Suchergebnisse

ABSTRACTWithin the sequential framework of material requirements planning (MRP), a master production schedule (MPS) of end‐item production is prepared and a bill‐of‐material processor is used to convert the MPS into a plan for needed subassemblies, parts, and materials. This study examines the impact of different procedures for considering inventory‐related costs and capacity limitations in the two phases of planning: master production scheduling and bill‐of‐material (BOM) processing. A total of nine procedures are considered for integrating the two phases of planning. The results indicate that the integrated procedures have a significant effect on the trade‐offs among inventory‐related costs, work load variations, over/under time costs, and excess work loads. Further, the results suggest that the method used to develop the MPS has the primary influence on these trade‐offs, but the method used by the BOM processor can sometimes have a moderating effect.

ABSTRACTA simple incremental cost approach to lot sizing was tested in a multilevel inventory environment. The incremental approach has not previously been tested in a large‐scale study involving multiple product‐structure levels. Using the Wagner‐Whitin (WW) algorithm as a benchmark, the simple incremental rule (IPPA) was compared to three heuristic procedures (LFL, EOQ, and POQ) frequently used in material requirements planning (MRP) lot‐sizing research. The incremental rule consistently generated lower total order/setup and carrying costs than the three heuristics across the 3,200 multilevel test situations examined. In many of the test situations, the incremental rule also outperformed the WW benchmark.

ABSTRACTSeveral heuristic procedures for purchase lot sizing in material requirements planning (MRP) systems were tested with actual data from manufacturing companies. Information provided by the companies for each purchased item included the estimated requirements and costs, the price discount structure from the vendor, and the actual company ordering policy. Simulation tests for each purchased item involved comparisons of several purchase lot‐size procedures from the research literature along with the actual procedure used by the company providing the data. Results indicate that one of the heuristic lot‐size procedures from the literature consistently outperformed the company policies as well as all other models tested. Another noteworthy result is that, in some cases, the actual company order policy was more cost‐effective than some of the models from the research literature.

ABSTRACTThis paper addresses the important relationship between production and operations management (POM) and information technology. An approach to POM education is presented in which information technology is used to create an experiential learning environment that integrates the topics taught in POM courses. Results of an implementation of the proposed approach are presented and implications are discussed for POM education.