Professional Documents
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le onto the
MRP system before the schedule is actually accepted and released. With this feat
ure, a planner can
try a potential customer order on the system to see if materials and delivery date
s can be met
even before the order is accepted. If lead times, materials, and capacities are
sufficient, the order
can be accepted; otherwise, changes in quantities or delivery times may have to
be negotiated, or
the order may even have to be turned down.The 100 handlebars on hand at the begi
nning of period 1 are adequate to supply the gross
requirement of 80 handlebars, leaving 20 on hand at the end of period 1. With th
e (scheduled)
receipt of 300 handlebars in period 2, the on-hand inventory remains adequate un
til the end of week
8, when 80 units are on hand. However, the gross requirement for 100 units in pe
riod 9 exceeds the
on-hand inventory. This results in net requirements (using Eq. 9.1) of 100
80 =
20 units.
To satisfy this, a planned-order receipt for the standard order quantity (300) i
s scheduled for the
beginning of period 8. In so far as the handlebars have a 2 week lead-time, the
planned order for the
handlebars must be released 2 weeks earlier (week 6). The planned order receipt
will result in a
projected end-of-period on-hand inventory (using Eq. 9.2) of 80 + 300
100 = 280
units.A shipment of 300 handlebars is already scheduled to be received at the be
ginning of week 2
(i.e., a scheduled receipt). Complete the MRP for the handlebars, wheel assembli
es, and tires; and
show what quantities or orders must be released and when they must be released t
o satisfy the
master schedule.
SOLUTION: Table 9.7 depicts the master schedule and component part schedules. We
shall assume
that the customer completes the final assembly, so no time allowance is required
there. Note that
because each wheelbarrow requires two handlebars, the gross requirements for han
dlebars are
double the number of end products. Thus the gross requirements in period 1 are 4
0 2 = 80 units.The operations manager of a large airport is concerned with the p
roblem of having adequate personnel
to offer individual assistance to handicapped passengers during rush hours. Data
were collected on
the number of requests for assistance during 20 randomly selected rush hours and
revealed the
information shown in Table.Given the pay-off table below showing the profit (pre
sent value Rs.in lakhs), a firm might expect in a
foreign country for three alternative factory investments (X, Y, and Z) under di
fferent levels of
inflation. Economists have assigned probabilities of 0.2, 0.3, 0.4, and 0.1 to t
he possible inflation
levels A, B, C and D, respectively. Find the preferred investment alternative us
ing criteria of
(a) Maximax, (b) Maximin, (c) Laplace, (d) Maximum probability, and (e) Expected
monetary value.
Finally, (f) use your judgment. Industrial buildings may be grouped under two types
:
1. Single-storey buildings,
2. Multi-storey buildings.
The decision on choosing a suitable type for a particular firm depends on the ma
nufacturing
process and the area of land and the cost of construction.
1. SINGLE-STOREY BUILDINGS
Most of the industrial buildings manufacturing which are now designed and constr
ucted are single
storeyed, particularly where lands are available at reasonable rates. Single-sto
rey buildings offer
several operating advantages. A single-storey construction is preferable when ma
terials handling
is difficult because the product is big or heavy, natural lighting is desired, h
eavy floor loads are
required and frequent changes in layout are anticipated.
Advantages
Advantages of single-storey building are:
1. There is a greater flexibility in layout and production routing.
2. The maintenance cost resulting from the vibration of machinery is reduced con
siderably
because of the housing of the machinery on the ground.
3. Expansion is easily ensured by the removal of walls.
4. The cost of transportation of materials is reduced because of the absence of
materials
handling equipment between floors.
5. All the equipment is on the same level, making for an easier and more effecti
ve layout
supervision and control.
6. Greater floor load-bearing capacity for heavy equipment is ensured.
7. The danger of fire hazards is reduced because of the lateral spread of the bu
ilding.
Limitations
Single-storey buildings suffer from some limitations. These are:
1. High cost of land, particularly in the city.
2. High cost of heating, ventilating and cleaning of windows.
3. High cost of transportation for moving men and materials to the factory which
is generally
located far from the city.Excellent training is an art that is shared by few. An
y training organization can
develop a lesson plan and execute it. But the best trainers know how to
invoke thought and imagination so that it resonates with a student's mind
and develops better understanding of the subjects. Mobius Institute is a
training organization that has spent a great deal of effort to develop its
methodology and its skills in the art of training, thereby maximizing your abili
ty
to learn.impact of each functional and hardware failure has on mission success,
personnel safety, system performance,
maintainability, and maintenance requirements. The information provided by a FME
CA is one of the primary
inputs for the RCM process.
The FMECA is an analytical tool used to determine functions, function failures,
failure modes, and failure effects
for a given item of hardware. The standard used to develop a FMECA is included i
n the MIL-STD-1629A,
Procedure for Performing a Failure Mode, effects and Criticality Analysis. This
analysis can determinate:
function, functional Failure A, Failure mode 0i, failure effect and consequences
Malnutrition has been reported to effect inpatient morbidity and mortality.(19,2
0) Zinc is an important cofactor for substrates associated with metabolism, the
immune system and N-methyl-D-aspartate (NMDA) receptor function. Serum zinc leve
ls are reduced in HT patients, due to the liver sequestration and increased rena
In this case a manufacturing plant has to fit into a multi-plant operations stra
tegy. That is,
additional plant location in the same premises and elsewere under following circ
umstances:
1. Plant manufacturing distinct products.
2. Manufacturing plant supplying to specific market area.
3. Plant divided on the basis of the process or stages in manufacturing.
4. Plants emphasizing flexibility.
The different operations strategies under the above circumstances could be:
1. Plants manufacturing distinct products: Each plant services the entire market
area for
the organization. This strategy is necessary where the needs of technological an
d resource inputs
are specialized or distinctively different for the different product-lines.
For example, a high quality precision product-line should not be located along w
ith other
product-line requiring little emphasis on precision. It may not be proper to hav
e too many
contradictions such as sophisticated and old equipment, highly skilled and semiskilled personnel,
delicates processes and those that could permit rough handlings, all under one r
oof and one set
of managers. Such a setting leads to much confusion regarding the required empha
sis and the
management policies.
Product specialization may be necessary in a highly competitive market. It may b
e necessary
to exploit the special resources of a particular geographical area. The more dec
entralized these
pairs are in terms of the management and in terms of their physical location, th
e better would
be the planning and control and the utilization of the resources.
2. Manufacturing plants supplying to a specific market area: Here, each plant
manufactures almost all of the company s products. This type of strategy is useful
where market
proximity consideration dominates the resources and technology considerations. T
his strategy
requires great deal of coordination from the corporate office. An extreme exampl
e of this
strategy is that of soft drinks bottling plants.
3. Plants divided on the basis of the process or stages in manufacturing: Each
production process or stage of manufacturing may require distinctively different
equipment
capabilities, labour skills, technologies, and managerial policies and emphasis.
Since the products
of one plant feed into the other plant, this strategy requires much centralized
coordination of the
manufacturing activities from the corporate office that are expected to understa
nd the various
technological aspects of all the plants.
4. Plants emphasizing flexibility: This requires much coordination between plant
s to meet
the changing needs and at the same time ensure efficient use of the facilities a
nd resources.
Frequent changes in the long-term strategy in order to improve be efficiently te
mporarily, are not
healthy for the organization. In any facility location problem the central quest
ion is: Is this a
location at which the company can remain competitive for a long time?
64 Operations Management