Verfügbarkeit: Manufacturing planning and control systems

Manufacturing planning and control systems:

Gespeichert in:

Bibliographische Detailangaben
Beteiligte Personen:	Vollmann, Thomas E. (VerfasserIn), Berry, William L. (VerfasserIn), Whybark, D. Clay (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Homewood, Ill. u.a. Irwin 1992
Ausgabe:	3. ed.
Schlagwörter:	Production - Contrôle Production - Planification Production control Production planning Produktionsplanung Fertigungsplanung Fertigungskontrolle Supply Chain Management PPS Produktionskontrolle
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005464669&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Umfang:	XX, 844 S. graph. Darst.
ISBN:	025608808X 1556236085

Internformat

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Datensatz im Suchindex

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adam_text	Contents CHAPTER 1 Manufacturing Planning and Control i THE MPC SYSTEM DEFINED 2 Typical MPC Support Tasks 2 Costs and Benefits of MPC Systems 2 AN MPC SYSTEM FRAMEWORK 4 MPC System Activities 4 The System and the Framework 4 Matching the MPC System with the Needs of the Firm 7 An MPC Classification Schema 7 EVOLUTION OF THE MPC SYSTEM 9 The Changing Competitive World 9 Reacting to the Changes 10 CONCLUDING PRINCIPLES 11 CHAPTER 2 Material Requirements Planning 14 MATERIAL REQUIREMENTS PLANNING IN MANUFACTURING PLANNING AND CONTROL 15 MRP and MRPII 17 RECORD PROCESSING 18 The Basic MRP Record 18 Linking the MRP Records 26 TECHNICAL ISSUES 30 Processing Frequency 30 Bucketless Systems 31 Lot Sizing 32 Safety Stock and Safety Lead Time 33 Low-Level Coding 34 Pegging 34 Firm Planned Orders 35 Service Parts 35 Planning Horizon 36 Scheduled Receipts versus Planned Order Releases 36 USING THE MRP SYSTEM 37 The MRP Planner 37 Exception Codes 39 Bottom-Up Replanning 40 An MRP System Output 41 SYSTEM DYNAMICS 43 Transactions during a Period 43 Rescheduling 44 Complex Transaction Processing 45 Procedural Inadequacies 45 THE MRP DATA BASE 48 The Item Master File 48 The Subordinate Item Master File 48 The Bill of Material File 48 The Location File 49 The Calendar File 49 Open Order Files 49 Other File Linkages 49 xiii The Linkages between MRP and PAC 170 Just-in-Time Impact on PAC 171 The Company Environment 172 PRODUCTION ACTIVITY CONTROL TECHNIQUES 172 Basic Shop-Floor Control Concepts 172 Gantt Charts 175 Priority Sequencing Rules 176 Finite Loading 178 Vendor Scheduling and Follow-Up 181 Lead Time Management 182 PRODUCTION ACTIVITY CONTROL EXAMPLES 183 Critical Ratio Shop-Floor Control at Twin Disc 184 The CAPOSS System at Swissair 189 Vendor Scheduling at Steelcase 191 PAC Procurement Practices under World Class Manufacturing 193 THE PRODUCTION ACTIVITY CONTROL DATA BASE 194 Data Acquisition and Feedback 196 CONCLUDING PRINCIPLES 197 CHAPTER 6 Master Production Scheduling 209 THE MASTER PRODUCTION SCHEDULING ACTIVITY 210 The Anticipated Build Schedule 210 Linkages to Other Company Activities 211 The Business Environment for the MPS 212 MASTER PRODUCTION SCHEDULING TECHNIQUES 214 The Time-Phased Record 214 Rolling through Time 217 Order Promising 218 Consuming the Forecast 221 BILL OF MATERIAL STRUCTURING FOR THE MPS 224 Key Definitions 224 The Modular Bill of Material 225 Contents xv The Planning Bill of Material 227 THE FINAL ASSEMBLY SCHEDULE 230 Relation to the MPS 230 The Hill-Rom FAS 231 THE MASTER PRODUCTION SCHEDULER 235 The MPS as a Set of Firm Planned Orders 235 The Job 236 EXAMPLES 238 The Ethan Allen Master Production Schedule 239 Master Production Scheduling at Jet Spray 241 MASTER PROOUCTION SCHEDULE STABILITY 243 Firm Planned Order Treatment at