Optimizing multi-stage production with constant lot size and varying number of unequal sized batches

This paper describes a model for a multi-stage production/inventory system in which a uniform lot size is produced through all stages with a single setup and without interruption at each stage. Partial lots, called batches, may be transported to the next stage upon completion. The number of the unequal sized batches may differ across stages. Considering setup costs, inventory holding costs, and transportation costs, an optimization method is developed to determine the economic lot size and the optimal batch sizes for each stage. The method is illustrated by a computational example and further numerical simulations.     

Economic Manufacturing Quantity and Its Integrating Implications

Several contradictions are noted among the Economic Order Quantity (EOQ), Just‐In‐Time (JIT), and Optimized Production Technology (OPT) approaches and the economic framework for profit maximization. A fundamental model referred to as the Economic Manufacturing Quantity (EMO) is developed and examined for its integrating implications for the three approaches. An implication for the classic EOQ approach is that the balance between setup and inventory carrying costs is valid when a production facility is operating at or below a certain critical level but not when operating above that level. An implication for the JIT approach is that one must reduce setup cost at non‐bottlenecks and setup time at bottlenecks to reduce inventory. An implication for the OPT approach is that trade‐offs between setup and inventory carrying costs may indeed be ignored while determining process batch sizes, provided each facility in a production system is operating at or above Its critical level. Economic theoretic analysis of the EMO model provides a basis for unification of JIT which advocates stability in operating level as a key to improved productivity and quality, and OPT that advocates maximizing operating level with resultant emphasis on bottlenecks as a key to increased profits. This unifying basis states that a profit‐maximizing production facility or system will operate at the full and stable level as long as market demand remains relatively sensitive to price and operating at the full (maximum) level provides positive unit contribution.     

A joint economic lot size model for raw material ordering,manufacturing setup,and finished goods delivering

In this research we consider a single-manufacturer single-buyer supply chain problem where the manufacturer orders raw materials from its supplier, then using its manufacturing processes converts the raw materials to finished goods, and finally delivers the finished goods to its customer. The manufacturer produces the product in batches at a finite rate and periodically delivers the finished goods at a fixed lot size to its customer, who has a constant demand rate. An integrated inventory control model, making joint economic lot sizes of manufacturer's raw material ordering, production batch, and buyer's ordering, is developed to minimize the mean total cost per unit time of the raw materials ordering and holding, manufacturer's setup and finished goods holding, the buyer's ordering, and inventory holding. Numerical examples are also setup to illustrate that jointly considering the inventory costs above results in less mean total cost than that of considering them separately.     

An Experimental Analysis of Capacity-Sensitive Setup Parameters for MRP Lot Sizing

Most material requirements planning (MRP) systems apply standard costing (absorption costing) approaches to define setup costs that are used as fixed (time invariant) setup parameters in single-level lot-sizing methods. This paper presents a computationally simple approach for estimating more appropriate setup parameters based on estimates of work-center shadow prices. These setup parameters then are used in traditional single-level MRP lot-sizing procedures. The shadow price of capacity at each work center is calculated as the increase in the overall inventory carrying cost for each additional hour of capacity lost to setups. The opportunity cost of a setup for an order subsequently is determined based on the routing information for each order and is used by traditional MRP lot-sizing procedures to calculate lot sizes. A simulation experiment compares the performance period order quantity lot sizing with capacity-sensitive setup parameters with the fixed accounting-based setup parameters. The simulation replicates the planning and control functions of a typical MRP system. The results of the experiment show that capacity-sensitive setup parameters can make significant reductions in both carrying cost and lateness and can achieve many of the benefits of optimized production technology in the context of an MRP system.     

Cost models for lot streaming in a multistage flow shop

Lot streaming is a technique used to split a processing batch into several transfer batches. In this way, overlapping operations can be performed in different manufacturing stages, and production can be accelerated. This paper proposes two cost models for solving lot streaming problems in a multistage flow shop. The purpose is to determine the optimal processing batch size and the optimal number of transfer batches that minimize the total annual cost in each model. In the first model, a more complete and accurate method is developed to compute the costs of raw materials, work-in-process, and finished-product inventories. The total cost includes the setup cost, the transfer batch movement cost, the three-type inventory holding cost, and the finished-product shipment cost. The second model contains not only the four costs in the first model, but also the imputed cost associated with the makespan time. The total annual cost functions in both models are shown to be convex, and two solution approaches are suggested. An experiment consisting of three phases was conducted to explore the effect on the optimal solution when changing the value of one parameter at a time. The results indicate that three parameters have significant effects on the optimal solution.     

