...PRODUCTION PLANNING AND CONTROL FOR REDUCING MANUFACTURING THROUGHPUT TIME Amey Dhar Dubey (fy7096) Arpit Sharma (fe2365) Bhavditya Sisodiya (fw6052) College of Engineering Wayne State University Detroit, Michigan ABSTRACT This paper scans the present state of Production Planning and Control (PPC) regarding the manufacturing industry. PPC needs to undergo internal and external changes by being more dynamic and properly utilizing resources and delivery performance. In order for this to happen, the concept of crashing much be applied to better understand of how different factors affect PPC systems performance. Crashing is reduces project time by overlapping or performing two or more different steps simultaneously using additional resources (PM PrepCast). Crashing the network is the reduction of project duration by contracting and compressing the network at minimum cost. Project duration can often be reduced by appointing more labours to project activities. However, when appointing more labours, the project cost increases due to overtime and more resources being used. Time and cost requirement must be balanced to reduce project duration. The gist of this paper covers production time, along with the cost applying the concept of crashing. In addition, time management with optimum cost is vital for any project. A method to obtain optimum cost and project duration minimization is outlined. This is achieved by fully crashing the critical path or by removing non-added...
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...PRODUCTION PLANNING AND CONTROL Assignment A Marks 10 Answer all questions. 1. a) Explain the forecasting process? What are the techniques for monitoring forecasts? b) Explain various forecasting models. a) A planning tool that helps management in its attempts to cope with the uncertainty of the future, relying mainly on data from the past and present and analysis of trends. Forecasting starts with certain assumptions based on the management's experience, knowledge, and judgment. Qualitative & Quantitative techniques are the two techniques used for monitoring forecasts. b) There are two types of forecasting models which are : Time Series Models Causal Models or Associative Models 2. a) What is aggregate production plan? What are the pure strategies for APP? a) Aggregate production planning refers to the process of deciding the overall quantities of products to be manufactured or produced in a plant or other manufacturing facility during a medium term planning period such as a month, or a quarter. The aggregate plan output consist of the total quantities of each product or a group of product to be manufactured in the plan period of going into details of scheduling of different manufacturing activities required to achieve the planned production levels. The aggregate production will also not specify details such as the dates when material ordered against individual customer...
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...Problems on Aggregate Production Planning 1. Planners of a company have obtained information regarding the forecasted demand of a product as follows: Period 1 2 3 4 5 6 Total Forecast 200 200 300 400 500 200 1800 Costs Regular time: $2/unit Overtime: $3/unit Subcontract: $6/unit Inventory: $1/unit Backorder: $5/unit They now want to evaluate a plan that calls for a steady rate of regular-time output, mainly using inventory to absorb the uneven demand but allowing some backlog. Overtime and subcontracting are not used because they want steady output. They intend to start with zero inventory on hand in the first period. Prepare an aggregate plan and determine its cost using the preceding information. Assume a level output rate of 300 units per period with regular time. Note that the planned inventory is zero. There are 15 workers, each can produce 20 units per period. 2. Suppose that the regular output rate drops to 290 units per period in the above problem due to an expected change in production requirements. Costs will not change. Prepare an aggregate plan and compute its total cost for each of these alternatives: a. Use overtime at a fixed rate of 20 units per period as needed. Plan an ending inventory of zero for period 6. Backlogs cannot exceed 90 units per period. b. Use subcontracting at a maximum rate of 50 units per period; the usage need not be the same in every period. Have an ending inventory of zero in the last period. Again backlogs cannot...
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...Production planning control function The main functions of PPC are the coordination of all the activities, which exist during production or manufacturing. Materials : This function is concerned with ensuring that the Raw material, standard finished parts, finished parts of products must be available while starting the operation within the time. Methods : This function is concerned with the analysis of all methods of manufacturing and selecting the best appropriate method according to the given set of circumstances and facilities. Machines and Equipments: It is important that methods of manufacturing should to be related to the available production facilities coupled with a detail study of equipment replacement policy. This function is concerned with the detailed analysis of the production facilities, maintenance procedures and equipment policy. Routing: It refers to the flow of sequence of operation and processes to be followed in producing a particular finish product. It determines manufacturing operation and their sequence. Estimating: This function is concerned with estimation of operations time. The operation time can be worked Out once the overall method and sequence of operation is fixed and process sheet for each operation is available. Loading & Scheduling: It is important that machine should be loaded according to their capabilities performance the given and according to the capacity. It is concerned with preparation of machine loads and fixation...
