Week 1 DQ 1
What is the role of master production scheduling in manufacturing planning and control? What other areas interface with it?
Week 1 DQ 2
What is aggregate planning? Why might it be important to the master production scheduler?
Week 2 DQ 1
Is inventory an asset or a liability? How do we determine if it is an asset or a liability? Might the determination be different for different people in the same organization? Please discuss, providing specific examples.
Week 2 DQ 2
Why is reorder timing so important to a business? Is it more important than when we decide to refill our cars with gas, or the refrigerator with food? Why?
Week 3 DQ 1
Discuss the inputs required for the MRP process and the role played by the bill of materials.
Week 3 DQ 2
How is the bill of materials structured, and why is low-level coding used?
Week 4 DQ 1
How does MRP fit in the overall master planning system? Where does it fit with the other parts of the system?
Week 4 DQ 2
How does MRP reflect the changing conditions of the shop floor? Why is it important that these transactions be processed properly?
Week 5 DQ 1
How does an MRP-II system or an ERP system help a company be more successful in managing its business and achieving its strategic objectives? Relate this to actual situations of companies you are familiar with.
Week 5 DQ 2
It is said that successful supply chain management will help the various organizations that are part of the same supply chain operate like a flock of birds, which can suddenly turn in unison as the lead birds change direction! Please elaborate on this saying, and explain why is this good for those organizations, the end user, and the industry at large? How does it work?
Week 6 DQ 1
Compare and contrast rough-cut capacity planning with CRP.
Week 6 DQ 2
How does CRP relate to the MPS? How does a nervous MPS affect CRP?
Week 7 DQ 1
What are the three basic principles of lean systems, and how do they support each other in achieving lean-system goals?
Week 7 DQ 2
It is said that the U.S. economy is turning into a service economy, as opposed to service and manufacturing. Much of U.S. manufacturing has been outsourced to cheap labor markets, which also operate at higher productivity levels than U.S. manufacturing. Is this a lost battle, or can we regain our advantage? Suggest some strategies and tactics that may make this possible.