Oscorp, also known as Oscorp Industries, is a multi-billion dollar multinational corporation owned and run by...

  
 
 
 
 
 
 

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Oscorp, also known as Oscorp Industries, is a multi-billion dollar multinational corporation owned and run by scientist and businessman Norman Osborn. It is a multinational corporation based out of the Oscorp Tower in New York. This particular October day, Norman Osborn sat in his office watching the dying embers of his fireplace, hoping to clear his mind. Suddenly there came a tapping at his office door. The intruder was Arthur Stacy, director of marketing. "A major account has just canceled a large purchase of units because we are back ordered on another operation. This can't continue. My sales force is out beating the bushes for customers and our production manager can't provide the product." For the past several months, operations at Oscorp have been unsteady. Inventory levels have been too high, while at the same time there The meeting lasted all morning and Norman Osborn held an additional session with his son, former CEO, Harry Osborn in the afternoon. At the end of the meetings, Norman Osborn had lots of input but no specific plan. What should he do for the company under such cases by considering the operational limitations and data given in Appendix? • Question 1. Disregarding machine-center limitations, please develop an MRP schedule and also capacity profiles for the four machine centers. • Question 2. Work center capacities and costs are as follows. Repeat Question 1 creating a feasible schedule (within the capacities of the machine centers) and compute the relevant costs. Do this by adjusting the MPS only. Try to minimize the total cost of operation for the 27 weeks. The meeting lasted all morning and Norman Osborn held an additional session with his son, former CEO, Harry Osborn in the afternoon. At the end of the meetings, Norman Osborn had lots of input but no specific plan. What should he do for the company under such cases by considering the operational limitations and data given in Appendix? • Question 1. Disregarding machine-center limitations, please develop an MRP schedule and also capacity profiles for the four machine centers. • Question 2. Work center capacities and costs are as follows. Repeat Question 1 creating a feasible schedule (within the capacities of the machine centers) and compute the relevant costs. Do this by adjusting the MPS only. Try to minimize the total cost of operation for the 27 weeks. Work Center 1 23 2 4 Available Capacity (hours per week) 6,000 4,500 2,400 1,200 Item End items A, B, C Components D, E, F, G, and H Raw Material I Inventory Carrying Cost (S per unit per week) 2.00 1.50 1.00 Cost (S per hour) 20 25 35 65 Backorder Cost (S per unit per week) 20 14 8 • Question 3. Suppose end items had to be ordered in multiples of 100 units, components in multiples of 500 units, and raw materials in multiples of 1,000 units. How would this change your schedule? Use Tables 1-4 showing relevant data to answer the specific questions at the end of the case. Assume that; • The forecasts (and therefore demands) are zero for Periods 1 through 3, • The starting inventory specified in Table 3 is available from Week 1. • For the master production schedule, use only the end items A. B, and C. • To modify production quantities, adjust only Robots A, B and C. Do not adjust the quantities of D, E, F, G, H, and I. These should be linked so that changes in A, B and C automatically adjust them. • Routing file for each item is given in Table 2. Each operation requires a week to be completed. Item Parent A A A D DE Product A F I Quantity 4 1 4 3 TABLE 1. Bill of Materials Item F G I Product B Parent BBG Quantity 2 232 3 2 Item G H I Product C Parent C 933 C G Quantity 2 1 2 TABLE 2. Work Center Routings for Products and Components Work Center Number 1 4 2 4 Item Product A Product B Product C Component D Component E Component F Component G Component H 341424 2 231213 3 Standard Time (hours per unit) 0.20 0.10 0.30 0.08 0.10 0.05 0.15 0.10 0.15 0.05 0.15 0.20 0.30 0.10 0.05 0.10 TABLE 3. Inventory Levels at the Beginning of Week 1 and Lead Times Item Product A Product B Product C Component D Component E Component F Component G Component H Raw Material I Week ASGT668 4 5 7 9 10 11 12 13 14 15 16 17 18 19 20 On Hand (units) 100 200 175 Product A 1500 1700 1150 1100 1000 1100 1400 1400 1700 1700 1800 1900 2200 2000 1700 1600 1400 200 195 120 200 200 300 TABLE 4. MPS quantities for Weeks 4-27 Product B 2200 2100 1900 1800 1800 1600 1600 1700 1700 1700 1700 1900 Lead Time (weeks) 1 1 1 2300 2300 2100 1900 1800 1 1 Product C 1200 1400 1000 1500 1400 1100 1800 1700 1300 1700 1700 1500 2300 2300 2000 1700 1800 20 21 22 23 24 25 26 27 1400 1100 1000 1400 1400 1500 1600 1500 1800 1800 1900 1700 1700 1700 1800 1900 1800 2200 1900 2400 2400 2600 2400 2500 Oscorp, also known as