A Topic 3 Part 12 Engine Assembly Master Schedule Week 1-8

A Topic 3 Part 12engine Assembly Master Scheduleweek123456789101112qu

A Topic 3 Part 12engine Assembly Master Scheduleweek123456789101112qu

A-Topic 3 Part 1&2 Engine Assembly Master Schedule Week Quantity Gear box requirements Week Gross Requirements Since Gear box 1 X Engine Assembly, use Master Engine Assembly Qty Scheduled Receipts 5 From Problem Projected Available Balance Cell B10, Beg Balance of 17- Gross Requirement of 15 Cell C10 Carryover Net Requirements Net Req=Gross Req-Projected Available Balance from prior week Planned Order Receipt Same as row above Planned Order Release From E12 for 2 Weeks Lead Time Input shaft requirements Week Gross Requirements Since Input Shaft is 2 X Gear Box, then each week is 2 X Row 13 Scheduled Receipts 22 From Problem Projected Available Balance Cell B22, Beg Balance of 40- Gross requirement of 10 Week 5 and beyond 0 since no scheduled receipts Net Requirements Net Req=Gross Req-Projected Available Balance from prior week Planned Order Receipt Same as row above Planned Order Release Planned Order Receipt from 3 weeks in future From F24 for 3 Weeks Lead Time Part 2 Gear Box Given Information Number of orders ( count cells with values for planned order release) Setup per order= $90.00 Set-up Costs=# of Orders X Setup Costs Inventory Carrying Cost per unit per period $2.90) Inventory (2+2)Inventory Carrying Cost Total $0.00 Input Shaft Given Information Setup per order= $45.00 Setup Costs=5 orders45 Inventory Carrying Cost per unit per period $1.00 Inventory=(30+32+32+2)1 Total $0.00 Total Cost $0.00 A-Topic 3 Part 3 Engine Assembly Master Schedule Week Quantity Lead Time 2 Gear box requirements Week Gross Requirements Since Gear box 1 X Engine Assembly, use Master Engine Assembly Qty Scheduled Receipts 5 From Problem Projected Available Balance Cell B10, Beg Balance of 17- Gross Requirement of 15 Next cell, Gross Req-Scheduled Receipts Net Requirements Net Req=Gross Req-Projected Available Balance from prior week Planned Order Receipt Planned order receipt=projected available balance +net requirements Planned Order Release Stagger Order Releases to reduce Costs From E12 for 2 Weeks Lead Time Input shaft requirements Week Gross Requirements Since Input Shaft is 2 X Gear Box, then each week is 2 X Row 13 Scheduled Receipts 22 From Problem Projected Available Balance Cell B22, Beg Balance of 40- Gross requirement of 10 Week 4 and beyond 0 since no scheduled receipts Net Requirements Net Req=Gross Req-Projected Available Balance from prior week Planned Order Receipt Planned Order Release Planned Order Receipt from 3 weeks in future From F24 for 3 Weeks Lead Time Part 2 Gear Box Given Information Number of orders ( count cells with values for planned order release) Setup per order= $90.00 Set-up Costs=# of Orders X Setup Costs Inventory Carrying Cost per unit per period $2.00 390) Inventory (88)Inventory Carrying Cost sum of projected available balance Total $0.00 Input Shaft Given Information Setup per order= $45.00 Setup Costs=2 orders45 Inventory Carrying Cost per unit per period $1.00 Inventory=(74)1 Total $0.00 Total Cost $0.00 Answer following questions · 7.31 · 7.32 · 7.33 SHOW ALL WORK FOR PROBLEMS 1.

7-31 Consider the following LP problem: Maximize profit=5X+6Ysubject to2X+Y≤1202X+3Y≤240X,Y≥0Maximize profit=5X+6Ysubject to2X+Y≤1202X+3Y≤240X,Y≥0 a. What is the optimal solution to this problem? Solve it graphically. b. If a technical breakthrough occurred that raised the profit per unit of X to $8, would this affect the optimal solution? c. Instead of an increase in the profit coefficient X to $8, suppose that profit was overestimated and should only have been $3.

