Systems for Planning and Control in Manufacturing (eBook)

D. K. Harrison, D. J. Petty (Autoren)

eBook Download: PDF

2002 | 1. Auflage
297 Seiten
Elsevier Science (Verlag)
978-0-08-048130-2 (ISBN)

Infos

The book is divided into two sections:
Section 1 - Introduces the subject as a whole and describes the key generic tools and techniques to support the manufacturing organisation.
Section 2 - Modern planning and control methods at a detailed level.

*Each chapter begins with a summary of key points and objectives to aid learning
*Case studies included throughout to illustrate the key elements of the text in a practical context
*Introduces a range of systems and management topics supported by examples and case studies

Inhalt

Cover 1
Contents 5
Series Preface 11
Foreword 13
Introduction 15
Part 1 The Manufacturing Enterprise 17
Case study: Automation means efficiency? 17
1 Manufacturing systems 21
1.1 Overview 21
1.2 Hierarchy of management control 23
1.3 Classification of manufacturing organizations 24
1.4 Strategy 25
1.5 Developing a strategy 26
1.6 Manufacturing strategy 27
1.7 Process choice 27
1.8 Facilities organization 28
1.8.1 Hierarchy of facilities 30
1.8.2 Geographical location 30
1.9 Determining optimal layouts 30
1.9.1 Cross and relationship charts 31
1.10 New facilities 33
1.11 Group technology (GT) 34
1.11.1 Functional layout 34
1.11.2 Development of GT 35
1.11.3 Development of GT 35
1.11.4 Prerequisites for GT 37
1.12 Flow manufacturing 39
1.12.1 Overview 39
1.12.2 Basic definitions 39
1.12.3 Largest candidate approach 40
1.12.4 Ranked positional weight approach 42
1.12.5 General principles 43
2 Financial accounting 45
2.1 Overview 45
2.2 General accounting principles 45
2.3 Single and double entry accounting 46
2.3.1 Single entry system 46
2.3.2 Double entry system 47
2.4 The main financial statements 48
2.4.1 Basic principles 48
2.4.2 The effect of loans 49
2.4.3 The effect of assets 50
2.4.4 Performance ratios 51
2.4.5 Dangers and limitations 51
3 Management accounting 53
3.1 Overview 53
3.2 Costing 53
3.2.1 Costing terminology 53
3.2.2 Overhead recovery 54
3.2.3 Effect of volume 56
3.3 Setting prices 56
3.4 Budgeting 57
3.5 Capital investment justification 58
3.5.1 Overview 58
3.5.2 Simple methods 59
3.5.3 Time value of money 60
3.5.4 Net present value 60
4 Management of design 64
4.1 Overview 64
4.2 Sequential engineering 65
4.3 Concurrent engineering 66
4.4 Quality function deployment 67
4.4.1 QFD overview 67
4.5 QFD structure 67
4.5.1 Detailed HOQ matrix 68
4.5.2 Extensions to the HOQ 70
4.5.3 QFD summary 70
4.6 Failure mode effect analysis (FMEA) 71
4.6.1 FMEA overview 71
4.6.2 FMEA example 71
Exercises - The manufacturing enterprise 73
Exercises - Manufacturing systems 73
Exercises - Financial accounting 75
Exercises - Management accounting 76
Exercises - Management of design 78
Part 2 Information Systems in Manufacturing 79
Case study: The system made of matchsticks 79
5 Introduction to systems analysis 83
5.1 Overview 83
5.2 Evolution of IT/IS systems in business 84
5.3 The commercial environment 85
5.4 Mechanisms of meeting requirements 86
5.4.1 General principles 86
5.4.2 Help - development by users 87
5.4.3 Buy - packaged solutions 88
5.4.4 Make - bespoke development 89
5.4.5 Change - modify existing systems 90
5.5 Re-evaluate requirements 90
5.5.1 General 90
5.5.2 Use of manual systems 91
5.5.3 Symptoms of poor systems 91
5.6 Justification for IT/IS systems 92
5.7 System development methodologies 93
5.8 Importance of a structured approach 95
5.9 Personnel 95
5.10 SSADM overview 96
5.11 Systems and analysis 97
6 System design 99
6.1 Overview 99
6.2 Terms of reference 99
6.3 Obtaining information and interview techniques 99
6.3.1 Sources of information 99
6.3.2 Reporting 101
6.4 Summary of initial stages 102
