run quantities in excess of customer demand each week.

■■ The case is not clear as to how he is ordering components, but indications are that this is being done in less than a structured method. The two indications that can be used to assume this are the high inventory levels (3.5 turns) and the fact that he is only scheduling a master schedule one week at a time. He is probably not using MRP logic, although this condition does present an opportunity to discuss with students alternatives he might consider to improve the situation. The large amount of component inventory leading to 3.5 turns probably indicates they are using some sort of reorder with very large safety stocks and quite possibly large lots. Informally run planning systems typically will have large inventory levels, since the company typically does not know what they need and keep large inventories “just in case.”

Until Jason is able to investigate (and potentially solve) the lot sizing problem, he needs to carefully manage the capacity he has. In the long term, he also should be looking at a forecast much longer than the 10 weeks given. If we assume that the overall demand is growing (“rapid growth,” as the case states), we can assume that we will reach a crisis in capacity again fairly soon in assembly. The forecast for the 10-week period shows no growth, implying it is either suspect in accuracy or perhaps in a cyclical “flat” period of demand. In either case, Jason clearly needs to investigate when he will need to add capacity and start to develop a strategy to do so.

Shifting to an order promising approach using ATP is certainly one solution, and may be the only viable one until the present circumstance is reversed. This does imply that in the short term a few orders will be late and that they also may need to take no more new orders for short delivery on certain models in the short term. The advantage in promising and delivering accurately to customers is the trade-off, and in the longer term he can more effectively have a chance to meet forecast.

MODEL A

Week 1 Forecast 45 Customer Orders 53 Projected Available 10 107 Available to Promise 44 Master Production Schedule 150

2 45 41 62

3 45 22 17

4 45 15 122 124 150

5 45 4 77

6 45 7 32

7 45 2 137 148 150

8 45 0 92

9 45 0 47

10 45 0 2

2 35 40

3 35 31 59

4 35 30 24

5 35 17 89

6 35 6 54

7 35 2 19

8 35 0 84

9 35 0 49

10 35 0 14

MODEL B

Z03_CHAP6323_08_SE_CASE_WEB.indd 18

Week Forecast Customer Orders Projected Available

1 35 66 34

Available to Promise Master Production Schedule

0 100

-6

33 100

75 100

100 100

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

19

MODEL C

Week Forecast Customer Orders Projected Available Available to Promise Master Production Schedule

1 50 52 68 25 120

2 50 43 18

3 50 33 88 66 120

4 50 21 38

5 50 14 108 95 120

6 50 4 58

7 50 7 8

8 50 1 78 119 120

9 50 0 28

10 50 0 98 120 120

1 180 277 95 100 350

2 3 4 5 6 7 8 9 10 180 180 180 180 180 180 180 180 180 190 178 132 94 51 12 7 9 2 255 75 245 65 235 55 225 45 215 0 124 287 334 348 350 350 350 350 350

MODEL D

Week Forecast Customer Orders Projected Available 22 Available to Promise Master Production Schedule MODEL E

Week 1 2 3 4 5 6 7 8 9 10 Forecast 200 200 200 200 200 200 200 200 200 200 Customer Orders 223 174 185 109 74 36 12 2 0 0 Projected Available 153 –70 130 330 130 330 130 330 130 330 130 Available to Promise 0 156 106 290 386 400 Master Production Schedule 400 400 400 400 400 Calculation explanation: All projected available calculated from the larger of customer order or forecast. ATP calculation is noncumulative, having to accommodate customer orders only until the next MPS. For Model E, the second week ATP assumes customer orders missed in week 1 will be taken from the MPS of week 2 in addition to the week 2 customer orders. The same is true for the week 3 ATP in Model B, and the ATP for week 4 in Model D. Explanation In general the first five weeks have splitting of lots between weeks in order to catch up with the overloaded condition. Even though the lots are blocked into the master schedules, the sequencing of those jobs and splitting them between weeks becomes critical in the “catch up” mode. You might want to also take this opportunity to discuss with students how some assumptions in these numbers can cause additional problems. The assumptions made in these calculations are, for example, that the facility will operate at 100% efficiency, and that the time standards on which the run times and setup times are based are correct.

Week 1: Note that this plan calls for running Models A through D in week 1. Since that will use 4911 minutes (including setup time) of the 5280 maximum available (with overtime), it is doubtful that much more can be done. We can assume that the 369 minutes remaining will be easily used up in adding options to existing inventory, even if (doubtfully) they achieve 100% efficiency and utilization. Note that this implies that 70 orders for Model E cannot be met in week 1. Customers should be notified immediately.

Week 2: Model E can be run, taking 4600 minutes. Model D also needs to be run, but the full lot cannot be run. If we assume the setup can be saved over the weekend, we have enough run time to make 57 assemblies (after the 200 minute setup). The remaining 293 assemblies can be run immediately in week 3. This is a perfect example of where the lack of detail in a master schedule using weekly blocks can be deceiving.

Z03_CHAP6323_08_SE_CASE_WEB.indd 19

12/1/15 4:00 PM

20

Case study

It appears that all customer orders will be met, but by starting the lot in week 2 and finishing in week 3, only 152 of the customer orders can be met (95 left from week 1 and 57 made in week 2). Customers for the remaining 38 week 2 order will have to be notified that their order will be ready early in week 3. Note there will be a shortage of inventory for Model B, but Model D was selected because not running it would have produced a much larger shortage. Only six of the Model B customers will have late deliveries.

Week 3: The rest of the week 2 Model D lot will take 2461.2 minutes. Lots of Model B and C also need to be run. That will leave 1692.8 minutes to start the next needed lot of Model E. After setup, that leaves time to complete 140 assemblies. Luckily, with the inventory left after the week 2 run of Model E, the 140 assemblies will be adequate to cover all week 3 customer orders for Model E. Week 4: The rest of the lot for Model E needs to be run, taking 2912 minutes. Model A also needs to be run. That will leave 1723 minutes to start a needed lot of Model D. After setup, they should be able to run 181 assemblies of Model D, an adequate number to satisfy week 4 customers for Model D. Week 5: The rest of the Model D lot needs to be run, taking 1419.6 minutes. Models C and B also need to be run. That will leave enough time (2542.4 minutes after setup) to run 227 assemblies of a needed lot of Model E. Those will easily satisfy customer orders for Model E in week 5.

Week 6: The rest of the lot of Model E needs to be finished, taking 1937.6 minutes at the beginning of the week. Model D also needs to be run. The facility has finally caught up.

No other models have to be run, meaning no overtime will be needed for the first time.

In fact, there will be 196.4 minutes left in regular time—time to start the setup reduction analysis.

Week 7: Both Models E and A need to be run, once again requiring overtime (total time needed is 5245 minutes).

Week 8: Models B, C, and D need to be run, but again this implies an overtime-free week.

Week 9: Again, no overtime. Only Model E needs to be run.

Week 10: Technically, only Models C and D need to be run, but anticipation of week 11 with a probable need to run Models A, B, and E, it might make sense to run a lot of Model A early. The inventory is very low and it will need to be run early in week 11.

As can be seen in this scheduling scenario, there is little room for flexibility. The facility is just too capacity constrained in the assembly area. The business should stand a good chance of keeping out of trouble with customers, however, if while they attempt to solve the capacity problem and the flexibility problem associated with lot sizes, they use the ATP logic to promise customer orders.

Johnston Products Chapter 6 Case Study Teaching Notes Introduction This is a rather simple case, yet can be used very effectively to stress some very important capacity planning issues in a practical situation. Students should be expected to pick up on most of the concepts here (although they may be surprised by some), but the context of the case in an actual production environment can be used to reinforce these very important capacity considerations.

Quantitative Analysis The quantitative analysis here is quite simple. The total capacity required for each batch is the run time plus setup time (although some students may forget the setup time). The total time required at standard is estimated to be:

Z03_CHAP6323_08_SE_CASE_WEB.indd 20

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

PRODUCT A174

Batch Size 50

Standard Assembly Time in minutes (per item) 17

G820

100

9

900 + 15 = 915

H221

50

19.5

975 + 15 = 990

B327

200

11.7

2340 + 15 = 2355

C803

100

21.2

2120 + 15 = 2135

P932

300

14.1

4230 + 15 = 4245

F732

200

15.8

3160 + 15 = 3175

J513

150

17.3

2595 + 15 = 2610

L683

150

12.8

21

Batch Run Time (including setup) in minutes 50 × 17 = 850 + 15 = 865

1920 + 15 = 1935 TOTAL TIME = 19,225 min. = 320.42 hours

Qualitative Analysis As can be readily seen, the total time needed is just over the 320 hours. Students may be tempted to say that with the learning curve concept and the fact that the standards are over 4 years old, the reality should be that the schedule is totally feasible. There are several ­issues in the case that represent capacity problems, however: The workers have a very high turnover, and they also use several temporary workers.