Black Decker 245 Ethan Allen Stability 248 Freezing and Time Fencing 248 MANAGING THE MPS 250 The Overstated MPS 251 MPS Measures 251 Monitoring the MPS at Ethan Allen 252 CONCLUDING PRINCIPLES 255 CHAPTER 7 Production Planning 275 PRODUCTION PLANNING IN THE FIRM 276 Production Planning and Management 276 Production Planning and MPC Systems 278 Payoffs 280 THE PRODUCTION PLANNING PROCESS 281 Routinizing Production and Game Planning 281 The Basic Trade-Offs 284 Evaluating Alternatives 288 THE NEW MANAGEMENT OBLIGATIONS 292 Top-Management Role 292 Functional Roles 293 Integrating Strategie Planning 294 Controlling the Production Plan 295 Waste or Slack Reduction 410 Job Design 411 THE IMPLEMENTATION PROJECT TEAM 412 Project Team Structure 412 The Primary Project Team 413 Team Building 414 EDUCATION 417 Education Levels and Requirements 417 An Education Program 419 Problem Solving 420 Coping with Change 421 PROJECT MANAGEMENT 423 Defining the Scope 423 Where to Start 423 Project Planning 424 Project Control 424 When to Quit 426 AUDITING 427 Cross-Checking the Data Base 428 Reconciling Data Base Errors 428 The Justin-Time Approach to Data Accuracy 429 A Detailed Checklist for the MRP-Based System 431 The Audit Process 432 Continual Improvement 433 CONCLUDING PRINCIPLES 434 CHARTER 11 Advanced Concepts in Material Requirements Planning 443 DETERMINING MANUFACTURING ORDER QUANTITIES 444 Economic Order Quantities (EOQ) 445 Periodic Order Quantities (POQ) 447 Part Period Balancing (PPB) 447 McLarens Order Moment (MOM) 449 Wagner-Whitin Algorithm 451 Simulation Experiments 452 Contents xvii DETERMINING PURCHASE ORDER QUANTITIES 453 The Purchasing Discount Problem 453 Look-Ahead Feature 457 Performance Comparisons 458 BUFFERING CONCEPTS 460 Categories of Uncertainty 460 Safety Stock and Safety Lead Time 461 Safety Stock and Safety Lead Time Performance Comparisons 463 Other Buffering Mechanisms 465 NERVOUSNESS 466 Sources of MRP System Nervousness 466 Reducing MRP System Nervousness 466 OTHER ADVANCED MRP CONCEPTS 468 Timing Conventions 469 Bucketless Systems 469 Phantom Assemblies 470 Scrap Allowances 471 Automatic Updating 471 CONCLUDING PRINCIPLES 472 CHARTER 12 Advanced Concepts in Just-in-Time 485 A JIT RESEARCH FRAMEWORK 486 SCHEDULING 486 Scheduling Mixed Model Assembly Lines under JIT 489 Schedule Stability in Implementing JIT 493 SUPPLIER MANAGEMENT 494 PRODUCTION FLOOR MANAGEMENT 502 Setup Time Reduction 503 Determining the Optimal Number of Kanbans 507 JIT PERFORMANCE AND OPERATING CONDITIONS 512 Variability in Operating Conditions 512 Lot Size 514 APPLICATIONS POTENTIAL 642 Application of Modeling Techniques 643 Data Issues 643 The Future 644 CONCLUDING PRINCIPLES 645 CHAPTER 16 Short-Term Forecasting Systems 657 THE FORECASTING PROBLEM 658 Forecasting Perspectives 658 Forecast Evaluation 659 BASIC FORECASTING TECHNIQUES 662 Example Forecasting Situation 662 Moving Averages 665 The Basic Exponential Smoothing Model 666 ENHANCING THE BASIC EXPONENTIAL SMOOTHING MODEL 669 Trend Enhancement 669 Seasonal Enhancement 671 Trend and Seasonal Enhancement 674 Other Enhancements 675 FOCUS FORECASTING 675 COMPARISONS OF METHODS 676 The Forecasting Competition 676 The Focus Forecasting Comparison 677 USING THE FORECASTING SYSTEM 679 Incorporating External Information 679 Getting Started 680 Demand Filter Monitoring 681 Tracking Signal Monitoring 682 Strategie Issues 683 FORECASTING IN INDUSTRY 685 CONCLUDING PRINCIPLES 686 CHAPTER 17 Independent Demand Inventory Management 697 BASIC CONCEPTS 698 Independent versus Dependent Demand Items 698 Contents xix Functions of Inventory 700 MANAGEMENT ISSUES 701 Routine Inventory Decisions 701 Determining