Materials receiving capacity and inventory management

This paper analyses the optimal level of materials receiving capacity for a manufacturer that receives deliveries from many suppliers. Inventory levels and inventory carrying costs depend on the frequency of deliveries and thus, on the materials receiving capacity. An analytic model that captures the tradeoff between inventory costs and materials receiving costs is presented and discussed. The receiving cost is modeled as increasing in discrete jumps of varying sizes whenever materials receiving resources are added. Practical issues in implementing the model are highlighted and methods to reduce the marginal materials receiving cost are discussed. The paper also discusses connections to the JIT approach for production environments where materials receiving is heavily automated.     

Setups and effective capacity: the impact of lot sizing techniques in an MRP environment

This study investigates how lot sizing techniques influence the profit performance, inventory level, and order lardiness of an assembly job shop controlled by MRP. Four single-level lot sizing techniques are compared by simulation analysis under two levels of master schedule instability and two levels of end item demand. A second analysis investigates the influence of a multilevel lot sizing technique, the generalized constrained-K (GCK) cost modification, on the four single-level techniques at low demand and low nervousness. The analyses reveal a previously unreported phenomenon. Given the same inventory costs, the single-level lot sizing techniques generate substantially different average batch sizes. The lot sizing techniques maintain the following order of increasing average batch size (and decreasing total setup time):

economic order quantity (EOQ)

period order quantity (POQ)

least total cost (LTC)

Silver-Meal heuristic (SML)

The causes for different average batch sizes among the lot sizing techniques are analysed and explained. Demand lumpiness, inherent in multilevel manufacturing systems controlled by MRP, is found to be a major factor. The number of setups each lot sizing technique generates is the primary determinant of profit performance, inventory level, and order tardiness. EOQ, a fixed order quantity technique, is less sensitive to nervousness than the discrete lot sizing techniques. EOQ_, however, generates the smallest average batch size, and, therefore, the most setups. Since setups consume capacity, EOQ, is more sensitive to higher demand. SML generates the largest average batch sizes, and is, therefore, less sensitive to increased demand. At low demand, the other lot sizing techniques perform better on all criteria. They generate smaller batches and, therefore, shorter actual lead times. The GCK cost modification increases the average batch size generated by each lot sizing technique. GCK improves the profit and customer service level of EOQ the lot sizing technique with the smallest batches. GCK causes the other lot sizing techniques to generate excessively large batches and, therefore, excessively long actual lead times.     

The effects of learning and forgetting on the optimal lot size quantity of intermittent production runs

This paper studies the effects of learning and forgetting on the production lot size problem with infinite and finite planning horizons. It is assumed that the determination of the economic manufactured quantity (EMQ) in the succeeding production run is dependent on: (1) the maximum inventory accumulated prior to interruption; (2) the length of the interruption period which incurs total forgetting; and (3) the level of experience in equivalent units remembered at the start-up of the next production run. The optimum operating inventory doctrines is obtained by trading off procurement cost per unit time and the inventory carrying cost per unit time, so that their sum will be a minimum. A numerical example is presented to demonstrate the application of learning and forgetting to the determination of the EMQ.     

The value of VMI beyond information sharing in a single supplier multiple retailers supply chain under a non-stationary (Rn,Sn) policy

This study aims to determine the value of vendor-managed inventory (VMI) over independent decision making with information sharing (IS) under non-stationary stochastic demand with service-level constraints. For this purpose, we utilize mixed-integer linear programming formulations to quantify the benefits that can be accrued by a supplier, multiple retailers and the system as a whole by switching from IS to VMI. More specifically, we investigate the incremental value that VMI provides beyond IS in terms of expected cost savings, inventory reductions, and decrease in shipment sizes from the supplier to the retailers by conducting a large number of computational experiments. Results reveal that the decision transfer component of VMI improves these performance measures significantly when the supplier׳s setup cost is low and order issuing efficiency is high. The benefits offered by VMI are negligible under the problem settings where the supplier׳s order issuing efficiency is low and the production setup serves solely a single replenishment under IS.     