This implies that many of the workers are very new to the equipment, which also means they are very early in their own individual learning curves. If the standards were developed using more experienced workers, many of these new workers could be taking ­longer than the standards would imply, even with the standards being 4 years old.

■■ With the old equipment requiring frequent maintenance and subject to breakdown, the case states that each machine would often require about three hours of maintenance a week.

Under the assumption that at least some of this would be done during the shift when production was being run, that could imply a loss of about 24 hours (for all eight machines).

■■ Engineering changes often represent problems with run time, especially if those changes involved the equipment. Often a major engineering change can cause a “reset” of the learning curve, even for an experienced worker.

■■ In an effort to “catch up” with production that is behind schedule, the master schedule would often be front-loaded. This is a fairly common practice in facilities where master schedules are not well managed. Such practices can have an adverse impact on efficiency due to split lots (caused by expediting activities) and material shortages (caused by schedule changes).

■■

Given all these issues, it should not be too surprising to most that the conditions ­described in the opening of the case are occurring on a regular basis.

There are several issues that should be considered in getting the situation under control. They include the following: Expected time for regular maintenance must be planned in the capacity plan just as if it were production time. Given that the equipment is old, some allowance should also be given for the possibility of unscheduled breakdowns. In the long run, a cost/benefit analysis should be done concerning the replacement of the old equipment. Ordinarily, some may suggest automating to the point where workers are no longer needed. It should be pointed out that such a move might not be possible given the high volume of engineering changes.

■■ As long as they have such high worker turnover, they should reevaluate the standards and set them for an average new worker. In the long run, they should evaluate the costs and benefits of raising worker pay and developing an environment where experienced workers will want to stay with the company.

■■

Z03_CHAP6323_08_SE_CASE_WEB.indd 21

12/1/15 4:00 PM

22

Case study ■■

Once standards are reevaluated and reset as necessary, they should conduct an analysis of the financial trade-offs between the cost of planning for buffer capacity versus the cost of poor customer service and the expediting activity that is currently occurring. Often companies find they are better off in many ways by allowing for some buffer capacity and then using a well-developed master schedule to order promise, each order based on the current load and the capacity available. It is often preferable to quote a standard lead time.

Crofts Printing Chapter 6 Case Study Teaching Notes Introduction This is a fairly basic case dealing with the interaction between detailed scheduling and capacity. It is not intended to be used to provide a complex treatment of scheduling, but instead is intended to provide an illustration of how scheduling in a job shop environment can dramatically impact both capacity utilization and delivery. Even though it is not intended to provide an optimal solution, it can have a powerful impact on student realization of the importance of scheduling and sequencing of operations. It can also help students understand simple scheduling rules and the development and potential use of Gantt charts.

Quantitative Analysis The critical ratio rule is fairly easy to implement here. The ratio used is (time remaining)/ (work remaining). For example, to get the critical ratio for job A, the time remaining is 16 hours (the job is due at the end of the day Tuesday) and the work remaining is 12 hours.

The critical ratio is, therefore, 16/12 or 1.33. The rest of the ratios are as follows: Job A B C D E F G H

Ratio 1.33 3 1.45 3.2 3.2 3.5 2.9 1.9

This implies the order for the jobs is A, C, H, B, G, D, E (reverting to first come, first serve to break the tie between D and E), and F. Using the method described in the case question, a Gantt chart should look like the following: Op. 1

Op. 2

A

C

A

Op. 3

H

C

D

H

E

B

G

C

H

B

Tuesday

Wednesday

A

Monday

G

Thursday

E

G

F

D

F

Friday

MondayWeek 2

Each block = 2 hours

Z03_CHAP6323_08_SE_CASE_WEB.indd 22

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

23

The problem that John has becomes quite clear in the chart. Even though he thinks he has 8 hours “slack,” those hours are quickly used up by operations that have to wait for jobs as they are finished on earlier operations. In fact, only two of the eight jobs will be on time. The jobs and their lateness are given in the following chart: Job A B C D E F G H

Hours Late On time 4 hours 1 hour 5 hours 5 hours 14 hours 2 hours On time

The value of this chart and accompanying analysis should show students in a rather dramatic fashion that good capacity planning requires not merely a look at the hours, but is also heavily dependent on other factors—in this case on job sequence when jobs must share resources.

Students should be challenged to come up with alternative solutions. For example, some may suggest that instead of loading the most important job work center by work center, they should try loading work center 1 with all jobs in order of priority, then work center 2, and so on. Another approach may be to have more flexible workers, allowing a worker in a slack operation to help other operations to reduce the run time (assuming that is possible). Probably, one of the more attractive solutions is to have a software solution that will quickly load a proposed job into the operation and, based on what the current load is, develop a reasonable order promise time. Students may come up with others, and should be encouraged to develop their ideas to see if their solution is preferable to the one given. In any case, they should get two important messages from this case. First, they should understand the importance of considering all factors that affect load, utilization, and e­ fficiency.

Second, they should see that there are many approaches to loading an operation, and that the methods used do make (or can make) a considerable difference. In any case, they should understand that sequencing and loading an operation is a critical responsibility and should not be taken lightly.

Melrose Products Chapter 6 Case Study Teaching Notes This case allows the students an opportunity to examine and discuss the pros, cons, and approaches to job design. It starts with a grumbling, “old school” supervisor who believes he really knows what will work and also believes he understands modern approaches and business imperatives. Many students will probably express that they do not like Jim, but this is an opportunity to challenge them with details. One question that seems to evoke some good discussion in some classes is “Why don’t you like Jim? He appears to be responsible and has been successful in getting the job done. Isn’t that what’s really important in a company like this?” This question can sometimes get the students easily and quickly involved in one critical aspect of the case. That is, what are the fundamental differences between the older style, rigid structure of job design and the newer trend toward self-directed work teams with more flexibility and autonomy for the worker? You can also use this discussion to quickly move the discussion toward the impacts, pros, and cons of both approaches, and thereby leading the discussion toward an examination of the type of work and business environment that may call for the use of each of these approaches.

Because of this linkage toward business imperatives, this case should be done after a discussion of fundamental approaches to operations strategy, or can alternatively be used to begin or supplement that discussion.

Z03_CHAP6323_08_SE_CASE_WEB.indd 23

12/1/15 4:00 PM

24

Case study

Quantitative Solution The quantitative analysis part of this case is quite simple, and basically allows the student to clearly see the relationship between standard time development and the impact on standard cost. This analysis can be used as the start of a discussion about the development and use of product cost data, as well as some of the alternative approaches to developing that cost data.

The following table shows the full cost calculation: Task 1 2 3 4 5 6 7 TOTAL

Standard Time (min.)

7.5 2.3 4.7 5.1 17.8 19.1 8.4 64.9

Labor Cost/min. $0.28 $0.22 $0.28 $0.29 $0.26 $0.18 $0.25 TOTAL:

Labor Cost/task $1.80 $0.506 $1.316 $1.479 $4.628 $3.438 $2.10 $15.267

With a total labor cost of $15.27, the overhead can be calculated as $35.11 (230% of $15.27). The total cost is, therefore, $59.73 (when overhead, labor, and materials are all added). Several students will want to add in the supervisor cost of $24 per hour to the product cost. This is generally not done, as the cost of management is normally included in the overhead cost. The reason the hourly supervisor cost is given is so students can use the figure to counterbalance the loss of efficiency if a self-directed team is used. Without a supervisor, they can be $24 per hour less efficient and still not have a negative impact on the product cost.

There appear to be three employees currently at Melrose working on the K-line. This calculation can be estimated by the following: The standard time for all seven tasks is 64.9 minutes. If we assume there are probably seven productive hours per eight hour shift (given 15 minutes for a morning break, 15 minutes for an afternoon break, and 30 minutes for lunch), we can assume one worker can make an average of 6.47 per shift (7/64.9 = 6.47). Since there are an average of 20 made per shift, that would be about three workers (20/6.47 = 3.09).

Qualitative Discussions There are several models that can be discussed regarding how to develop self-directed work teams. It can be quite productive to let students “brainstorm,” and then examine the pros and cons of their approaches in some level of detail. The purpose of this brainstorming session is to allow students to see the many alternatives and also to realize that each approach has its risks and potential problems. An example of one approach is to eliminate the supervisor (at $24/hour) and add one direct worker (at approximately $15 per hour), given that the direct labor cost for one of the K-line products is $15.27, and takes just over an hour (64.9 minutes). Given that the workers now have the responsibilities previously assumed by the supervisor, it should be expected that the productivity per worker would probably decrease (under the typical productivity measurement approaches). You should note, however, that with one extra worker they should be able to produce approximately the same number of products per shift and reduce total costs by $9 per hour ($24 – $15).