Inventory System Performance 702 Timing the Implementation 702 INVENTORY RELATED COSTS 703 Order Preparation Costs 703 Inventory Carrying Costs 703 Shortage and Customer Service Costs 704 Incremental Inventory Costs 705 Example Cost Trade-Offs 705 ECONOMIC ORDER QUANTITY MODEL 707 Solving the EOQ Model 708 QUANTITY DISCOUNT MODEL 710 ORDER TIMING DECISIONS 711 Sources of Demand and Supply Uncertainty 712 The Introduction of Safety Stock 713 Continuous Distributions 716 Probability of Stocking-Out Criterion 717 Customer Service Criterion 719 Time Period Correction Factor 719 Forecast Error Distribution 721 ORDER QUANTITY AND REORDER POINT INTERACTIONS 722 Service Levels and Order Quantities 723 Total Cost Criterion 726 Grid Search Procedure 727 The Iterative (Q, R) Procedure 728 MULTI-ITEM MANAGEMENT 729 Single-Criterion ABC Analysis 729 Multiple-Criteria ABC Analysis 731 MULTIPLE ITEMS FROM A SINGLE SOURCE 734 Methods Based on Individual Item Reorder Points 736 Methods Based on Group Reorder Points 739 A Group Service Level Method 740 CtHtlcnts Simulation Experiments 741 CONCLUDING PRINCIPLES 742 CHAPTER 18 Distribution Requirements Planning 752 ORP IN MANUFACTURING PLANNING AND CONTROL SYSTEMS 753 DRP and the Marketplace 754 DRP and Demand Management 755 DRP and Master Production Scheduling 756 DRP TECHNIQUES 757 The Basic DRP Record 757 Time-Phased Order Point (TPOP) 759 Linking Several Warehouse Records 761 Managing Day-to-Day Variations from Plan 763 Safety Stock in DRP 767 MANAGEMENT ISSUES WITH DRP 770 Data Integrity and Completeness 770 Organizational Support 771 Problem Solving 773 COMPANY EXAMPLE 777 CONCLUDING PRINCIPLES 782 CHAPTER 19 MPC Frontiers 798 THE MPC SYSTEM SCHEMATIC 799 The Standard for MPC Systems 800 Beyond the Schematic 800 OPTIMIZED PRODUCTION TECHNOLOGY (OPT) 801 Basic Concepts of OPT 801 OPT and the MPC Framework 806 Philosophical Underpinnings 808 Theory of Constraints 809 Implementation Issues 810 The Repetitive Lot Concept 811 THE PERIODIC CONTROL SYSTEM AT KUMERA OY 813 The System 814 Using the System 818 Payoffs 819 MPC FOR THE PROCESS INDUSTRIES (PRISM) 820 Production Resources 821 Production Models 822 Transaction Processing 823 Performance Measurement 824 Implications for MPC Practice 825 OBSERVATIONS ON MPC EVOLUTION 826 CONCLUDING PRINCIPLES 827 Index 837 xiv Contents MRP SYSTEM EXAMPLES 50 Ethan Allen Furniture Company— A Manual Application 50 Jet Spray—An Integrated On-Line Example 50 CONCLUDING PRINCIPLES 53 CHAPTER 3 Just-in-Time 67 JIT IN MANUFACTURING PLANNING AND CONTROL 68 Major Elements of Just-in-Time 69 JIT s Impact on Manufacturing Planning and Control 70 The Hidden Factory 72 JIT Building Blocks in MPC 73 A JIT EXAMPLE 77 Leveling the Production 77 Pull System Introduction 78 Product Design 82 Process Design 84 BIM of Material Implications 84 JIT APPLICATIONS 88 Single-Card Kanban 88 Toyota 90 Hewlett-Packard 95 NONREPETITIVE JIT 98 A Service-Enhanced View of Manufacturing 98 Flexible Systems 99 Simplified Systems and Routine Execution 100 JIT IN PURCHASING 101 The Basics 101 Lessons 104 JIT SOFTWARE 104 HP JIT Software 104 JIT Using MRP Software 107 MANAGERIAL IMPLICATIONS 107 Information System Implications 108 Manufacturing Planning and Control 108 Scorekeeping 10g Pros and Cons 110 CONCLUDING PRINCIPLES 111 CHAPTER 4 Capacity Planning 120 CAPACITY PLANNING S ROLE IN MPC SYSTEMS 121 Hierarchy of Capacity Planning Decisions 121 Links to Other MPC System Modules 122 CAPACITY PLANNING AND CONTROL TECHNIQUES 124 Capacity Planning Using Overall Factors (CPOF) 124 Capacity Bills 126 Resource Profiles 128 Capacity Requirements Planning (CRP) 135 Input/Output Control 137 The Capacity Bath Tub 