Pac & Mrp Questions

Respond to the following items in a Word document:

What kind of warning signals would you like fed back from PAC to MRP?

The warning signals help flag inadequacies in material and capacity plans: that is, will we be able to do what was planned? The primary PAC objective is managing the materials flow to meet MPC plans

(Jacobs 277). I would like to see an MRP program that works on the inventory file. Furthermore, it continuously refers to the bill of materials file to compute quantities of each item needed. I would also like to see output reports for inventory and production control that monitor planned orders, order releases, changes and inventory status (such as quality issues and rejections).

Lead times are sometimes called rubbery. What accounts for this concept of elasticity in lead times?

Many people think of lead time as a constant. In fact, it’s not a value to be measured as much as a parameter to be managed. Of the four elements of lead time (run, setup, move, and queue), the last two can be compressed with good PAC design and practice. Moreover, some critical feedback linkages operate. The longer the lead time is perceived to be, the longer the time between the order launching date and due date. The longer this time, the more orders in the shop. The more orders in the shop, the longer the queue time (and WIP); we have a self-fulfilling prophecy. Changing lead-time data elements naturally leads to the question of how they’re established in the first place. For most firms, lead-time data are usually an input from some functional area, such as production control (Jacobs 280).