The total productivity of the four-person team under those assumptions would, therefore, be greater than the old approach that still uses four people.

At this point it is usually helpful to illustrate the importance of measurement systems and cost analysis. A more traditionally focused manager may, for example, think the solution is terrible because of the traditional impact on individual labor productivity and/or labor efficiency. A discussion on the concepts of system versus individual measures may be appropriate and beneficial here.

Z03_CHAP6323_08_SE_CASE_WEB.indd 24

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

25

In addition to the earlier discussion about their feeling concerning Jim, the students should be challenged about what the primary responsibilities of a supervisor are, and therefore how these responsibilities can effectively be placed in the hand of the workers.

This should very quickly lead to a discussion of the types of environments where they may or may not make sense. For example, in environments with high volume, standard products that are cost sensitive, one will typically find low-skilled workers (much of the skill work being done by automation). The student can be challenged to discuss what kind of skills are needed by supervisors in this type of environment and whether it makes sense to try to develop teams instead (in most cases, it won’t make much sense).

On the other hand, have them conduct the same exercise in an environment with highly skilled (and often highly motivated) workers. They should eventually see that not all environment have the same supervisory requirements and, therefore, the idea of teams is not appropriate without a complete analysis of the major role of supervisors in the environment.

Some students (especially in undergraduate classes) will probably call for firing Jim. This is the easy way out that may seem appealing on the surface. Before this approach is accepted, however, it is helpful to point out the high level of institutional and product knowledge that many long-time employees carry with them. Sometimes that informal knowledge is invaluable to the company. If we assume that Jim quite likely has such knowledge and may be an extremely valuable employee in the right circumstances, the discussion can be channeled toward developing a hypothetical role for Jim in the organization that will ­effectively utilize his institutional knowledge without undermining the initiatives started

by Cindy.

Let’s Party Chapter 7 Case Study Teaching Notes Exercise 1 1. This exercise can be used for the selection of a supplier. It can also be used as a classroom exercise for selecting a location for a year-end class party. If you want the students to work independently, please see the suggestions under Exercise 2.

There are two schools of thought in applying weights and ratings. Weights are the importance of the factors selected. Ratings represent how well each supplier rates on each particular factor. One method allows any weight or rating to be used and the other method restricts the weights. Restrictions can allow only numbers from 1 to 10 for each weight and for each rate and not allow the same number to be used twice.

Use your own judgment on this. If there are 10 factors in the list, then it is reasonable to allow the same weighting once or twice. Try to use different ratings for each location unless there is no difference in say, price.

Potential factors for a year-end party could include the following: Location Parking Price of Food Variety of Food Quality of Food Music Seating Price of Drinks

Live Band Cover Charge Age Restrictions Privacy Room Charge Bus Service Smoking Service

Ambience Dancing Cleanliness Security Student-Run Facility Date of Availability Hours of Operation Stage Area

This exercise is recommended for selecting a supplier of goods or services in an industrial setting. It not only gives good results but also ensures the input from any

Z03_CHAP6323_08_SE_CASE_WEB.indd 25

12/1/15 4:00 PM

26

Case study

sources and the consideration of all factors. When selecting a supplier of industrial goods, the following factors could be considered: Price Quality Policy on Returned Goods Payment Terms Delivery Reliability of Service

Technical Support Financial Strength Local Supplier ISO 9000 ISO 14000 Minimum Order Size

Communications Warranties Cost of Reduction Sharing JIT Methods Lead Time Location

2. When making the selection based on the weighted-point method, it does not always point to a clear winner. The method should at least remove the bottom two-thirds of the suppliers. In the case of selecting a class party location, it should narrow the choices down to at least the top two locations. If the group can agree and there is a clear winner then the method was successful.

3. Often, when performing this analysis and a final score is calculated, people want to go back and change some of the weights. This is a desirable outcome. People now realize the consequences of putting too much value on say, price. They also realize the views and values of other members of the group. This works equally well in both the classroom and industry.

Exercise 2 When performing this exercise in the classroom, it is important that everyone has an opportunity to contribute to the factors chosen, the weights, and the ratings used. Try to encourage all members to give some input.

The exercise can also be done in groups of 3–6 students with each student group preparing their own charts. To allow each group the chance to make a presentation, it is more interesting to assign different problems to each group. Some suggestions that work well with students could include a tropical vacation, spring break, a new car, where to live while going to school, pizza (or the local favorite), a movie/show/concert, where to go shopping, where to buy socks/groceries, and so on.

Summarize the results of each exercise and ensure that the students know how the weights and factors work. In most cases, students will want to go back and change some of the rating or weights. This is an excellent outcome. The students now realize that some things they feel are of high importance, such as price, often have overwhelming consequences. Finally, ask if members of the class feel that they had an opportunity to take part in the decision and if they feel more in agreement than at the start of the exercise.

Weighted-Point Supplier Selection Locations Factors Weight Rating Score Rating Score Rating Score Rating Score Rating Score

Total

Connery Manufacturing Chapter 7 Case Study Teaching Notes This case is designed to be used as a “launching pad” for a comprehensive discussion of the responsibilities and alternative approaches for purchasing—specifically to emphasize the value of purchasing as a strategically critical business function, and not merely a clerical

Z03_CHAP6323_08_SE_CASE_WEB.indd 26

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

27

position. There are a few numbers in the case that can clearly be used to start the discussion. Specifically, Dividing the annual cost of goods sold by the inventory value from the balance sheet yields 6.3 inventory turns. As a single number representing just under two months worth of inventory, it doesn’t mean a whole lot. It takes on great significance, however, when you realize there are two month’s worth of inventory for a product that takes less than four hours to process! Even building in lots of queue time, a week’s worth of inventory might be adequate. The financial impact of that can be clearly shown with the financial information given: ■■ If the inventory is dropped to one week (52 turns), the value will drop from $2,352,117 to $285,195. Inventory holding cost will therefore drop from $493,945 per year down to $59,880—representing a saving of $434,064, or almost 3% (2.9%) of sales (cost of goods sold). As the product is becoming price sensitive, 3% saving is highly significant.

■■ There appears to be a very large number of suppliers (2872) for only 72 designs. This represents an average of less than $3000 per supplier per year ($8,517,323/2872).

This may not only impact transportation cost adversely, but such a small value of ­purchasing per supplier is not likely to allow Connery much “clout” with negotiations.

Suppliers are not likely to be especially cooperative to develop quality, delivery, and mutual value analysis programs with Connery with such a small value of purchased items.

■■

There are some key points in the case that should be noted as a basis for discussion: In the past, their close-to-monopoly position in the market allowed for good profitability with little effort, because they could pass along costs in the form of price increases. That situation has turned around (as should be expected), and they are now in a competitive market with the product moving toward maturity (if not close to a commodity product position). While they still have some brand recognition and at least somewhat of a positive advantage with their learning curve, they need to act for the future.

■■ Juan was using standard prices from supplier catalogs, and not worrying about transportation costs. While he recognized some quality problems with some suppliers, he apparently did not pay much attention to the inventory implications of buffer inventory needs surrounding quality and delivery concerns.

■■

Approach Once the discussion of the analysis sets the stage, the case can be used as a basis for discussion of purchasing, especially in the type of environment described. Jaun needs to start building a case for the actions he inevitably will need to take. Some of the data and information he needs to gather include the following: The performance history of each major supplier, including quality, delivery (cost, delivery speed, and delivery reliability), price, and any other aspects deemed important (for example, willingness to conduct mutual value analysis activity and cooperation on any engineering change activity).

■■ The number of suppliers for each product. These suppliers should then be compared, product by product, toward what eventually may become an effort to move toward single sources of supply. This is a good opportunity to move the discussion toward the pros and cons of single versus multiple sources of supply and the criteria used to make such a decision.

■■ The design stability of each purchased item. This implies frequency of design changes and the extent of change. This is necessary for the negotiation of stability.

■■

Based on this and other data available, Juan should begin selecting suppliers for discussions on developing closer and longer term relationships. Criteria should include (but not necessarily limited to) delivery, quality, cost, and mutual value analysis where

Z03_CHAP6323_08_SE_CASE_WEB.indd 27

12/1/15 4:00 PM

28

Case study

appropriate. Business cases should be developed for each selection. For example, in some cases a higher cost supplier may be chosen as a single source, but a financial case based on reduced quality cost, delivery cost, or inventory cost can often (and should often) be built.