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...Lean Production Planning Lean production planning is a concept developed in Japan, which is based on finishing goods when they are needed (Chase, Jacobs, & Aquilano, 2006). For Riordan to implement this type of plan, an entire new strategy will need to be developed for handling inventory. Currently, each Riordan plant handles inventory independently. Now Riordan must centralize inventory and ordering systems. The two systems need to be centralized because lean production is based on the theory that goods are produced when needed, thus eliminating waste (Chase, Jacobs, & Aquiliano, 2006). Current Situation In China, the suppliers’ on-time delivery rate is only 93%. This is an unacceptable rate in a lean production planning environment. To increase this percentage, the plant will need to have deliveries more frequent so materials are always on hand. This would eliminate a potential bottleneck by having inventory on hand to mitigate a negative effect on production times. Another change to implement is in the receiving of raw materials and the shipping of their finished goods Process Improvement Part of the just in time theory of lean production is it reaches the customer “in time”. This can be accomplished by proceeding with the Shanghai move. This would reduce the steps needed to distribute products to customers. In addition to a decreased throughput time for finished goods to reach the customer, Riordan could save money, thus eliminating wasteful spending...
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...TUGAS PERENCANAAN DAN PENGENDALIAN PRODUKSI ASSIGNMENT 2 A. Kalender Perusahaan Untuk Satu Tahun Kedepan |Januari 2013 | |21 | | | | |PRODUK A |PRODUK B |PRODUK C |PRODUK D | |1 |I |105 |113 |270 |405 | | |II |210 |225 |270 |405 | | |III |245 |263 |225 |338 | | |IV |140 |150 |135 |202.5 | |2 |I |113 |116 |279 |419 | | |II |225 |232 |279 |419 | | |III |263 |270 |233 |349 | | |IV |150 |155 |140 |209 | |3 |I |116 |124 |288 |431 | | |II |231 |249 |288 |431 | | |III |270 |290 |240 |359 | | ...
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...Introduction Global operations involves the linking and relating of four primary functions; marketing, finance and accounting, suppliers, and human resources to create a competitive advantage in global markets (Russell & Taylor, 2011). The business environment has become increasingly competitive over the past decade, due to the global economic crisis, environmental challenges, technological innovations, as well as, consumer lifestyle changes. As a result of the changes, many multi-national corporations (MNC), in an effort, to remain competitive and sustainable are responding by creating global strategic management plans to address the competitive trends occurring in the market (Kim, Bak, & Bae, 2010). In fact, the aforementioned factors created a rich environment for firms to access new technologies, materials, customer bases, as well as, the ability to form business partnerships, globally (Russell & Taylor, 2011; Nembhard, Shi, & Park, 2000). Consequently, there has been a shift in the way business operations are performed and managed. Procter and Gamble Company (P&G), is an excellent example of an iconic firm maintaining a competitive advantage in global markets through the effective implementation of global operations strategies and management. In fact, P&G is the leading consumer goods firm, generating annually $84 billion in sales, operating in 180+ countries, spanning the Americas, Europe, the Middle East and Africa (EMEA), and Asia. In...