Integrated procurement- production system in a just-in-time environment-modelling and analysis

Classically, economic lot size models have been used separately for procurement and production subsystems. However, when the raw materials are used in production, the procurement policies are dependent on the schedule and the batch size for the product. Hence, it is necessary to unify the procurement and production policies. The just-in-time JIT environment provides an ideal setting for such a coordination between the procurement and production policies. The model proposed here is a traditional inventory model recast into a model for a JIT system for a single product, multistage batch environment aiming at the minimization of total variable cost and thereby determining the batch sizes for the product and raw material order sizes. A JIT system aims at minimizing setup time and this feature is captured in the proposed model. The computational experience reported in this paper is based on a number of simulated problem sets. The possible domain of application is also highlighted.     

The effects of component commonality in an infinite horizon inventory model

This paper studies the effects of component commonality in the context of an infinite horizon inventory model. Three models are proposed that are characterized by different degrees of component commonality. Assuming the three models all follow the same inventory policy, exact service level measures are derived and incorporated into cost optimization problems. With the infinite horizon assumption, potential setup cost reductions can be evaluated due to the inclusion of common components. The results indicate that, as expected, commonality incurs significant cost savings; what is new and unique is that setup cost may increase or decrease when commonality is present. In addition, when the behaviour of the optimal solutions is examined, it is found that some of the well-known properties suggested by the existing one-period models do not hold for this infinite horizon model.     

A coordination mechanism with fair cost allocation for divergent multi-echelon inventory systems

In this paper we study the coordination of inventory control in divergent multi-echelon inventory systems under periodic review and decentralized control. Under decentralized control the installations decide upon replenishment policies that minimize their individual inventory costs. In general these policies do not coincide with the optimal policies of the system under centralized control. Hence, the total cost under decentralized control is larger than under centralized control. We present a simple coordination mechanism that removes this cost inefficiency. The upstream installations increases its base stock level while the downstream installations compensate their supplier for increased costs and provide it with additional side payments. We show that this mechanism coordinates the system; the global optimal policy of the system is the unique Nash equilibrium of the corresponding strategic game. Furthermore, the mechanism results in a fair allocation of the costs; all installations enjoy cost savings.     

Simultaneous determination of production lot size and process parameters under process deterioration and process breakdown

The purpose of this study is to combine production-inventory management with process-quality design for determining production lot size and process parameters under the possibility of process deterioration and breakdown. The total cost of such an integrated model includes: the combined setup cost (production setup and process resetting), the costs of quality loss, tolerance and mean costs for processes established, a penalty cost for process breakdown and carrying costs for cumulated inventory. The quadratic quality loss function is introduced to assess quality loss within the system. Decision variables include the initial setting (process mean) and process tolerance for process parameters determination, and production lot size for production-inventory management. The cycle time for production-inventory management is assumed to be the same as the resetting cycle for the new process-quality system. The contribution of this study lies in its development of an integrated model that enables process parameters, production lot size, and cycle time to be determined concurrently for quality and economic considerations, and at an earlier time in the process design and production management stage. An example is presented to demonstrate the proposed model.     

Emerging Market Penetration,Inventory Supply,and Financial Performance

Realizing potential benefits from emerging market penetration requires firms to address inherent supply chain challenges. A major challenge is for firms to manage costly inventories to address demand and supply risks in emerging markets. However, emerging market penetration may offer opportunities for firms to lower inventory levels, reduce costs, and improve operating performance. Using data for 482 manufacturing firms over the 5‐year period, 2003–2007, obtained from the COMPUSTAT Industrial and Segment Databases, this article examines the relationships between emerging market penetration, inventory supply, and financial performance. Our results show that a multinational firm's sales penetration into emerging markets is associated with fewer days of inventory supply and improved financial performance. As emerging market penetration may allow firms to operate with lower inventory supply, the positive effect from emerging market penetration, such as labor cost reductions, may be enhanced due to inventory cost savings.     

The Influence of Quality Inspections on the Optimal Safety Stock Level

Due to yields of less than 50% during the production of curved glass for the displays on their new cell phone series, Samsung has to deal with higher than expected production costs of several million dollars. Where there is random yield, production costs as well as holding costs can be reduced by introducing quality inspections, in which defective items are discarded before further production. To achieve the greatest cost savings, it is important to determine the optimal number and positions of these inspections across the production process which, due to several influencing parameters, is not simple. We show how the positions of inspection within a production process influence the safety stock level that is required to buffer against uncertainties due to demand and yield randomness. Our approach is the first one, combining decisions about the number and positions of inspections with inventory control strategies in a warehouse. We achieve a maximum safety stock reduction of more than 30% in our examples, which can be even larger depending on the parameter setting. For a company like Intel, reporting inventories for finished goods of nearly 1.5 billion dollars in the 2014 annual report, this allows for significant savings.     