In general, the discussion should focus on how Juan needs to become a purchasing professional and no longer view the position as being primarily clerical.

Northcutt Bikes: The Forecasting Problem Chapter 8 Case Study Teaching Notes Introduction Northcutt Bikes is a relatively basic forecasting situation. While the major thrust of the case is a quantitative analysis of the demand data in the case, it also provides an opportunity to discuss with students the issues of applying forecasting solutions in a growing company, and in particular how the quantitative analysis of the forecasting data can be use in conjunction with the qualitative issues of the actual company situation. As with other cases involving small but growing companies, Northcutt is faced with the possible need to formalize their approaches to business if they are to continue with successful growth.

Quantitative Analysis The first thing students should do in the case is plot the data to obtain a “picture” of the situation, as is indicated by the first case analysis question. The basic plot is attached to this note. Students should readily see that the data shows clear seasonality (as should be expected from the type of product) and a clear upward overall growth trend. This is important for them to note, as any effective forecasting approach should include capturing both trend and seasonality components.

In the second question, some students may use as one of their methods a “collapse” of the data into quarterly rather than monthly data points (as suggested by case question 4).

If so, you can use this opportunity to discuss that while such an approach may provide “better” forecasts (in that the average MAD or MSE may be smaller), the method will also result in a loss of detail. You can use this opportunity to discuss the trade-offs involved and the type of conditions where such a collapse of data may or may not be appropriate.

Included with this note are two examples of approaches used. The first is a simulation using Winter’s Model, which is a smoothing model incorporating both trend and seasonality smoothing constants. The simulation was set up to search for the best smoothing constants, starting at 0.01. The criterion for selection was the smallest MAD. In this case the simulation selected an alpha of 0.23093, a beta of 0.01036, and a gamma of 0.41165.

The resulting MAD was 194.84. Using this model, the forecast for the next four months (rounded) was as follows: 755 1101 1041 1217 Students may want to know why only four months was asked for. If so, this question is a good opportunity to discuss with them the assumptions of time-series models and how the accuracy of such models falls off when used for long-term forecasts.

The second model used was simple regression. Regression captures trend very well, but seasonality must be dealt with separately. At least three approaches can be used here. One is to use multiple regression with dummy variables. The second is to compute seasonality multipliers, apply them to the data (to “de-seasonalize” it), then reapply the

Z03_CHAP6323_08_SE_CASE_WEB.indd 28

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

29

multi­pliers after the forecast is made. The third approach (used here) is to regress each month separately. The forecasts using this method were as follows: 789 1480 1207 1250 It is noteworthy that the February forecast is so much larger using the regression.

Looking at the raw data shows that the demand in February is growing with a larger trend (in fact the regression shows a trend growth of 231 units per year for February). In contrast, the trend for January is 69.3, for March is 130.3, and for April is 81.1. Students should be expected to be able to discuss the differences in the models, how those differences come about, and what they should do about it if this was their company.

They should also be capable of discussing (and not just showing) methodologies to determine which method was “best.” Typical approaches use computation of MAD or MSE. Qualitative Issues The last three case questions address some of the qualitative issues in the case. The first of these addresses the inclusion of the qualitative knowledge into forecasts. While the time series analysis of the data help provide patterns of demand, there are still many issues that cannot be captured. They include, of course, issues of competitive moves, economic factors, advertising and promotional activities, and so forth. Clearly, Jan’s knowledge of these qualitative issues can and should be used in combination with the quantitative analysis to provide the best overall forecast for the business.

The last two questions address the issue of the size and the general management ­approaches that the business size suggests. Some might suggest the business is too large to continue running it as it has been run in the past. That may in fact be true, but the best solution is seldom to shrink. Instead, she should look to formalize approaches to manage the growth and size. She needs to not only incorporate the forecast methodology into the business, but also needs to develop approaches to capacity and inventories that will best serve both her customers and the needs of her business. The alternatives can be discussed in general at this point in the case, but can then be addressed more explicitly if you wish to “revisit” S&OP concepts.

Forecast Results for Northcutt Bikes 02-19-2000 17:03:47 Period Actual F(t) 1 437 437 2 605 475.7965

Forecast

Page: 1 of 5 Error

0 .4019098

I(t) .5339578 .7392322

T(t)

437

-168

3

722

532.9617

.9899457

.8821912

476.1984

-245.8016

4

893

616.8671

1.848904

1.091131

533.9516

-359.0484

5

901

683.9042

2.524217

1.100906

618.716

-282.284

6

1311

830.6616

4.018393

1.601874

686.4285

-624.5715

7

1055

885.5588

4.545468

1.289074

834.68

-220.32

8

975

909.7094

4.748566

1.191325

890.1042

9 10 11 12

822 893 599 608

893.1065 896.5638 831.3203 782.6662

4.527378 4.516292 3.79362 3.250291

1.004378 1.091131 .731901 .7428979

914.4579 897.6339 901.0801 835.114

-84.89575 92.45795 4.633911 302.0801 227.114

Winter’s model: CPU Seconds = .11 MAD = 194.84 MSD = 63402.96 Bias = -29.01 R-square = .33 Alpha = .23093 Beta = 0.01036 Gamma = .41165 Search criterion: MAD

Z03_CHAP6323_08_SE_CASE_WEB.indd 29

12/1/15 4:00 PM

30

Case study

Forecast Results for Northcutt Bikes 02-19-2000 17:03:47 Period Actual F(t) T(t) I(t) Forecast 13 712 912.3565 4.560139 .6277746 419.6463 14 732 933.8439 4.735495 .7485059 677.8143 15 829 938.8395 4.73819 .8719305 828.0065 16 992 935.6268 4.655824 1.065472 1029.567 17 1148 963.9518 4.901023 1.124302 1035.163 18 1552 968.8558 4.901053 1.582648 1551.98 19 927 914.9534 4.291883 1.161385 1255.245 20 1284 955.8586 4.671177 1.238828 1095.12 21 1118 995.7692 5.036237 1.040462 964.7354 22 737 925.6697 4.257873 .9580734 1092.01 23 983 1025.337 5.24626 .8153574 680.6149 24 872 1063.652 5.588837 .7652617 765.618

Page: 2 of 5 Error -292.3537 -54.18567 -.9935303 37.56702 -112.8369 -0.0202636 328.245 -188.8804 -153.2646 355.01 -302.3851 -106.382

Winter’s model: CPU Seconds = .11 MAD = 194.84 MSD = 63402.96 Bias = -29.01 R-square = .33 Alpha = .23093 Beta = 0.01036 Gamma = .41165 Search criterion: MAD Forecast Results for Northcutt Bikes 02-19-2000 17:03:47 Period Actual F(t) T(t) I(t) Forecast 25 613 1047.816 5.366887 .6209083 671.2424 26 984 1113.557 5.992325 .8182813 788.3137 27 812 1076.069 5.541894 .838116 976.1689 28 1218 1095.823 5.689127 1.103487 1152.426 29 1187 1090.948 5.579688 1.128887 1238.432 30 1430 1051.963 5.118021 1.51695 1735.417 31 1392 1089.755 5.456505 1.230386 1227.678 32 1481 1118.368 5.69639 1.296397 1356.779 33 940 1073.116 5.168599 .9898497 1169.546 34 994 1068.866 5.071026 .9631451 1033.076 35 807 1054.496 4.869624 .8087261 875.6426 36 527 973.7563 3.982762 .6848651 810.6917

Page: 3 of 5 Error 58.24237 -195.6863 164.1689 -65.57385 51.4325 305.4172 -164.322 -124.2211 229.5457 39.07605 68.64258 283.6917

Winter’s model: CPU Seconds = .11 MAD = 194.84 MSD = 63402.96 Bias = -29.01 R-square = .33 Alpha = .23093 Beta = 0.01036 Gamma = .41165 Search criterion: MAD Forecast Results for Northcutt Bikes 02-19-2000 17:03:47 Period Actual F(t) T(t) I(t) Forecast 37 701 1012.668 4.344605 .6485985 607.0862 38 1291 1146.492 5.685943 .9425443 832.2023 39 1162 1206.277 6.246379 .8873612 965.6589 40 1088 1160.204 5.704378 1.032611 1338.005 41 1497 1202.898 6.087572 1.173456 1316.178 42 1781 1200.922 6.004032 1.499128 1833.972 43 1843 1274.122 6.700144 1.315956 1484.985 44 839 1134.494 5.184266 1.064428 1660.454 45 1273 1173.481 5.534444 1.026297 1128.11