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...Production Planning with Load Dependent Lead Times and Sustainability Aspects Institute of Information Systems Department of Business Sciences University of Hamburg In Partial Fulfillment of the Requirements for the Degree of Doktor der Wirtschaftswissenschaften (Dr. rer. pol.) Cumulative Dissertation submitted by Julia Pahl Head of board of examiners: Prof. Dr. Knut Haase First examiner: Prof. Dr. Stefan Voß Second examiner: Prof. Dr. Hartmut Stadtler Date of thesis discussion: 18. May 2012 Contents Table of Contents 1 I Framework of the Thesis 2 1 Production Planning with Load-Dependent Lead Times and Sustainability Aspects 1.1 List of Related Research Articles and Reports . . . . . . . . . . . . . . . . 1.2 Course of Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.3 Conclusions and Research Directions . . . . . . . . . . . . . . . . . . . . References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 4 5 7 9 2 Cumulative Doctoral Thesis 2.1 Three Thematically Related Research Articles and Reports . . . . . . . . . 2.2 Co-Authors and Substantial Contribution of Candidate . . . . . . . . . . . 2.3 Publication of Research Articles and Reports . . . . . . . . . . . . . . . . 10 10 11 12 3 Curriculum Vitae 13 II Literature 21 1 Part I Framework of the Thesis 2 Chapter 1 Production Planning with Load-Dependent Lead Times and Sustainability...
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...Planning/Assessing Production for Toyota North America Executive Summary The Toyota Production System (TPS) is an integrated approach to work design that was developed and implemented by Toyota. The key characteristic of this system is that it takes into account the interactions that occur between technology and the human counterparts, which include employees, suppliers and customers. At its core, the TPS is a direct reflection of Toyota's management style and practices. The following summary will examine the TPS, including key terms that form the framework for the TPS, a comparison of the two most optimal locations, through the use of the weighted scoring model, for the selection of the North American plant which will be responsible for the production of the new Lexus RX330 line, an exploration of the production capacities through the use of decision trees, and provide an overall assessment of Toyota's current production strategy. I. Critical Assessment of the Toyota Production System (TPS) Today TPS Terms 1. Genchi Genbutsu- In essence means one has to observe a problem to fully understand it. One cannot simply rely on their second hand experience and second hand accounts of their experiences. For example, during hurricane Katrina, the Federal Emergency Management Agency (FEMA) initially heard second hand accounts of the damage and devastation experienced by residents of Katrina. FEMA was unable to thoroughly assess the state of emergency and issues at...
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...UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand different systems and equipment used for the volume of food production and beverage delivery in different contexts Systems: manufacturing; traditional; sous-vide; cook-chill/freeze; cook-to-order; batch; centralised; pre-prepared; individual; multi-portion; communications; technology; applications; operational/management requirements; reporting procedures Equipment: specialist; volume; equipment specifications; economics; ergonomics; integration; maintenance and ‘down time’ Contexts: types eg contract catering, events catering, conference and banqueting https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/src=sidebar LO2 Understand purchasing management for materials, commodities, beverages and equipment Supplier: contract; purchasing specification; monitoring; vendor ratings; implications for organisation Factors influencing choice: factors eg capacity, production issues, reliability, transportation and delivery, discounts, technology applications, contingency arrangements Materials, commodities and equipment: branded/non-labelled; customised; quality; availability; delivery LO3 Be able to produce and critically assess food and beverage preparation plans Plans: staffing levels and abilities; resource issues eg physical, financial; planning meeting Methodology: production schedules and methods; consistency...
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...Production Planning Solution Techniques Part 1 MRP, MRP-II Mads Kehlet Jepsen Production Planning Solution Techniques Part 1 MRP, MRP-II – p.1/31 Overview Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Issues with MRP Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Issues with MRP Manufacturing Resource Planning MRP II Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Issues with MRP Manufacturing Resource Planning MRP II Time driven Rough-Cut Capacity Planning Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Issues with MRP Manufacturing Resource Planning MRP II Time driven Rough-Cut Capacity Planning Heuristic for Time driven Rough-Cut Capacity Planning Production Planning Solution Techniques Part 1 MRP, MRP-II – p.2/31 Overview Material Requirement Planning(MRP) MRP Procedure Issues with MRP Manufacturing Resource Planning MRP II Time driven Rough-Cut Capacity Planning Heuristic for Time driven Rough-Cut Capacity...