6.5 System design (analysis) 102
6.6 Flowcharts 102
6.7 Data flow diagrams 103
6.7.1 Overview and graphical conventions 103
6.7.2 Example of a DFD 104
6.7.3 Decomposition of DFDs 105
6.7.4 Use of DFDs 107
6.8 Resource flow diagrams 107
6.9 IDEF0 107
6.9.1 Overview 107
6.9.2 General system design principles 110
6.10 Limitations of the classical approach 110
6.11 Soft systems methodology 111
6.11.1 Overview 111
7 Data analysis 114
7.1 Overview 114
7.2 Approaches to data storage 114
7.3 Entity-relationship modelling 116
7.4 Types of E-R structure 117
7.4.1 Obligatory 117
7.4.2 Non-obligatory 118
7.4.3 Recursive relationships 118
7.5 Complex models 119
7.5.1 Graphical conventions 119
7.5.2 Logical errors 119
7.6 Application of E-R models 121
8 Databases 122
8.1 Overview 122
8.2 Database types and terminology 122
8.3 Indexes 122
8.4 Basic database development 123
8.5 Database management systems 124
8.6 Database tables 125
8.7 Normalization and determinants 126
8.8 E-R models and databases 127
8.9 Data table linking 128
8.10 Use of the database 128
8.11 Database summary 129
8.12 System changeover 129
8.13 Changeover tasks 129
8.14 Data entry 130
8.15 Post-implementation tasks 130
9 Business process re-engineering 131
9.1 Overview 131
9.2 Nature of change 131
9.3 BPR concepts 132
9.3.1 Business processes vs functions 132
9.4 Organizational structures for BPR 134
9.4.1 Hierarchical structures 134
9.4.2 Flattened structure 135
9.4.3 Matrix organization 135
Exercises - Information systems in manufacturing 138
Exercises - Introduction to systems analysis 138
Exercises - Systems design 141
Exercises - Data analysis 142
Exercises - Databases 143
Exercises - Business process re-engineering 144
Part 3 Quantitative Methods 145
Case study: Decisions, decisions 145
10 Probability and statistics 147
10.1 Overview 147
10.1.1 Qualitative and quantitative analysis 147
10.2 Probability 149
10.2.1 Basic definitions and theory 149
10.2.2 Addition of probabilities 149
10.2.3 Independent events 150
10.2.4 Statistically dependent events 150
10.2.5 Probability trees 152
10.3 Probability distributions 152
10.3.1 General theory 152
10.3.2 The normal distribution 152
10.3.3 Standard statistical formula 154
11 Forecasting 155
11.1 Overview 155
11.2 Intuitive forecasting 155
11.3 Extrapolation 156
11.3.1 Overview 156
11.3.2 Exponential smoothing 156
11.3.3 Second-order smoothing 158
11.4 Prediction 159
11.4.1 Overview 159
11.4.2 Regression analysis 159
11.4.3 Correlation coefficients 162
11.4.4 Multiple regression 163
11.5 Forecast uncertainty 163
11.6 Improving forecast accuracy 163
12 Optimization 166
12.1 Overview 166
12.2 The objective function 166
12.3 Basic optimization concepts 167
12.4 Linear programming 169
12.4.1 Basic concepts 169
12.4.2 Graphical method 170
12.4.3 Multiple variables 172
12.4.4 Sensitivity analysis 172
13 Evaluating alternatives 175
13.1 Overview 175
13.2 Decision theory 175
13.2.1 Overview 175
13.2.2 Decision-making situations 176
13.2.3 Decision making under risk 177
13.2.4 Value of perfect information 177
13.2.5 Decision making under uncertainty 178
13.3 Decision-making example 179
14 Simulation 181
14.1 Overview 181
14.2 Terminology 182
14.3 Simulation methodology 182
14.3.1 Types of simulation techniques 183
14.4 Continuous simulation 183
14.5 Discrete event simulation (DES) 184
14.5.1 Deterministic simulation 185
14.5.2 Simulation methods 186
14.5.3 Stochastic simulation 187
14.6 Limitations of simulation 188
15 Project management 189
15.1 Overview 189
15.2 Project networks 189
15.2.1 Definition of terms 189
15.2.2 Network diagrams 190
15.2.3 Gantt charts 192
15.3 Activity scheduling 192
15.3.1 Definitions 192
15.3.2 ESDs, EFD, LSDs, LFDs and slack 193
15.4 Project uncertainty 193
15.4.1 Overview 193
15.4.2 Analysis method 194
15.4.3 Limitations of the method 197