Z03_CHAP6323_08_SE_CASE_WEB.indd 30

Page: 4 of 5 Error -93.91376 -458.7977 -196.3411 250.0046 -180.8215 52.97156 -358.0154 821.4539 -144.8901

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

46 47 48

912 996 792

1125.412 1153.756 1158.389

4.979146 5.22119 5.215102

.8979447 .829044 .6826319

1135.563 914.1768 793.7429

31

223.5627 -81.82324 1.742859

Winter’s model: CPU Seconds = .11 MAD = 194.84 MSD = 63402.96 Bias = -29.01 R-square = .33 Alpha = .23093 Beta = 0.01036 Gamma = .41165 Search criterion: MAD Forecast Results for Northcutt Bikes 02-19-2000 17:03:48 Period Actual 49 50 51 52

F(t)

T(t)

I(t)

Forecast 754.712 1101.664 1041.793 1217.707

Page: 5 of 5 Error

Winter’s model: CPU Seconds = .11 MAD = 194.84 MSD = 63402.96 Bias = -29.01 R-square = .33 Alpha = .23093 Beta = 0.01036 Gamma = .41165 Search criterion: MAD Northcutt Forecasting

2000 1800 1600 1400 Demand

1200 1000 800 600 400 200 0 1

3

5

7

9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 Month

Hatcher Gear Company Chapter 8 Case Study Teaching Notes To start with, students might be interested in knowing that this case is based on a real situation. The numbers and conditions are somewhat simplified to make a “mini” case, and the names and even the product have been changed.

This case has two possibly interesting discussion points that can be used. First is how this situation should never exist if the company was using sales and operations planning (S&OP), and using it appropriately. The students may wish to discuss how proper S&OP would have prevented the dilemma, and use this example to review the approach to S&OP. With all the proper executive-level people in the S&OP meetings, the demand forecast given by the director of sales and marketing should have been discussed, and the final demand number used to order the steel would have been agreed to by all, including the general manager. In other words, Jack should have never been placed into such a difficult situation. These are essentially the points that should be made in the solution for the second case question.

The second discussion point clearly deals with the forecasting problem and the dilemma in which Jack was placed (the first assignment question). Experience has shown

Z03_CHAP6323_08_SE_CASE_WEB.indd 31

12/1/15 4:00 PM

32

Case study

that many students who do not analyze the problem completely would “split the difference” and select a number in the middle between the past average demand (fairly steady at about 10,000 gears per year) and the new forecast of 16,000—in other words, they will say to order enough steel for 13,000 gears. These students should be challenged if they think that this is really the best solution—try to see if other students agree or not, and often some good discussion should evolve.

The forecasting approach here is clearly qualitative forecasting, and in most companies it is the sales and marketing people who are generally more aware of the market and the customers, and should therefore be a critical source in making a qualitative forecast. Student should be asked why Jack called Phil and asked him all those questions. Clearly, those are the questions that Phil should have been dealing with to make the forecast, and given that he clearly seemed to know the answers, one must ask why he came up with the forecast of 16,000 when clearly for the past several years the sales showed nowhere near that number.

Students should discuss this to realize that when using qualitative forecasting methods that human emotions often “get in the way.” Some sales people, for example, may purposely set a low number when they forecast in order to potentially make themselves look good when the number is exceeded. Also, they may have had a very poor sales period recently and are therefore overly pessimistic. Clearly, the opposite can happen—a very successful recent sales period can make them overly optimistic about the market. This could be what has happened in this case. Also, artificially inflated forecast numbers can come about as a result of the sales people using the forecast as a “target”—some lofty goal they wish to obtain. In this case one or perhaps even both of these last two situations might have happened.

Jack, on the other hand, cannot afford to be impacted this way. It should be recognized by the students that what Jack was doing when he asked all those questions about customers was, in fact, conducting the type of qualitative forecasting that Phil should have been using. The answers that Phil gave, together with a simple analysis of the demand from the past six years, should make a strong case for ordering little more than enough steel for about 10,000 gears. Since customer service is so important and timing is such a problem, Jack may wish to err somewhat on the side of safety stock. Since the largest demand over the past six years was 10,145, Jack may decide on ordering enough for perhaps 10,300, but likely no more than enough for 10,500. Any more safety stock than that may produce inventory holding costs that could be problematic.

More sophisticated students should be able to point out that the past demand data given would allow for a basic statistical analysis to be undertaken, providing both a mean and standard deviation. Even though the concept of safety stock is developed later in the text (Chapter 11), you may wish to introduce it here and use the material in Chapter 11 to reinforce the concepts. The mean of the demand data is 9962, and the standard deviation is 151. Given that, and with a target customer service level of 97%, two standard deviations of safety stock would suggest buying enough steel for 10,264 gears.

Students may wish to know that in the real situation, the real “Jack” ordered enough steel for 10,400, even though he knew that might be a bit high given the facts he had. He then spent a nervous year until at the end he realized that the real demand came in at just a few gears over 10,000 gears—but slightly less than 10,400. Also, in the real situation, the real “Jack” made a recommendation for a more comprehensive approach to planning in the future (basically a sales and operations planning approach), but few (including the general manager and the director of sales and marketing) in the company thought it was worth the trouble. Shortly after his recommendation for comprehensive planning was rejected, Jack became discouraged and concerned that the situation in the case could become a regular problem. He left the company for a new position.

Randy Smith, Inventory Control Manager Chapter 9 Case Study Teaching Notes This case has several applications and uses for discussion about inventory, but the first thing most students should focus on is the potential for analysis using ABC. First we can obtain the average annual usage in dollars, giving:

Z03_CHAP6323_08_SE_CASE_WEB.indd 32

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

Part Number 1234 1235 1236 1237 1238 1239 1240 1241 1242 1243 1244 1245 1246 1247 1248 1249 1250 1251 1252 1253

Part Unit Value in $ $2.50 $0.20 $15.00 $0.75 $7.60 $4.40 $1.80 $0.05 $17.20 $9.00 $3.20 $0.30 $1.10 $8.10 $5.00 $0.90 $6.00 $2.20 $1.20 $5.90

Quantity Currently in Inventory 300 550 400 50 180 20 200 10 950 160 430 500 25 60 390 830 700 80 480 230

Average Annual Usage 3000 900 1000 7900 2800 5000 1800 1200 2000 4500 8000 10,000 7500 2100 4000 6500 3100 6000 4500 900

33

Annual Usage in $ $7500.00 $180.00 $15,000.00 $5925.00 $21,280.00 $22,000.00 $3240.00 $60.00 $34,400.00 $40,500.00 $25,600.00 $3000.00 $8250.00 $17,010.00 $20,000.00 $5850.00 $18,600.00 $13,200.00 $5400.00 $5310.00

This table can then be sorted according to the last column, giving: Annual Usage in $ $40,500.00 $34,400.00 $25,600.00 $22,000.00 $21,280.00 $20,000.00 $18,600.00 $17,010.00 $15,000.00 $13,200.00 $8250.00 $7500.00 $5925.00 $5850.00 $5400.00 $5310.00 $3240.00 $3000.00 $180.00 $60.00

Z03_CHAP6323_08_SE_CASE_WEB.indd 33

Part Number 1243 1242 1244 1239 1238 1248 1250 1247 1236 1251 1246 1234 1237 1249 1252 1253 1240 1245 1235 1241

12/1/15 4:00 PM

34

Case study

This table shows a fairly clear “cut off” point for the “A” items—parts 1242 and 1243.

The cut off point between the “B” and “C” items is a bit less clear—providing an opportunity to allow the students to discuss the trade-offs between having more items classified as “B” or not. Including more items provides more control, but also tends to cost more money to obtain that control. It also allows discussion that the classification of “A,” “B,” and “C” is clearly somewhat subjective.

Once that discussion is complete, the case provides several other areas for discussion: Part 1236 is a good example of anticipation inventory.

■■ Part 1241 is a good example of why some parts may need to be artificially classified at a higher level. The part clearly is a “C” item from the table above, but the erratic supply history and long lead time suggest it be “upgraded” to a “B” or even an “A.” ■■ Part 1242 shows both some anticipation and some transportation issues.

■■ Part 1246 is another example of a part that might be “upgraded” in its classification— this time because of the quality history.

■■ Part 1248 can actually be used to help transition into the third question in the case (other information needed). This example brings into question the accuracy of the data itself. How accurate are the quantities? How accurate are the locations in the records?

What methods are used to monitor and maintain the record accuracy?

■■ Part 1253 can provide more discussion about the records and their accuracy. Why were items that were shown to have unacceptable quality kept with good items, and not clearly indicated on the inventory records?