The cost of using stationary inventory policies when demand is non-stationary

Non-stationary stochastic demands are very common in industrial settings with seasonal patterns, trends, business cycles, and limited-life items. In such cases, the optimal inventory control policies are also non-stationary. However, due to high computational complexity, non-stationary inventory policies are not usually preferred in real-life applications. In this paper, we investigate the cost of using a stationary policy as an approximation to the optimal non-stationary one. Our numerical study points to two important results: (i) Using stationary policies can be very expensive depending on the magnitude of demand variability. (ii) Stationary policies may be efficient approximations to optimal non-stationary policies when demand information contains high uncertainty, setup costs are high and penalty costs are low.     

MODELS FOR OPTIMAL LEAD TIME REDUCTION

Most inventory and production planning models in the academic literature treat lead times either as constants or random variables with known distributions outside of management control. However, a number of recent articles in the popular press have argued that reducing lead times is a dominant issue in manufacturing strategy. The benefits of reducing customer lead times that are frequently cited include increased customer demand, improved quality, reduced unit cost, lower carrying cost, shorter forecast horizon, less safety stock inventory, and better market position. Although the costs of reducing lead times in the long term may be relatively insignificant compared with the benefits, in the short term these costs can have a significant impact on the profitability of a firm. This article develops a conceptual framework within which the costs and benefits of lead time reduction can be compared. Mathematical models for optimal lead time reduction are developed within this framework. The solutions to these models provide methods for calculating optimal lead times, which can be applied in practice. Sensitivity analysis of the optimal solutions provides insight into the structure of these solutions.     

Equilibrium Joining Strategies and Optimal Control of a Make‐to‐Stock Queue

We consider a make‐to‐stock, finite‐capacity production system with setup cost and delay‐sensitive customers. To balance the setup and inventory related costs, the production manager adopts a two‐critical‐number control policy, where the production starts when the number of waiting customers reaches a certain level and shuts down when a certain quantity of inventory has accumulated. Once the production is set up, the unit production time follows an exponential distribution. Potential customers arrive according to a Poisson process. Customers are strategic, i.e., they make decisions on whether to stay for the product or to leave without purchase based on their utility values, which depend on the production manager's control decisions. We formulate the problem as a Stackelberg game between the production manager and the customers, where the former is the game leader. We first derive the equilibrium customer purchasing strategy and system performance. We then formulate the expected cost rate function for the production system and present a search algorithm for obtaining the optimal values of the two control variables. We further analyze the characteristics of the optimal solution numerically and compare them with the situation where the customers are non‐strategic.     

A new MRP/GT lot sizing heuristic: A simulation study

This paper studies the lot-sizing problem in Material Requirements Planning/Group Technology (MRP/GT) systems. A GT production cell is designed to produce many families of components. A major setup is required when switching from manufacturing one family of components to another family, and a minor setup is needed when switching from manufacturing a component type to another component type within the same family. Inventory holding cost is incurred if inventory level is positive, and inventory shortage cost is incurred if inventory level is negative, that is, backordering. The objective of the proposed lot-sizing problem is to minimize the sum of major and minor setup costs, holding and shortage costs, and regular production cost, and to meet simultaneously the demand requirements. The proposed problem is modelled into a linear integer program, a heuristic method to solve the problem is proposed, and a simulation experiment conducted to evaluate the performance of the proposed heuristic and some existing heuristics. The computational results show that the proposed heuristic is useful to reduce the total cost significantly over a wide variety of simulated environments.     

PRODUCTION SCHEDULING OF CONTINUOUS FLOW LINES: MULTIPLE PRODUCTS WITH SETUP TIMES AND COSTS

The problem of production planning and setup scheduling of multiple products on a single facility is studied in this paper. The facility can only produce one product at a time. A setup is required when the production switches from one type of product to another. Both setup times and setup costs are considered. The objective is to determine the setup schedule and production rate for each product that minimize the average total costs, which include the inventory, backlog, and setup costs. Under the assumption of a constant production rate, we obtain the optimal cyclic rotation schedule for the multiple products system. Besides the decision variables studied in the classical economic lot scheduling problem (ELSP), the production rate is also a decision variable in our model. We prove that our solutions improve the results of the classical ELSP.