Week 2 Productivity Ctrl and - Essay Example

PAC in MRP Environment PAC in MRP Environment Earlier Due Scheduling The scheduling table together with the comparison ofthe due date becomes. Machine Center XMachine Center XMachine Center XMachine Center XMachine Center YMachine Center YMachine Center YMachine Center YJob Start Days Done Move Start Days Done Due A0.04.54.526.52.5910B4.51216.5218.5321.517C16.57.5242263.529.525Answer: By the use of the earliest due date method, all the jobs will be completed according to their due dates. Critical Ratio Technique 2.

Time calculations for the both machine centersMachine Center XMachine Center XMachine Center XMachine Center XMachine Center YMachine Center YMachine Center YMachine Center YCritical ratioJob Start Days Done Move Start Days Done Due 0.91A0.04.54.526.52.59101.0B4.51216.5218.5321.5171.92C16.57.5242263.529.525Answer: By the use of the critical ratio method, all the jobs will be completed on time. Input/output Reporting Week 1Week 2Week 3Week 4Week 5 Week 6 Week 7Week 8Planned input606060 6060606060Actual input6870757068605555Cumulative deviation+8+18+23+33+41+41+36+31Week 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8 Planned output6565656565656565Actual output6062636364656360Cumulative deviation -5-8-10-12-13-13-15-20Actual backlog 505866788589847873What was the planned objective?

If we observe on the planned input and output, we notice that there is follow-up of the plan where the backlog should increase by 5 in every month. The target of the plan was to raise the backlog by 40 at the end of the eighth week. Was the planned objective met? The planned objective of increasing backlog by 40 was not achieved, although there was an increase on backlog. What recommendations would you make? Both the product activity control and material requirements planning should be reviewed.

There is a steady supply of materials for the 6 weeks, but starts to decline in the 7th week. The equipments and the manpower seem to be a problem cause in achieving the intended backlog where they should be allocated. Productive Activity Control (PAC) involves the conversion of plans into actions, revising the plans and actions intended to achieve the desired results and the report of the achieved results. PAC system, therefore, demands suitable prior planning of materials, orders, the personnel and the capacity requirements.

PAC system manages materials, equipments and resources properly according to delivery or allocated time for specific orders (Adam & Sammon, 2003). PAC has three major functions which include order dispatching, release and progress reporting. Dispatching involves activation of orders according to the original plans, which can be affected by I/O control, queue management or the principles and techniques of prior control. Dispatching decision helps in managing queue length, lead-time, the scheduled order completion and work center idle time.

Material Requirements Planning is the system essential in avoidance of the missing parts. MRP establishes a priority plan highlighting the require components at all levels of assembly according to lead times where it calculates the time when the components will be required. MRP has two main objectives which include requirement’s determination and keeping the priorities updated. The main aim of MRP system is to acquire right materials in desired quantities at the appropriate time in order to meet product’s demand of the firm.

The MRP system should also be capable of expediting, changing, delaying, and deleting orders because of the daily changes of demand and supply. The feedback effects from PAC to MRP include warning signals and status information. Warning signals assists in material and capacity plans. MRP system should be fed with the plan and control of raw materials while in processing state (Adam & Sammon, 2003). Lead time is the overall period needed to produce an item, including queue time, order preparation time, move time, setup time, inspection time, run time and put-away time.

Queue time accounts a percentage of eighty become this is the time spent while waiting the raw materials being processed at the work center where it depends on priority plans and workload. If queue time is reduced, lead time becomes shorter, therefore, reducing work-in-process range (Adam & Sammon, 2003). In general, lead time affects the production process of products where in any case processing is delayed it affect the demand and supply of the products which are the components of elasticity.

Delayed lead time can cause low output where the company increases the price get equilibrium on price and quantity. ReferencesAdam, F., & Sammon, D. (2003). The enterprise resource planning decade: Lessons learned and issues for the future. Hershey, PA: Idea Group Pub.