■■

The remainder of the discussion about the policy should also include some discussion as to how they want to (or if they want to) indicate “special” cases, such as anticipation inventory, returned stock, items awaiting transportation, and so forth. While not essential to the case, the discussion points in the case can be used to launch into approaches to cycle counting and other control approaches for inventory.

Carl’s Computers Chapter 11 Case Study Teaching Notes This case allows the students to perform some fairly standard inventory analysis using Economic Order Quality approaches. In addition, the student is given the opportunity to analyze some inventory control problems. This provides an opportunity for the instructor to develop a fairly comprehensive discussion about the approaches, alternatives, and pros and cons of various inventory control needs.

The first issue the student should deal with is the quantitative analysis of the two sample parts. All the data in the following tables are taken directly from the case: A233 32 per week 47 1 week $18 $16 64 23% ($4.14 for $18) 98% (z = 2.05)

Part Number Part Usage Weekly Standard Deviation Lead Time Part Cost Order Cost Present Order Quantity Holding Cost Desired Customer Service

P656 120 per week 14 2 weeks $35 $2 350 23% ($8.05 for $35) 98% (z = 2.05)

Several issues can be noted qualitatively from this table, but should be confirmed quantitatively. For example, with part A233, it can be noted that there is a high probability for stockouts, given that the weekly usage plus only one standard deviation of the usage exceeds the order quantity. Even with a lead time of only one week, the part must surely

Z03_CHAP6323_08_SE_CASE_WEB.indd 34

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

35

cause frequent stockout conditions. The other part (P656) probably doesn’t cause as many stockout conditions, but must be costing a lot of extra money. There is a much smaller variation of demand, yet their order quantity is very large (almost three weeks usage) given the small variation in demand and the very small order cost. What makes it a potential financial problem is the fairly high item cost, with the holding cost representing 23% per year. There will probably be some stockout problems here, but for a different reason.

Since they are using one week’s usage as a reorder point, the two-week lead time with this part should pose problems even though the variation in demand is relatively small.

The EOQ calculations confirm most of the qualitative observations. First, for part A233: EOQ =

2(52)(32)16 2DS = = 113.4 A H A 0.23(18)

Or rounded to 113.

This contrasts with the other usual order quantity 64.

The reorder point (ROP) for A233 is calculated as

ROP = dL + zsd 32(l) + 2.05(47) = 128.35 Or rounded to 129. This confirms the qualitative suspicion about stockouts. The reorder point they are currently using is a week’s worth of average use, which for this part is 32. They should be ordering when the level gets to 129, primarily because of the large variation in demand. Since they often will only have one-fourth of what they should have when they reorder, there is little chance that they are able to maintain the customer service level they desire.

This does not represent large annual savings in inventory or holding cost. Using part of the total cost equation, the total of ordering and inventory cost for both order quantities can be determined: TC =

Q (32)(52) D 64 H + S = (0.023)(18) + = $548.48 2 Q 2 64

For the old order quantity. For the economic quantity, the calculation is: TC =

(32)(52) 113 (0.23)(18) + 16 = $469.52 2 113

This represents savings of only $78.96 per year. What it does NOT show is the very large potential shortage cost, as discussed above.

The same calculations can be applied to part P656. First, the EOQ: EOQ =

2(52)(120)2 = 55.68 C 0.23(35)

Or rounded to 56 units.

The ROP calculation is slightly different, as the lead time is two weeks and the standard deviation of demand is given as one a week standard deviation. The safety stock part of the ROP calculation therefore needs to be multiplied by the square root of the multiplier for the lead time: ROP = 2(120) + 12(2.05)(14) = 280.59

Or rounded to 281.

The total cost (holding plus order) for the old order quantity is given as: TC =

(52)(120) 350 (0.23)(35) + (2) = $1444.4 2 350

For the new EOQ, the same calculation yields: TC =

Z03_CHAP6323_08_SE_CASE_WEB.indd 35

(52)(120) 56 (0.23)(35) + (2) = $448.26 2 56

12/1/15 4:00 PM

36

Case study

This represents a savings of $996.15 per year. If this kind of savings is possible for numerous of the parts in Carl’s inventory, the potential savings is substantial indeed.

Price Break The EOQ for the new price is below the quantity needed (200) to get the price break: EOQ =

2(52)(32) = 120.28 C 0.23(16)

In spite of this, the total cost (including item costs) should be calculated to determine if ordering the minimum amount to get the price break is still better than to order the EOQ and not obtaining the price break.

For the EOQ, TC = DC +

Q D H + S = 18(52)(32) + 548.48 = $30,500.48 2 Q

If you were to take the price break and order 200: TC = 16(52)(32) +

(52)(32) 200 (0.23)(16) + 16 = $27,125.12 2 200

As this represents a substantial saving ($3375.36 per year), it is clear that the price break should be taken even though it does not represent and EOQ. Qualitative Issues There are several symptoms that can be used to lead a discussion toward both the real problems in the case and also lead to potential solutions. Some of the symptoms that most students should be able to draw from the case include the following: 1. They apparently do not have a good process in place to coordinate design changes (a frequent and necessary part of the business) into the inventory planning and control system. This has led to friction with the engineering staff and extra expense due to obsolete inventory.

2. The suppliers appear to be cooperative for the most part, but are apparently getting “mixed messages” as to what is really important for Carl’s. No company or supplier should be expected to be great at all aspects, but most suppliers with effective managers and systems can adapt to meet the needs of important customers, assuming those needs are fairly clear. In the case of Carl’s, they are being pushed for rapid delivery with low prices, yet are being subjected to great uncertainty in both product design and changes in order timing and quantity. Rapid delivery in the face of uncertain order is typically met by using buffer inventory (finished goods) in the supplier facility, yet how can they do that with the risk of a design change making the inventory obsolete?

Clearly, that implies extra cost, either in the form of inventory, systems designed for rapid and flexible delivery, or obsolete inventory write-offs, yet how can the supplier absorb the extra costs when they are also being pressured for lower prices?

3. The information from the chief financial officer is a clear symptom that the problem is out of control. The rapid and large growth in inventory well beyond the corresponding growth in sales is bad enough by itself, but when combined with massive cost of order expediting, it clearly illustrates a major problem. The major culprit is most likely the very low inventory accuracy level of less than 30%. It should be noted that there is a “vicious circle” at work here. The poor inventory accuracy has caused the field service technicians to develop an “informal” system to ensure they have a chance to do their jobs. This includes keeping their own private stock and then replenishing it when it gets low. This practice tends to produce very erratic demand, which is contrary to a basic assumption of a reorder point system. The technicians are also a part of the problem, in that they fail to use the transaction system properly.

The poor inventory is not helped in that there is an indication that the only reconciliation activity appears to be an annual physical inventory. This problem presents an opportunity to discuss in detail the approaches to and the advantages of a

Z03_CHAP6323_08_SE_CASE_WEB.indd 36

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

37

comprehensive cycle count program with the goal of correcting and maintaining the integrity of the transaction system, and therefore the inventory records themselves.

Solution The solution posed by students can be many and varied, but they all should have at least three major elements: 1. The first element is to formalize the system and get the inventory accuracy up. They need to secure the inventory and not allow unrestricted access, such as was indicated by field service technicians “grabbing parts.” Inventory specialists in a secure environment must control all transactions.

2. To make sure all users have trust and faith in the formal system, the transaction system and associated inventory records need to be constantly checked and corrected. A formal cycle count system clearly is in order.

3. The inventory system needs to become part of the overall planning activity, including purchasing and design.

CostMart Warehouse Chapter 12 Case Study Teaching Notes This case is a fairly straightforward look at inventory management set in a retail warehouse. The case has no quantitative analysis to allow the students to focus their attention on the qualitative issues, but the need for some quantitative analysis is not overlooked.

The second case question addresses the need for data analysis, and puts the students in the position to discuss what data they would need and how they would use it. The case can be extended in coverage if you have some anticipated data sets available as the case is discussed. A good classroom exercise is then to give the data to the students (once they have identified it as necessary) and then have them analyze and use it.

Problem Analysis Probably the number one issue is the accuracy of the inventory records, both in terms of count and location. The fact that they use a “home base” approach with overflow areas lends itself to a good discussion of the approaches to location and the types of environments where it should be employed. The retail environment described in the case, for example, probably should not use home base. Home base location assumes a relatively stable environment in terms of design (part numbers) as well as quantity. In the environment of style changes and quantity issues (due to seasonality and promotions), a home base can work effectively only with a very large (and inefficient) use of space, or a continual reallocation of existing locations.