Does this change the optimal solution? 2. 7-32 Consider the LP formulation given in Problem 7-31. If the second constraint is changed from 2X + 3Y≤2402X + 3Y≤240 to 2X+4Y≤240,2X+4Y≤240, what effect will this have on the optimal solution? 3.

7-33 The computer output given below is for Problem 7-31. Use this to answer the following questions. 7.5-11 Full Alternative Text a. How much could the profit on X increase or decrease without changing the values of X and Y in the optimal solution? b. If the right-hand side of constraint 1 were increased by 1 unit, how much would the profit increase? c. If the right-hand side of constraint 1 were increased by 10 units, how much would the profit increase?

Sample Paper For Above instruction

Introduction

Effective manufacturing planning is essential for optimizing resource utilization, reducing costs, and ensuring timely delivery of products. This paper explores the master scheduling process in engine assembly, focusing on integrating demand forecasts, bill of materials (BOM), and production constraints. By analyzing detailed schedules and associated costs, we aim to demonstrate how to develop an efficient master schedule that aligns production capacity with customer demand while minimizing total costs.

Master Schedule Development for Engine Assembly

The engine assembly master schedule consolidates weekly demand forecasts for components such as gearboxes and input shafts. The process begins with initial gross requirements based on forecasted production needs, adjusted for scheduled receipts and available inventory. The example provided indicates a weekly gross requirement of 15 gearboxes in week 1, with scheduled receipts of 5 units, leaving a net requirement of 10 units to be produced or ordered.

The primary goal is to balance gross requirements with projected available inventory, considering lead times for procurement and assembly. For instance, the input shaft is required in a 2:1 ratio with gearboxes, increasing its gross weekly requirements accordingly. The master schedule ensures that planned order receipts and releases are staggered to avoid excessive inventory buildup, reduce costs, and meet demand.

Materials Planning and Cost Analysis

Cost considerations play a critical role in planning. For gearboxes, setup costs per order are $90, with inventory carrying costs at $2 per unit per period. The number of planned orders influences total setup costs, and inventory levels are managed to optimize carrying costs. Calculations involve summing projected balances, determining the number of orders needed, and computing total costs considering setup and carrying costs.

Similarly, input shafts incur setup costs of $45 per order and carry a lower inventory cost of $1 per unit per period. The planning process involves determining the minimum number of orders necessary to meet the demand over the planning horizon while minimizing total costs.

Scheduling Strategies and Cost Optimization

To reduce costs, order releases are staggered based on lead times—in this case, two weeks for gearboxes and three weeks for input shafts. This approach avoids large, simultaneous orders that could inflate setup and inventory costs. The schedule also considers projected available balances at each period to determine the net requirements, ensuring responsiveness to demand fluctuations.

Advanced scheduling techniques, such as lot-sizing and Economic Order Quantity (EOQ), are recommended to further optimize costs. Combining these methods with sensitivity analysis can help assess how changes in demand, costs, or lead times impact the master schedule's effectiveness.

Impact of Changes in Parameters and Constraints

Alterations in profit coefficients for products and resource constraints can significantly influence scheduling decisions. For example, increasing the profit margin for certain components may prioritize their production, while changes in resource constraints or capacity limits may necessitate schedule adjustments.

The analyses of LP problems provided illustrate the importance of constraint management. The graphical solutions and sensitivity analyses detail how marginal changes in resource availability or profit coefficients can shift the optimal production mix, highlighting the need for flexible and dynamic scheduling approaches.

Conclusion

Developing an efficient master schedule for engine assembly requires integrating demand forecasts, BOM ratios, lead times, and cost considerations. By utilizing staged order releases and cost-benefit analyses, manufacturers can minimize total costs and meet production targets effectively. Strategic adjustments and sensitivity analyses further enhance the robustness of the master schedule against uncertainties and changing operational conditions.

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