Page 471 - Orlicky's Material Requirements Planning

CHAPTER 26 Demand-Driven Planning 449

FIGURE 26-19
Bill of material and ASRLT for Part FPZ.

Bill of Material for Part FPZ (Displayed Horizontally)
PPA
5
PPK
20
PPJ
20
SAC SAX
3 4
PPI SAZ
25 7
PPH
136 SAF FPZ
75
6 13
SAA PPD
5 18
SAD
PPG 15
40
PPF SAB SAW
15 10 12
PPE PPC SAY SAE
20 25 20 13

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figure. Each box represents an item or material that is either a subassembly (e.g., SAF) or
a purchased part (e.g., PPI). The number inside each box represents each part’s manufac-
turing or purchasing lead time in days (e.g., 20 20 days). The shaded path represents
the ASRLT of FPZ. In this case, the path is 136 days. Since there are no buffered compo-
nents, the ASRLT and the cumulative lead time (CLT) are one and the same.
A staggered order-release schedule is created for all orders associated with FPZ.
Figure 26-20 shows those staggered releases along a 140-day timeline. The part numbers
with boxes represent orders on that lie on the ASRLT chain.
Figure 26-21 is what a planning screen would look like in relation to the planning of
Part FPZ. The shaded lines represent items that lie on the ASRLT chain. Note that all pur-
chased parts are coded LTM. This means that special attention will be paid to these parts
as time gets closer to their due dates. As explained earlier, the assumption is that this vis-
ibility and preemptive following up (referred to as pre-expediting by many) will reduce
disruptions from suppliers by either knowing about delays well in advance or by keep-
ing the issue in front of suppliers so that they stay on track with the promise date.
The objective of planners in situations such as the preceding example is to limit vari-
ability (internal or external) from affecting the ASRLT chain. Variability passed to that
chain will have an impact on the promise date of the end item. Figure 26-22 provides an