15.5 Use of packages 197
15.6 Project management practice 197
Exercises Quantitative methods 199
Exercises - Probability and statistics 199
Exercises - Forecasting 200
Exercises - Optimization 202
Exercises - Evaluating alternatives 203
Exercises - Project management 205
Part 4 Planning, Scheduling and Logistics 207
Case study: The red sticker system 207
16 Open-loop control systems 211
16.1 Overview 211
16.2 Basic definitions Ò items and BOMs 211
16.3 Order models of control 213
16.4 Basic reorder point theory 214
16.5 ROP limitations 215
16.6 Use of safety stock 216
16.7 EOQ theory 219
16.9 Material requirements planning (MRP) 221
16.9.1 Dependent and independent demand 221
16.9.2 MRP mechanics 222
16.9.3 MRP calculation 223
17 Closed-loop MRP 226
17.1 Overview 226
17.2 Closed-loop control 226
17.3 Mechanism for closed-loop control 228
17.3.1 Overview 228
17.3.2 Capacity management 229
17.3.3 Monitoring of plans 229
17.3.4 Planner action lists 230
17.4 Manufacturing resource planning 231
17.4.1 MRPII packages 231
17.4.2 MRPII data structures 233
17.4.3 Master files 234
17.5 Development of ERP from MRPII 235
18 Master production scheduling 238
18.1 Overview 238
18.2 Reasons to master schedule 239
18.3 MPS stability 240
18.4 MPS mechanics 241
18.5 Two level MPS techniques 245
18.6 Management aspects of MPS 247
19 Finite and infinite capacity planning 249
19.1 Overview 249
19.2 Limitations of MRPII 249
19.3 Infinite vs finite capacity scheduling 250
19.3.1 Infinite capacity scheduling 251
19.3.2 Workcentres and routings 253
19.3.3 Finite capacity scheduling 253
19.4 Schedule optimization 255
19.4.1 JohnsonÌs algorithm 256
19.5 Sequencing 257
19.5.1 Overview 257
19.5.2 Sequencing rules 257
19.6 Short interval scheduling 259
19.7 Problems of finite capacity scheduling 260
19.8 Feedback and work to lists 261
19.8.1 Shop floor feedback 261
19.8.2 Work to lists 262
19.9 Rough-cut capacity planning 262
19.9.1 Overall concept 262
19.9.2 CRP vs RCCP 263
19.10 Optimized production technology 264
19.11 OPT principles 264
19.12 OPT scheduling logic 266
20 Just-in-time 273
20.1 Overview 273
20.2 Japanese manufacturing practice 273
20.3 Kanban 274
20.3.1 Other kanban techniques 276
20.3.2 Calculation of number of kanbans 278
20.4 ERP extensions to support kanban 278
20.5 Prerequisites for kanban 279
20.6 Influence of JIT 279
20.7 JIT and purchasing 282
20.7.1 Traditional purchasing strategies 282
20.7.2 Influence of JIT 282
20.7.3 Customer-supplier communication 283
21 Quality 285
21.1 Overview 285
21.2 Statistical process control 285
21.2.1 SPC theory 285
21.3 Quality costs 288
21.3.1 Types of cost 288
21.3.2 Quality - cost trade-off 288
21.4 Total quality management (TQM) 290
21.4.1 Overview 290
21.4.2 Human factors 290
21.5 Certification 290
22 Plant management 295
22.1 Overview 295
22.2 Overall equipment effectiveness 296
22.3 Plant maintenance principles 297
22.3.1 Maintenance strategies 297
22.3.2 Traditional approach to maintenance 297
22.3.3 Use of CMMS 298
22.4 Total productive maintenance (TPM) 300
22.4.1 TPM overview 300
22.4.2 5S approach 300
22.4.3 SMED approach 301
Exercises Planning, scheduling and logistics 303
Exercises - Open-loop control 303
Exercises - Closed-loop MRP 304
Exercises - Master production scheduling 305
Exercises - Finite and infinite capacity scheduling 306
Exercises - Just-in-time 308
Exercises - Quality management 308
Exercises - Plant management 309
References 310

Produkt-Details

• Erscheint lt. Verlag: 28.6.2002
• Sprache: englisch
• Themenwelt: Kunst / Musik / Theater ► Design / Innenarchitektur / Mode
• Themenwelt: Technik ► Bauwesen
• Themenwelt: Technik ► Elektrotechnik / Energietechnik
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• ISBN-10: 0-08-048130-2 / 0080481302
• ISBN-13: 978-0-08-048130-2 / 9780080481302