Oscorp Industries, is a multi-billion dollar multinational corporation owned and run by scientist and businessman Norman Osborn. It is a multinational corporation based out of the Oscorp Tower in New York. This particular October day, Norman Osborn sat in his office watching the dying embers of his fireplace, hoping to clear his mind. Suddenly there came a tapping at his office door. The intruder was Arthur Stacy, director of marketing. "A major account has just canceled a large purchase of units because we are back ordered on another operation. This can't continue. My sales force is out beating the bushes for customers and our production manager can't provide the product." For the past several months, operations at Oscorp have been unsteady. Inventory levels have been too high, while at the same time there The meeting lasted all morning and Norman Osborn held an additional session with his son, former CEO, Harry Osborn in the afternoon. At the end of the meetings, Norman Osborn had lots of input but no specific plan. What should he do for the company under such cases by considering the operational limitations and data given in Appendix? • Question 1. Disregarding machine-center limitations, please develop an MRP schedule and also capacity profiles for the four machine centers. • Question 2. Work center capacities and costs are as follows. Repeat Question 1 creating a feasible schedule (within the capacities of the machine centers) and compute the relevant costs. Do this by adjusting the MPS only. Try to minimize the total cost of operation for the 27 weeks. The meeting lasted all morning and Norman Osborn held an additional session with his son, former CEO, Harry Osborn in the afternoon. At the end of the meetings, Norman Osborn had lots of input but no specific plan. What should he do for the company under such cases by considering the operational limitations and data given in Appendix? • Question 1. Disregarding machine-center limitations, please develop an MRP schedule and also capacity profiles for the four machine centers. • Question 2. Work center capacities and costs are as follows. Repeat Question 1 creating a feasible schedule (within the capacities of the machine centers) and compute the relevant costs. Do this by adjusting the MPS only. Try to minimize the total cost of operation for the 27 weeks. Work Center 1 23 2 4 Available Capacity (hours per week) 6,000 4,500 2,400 1,200 Item End items A, B, C Components D, E, F, G, and H Raw Material I Inventory Carrying Cost (S per unit per week) 2.00 1.50 1.00 Cost (S per hour) 20 25 35 65 Backorder Cost (S per unit per week) 20 14 8 • Question 3. Suppose end items had to be ordered in multiples of 100 units, components in multiples of 500 units, and raw materials in multiples of 1,000 units. How would this change your schedule? Use Tables 1-4 showing relevant data to answer the specific questions at the end of the case. Assume that; • The forecasts (and therefore demands) are zero for Periods 1 through 3, • The starting inventory specified in Table 3 is available from Week 1. • For the master production schedule, use only the end items A. B, and C. • To modify production quantities, adjust only Robots A, B and C. Do not adjust the quantities of D, E, F, G, H, and I. These should be linked so that changes in A, B and C automatically adjust them. • Routing file for each item is given in Table 2. Each operation requires a week to be completed. Item Parent A A A D DE Product A F I Quantity 4 1 4 3 TABLE 1. Bill of Materials Item F G I Product B Parent BBG Quantity 2 232 3 2 Item G H I Product C Parent C 933 C G Quantity 2 1 2 TABLE 2. Work Center Routings for Products and Components Work Center Number 1 4 2 4 Item Product A Product B Product C Component D Component E Component F Component G Component H 341424 2 231213 3 Standard Time (hours per unit) 0.20 0.10 0.30 0.08 0.10 0.05 0.15 0.10 0.15 0.05 0.15 0.20 0.30 0.10 0.05 0.10 TABLE 3. Inventory Levels at the Beginning of Week 1 and Lead Times Item Product A Product B Product C Component D Component E Component F Component G Component H Raw Material I Week ASGT668 4 5 7 9 10 11 12 13 14 15 16 17 18 19 20 On Hand (units) 100 200 175 Product A 1500 1700 1150 1100 1000 1100 1400 1400 1700 1700 1800 1900 2200 2000 1700 1600 1400 200 195 120 200 200 300 TABLE 4. MPS quantities for Weeks 4-27 Product B 2200 2100 1900 1800 1800 1600 1600 1700 1700 1700 1700 1900 Lead Time (weeks) 1 1 1 2300 2300 2100 1900 1800 1 1 Product C 1200 1400 1000 1500 1400 1100 1800 1700 1300 1700 1700 1500 2300 2300 2000 1700 1800 20 21 22 23 24 25 26 27 1400 1100 1000 1400 1400 1500 1600 1500 1800 1800 1900 1700 1700 1700 1800 1900 1800 2200 1900 2400 2400 2600 2400 2500

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1 Disregarding machinecenter limitations please develop an MRP schedule and also capacity profiles for the four machine centers 2 Work center capaciti... View the full answer