assignment question are attached and different from the book

Description As a team, analyze the "Flashy Flashers" case (p.493-496), by answering the following questions: What would the inventory record look like for each component part? Create a table for each item. What would the planned order releases be like for each component part? Fill in the table in p.496. o Note: Earliest an order release can be made is on week 1. According to your analysis, which items would experience stock-out situations in the near future? What are some possible root-causes why this may be happening? Explain. the order releases for items B, C, and D? Material Requirements Planning Using Data from Solved Prooem 3 and Table 11.4 CASE Flashy Flashers, Inc. 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 scheduled 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 the shop floor and by supple according to the EDO 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 really needed. Furthermore, planned order releases in the action bucket are translated into scheduled receipts (using Inventory transactions), after checking that its components are available. The current system does not consider possible capacity problems when releasing new orders Plasty Flashers is a medium-sized firm employing 900 persons and 125 rural and administrative personnel. The firm produces a line of automo- electrical components. It supplies about 95 auto parts stores and Moon Did Silvestreak car dealers in its region, Johnny Bennett, who serves as the president founded the company by producing cable assemblies in this 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 Thyself, is etched on a big cast-iron pour under his giant oil portrait in the building's front lobby The company's two most profitable products are the automotive front secolump and the headlamp. With the rising popularity of Eurosport sedans, such as the Moonbird Silverstreak, Flashy Flashers has enjoyed substantial Grand for these two lamp items. Last year, Kathryn Marley, the vice president of operations and supply dan menagement, approved the installation of a new MAP system. It is a first mportant step toward the eventual goal of a tul-fledged ERP system. Marley worked closely with the task force that was created to bring MAP online. She hwerty attended the training sessions for selected employees, emphasiz ng How MAP should help Flashy Flashers secure a better competitive edge. A year later, the MRP system is working fairly well. However , Marley Believes that there is always a better way and seeks to continually improve the company's processes. To get a better sense for potential improvements, she ned with the production and inventory control manager, the shop supervisor and the purchasing manager. Here are some of their observations Production and Inventory Control Manager nentory records and BOM files are accurate and well maintained. Inventory tractors are faithfully made when inventory is replenished or removed fon the stockroom so that current on hand balances are credible. There is an IFP oplosion each week, which gives the company the new MAP. It provides formation that helps identity when new orders need to be launched informa- ton can also be searched to help identify which scheduled receipts need to be pedred and which ones can be delayed by assigning them a later due date, thenby making room for more urgent jobs. 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 quantities are reduced to cover immediate needs. It is feast or famino, unless they make things work on the shop foorl 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 concern is to make sure that the bottleneck workstations are kept busy Purchasing Buyers are putting out too many fires, leaving little time for creative buying. In such cases, their time is spent following up on orders that are required in the very near future or that are even late. Sometimes, the MRP plan shows planned order releases for purchased items that that are needed almost immediately. 494 PART 2 MANAGING CUSTOMER DEMAND SHE so totalowing for the planned bad time. In checking the MRP records, the You Assignment planned bead times are realistic and what the perspect. last week Put yourse in Marie/place and promote your feet things were fine for an hom, and this work anush order needs to be placed What is the problem Marley tried to assimilate at this information. She decided to collect how the start of wax 1 Flinte plurerer som pro you are to do a mantene umps to the net 6 where w the required formation about the sitamps wd headams shown in alle 1127 should show the pared deres forte Tables 11 23 through 11,26 and in Figure 11.49 to gain tuttering voor de to your report posible problems and identity areas for improvement Supplement your prices on the and at the actions to planes como TABLE 11.23 PART NUMBERS AND DESCRIPTIONS orders, edhe scheduled and the due date Part Number Description Frally entity the good and bad pro MFP implementation C206P Pashes. Conclude by making suggestions on toinen Som planning process C310P Bakrutberget HL200E Headlamp TABLE 11.24 MASTER PRODUCTION SCHEDULE H.211A Head frames Item Description and Part Number Garty MPS Start H.2128 Head lens Headlamp 1.2008 120 Week 4 H.2222 Headlamp module HL223 Weeks SL100E Sidelomp Sidelamo S1008 100 V3 SL111P S de lens Weeks SL112A Side trame subassembly 110 We SL113P Side lens rubber gasket SL1217 Sde frame SL. 122A Sidebub subassembly TABLE 11.25 REPLACEMENT PART DEMAND SL123A Flasher bub subassembly Item Description and Part Number Quantity Dante 40 SL131F Side cable grommet and receptacie Side lens SL111 We 35 SL132P Side bulb SL133 Flasher cable grommet and receptacle SL 134P Flasher bulb 88888 TABLE 11.26 SELECTED DATA FROM INVENTORY RECORDS Scheduled Recept (Units and Due Dates AF Part Number 0206P Lead Time (Wecks) 1 Safety Stock (Units) 30 On-Hand (Units) 270 1 20 40 1801 C310P HL211A 3 D Lot-Sizing Rule FOQ 2.500 FOQ = 180 L4L FOO-350 POOP = 4 weeks POOP = 4 weeks 0 HL212P 15 2 15 3 10 HL 222P 10 2851 0 0 H.223F 120 week 1) 1 RESOURCE PLANNING CHAPTER 11 495 Part Number SUTIP S41124 113P 2121 Scheduled Receipt Load Time (Weeks) Safety Stock (Units) Lot-sizing de On-Hand (Units (Units and Due Dates) 2 0 FOQ 350 15 3 0 LL 20 80 werk 1 20 FOO - 100 2 0 0 80 week 2 2 80 week 2 2 D FOO - 200 0 2. 0 POOP - 2 we 0 110 week. 1) 1 25 FOO - 100 1001) 2 0 FOO 250 1 0 FOQ-430 100 Sauce e cost was rally prepared by Pro Soumon Chest. Georgette of Technoltre pune in only rightSouten Dat we permission 8 S101F SLIP S133F SP 2005 323 2007 SLIP STA 2113P HL211A m) H.212P (1 0810 HL223F SL120A Re CO 11 52129 SL134P ar Quartos are shown in parentheses AHGURE 11.49 Botters and ideas