Assignment Instructions 1. Read through all information provided for the "Flashy Flashers, Inc." case study that starts on page 493 of your Krajewski et al. (2019) textbook. 2. Duplicate Table 11.27 provided to you in the case study in a word processing program (i.e. Microsoft Word) or doto processing program (i.e. Microsoft Excel), and fill the table in using the provided information. 3. Using the same processing program (i.e. Microsoft Word or Microsoft Excel), create MRP records for each component item. Review: Figure 11.12 in your Krajewski et ol. (2019) textbook if you require further directions. 4. Using a word processing program, list the actions that the planners should consider th/s week to (1) relecase new orders, (2) expedite scheduled receipts, and (3) delay a scheduled receipt's due date. 5. In the same word processing document, list the good and bad points of MrP implementation and Flash Flashers, Inc., and suggest ways to improve the resource planning process there. 6. When you are ready to submit your assignment, ensure that you review its components against its grading rubric, 7. To submit your your assignment, you will need to upload your document(s). You may have one document if you ploced everything in a word processing program or two documents if you used both word and data processing programs. Either is fine. To begin the upload process, click on the Add submission button at the bottom of this screen. 8. Either drog-and-drop your file(s) into the indicated area, or click on the Add... option and select the file(5) you wish to submit. When you are reody, click on Save changes. 20201021 ZS AM Printed by: ryanj@macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Active Model Exercise This Active Model appears in MyLab Operations Management. It allows you to evaluate the relationship between the imventory record data and the planned order releases. Moteriel hoquewinente Phen Active Model Material Requirements Planning Using Data from Solved Problem 3 Table 11.4[ Questions 1. Suppose that the POQ for item B is changed from 3 weeks to 2 weeks. How does this change affect the order releases for items B, C, and D? 2. As the on-hand inventory for item C increases from 0 to 200, what happens to the order releases for items B, C, and D? 3. As the fixed order quantity (FOQ) for item D increases from 500 to 750 , what happens to the order releases for items B, C, and D? 4. As the lead time for item C changes, what happens to the order releases for items B, C, and D? Flashy Flashers is a medium-sized firm employing 900 persons and 125 manaperial and administrative personnel. The firm produces a line of automotive electrical components. It supplies about 95 auto parts stores and Moonbird Siverstreak car dealers in its region, Johnny Bennett, Who serves as the president, founded the ed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be feproduc or transmitted without publisher's prior permission. Violators will be prosecuted. company by producing cable assemblies in his garage. By working hard, delivering consistent product quality, and by providing good customer service, he expanded his: business to produce a variety of electrical components. Bennett's commitment to customer service is so strong that his company motto, "Love Thy Customers as Thysell," is etched on a big cast-iron plaque under his giant oil portrait in the building's front lobby. The company's two most proftable products ate the automotve front sidelamp and the headiamp. With the rising popularity of Eurosport sedans, such as the Moonbird Silverstreak, Finshy Flashers has enjoyed substantial demand for these two lamp items. Last year, Kathryn Marley, the vice president of operations and supply chinin management, approved the installation of a new MRP system. It Is a first important step toward the eventual goal of a full-fledged ERP system. Mistley worked closely with the task force that was created to bring MRP online. She frequently attended the training sessions for selected employees, emphasizing how MRP should help Flashy Flashers secure a better competitive edpe. A year later, the MRP system is woiking fairly wol. However, Marley belleves that there is always a better way and seeks to continualy improve the cogpdry's processes. To get a better sense for potential improvements, she met witpithe production and inventory control managet, the shop supervisot, and theguichasing managet. Here are some of their observations: Production and inventory Control Manager Inventory records and BOM fies are accarigly and well maintained. Inventory transactions are faithtidly made wheminpegntory is replenished or removed from the stockroom so thiat cilirent on-hand Bptances are credible. There is an MRP explosion each week, wisch gives the compliny the new MRP. it provides information that helps identity when hew orders need to be launched. Intormation can also be searched to heip identify which scheduled receipts need to be expedited and which ones can be delayed by assigning them a later due date, thereby making room for more urgent jobs: One planner suggested that the MRP outputs should be extended to provide priority and capacity reports, with pointers as to which items need their attention. The original plan was to get the order-launching capability implemented first. However, there is no formal system of priority planning. other than the initial due date assigned to each schectuled receipt when it is released, transforming it from a planned order release into a scheduled receipt. The due dates do not get updated later even when there are unexpected scrap losses, capacity shortages, short shipments, or last-minute changes in the MPS (responding to requests from tavorite customers). Jobs are scheduled on inted by: ryanj@ macewan ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. the shop floor and by suppliers according to the EDD rule, based on their due dates. If due dates assigned to scheduled receipts were updated, it might help get open