140 MANAGEMENT AND CAPACITY PLANNING 141 Capacity Planning in the MPC System 141 Choosing the Measure of Capacity 142 Choice of a Specific Technique 144 Using the Capacity Plan 145 DATA BASE REQUIREMENTS 146 Data Base Design Considerations 146 EXAMPLES OF APPLICATIONS 147 Capacity Planning at Black Decker 148 Capacity Planning at Twin Disc 151 Capacity Planning at Applicon 151 CONCLUDING PRINCIPLES 154 CHAPTER 5 Production Activity Control 168 A FRAMEWORK FOR PRODUCTION ACTIVITY CONTROL 169 MPC System Linkages 170 xvi Contents OPERATING PRODUCTION-PLANNING SYSTEMS 296 Production Planning at Compugraphic 296 Mohawk s Integrated Planning Process 299 Hill-Rom s Use of Planning Bills of Material 306 CONCLUDING PRINCIPLES 308 CHAPTER 8 Demand Management 317 DEMAND MANAGEMENT IN MANUFACTURING PLANNING AND CONTROL SYSTEMS 318 Demand Management and Production Planning 319 Demand Management and Master Production Scheduling 319 Outbound Product Flow 321 Data Capture 322 Dealing with Day-to-Day Customer Orders 323 DEMAND MANAGEMENT TECHNIQUES 323 Aggregating and Disaggregating Forecasts 324 Make-to-Stock Demand Management 329 Assemble-to-Order Demand Management 331 Make-to-Order Demand Management 334 MANAGING DEMAND 336 Organizing for Demand Management 336 Managing Service Levels 337 Using the System 339 COMPANY EXAMPLES 340 Abbott Laboratories, Inc.: Forecasting 340 Tennant Company: Order Promising and Flexibility Management 342 Make-to-Order Products at Elliott Company, Division of Carrier Corporation 346 CONCLUDING PRINCIPLES 347 CHAPTER 9 Integrated MPC Systems 358 MPC DESIGN OPTIONS 358 Master Production Scheduling Options 359 Detailed Material Planning Options 361 Shop-Floor System Options 363 CHOOSING THE OPTIONS 365 Market Requirements 365 The Manufacturing Task 367 Manufacturing Process Design 367 MPC System Design 368 THE CHOICES IN PRACTICE 373 Moog, Inc., Space Products Division 374 Kawasaki, U.S.A. 376 Applicon 378 The Driver Is the Marketplace 380 INTEGRATING MRP AND JIT 380 The Need to Integrate 380 Physical Changes That Support Integration 382 Some Techniques for Integrating MRP and JIT 383 Strategy for Combining MRP and JIT 383 CONCLUDING PRINCIPLES 384 CHAPTER 10 Implementation of MPC Systems 393 INITIATING THE PROJECT 394 The Yardstick of Performance 394 The Company Environment 397 Justification 398 An Evolutionary Point of View 403 ESSENTIAL PREREQUISITES 404 Matching the Manufacturing Task to System Design 405 MPC Data Base Integrity 406 Discipline to Use the Formal System 409 ORGANIZATIONAL ISSUES 409 Top-Management Commitment 409 xviii Contents Comparing MPC System Approaches 516 CONCLUDING PRINCIPLES 520 CHAPTER 13 Advanced Concepts in Scheduling 529 A SCHEDULING FRAMEWORK 530 Performance Criteria 530 Shop Structure 531 Product Structure 532 Work Center Capacities 533 BASIC SCHEDULING RESEARCH 533 Static Scheduling Approaches 534 Dynamic Scheduling Approaches 534 The One-Machine Case 535 The Two-Machine Case 536 Queuing Model Approaches 538 Sequencing Rules 538 Sequencing Research Results 540 ADVANCED RESEARCH FINDINGS 542 Due Date Setting Procedures 543 Dynamic Due Dates 545 Labor-Limited Systems 550 Lessons for Practice 551 EMERGING ISSUES IN SCHEDULING 553 Scheduling Cellular Manufacturing Systems 553 Scheduling Manned Cellular Manufacturing Systems 554 Scheduling FMS Systems 558 CONCLUDING PRINCIPLES 565 CHAPTER 14 Advanced Concepts in Master Production Scheduling 579 TWO-LEVEL MASTER PRODUCTION SCHEDULING 580 Two-Level MPS Example 580 Booking Customer Orders 582 Managing with a Two-Level MPS 583 THE HYSTER LIFT TRUCK EXAMPLE 584 The Portland Plant 584 The Two-Level MPS 586 Buffering 589 The MPS Records 590 ADDITIONAL