TD-MRP-Mécagéné
The MécaGéné company manufactures a product A whose bill of materials is given in the following figure.
Figure 1. Bill of materials
Subassemblies B, C and D as well as finished products A are manufactured in the factory. Components E and F are purchas
externally. Information on each component are provided in the following table.
Lot size to
Stock avail at
fabricate
Components Lead time
or to start of
purchase week 1
A 1 week 100 300
B 1 week 100 700
C 1 week 100 1000
D 1 week 100 1000
E 1 week 1000 1000
F 2 weeks 10000 10000
Table 1. Technical characteristics
The company fabricates in whole number of lots (we can't fabricate 3.4 lots for example). The sales program for product A
next 12 weeks is given in the following table. The company is closed on week 8 and therefore does not produce any parts d
week.
week 1 week 2 week 3 week 4 week 5 week 6
Qty 100 200 300 400 500 500
Table 2. Demand
Question 2 : According to efficiency of e
production
Post opening hours Efficiency time per unit W0 W1 W2
(s /part)
A 39h/week 0.95 150 0.00 0.00 13.16
B 39h/week 0.8 120 0.00 0.00 0.00
C 39h/week 1 90 0.00 0.00 10.00
D 39h/week 0.85 90 0.00 0.00 0.00
Table 3. Workstation characteristics
Question 1. Calculate, on the “Model” sheet, a production and purchasing schedule for all the components using the MR
Question 2. Calculate, on the “Model” sheet, the charges in % on all resources.
wing figure.
ponents E and F are purchased
sales program for product A for the
does not produce any parts during this
week 7 week 8 week 9 week 10 week 11 week 12
800 400 300 200 100
: According to efficiency of each component, table below was created to show how much hours we need to open the production lines
W3 W4 W5 W6 W7 W8 W9
17.54 21.93 21.93 35.09 17.54 0.00 13.16
20.83 20.83 33.33 16.67 12.50 0.00 8.33
25.00 25.00 40.00 20.00 15.00 0.00 10.00
29.41 47.06 23.53 17.65 11.76 0.00 5.88
e components using the MRP method. Done
Done
need to open the production lines.
W10 W11 W12
8.77 4.39 0.00
4.17 0.00 0.00
5.00 0.00 0.00
0.00 0.00 0.00
Article A W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 100 200 300 400 500 500 800
Projected inventory (PI) 300 200 0 0 0 0 0 0
Net requirement (NR) 0 0 300 400 500 500 800
Planned order receipt (PORC) 0 0 300 400 500 500 800
Planned order release (PORL) 0 300 400 500 500 800 400
Article B W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 0 300 400 500 500 800 400
Projected inventory (PI) 700 700 400 0 0 0 0 0
Net requirement (NR) 0 0 0 500 500 800 400
Planned order receipt (PORC) 0 0 0 500 500 800 400
Planned order release (PORL) 0 0 500 500 800 400 300
Article C W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 0 600 800 1000 1000 1600 800
Projected inventory (PI) 1000 1000 400 0 0 0 0 0
Net requirement (NR) 0 0 400 1000 1000 1600 800
Planned order receipt (PORC) 0 0 400 1000 1000 1600 800
Planned order release (PORL) 0 400 1000 1000 1600 800 600
Article D W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 0 0 1000 1000 1600 800 600
Projected inventory (PI) 1000 1000 1000 0 0 0 0 0
Net requirement (NR) 0 0 0 1000 1600 800 600
Planned order receipt (PORC) 0 0 0 1000 1600 800 600
Planned order release (PORL) 0 0 1000 1600 800 600 400
Article E W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 0 400 1500 1500 2400 1200 900
Projected inventory (PI) 1000 1000 600 100 600 200 0 100
Net requirement (NR) 0 0 900 1400 1800 1000 900
Planned order receipt (PORC) 0 0 1000 2000 2000 1000 1000
Planned order release (PORL) 0 1000 2000 2000 1000 1000 1000
Article F W0 W1 W2 W3 W4 W5 W6 W7
Gross requirement (GR) 0 2500 7200 8700 9500 6800 4400
Projected inventory (PI) 10000 10000 7500 300 1600 2100 5300 900
Net requirement (NR) 0 0 0 8400 7900 4700 0
Planned order receipt (PORC) 0 0 0 10000 10000 10000 0
Planned order release (PORL) 0 10000 10000 10000 0 0 10000
W0 W1 W2 W3 W4 W5 W6
Load A 0% 0% 34% 45% 56% 56% 90%
Load B 0% 0% 0% 53% 53% 85% 43%
Load C 0% 0% 26% 64% 64% 103% 51%
Load D 0% 0% 0% 75% 121% 60% 45%
W8 W9 W10 W11 W12
0 400 300 200 100
0 0 0 0 0
0 400 300 200 100
0 400 300 200 100
0 300 200 100 0 Week 7 And Week 8 were replaced.
W8 W9 W10 W11 W12
0 300 200 100 0
0 0 0 0 0
0 300 200 100 0
0 300 200 100 0
0 200 100 0 0 Week 7 And Week 8 were replaced.
W8 W9 W10 W11 W12
0 600 400 200 0
0 0 0 0 0
0 600 400 200 0
0 600 400 200 0
0 400 200 0 0 Week 7 And Week 8 were replaced.
W8 W9 W10 W11 W12
0 400 200 0 0
0 0 0 0 0
0 400 200 0 0
0 400 200 0 0
0 200 0 0 0 Week 7 And Week 8 were replaced.
W8 W9 W10 W11 W12
0 600 300 0 0
100 500 200 200 200
0 500 0 0 0
0 1000 0 0 0
0 0 0 0 0 Week 7 And Week 8 were replaced.
W8 W9 W10 W11 W12
0 2900 1400 300 0
900 8000 6600 6300 6300
0 2000 0 0 0
0 10000 0 0 0
0 0 0 0 0 Nothing was changed.
W7 W8 W9 W10 W11 W12
45% 0% 34% 22% 11% 0%
32% 0% 21% 11% 0% 0%
38% 0% 26% 13% 0% 0%
30% 0% 15% 0% 0% 0%
