Benefits of MRP
4. Realistic Work Plans
- Introduction - explanation of how to interpret the diagrams about the benefits to of using MRP.
- On time ordering of the required parts
- Rolling together of orders to the same supplier for different jobs
- Realistic work plans
- Integration and availability of company data
- Live data capture
Listing of the text on the slide: Benefits of MRP - Realistic Work
Plans:
Austen Jones – Cash
Four Ltd Nov 2006. Correct Parts ordered on time Collation / rolling
together of parts orders (by supplier and time bucket) Realistic
planning of work (i.e. achievable Works orders) Company data integrated
and accessible
'Live' Shopfloor data capture Double (/ multiple) handling of work
Customer delivery performance Key Outcome Effective shop floor capacity
(reduce
manufacturing cycle time)Productivity Amount of (unplanned) overtime
Plan achievability Plan stability (avoid rescheduling)Knock on Benefits
Method of Measurement Morale Manufacturing cost WIP Customer view
of Company and its levels of service Number of progress queries (from
customer)The
level of double handling can be determined in a number of different
ways: i) By questionnaire asking for the average amount of time they
spend doing work for a Job No at a time (i.e. unbroken by work on
other Jobs). ii) By questionnaire asking for an estimation of the
level of
double handling. iii) By counting the number of uncompleted backplates
/ doors that are in storage. Survey of customer views (and benchmarking
against your competitors).Measure the elapsed time between Delivery
date on the ES Sheet (i.e. initially agreed end date) and the eventual
despatch date for the job. This can be inferred from the responses
to the employee survey (and also the response levels themselves).Survey
question on the questionnaires completed by customers and also those
completed internally (triangulation). Could also ask for requests
to
be logged on the Projects Diary. Calculate the theoretical maximum
manufacturing activity level (sales value) that could be achieved
without the need
for overtime. The number of jobs in progress at any one time in each
department (or the number of tiers in progress at any one time).Per
department / area this is the amount of manufacturing activity level
(sales value) processed per man hour. Accounts data: analyse by department
/ function with reference to manufacturing (sales) volume. Calculate
the manufacturing costs of comparable jobs at different points in
time. Track the number of changes to delivery dates of jobs (some
historic
data is contained in the Projects Diary). Changing priorities can
also be a question in the employee survey.