TECHNIQUES 592 Alternative ATP Explosion Conventions 592 Consumption by Actual Orders 593 Capacity Planning 596 METHODS FOR CONSTRUCTING PLANNING BILLS OF MATERIAL 597 The Matrix Bill of Material Approach 597 Commonality and Bill of Material Depth 599 Component Commonality Analysis System 600 Material Handling Equipment Manufacturer Example 601 CONCLUDING PRINCIPLES 605 CHAPTER 15 Advanced Concepts in Production Planning 621 MATHEMATICAL PROGRAMMING APPROACHES 622 Linear Programming 622 Mixed Integer Programming 624 OTHER APPROACHES 626 The Linear Decision Rule 626 The Management Coefficients Model 628 Search Decision Rules 629 DISAGGREGATION 629 The Disaggregation Problem 629 Hierarchical Production Planning 630 Disaggregation through Mathematical Programming 632 COMPANY EXAMPLE 636 Owens-Corning Fiberglas: Anderson, South Carolina, Plant 636 Aggregate Production Planning 637 Disaggregating the Production Plan 640
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author	Vollmann, Thomas E. Berry, William L. Whybark, D. Clay
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id	DE-604.BV008272276
illustrated	Illustrated
indexdate	2024-12-20T09:19:31Z
institution	BVB
isbn	025608808X 1556236085
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-005464669
oclc_num	24174844
open_access_boolean
owner	DE-703 DE-859 DE-739 DE-91G DE-BY-TUM DE-945 DE-19 DE-BY-UBM DE-83 DE-188 DE-862 DE-BY-FWS
owner_facet	DE-703 DE-859 DE-739 DE-91G DE-BY-TUM DE-945 DE-19 DE-BY-UBM DE-83 DE-188 DE-862 DE-BY-FWS
physical	XX, 844 S. graph. Darst.
publishDate	1992
publishDateSearch	1992
publishDateSort	1992
publisher	Irwin
record_format	marc
spellingShingle	Vollmann, Thomas E. Berry, William L. Whybark, D. Clay Manufacturing planning and control systems Production - Contrôle Production - Planification Production control Production planning Produktionsplanung (DE-588)4047360-0 gnd Fertigungsplanung (DE-588)4113545-3 gnd Fertigungskontrolle (DE-588)4016901-7 gnd Supply Chain Management (DE-588)4684051-5 gnd PPS (DE-588)4115606-7 gnd Produktionskontrolle (DE-588)4175800-6 gnd
subject_GND	(DE-588)4047360-0 (DE-588)4113545-3 (DE-588)4016901-7 (DE-588)4684051-5 (DE-588)4115606-7 (DE-588)4175800-6
title	Manufacturing planning and control systems
title_auth	Manufacturing planning and control systems
title_exact_search	Manufacturing planning and control systems
title_full	Manufacturing planning and control systems Thomas E. Vollmann ; William L. Berry ; D. Clay Whybark
title_fullStr	Manufacturing planning and control systems Thomas E. Vollmann ; William L. Berry ; D. Clay Whybark
title_full_unstemmed	Manufacturing planning and control systems Thomas E. Vollmann ; William L. Berry ; D. Clay Whybark
title_short	Manufacturing planning and control systems
title_sort	manufacturing planning and control systems
topic	Production - Contrôle Production - Planification Production control Production planning Produktionsplanung (DE-588)4047360-0 gnd Fertigungsplanung (DE-588)4113545-3 gnd Fertigungskontrolle (DE-588)4016901-7 gnd Supply Chain Management (DE-588)4684051-5 gnd PPS (DE-588)4115606-7 gnd Produktionskontrolle (DE-588)4175800-6 gnd
topic_facet	Production - Contrôle Production - Planification Production control Production planning Produktionsplanung Fertigungsplanung Fertigungskontrolle Supply Chain Management PPS Produktionskontrolle
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005464669&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT vollmannthomase manufacturingplanningandcontrolsystems AT berrywilliaml manufacturingplanningandcontrolsystems AT whybarkdclay manufacturingplanningandcontrolsystems

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