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...Chapter 18 Production Planning and Control In any manufacturing enterprise production is the driving force to which most other functions react. This is particularly true with inventories; they exist because of the needs of production. In this chapter the relationship of production planning and control to work-in-process inventories is stressed. Objectives of Production Planning Control The ultimate objective of production planning and control, like that of all other manufacturing controls, is to contribute to the profits of the enterprise. As with inventory management and control, this is accomplished by keeping the customers satisfied through the meeting of delivery schedules. Specific objectives of production planning and control are to establish routes and schedules for work that will ensure the optimum utilization of materials, workers, and machines and to provide the means for ensuring the operation of the plant in accordance with these plans. Production Planning and Control Functions All of the four basic phases of control of manufacture are easily identified in production planning and control. The plan for the processing of materials through the plant is established by the functions of process planning, loading, and scheduling. The function of dispatching puts the plan into effect; that is, operations are started in accordance with the plant. Actual performance is then compared to the planned performance, and, when required, corrective action is taken. In some instances...
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...The Advantages of Aggregate Planning Aggregate planning is a forecasting technique that businesses use in an attempt to predict the supply and demand of their products and services. Mainly, this is done in an effort to save money, streamline operations and increase productivity. To accomplish this, businesses use an aggregate planning model to develop a game plan that will assist them with determining their staffing requirements, materials needed, estimated timelines and budget costs so they can better plan ahead. Minimize Staffing Fluctuations By using aggregate planning to forecast production demand, businesses are better able to predict their staffing requirements. Businesses that need additional employees on a temporary basis tend to fill these positions with workers from temporary employment agencies. Through proper forecasting, a business will be able to reduce or eliminate the need to hire these extra workers. This will save the business both time and money as it won't need to pay the additional fees to the staffing agency and it won't have to pay its own workers to train the new additions. Reduce Overhead Excess inventory costs businesses a lot of money. Additional materials will need to be stored, and having finished products laying around increases the likelihood of damage to the products before they reach the customer. Adhering to an aggregate planning model can help businesses operate in a leaner manner. Managers will be able to better anticipate how much product...
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...narrative of the production cycle and sales and revenue cycle are as follows. When product designers create and save a new product specification, the computer automatically generates and sends a message to the product planning clerk to advise them of the new product. The product planning clerk inputs the new product number into the computer and requests the computer to print a copy of the relevant product specification. After the product planning clerk collects the copy of the product specification they read it carefully to ensure they understand the nature and details of the new product. If any part of the product specification is unclear they liaise with the product designers to ensure that they understand the specification before continuing with the product planning. The product planning clerk keys in a request for details of current stocks of raw material inventory items. The computer extracts and displays a list of the items, including the inventory item’s number, a description of the material, and the amount of material currently in stock. The product planning clerk compares the list of materials inventory with the details of the raw materials required for the product in the product specifications. If a raw material is required that is not currently held in inventory the product planning clerk sends a copy of the product specification to the inventory management department along with a request for them to investigate supply of the material. The product planning clerk cannot create...
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...Class 08 – Planning & Control BUFW M570-01W: Operations and Supply Chain Management Planning & Control: Chapter 19 – Sales & Operations Planning Chapter 20 – Inventory M anagement Learning Objectives Understand what sales and operations planning is and how it coordinates manufacturing, logistics, service, and marketing plans. Construct and evaluate aggregate plans that employ different strategies for meeting demand. Explain yield management and why it is an important strategy. Joseph Khamalah, Ph.D. 2 What Is Sales and Operations Planning? Sales and operations planning is a process that helps firms provide better customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a handle on the business. The process consists of a series of meetings, finishing with a high-level meeting where key intermediate-term decisions are made. This must occur at an aggregate level and also at the detailed individual product level. – Major Sales & Operations Planning Activities Aggregate means at the level of major groups of products. 3 4 Sales & Operations Planning Activities – Overview Sales and operations planning was coined by companies to refer to aggregate planning. Types of Planning Long-range planning • Planning focusing on a horizon greater than 1 year, usually performed annually Intermediate-range planning • Planning focusing on a period from 3 to 18 months, time increments are weekly, monthly,...
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