There are also some apparent problems with communications, planning, and relationships with both suppliers and the retail store. Suppliers, for example, are being pressured for price while being “jerked around” for schedules. The suppliers probably view the warehouse as a poor customer that should be tolerated to a point, but it can be fairly easily seen why they are not anxious to be overly cooperative with the warehouse. It also appears that even people within the warehouse have their responsibilities defined in isolation. They have either been discouraged from establishing more effective communication or may not know how to do it.

Overriding all this is the apparent poor attitude of Hank. The “mutual boss” must have had either some loyalty to Hank or else he valued his experience to some degree, since he kept Hank in the position. It also is apparent that the boss did not have the confidence in Hank to solve the problems and warranted his promotion to one of greater responsibility. Amy will clearly have to find ways to not only work with Hank, but also to “win him over.” This problem is one that will allow discussion about job design and relationships. Amy must try to change his attitude without undermining his ego or position in the yes of the warehouse workers.

Suggested Approach One of the good things about this case is that it lends itself to taking the discussion with students in several directions. Regardless of direction, however, it appears that the most

Z03_CHAP6323_08_SE_CASE_WEB.indd 37

12/1/15 4:00 PM

38

Case study

critical issue that must first be addressed is to obtain and maintain accurate inventory records, both with response to count and location. It is encouraging that they have a cycle count program, but it should be examined for its approach. To be specific, the following steps are recommended: 1. Review the cycle count program for corrections and completeness. Make any changes to ensure the program is effective and adequately staffed.

2. Change the location system from “home base” to “zone random.” In the zone random system, each category of good has a general zone in which it is located, but the specific location within that zone is random. The random location allows for efficient use of space as styles and quantities change, but since all goods from the category are in the same zone, cycle counting or locations of mismarked goods are relatively easily done.

3. Once the location changes have been made, a physical inventory should be scheduled.

Even though such a massive count program is seldom more than about 90% accurate, it should quickly improve the current “no more than 50% accurate.” The cycle count program then should not only continue to improve the accuracy, but should also start to improve the transaction system (which is, of course, the major goal of cycle counting.)

Once these changes are made, the communication channels should be examined and improved. The accuracy level problem should be addressed first, however, not only to convince the parties involved that there are real changes in the works, but also to provide a basis for communicating accurate data. Establishing new communication channels and then transmitting poor data will only create skeptics. The following communication channels should be examined (students will often have several approaches here. This is a good opportunity for extensive student discussion): One of the first communication areas that should be examined is the internal one between workers in the warehouse. This may be informal, but could also be computer based. Regardless of form, it is clear that the people interviewed in the case need more information as to what is happening and why.

■■ Since the retail store already has a computer system, it should be little extra effort to have the warehouse linked into it. With information on inventory levels, rates of sales, and any expected changes (such as promotions), they should be able to plan more effectively and anticipate needs. There should be few surprises that need quick response if the warehouse plans effectively.

■■ Once the warehouse has its own “act together,” they will be in the position to start working with suppliers to develop partnerships and communication channels. With advanced planning they should be in a position to share the information with appropriate suppliers. Suppliers can be brought into discussion regarding lot sizes, package sizes, lead times, and delivery mode in addition to cost (and therefore price) control.

■■

Data analysis approach—some of the data that students may suggest be collected include: An audit of the inventory record accuracy—both location and count ■■ An analysis of the demand from the store, and the actual shipments in response—both in timing and count ■■ An analysis of the reasons given for stockout problems ■■ The number of incidents where packaging causes a problem in delivery to the store ■■ A supplier by supplier analysis of delivery history, including timing, count, and quality ■■

Finally, there is the problem of Hank to deal with. Some students will suggest he be fired, but by doing so, Amy would be losing a lot of experience and also may risk alienating other workers who may be friends with Hank. If he doesn’t “come around,” termination may be the only recourse, but it should be viewed as the last recourse. A better plan would be to understand his skill area and utilize those skills with specific improvement projects. If he sees that he is valued and being given important projects to manage, it is possible that he will turn out to be an effective manager. His current attitude may, in fact, have been learned by experiencing nothing but poor warehouse management in the past.

Z03_CHAP6323_08_SE_CASE_WEB.indd 38

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

39

Metal Specialties, Inc. Chapter 13 Case Study Teaching Notes This case is ideally suited to a spreadsheet exercise which will allow the students to analyze the data at different volumes. Students will need to make some assumptions when entering data such as a minimum shipping time of 2 days for rail or the approximate cost of a truck.

The data shown are for an annual shipping volume of 16,000 cwt.

Ordering cost Inventory carrying cost Cost of steel/cwt Cost of capital Transportation inv cost

$40 20% $300 8% 10%

EOQ = SQRT ((2 * 16,000 * 40)/(0.2 * 300)) = 146.1 cwt Transportation Inventory = 16,000 * 1/365 assume one day for a 200 mile trip Metal Specialties Inc. Annual volume cwt Ordering cost Inventory carrying cost Cost of steel/cwt Cost of capital Transportation inv cost Costs Heavy metal Transport Weight shipped <150 cwt 150–199 cwt 200–249 250–400 cwt Transit time (days) Minimum load (cwt) Maximum load (cwt)

Annual Cost Summary Load per trip (cwt) Transportation cost Inventory carrying cost Ordering cost Operating cost Transportation inv cost Total

Z03_CHAP6323_08_SE_CASE_WEB.indd 39

16,000 $40 20% $300 8% 10%

Load distance

200

Midland railway $/cwt/mi

$/cwt/mi $4.00 $3.80 $3.60 $3.40 1

$3.25 2 200 400

400

HMT 150 $85,333 $4500 $4267

HMT 200 $60,800 $6000 $3200

HMT 250 $46,080 $7500 $2560

HMT 400 $27,200 $12,000 $1600

Rail 400 $26,000 $12,000 $1600

$1315 $95,565

$1315 $71,515

$1315 $57,705

$1315 $42,515

$2630 $42,630

12/1/15 4:00 PM

40

Case study

Private Annual operating cost Capital cost Line haul cost/mile Distance (miles) Transit

Annual Cost Summary Load per trip (cwt) Transportation cost Inventory carrying cost Ordering cost Operating cost Transportation inv cost Total

$30,000 $150,000 $2.20 400 1day 400 Private 150 $93,867 $4500 $4267 $42,000 $1315 $146,098

Private 200 $70,400 $6000 $3200 $42,000 $1315 $123,115

Private 250 $56,320 $7500 $2560 $42,000 $1315 $109,945

Private 400 $35,200 $12,000 $1600 $42,000 $1315 $92,515

Note that private ownership of a truck is always above the costs of a third party. The calculations used a distance traveled of 400 miles for the round trip. If a regular schedule could be established and a back haul arranged, costs could be reduced substantially. Also, a privately owned truck would be idle most of the time for this amount to be shipped. Even at the lowest weight shipped of 150 cwt (15,000 lbs) the truck would only have to make two trips per week.

Students should identify these costs and opportunities and include them in their decision.

Cheryl Franklin, Production Manager Chapter 14 Case Study Teaching Notes This case is a fairly simple look at the need for coordinated and concurrent product and process design. Most students will come to that conclusion. What makes this a bit more complex is that the solution needs to address both the current problem and the longer term approach.

The long-term approach points to the need for concurrent product and process design. It was a mistake to create demand for a product when clearly the design issues for the process, if not the product itself, had been settled. It is understandable for marketing’s push, however, given the nature of the competition described (the need for rapid market response and the short life cycles). The long-term solution, then, should focus on the process of design in a generic sense. Concurrent design teams, for example, should be standardized and their work included in the strategic plan as well as sales and operations plans. This may help coordinate product launches, advertising campaigns, engineering activities, and operational resources.

In the short term, there may be little that can be done about the design problems given the potential short life cycles for toys. Perhaps the best they can hope for is to reevaluate the glue choice, since a more satisfactory glue may be rapidly selected. In addition, they may want to add at least one more resource (inspector) in the quality area since that is clearly the spot in the process where the required cycle time for the product is currently not being met.

Murphy Manufacturing Chapter 15 Case Study Teaching Notes This case was purposely developed with no opportunity for quantitative analysis. The primary purpose is to allow students to discuss and understand the comprehensive, integrative approach that must be taken for a successful lean production or JIT implementation— with no quantitative analysis to distract them. As is often the case, many companies “jump

Z03_CHAP6323_08_SE_CASE_WEB.indd 40

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

41

on the bandwagon” toward any attractive new approach without actually understanding how it really works or how it will impact their operations. The company was making many of the classic implementation mistakes—and it should be noted that there are still many companies making similar mistakes. It is recognized that there are differences between JIT and lean production, but many of the concepts and implementation approaches are shared, and this case should provide a look at some of the mistakes and provide an opportunity to discuss them. In addition, it might be worthwhile to allow students to discuss what is really different about a lean production implementation versus JIT. What students need to do in this case is to pick out the classic symptoms of mistakes being made, and use these to develop a comprehensive and integrated approach. This case has generated lots of fruitful discussions when used in the past, and several students report that it helps them understand the comprehensive nature of JIT and lean production much more effectively.