orders done when they are realy needed. Furthermore, planned order releases in the action bucket are translated into scheduled receipts (using inventory transactions), after checking that its components are avalable. The current system does not consider possible capacity problems when releasing new orders. Shop Supervisor His primary complaint is that the shop workloads are anything but level. One week. they hardly have any work, and the supervisor overproduces (more than called for by the scheduled receipts) just to keep everyone busy. The next week can be just the opposite-so many new orders with short fuses that almost everyone needed to work overtime or else the scheduled receipt quansties are reduced to cover immediate needs. It is feast or famine, unless they make things work on the shop foor! They do make inventory transactions to report deviations from plan for the scheduled receipts, but these "overrides" make the scheduled receipt information in the MRP records more uncertain for the planners. A particular concerr is to make sure that the bottleneck workstations are kept busy. Purchasing Buyers are putting out too many fires, leaving lime time for creative buying. In such cases, their time is spent following up on orders that aref required in the very near future or that are even late. Sometines, the MRP plankhows planned order releases for purchased items that that are needed almost (imediately, not allowing for the planned lead time. In checking the MRP recoids; the planned lead times are realistic and what the suppliers expect. Last week things were fine for an item, and this week a rush order needs to be placed. What is the problem? Marley tried to assimilate all this information. She decided to collect all the required information about the sidelamps and headiamps (shown in Tables 11.23 through 11.26 and in Figure 11.49 ) to gain further insight into possible problems and identily areas for improvement. Table 11.23 Part Numbers And Descrintione Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book muy be reprodaced or transmitted without publisher's prior permission. Violators will be prosecuted. Operatians Manageneat Pases 433=494. Table 11.24 Master Production Schertule Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Table 11.26 Selected Data From Inventory Records Printed by: ryanj@macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Figure 11.49 BOMs for Headlamps and Sidelamps Your Assignment Put yourself in Marley's place and prepare a report on your findings. Specifically, you are required to do a manual MRP explosion for the sidelamps and headlamps for the next 6 weeks (beginning with the current week). Assume that it is now the start of week 1. Fill in the planned order releases form provided in Table 11.27 . It should show the planned order releases for all items for the next 6 weeks. Include it in your report. Table 11.27 Planned Order Release Form Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be proseculed. Assignment Instructions 1. Read through all information provided for the "Flashy Flashers, Inc." case study that starts on page 493 of your Krajewski et al. (2019) textbook. 2. Duplicate Table 11.27 provided to you in the case study in a word processing program (i.e. Microsoft Word) or doto processing program (i.e. Microsoft Excel), and fill the table in using the provided information. 3. Using the same processing program (i.e. Microsoft Word or Microsoft Excel), create MRP records for each component item. Review: Figure 11.12 in your Krajewski et ol. (2019) textbook if you require further directions. 4. Using a word processing program, list the actions that the planners should consider th/s week to (1) relecase new orders, (2) expedite scheduled receipts, and (3) delay a scheduled receipt's due date. 5. In the same word processing document, list the good and bad points of MrP implementation and Flash Flashers, Inc., and suggest ways to improve the resource planning process there. 6. When you are ready to submit your assignment, ensure that you review its components against its grading rubric, 7. To submit your your assignment, you will need to upload your document(s). You may have one document if you ploced everything in a word processing program or two documents if you used both word and data processing programs. Either is fine. To begin the upload process, click on the Add submission button at the bottom of this screen. 8. Either drog-and-drop your file(s) into the indicated area, or click on the Add... option and select the file(5) you wish to submit. When you are reody, click on Save changes. 20201021 ZS AM Printed by: ryanj@macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Active Model Exercise This Active Model appears in MyLab Operations Management. It allows you to evaluate the relationship between the imventory record data and the planned order releases. Moteriel hoquewinente Phen Active Model Material Requirements Planning Using Data from Solved Problem 3 Table 11.4[ Questions 1. Suppose that the POQ for item B is changed from 3 weeks to 2 weeks. How does this change affect the order releases for items B, C, and D? 2. As the on-hand inventory for item C increases from 0 to 200, what happens to the order releases for items B, C, and D? 3. As the fixed order quantity (FOQ) for item D increases from 500 to 750 , what happens to the order releases for items B, C, and D? 4. As the lead time for item C changes, what happens to the order releases for items B, C, and D? Flashy Flashers is a medium-sized firm employing 900 persons and 125 manaperial and administrative personnel. The firm produces a line of automotive electrical components. It supplies about 95 auto parts stores and Moonbird Siverstreak car dealers in its region, Johnny Bennett, Who serves as the president, founded the ed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be feproduc or transmitted without publisher's prior permission. Violators will be prosecuted. company by producing cable assemblies