A company needs to produce 100 units of in Week 10. Lead Time: 1 week. Components: Each Alfa requires 2 units of Component Y . Cost: Component Y costs $20 per unit. Initial Inventory: 0 units. Step 1: Material Requirements (MRP I level)
[Plan Agregado de Producción] │ ▼ [Plan Maestro de Producción (MPS)] │ ▼ [MRP I: Explosión de Materiales (BOM)] │ ▼ [MRP II: Planificación de Capacidad (CRP)] ◄── (Aquí validamos horas/máquina)
El cálculo del material es inútil si la planta de producción no tiene la capacidad física para procesarlo. Aquí es donde el MRP II se diferencia del MRP I mediante el cálculo de carga de trabajo. Ejemplo de Cálculo de Carga de Capacidad
. In a famous "ejercicio resuelto" (solved exercise) from the scroll, she learned that her polishing machine was a bottleneck. By calculating its true capacity, she adjusted the flow so the machine never sat idle but never became overwhelmed. Finally, she integrated the Financial Interface mrp ii ejercicios resueltos pdf
The fluorescent light of the library hummed, the only sound in a building that had emptied hours ago. Leo rubbed his eyes, the numbers on his laptop screen beginning to blur. Tomorrow was the final exam for Gestión de Producción II , and he was drowning.
Paso 2: Planificación de Capacidad (CRP - Núcleo del MRP II)
Fórmulas detalladas de capacidad (Eficiencia y Utilización). A company needs to produce 100 units of in Week 10
: Incluye mano de obra y capacidad de máquinas.
The first exercise asked her to calculate the Material Requirements Planning (MRP) for a specific product. Ana carefully studied the product's bill of materials, production schedule, and inventory levels. She then used the MRP formula to calculate the required materials and schedule.
On hand B = 20 → Week 2 gross = 80 → net = 60 (release week 0) Week 4 gross = 120 → net = 120 (release week 2) Cost: Component Y costs $20 per unit
| Item | Week | 0 | 1 | 2 | 3 | 4 | 5 | |------|------|---|---|---|---|---|---| | (LT=1) | Gross req | 0 | 0 | 50 | 0 | 60 | 0 | | | Net req | 0 | 0 | 40 | 0 | 60 | 0 | | | Release | 0 | 40 | 0 | 60 | 0 | 0 | | B (LT=2) | Gross req | 0 | 0 | 80 | 0 | 120 | 0 | | | Net req | 0 | 0 | 60 | 0 | 120 | 0 | | | Release | 60 | 0 | 120 | 0 | 0 | 0 | | D (LT=1) | Gross req | 0 | 0 | 180 | 0 | 360 | 0 | | | Net req | 0 | 0 | 150 | 0 | 360 | 0 | | | Release | 0 | 150 | 0 | 360 | 0 | 0 |
The PDF loaded. It was beautiful in a nerdy way—crisp tables of data, a Master Production Schedule (MPS), and a bill of materials (BOM) for a fictional bicycle factory.
Se calcula la diferencia entre lo necesario y lo disponible en inventario.