Included here is a summary of some of the key issues, taken from the discussions in the case (in the order they appeared in the case): Purchase orders are costing a lot more in total, indicating they failed to work with ­supplier to decrease the order costs prior to reducing supplier order size.

■■ Similarly, the transportation costs are going up. Students should recognize this is to be expected with JIT. The only way it can be justified is if the total JIT implementation causes an overall reduction in total system cost.

■■ Schedule changes are a real problem and therefore increasing expediting costs.

Students should be ready to discuss the importance of schedule stability in a JIT or lean environment, as well as some of the techniques used to obtain relatively stable schedules. Where schedules cannot be stabilized, students should be in a position to question the wisdom of a full JIT implementation.

■■ Suppliers are keeping extra finished goods inventory to deal with the uncertainty. In the past, this was (and sometimes still is) a common practice when companies did a poor job of implementing a comprehensive JIT program. Students should be able to discuss the concept of the impact on the total supply chain resulting from this practice, and should therefore question this approach as a wise one.

■■ Related to the expected increase in transportation costs are the additional impact on shipping, receiving, and truck bays. As with general transportation, some of these costs may be expected to increase, given the trade-off for overall system cost reductions.

■■ They (Marsha, in particular) mention the inefficiency of the big downtime for setups with the smaller lot sizes. It appears they did little or nothing to deal with setup times before starting JIT. Students should recognize this as a big mistake.

■■ It also appears they did little (or are doing little) in the way of preventive maintenance.

Equipment downtime is a problem that students should also be expected to discuss as an impact, as well as another area where some costs can increase in order to achieve total system cost reductions.

■■ Workers are being paid on a piece rate, and supervisors are being evaluated on productivity and efficiency (calculated in the traditional way). The underlying implication is to maximize output, which can be counter to the objectives of a JIT program. This point provides a great opportunity to discuss alternative approaches to evaluating and compensating both direct laborers and supervisory personnel.

■■ There is mention of a significant number of engineering design changes. Since JIT using Kanban is a reactive system, engineering changes can be a real problem. If these changes are necessary (in other words, do not represent a poor initial design activity), then students should discuss alternatives to handle engineering design changes in a Kanban system—or question whether Kanban should even be used. This also presents the opportunity to discuss the use of an MRP system to help plan production, while the Kanban system is used to execute the plan.

■■ Quality is also causing them some problems. They apparently still have problems with rejects and scrap. Students should discuss the important role of a comprehensive quality (such as a six sigma or a total quality) program as a major part of a good lean or JIT implementation.

■■

Z03_CHAP6323_08_SE_CASE_WEB.indd 41

12/1/15 4:00 PM

42

Case study ■■

The program is obviously adversely affecting customers. Students should discuss how the program should either benefit customer (better quality, lower costs, better delivery) or at worst have no noticeable impact on the customers.

As mentioned, while each of these points can be discussed individually, at that point students should be challenged to put them together into a comprehensive program for implementation. This should be prioritized and time-phased.

The later part of the assignment question brings up another issue you may wish to ­discuss—namely, are there environments for which JIT may not be appropriate? At this point students should not only be able to answer that question with a yes, but also should be able to discuss representative environments for which it may be true.

Accent Oak Furniture Company Chapter 16 Case Study Teaching Notes 1. There are many problems reported in the installation department’s monthly report.

The purpose of Pareto analysis is to sort the information and identify the significant problems and perhaps gain some insight into their causes. The data should be sorted by crew and by type of comment. The significant problem that should be revealed is the fit of the spindles with the banister. One of the crews will certainly have a higher incidence of overbudget jobs and the students should investigate this to see if there is any significance to the data. Since some crews are busier than others, it may be of benefit to remove this factor by analyzing percent overbudget rather than just dollar amount overbudget. Also, Pareto analysis should be performed in percent but, you may find that percent of percent overbudget is confusing to some. This assignment can be done by hand with a calculator but only requires rudimentary spreadsheet skills to perform the analysis and plot the information.

% Over Budget

100 80 60 40 20

2

4

3

1 Crew

5

Figure Sol 16.1 Pareto Analysis by Crew

Pareto Analysis by Crew

Crew# 2 4 3 1 5 Total

Z03_CHAP6323_08_SE_CASE_WEB.indd 42

Total Budget 3790 6260 5800 3750 5400 25,000

Actual Amount 5528 7843 7240 4397 5981 30,989

Amount Over Budget 1738 1583 1440 647 581 5989

% of Over Budget 29.0% 26.4% 24.0% 10.8% 9.7%

Cumulative % Over Budget 29.0% 55.5% 79.5% 90.3% 100.0%

12/1/15 4:00 PM

Teaching Notes for Introduction to Materials Management, 7e

43

Analysis of the amount overbudget actually reveals a typo in the chart for the amount reported for “Actual” for split spindles. It should read $865 and not $1854.

This is shown in the error in the total amount, which, with the error included, now totals $30,989. The amount shown in the text ($1854) is used in all the calculations.

This job at 114% overbudget should catch the eye of someone analyzing the data.

Pareto analysis by crew does not show a significant cause of the problems since all the crews are fairly close to each other. The three highest ranking overbudget crews are within 5% of each other.

% Over Budget

100 80 60

Spindle Fit Problems

40 20

LS

SS

LB

SS DP CH Type of Comment

CC

RH

Table Sol 16.2

Pareto Analysis by Type of Comment Type of Total Actual Defect Budget Amount Loose spindles Split spindles Loose bannister Spindle shims Drawing problems Cracked handrail Customer changes Rough handrail Total

10,345 850 2250 1800 1200 975 4300 980 22,700

12,908 1854 3200 2254 1650 1320 4527 1200 28,913

Only Overcharged Jobs Are Analyzed Amount % Over Cumulative % Over Budget Budget Over Budget 2563 1004 950 454 450 345 227 220 6213

41.3% 16.2% 15.3% 7.3% 7.2% 5.6% 3.7% 3.5%

41.3% 57.4% 72.7% 80.0% 87.3% 92.8% 96.5% 100.0%

Note that fit problems between the banister and the spindles accounted for 80% of the defects (loose and split spindles, loose banister, and spindles shims). This leads to the next analysis, spindle and hole dimensions.

2. Histograms for the spindle and the hole dimensions show a bimodal distribution for the spindles. When the plot of spindle dimensions is compared with the hole dimensions, there appears to be a misalignment of the size of the holes and the dimensions of the spindles but this is a technical question best raised by the operators and designers.

The bimodal distribution for the spindles is no doubt caused by the two machine operations and it is assumed that if one machine’s output fits correctly, then the other machine’s output does not. The variation in the size of the spindles needs to be reduced.

Z03_CHAP6323_08_SE_CASE_WEB.indd 43

12/1/15 4:00 PM

44

Case study

The graphs below are not grouped and the frequency of each size is plotted individually. Grouping the data would produce similar results but could add confusion to this simple demonstration.

Spindle Dimensions

Hole Dimensions

.55

.60

.65

.70

3. Mr. Strong’s memos to the two team leaders (lead hands) in both the spindle and the banister departments should suggest that the two of them get together and discuss the settings for their machines. At first glance it looks like they should decide which machine is giving the most desirable output and adjust the other machine accordingly.

Ideally, the spindles should be turned on one machine which will keep the variation lower. Correcting the problem using one machine or two will involve checking machine settings and training the operators.

Mr. Strong’s memo to Tom Smythe should be brief and the problem should be summarized. He should also indicate the timing of improvements, action plans for sorting the current inventory, and perhaps the financial impact of the changes.

Other general observations are as follows: The spindle machines are working within specification but slightly on the lower side.

■■ The use of a go-no-go gauge doesn’t seem to be giving them sufficient control.

■■ Crew reporting could give more specifics.

■■ The range of the spindle specification seems quite large compared to the distribution of the size of the holes and should be reviewed. The technique of forcing a tapered spindle into a straight hole is quite forgiving (robust) in practice and widely popular with early furniture makers.

■■

Z03_CHAP6323_08_SE_CASE_WEB.indd 44

12/1/15 4:00 PM