in his garage. By working hard, delivering consistent product quality, and by providing good customer service, he expanded his: business to produce a variety of electrical components. Bennett's commitment to customer service is so strong that his company motto, "Love Thy Customers as Thysell," is etched on a big cast-iron plaque under his giant oil portrait in the building's front lobby. The company's two most proftable products ate the automotve front sidelamp and the headiamp. With the rising popularity of Eurosport sedans, such as the Moonbird Silverstreak, Finshy Flashers has enjoyed substantial demand for these two lamp items. Last year, Kathryn Marley, the vice president of operations and supply chinin management, approved the installation of a new MRP system. It Is a first important step toward the eventual goal of a full-fledged ERP system. Mistley worked closely with the task force that was created to bring MRP online. She frequently attended the training sessions for selected employees, emphasizing how MRP should help Flashy Flashers secure a better competitive edpe. A year later, the MRP system is woiking fairly wol. However, Marley belleves that there is always a better way and seeks to continualy improve the cogpdry's processes. To get a better sense for potential improvements, she met witpithe production and inventory control managet, the shop supervisot, and theguichasing managet. Here are some of their observations: Production and inventory Control Manager Inventory records and BOM fies are accarigly and well maintained. Inventory transactions are faithtidly made wheminpegntory is replenished or removed from the stockroom so thiat cilirent on-hand Bptances are credible. There is an MRP explosion each week, wisch gives the compliny the new MRP. it provides information that helps identity when hew orders need to be launched. Intormation can also be searched to heip identify which scheduled receipts need to be expedited and which ones can be delayed by assigning them a later due date, thereby making room for more urgent jobs: One planner suggested that the MRP outputs should be extended to provide priority and capacity reports, with pointers as to which items need their attention. The original plan was to get the order-launching capability implemented first. However, there is no formal system of priority planning. other than the initial due date assigned to each schectuled receipt when it is released, transforming it from a planned order release into a scheduled receipt. The due dates do not get updated later even when there are unexpected scrap losses, capacity shortages, short shipments, or last-minute changes in the MPS (responding to requests from tavorite customers). Jobs are scheduled on inted by: ryanj@ macewan ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. the shop floor and by suppliers according to the EDD rule, based on their due dates. If due dates assigned to scheduled receipts were updated, it might help get open orders done when they are realy needed. Furthermore, planned order releases in the action bucket are translated into scheduled receipts (using inventory transactions), after checking that its components are avalable. The current system does not consider possible capacity problems when releasing new orders. Shop Supervisor His primary complaint is that the shop workloads are anything but level. One week. they hardly have any work, and the supervisor overproduces (more than called for by the scheduled receipts) just to keep everyone busy. The next week can be just the opposite-so many new orders with short fuses that almost everyone needed to work overtime or else the scheduled receipt quansties are reduced to cover immediate needs. It is feast or famine, unless they make things work on the shop foor! They do make inventory transactions to report deviations from plan for the scheduled receipts, but these "overrides" make the scheduled receipt information in the MRP records more uncertain for the planners. A particular concerr is to make sure that the bottleneck workstations are kept busy. Purchasing Buyers are putting out too many fires, leaving lime time for creative buying. In such cases, their time is spent following up on orders that aref required in the very near future or that are even late. Sometines, the MRP plankhows planned order releases for purchased items that that are needed almost (imediately, not allowing for the planned lead time. In checking the MRP recoids; the planned lead times are realistic and what the suppliers expect. Last week things were fine for an item, and this week a rush order needs to be placed. What is the problem? Marley tried to assimilate all this information. She decided to collect all the required information about the sidelamps and headiamps (shown in Tables 11.23 through 11.26 and in Figure 11.49 ) to gain further insight into possible problems and identily areas for improvement. Table 11.23 Part Numbers And Descrintione Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book muy be reprodaced or transmitted without publisher's prior permission. Violators will be prosecuted. Operatians Manageneat Pases 433=494. Table 11.24 Master Production Schertule Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Table 11.26 Selected Data From Inventory Records Printed by: ryanj@macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. Figure 11.49 BOMs for Headlamps and Sidelamps Your Assignment Put yourself in Marley's place and prepare a report on your findings. Specifically, you are required to do a manual MRP explosion for the sidelamps and headlamps for the next 6 weeks (beginning with the current week). Assume that it is now the start of week 1. Fill in the planned order releases form provided in Table 11.27 . It should show the planned order releases for all items for the next 6 weeks. Include it in your report. Table 11.27 Planned Order Release Form Printed by: ryanj@ macewan.ca. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be proseculed