Manufacturing planning and control for supply chain management:
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
Boston [u.a.]
McGraw-Hill
2005
|
| Edition: | 5. ed., internat. ed. |
| Series: | The McGraw-Hill/Irwin series in operations and decision sciences
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturangaben |
| Physical Description: | XXII, 712 S. graph. Darst. |
| ISBN: | 0072299908 0071121331 |
Staff View
MARC
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| 245 | 1 | 0 | |a Manufacturing planning and control for supply chain management |c Thomas E. Vollmann ... |
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Record in the Search Index
| _version_ | 1804135936454295552 |
|---|---|
| adam_text | Brief Content
Preface xiv
Acknowledgments xxi
1 Manufacturing Planning
and Control 1
2 Demand Management 17
3 Sales and Operations Planning 60
4 Enterprise Resources Planning (ERP)—
Integrated Systems 108
5 Supply Chain Inventory Management—
Independent Demand Items 133
6 Master Production Scheduling 168
7 Material Requirements
Planning 222
8 Distribution Requirements
Planning 260
9 Just in Time 300
10 Capacity Planning and Utilization 336
s 11 Production Activity Control 370
12 Advanced Concepts in Sales
and Operations Planning 412
13 Strategy and MPC System Design 447
14 Advanced Concepts in Material
Requirements Planning 476
15 Advanced Concepts
in Just in Time 502
16 Advanced Concepts in
Scheduling 539
17 Supply Chain Management 577
18 Implementation 627
19 MPC: The Next Frontier 665
Appendix 694
Index 697
Preface xiv
Acknowledgments xxi
Chapter 1
Manufacturing Planning and Control 1
The Context for MPC 2
Internationalization 2
The Role ofthe Customer 3
Increasing Use of Information Technology 3
The MPC System Defined 4
Typical MPC Support Activities 4
Costs and Benefits ofMPC Systems 5
An MPC System Framework 7
MPC System Activities 7
Matching the MPC System with the Needs
ofthe Firm 9
An MPC Classification Schema 10
Evolution of the MPC System 11
The Changing Competitive World 12
Reacting to the Changes 12
Concluding Principles 13
References 13
Discussion Questions 16
Chapter 2
Demand Management 17
Demand Management in MPC Systems 18
Demand Management and the MPC
Environment 20
The Make to Stock (MTS) Environment 21
TheAssemble to Order (ATO) Environment 22
The Make (Engineer) to Order (MTO)
Environment 23
Communicating with Other MPC Modules
and Customers 24
Sales and Operations Planning 24
Master Production Scheduling 25
Dealing with Customers on a Day to Day Basis 26
Information Use in Demand Management 27
Make to Knowledge 27
Data Capture and Monitoring 28
Customer Relationship Management 28
Outbound Product Flow 29
Providing Appropriate Forecast Information 29
A Forecasting Framework 29
Forecastingfor Strategie Business Planning 30
Forecasting for Sales and Operations Planning 31
Forecastingfor Master Production Scheduling
and Control 31
Producing and Evaluating Detailed Forecasts 32
Moving Average Forecasting 32
Exponential Smoothing Forecasting 34
Evaluating Forecasts 36
Using the Forecasts 39
Considerations for Aggregating Forecasts 39
Pyramid Forecasting 40
Incorporating External Information 42
Managing Demand 43
Organizing for Demand Management 43
Monitoring the Demand Management Systems 44
Balancing Supply and Demand 45
Company Examples 45
Configuration Management at Dell Computer
Corporation 45
Forecasting at Ross Products 47
Customer Order Promising at Kirk Motors, Ltd. 48
Concluding Principles 51
References 52
Discussion Questions 54
Problems 54
Chapter 3
Sales and Operations Planning 60
Sales and Operations Planning in the Firm 60
Sales and Operations Planning Fundamentals 61
Sales and Operations Planning and
Management 62
vii
viii Table of Contents
Operations Planning and MPC Systems 63
Payoffs 65
The Sales and Operations Planning Process 66
The Monthly Sales and Operations Planning
Process 66
Sales and Operations Planning Displays 68
Modifying the Sales and Operations Plan 70
The Basic Trade offs 72
Evaluating Alternatives 74
The New Management Obligations 77
Top Management Role 77
Functional Roles 77
Integrating Strategie Planning 80
Controlling the Operations Plan 81
Operating with Sales and Operations
Planning 82
Sales and Operations Planning at Compugraphic 82
Delta Manufacturing Company s Integrated Sales
and Operations Planning Process 85
Hill Rom s Use of Planning Bills of Materials 96
Concluding Principles 97
References 98
Discussion Questions 98
Problems 99
Chapter 4
Enterprise Resource Planning (ERP)—
Integrated Systems 108
WhatlsERP? 109
Consistent Numbers 109
Software Imperatives 110
Routine Decision Making 110
Choosing ERP Software 111
How ERP Connects the Functional Units 111
Finance 112
Manufacturing and Logistics 112
Sales and Marketing 113
Human Resources 113
Customized Software 113
Data Integration 113
How Manufacturing Planning and Control (MPC)
Fits within ERP 114
Simplified Example 115
Supply Chain Planning with mySAP SCM 116
Supply Chain Execution with mySAP SCM 116
Supply Chain Collaboration with mySAP SCM 117
Supply Chain Coordination with mySAP SCM 117
What Performance Metrics Evaluate ERP System
Effectiveness? 118
The FunctionalSilo Approach 118
Integrated Supply Chain Metrics 119
Calculating the Cash to Cash Time 121
What Is the Experience with ERP? 123
Eli Lilly and Company—Operational Standards
for Manufacturing Excellence 123
The Journey at United Computer 126
Lessons Learned at Scotts 129
Concluding Principles 130
References 130
Discussion Questions 131
Problems 131
Chapter 5
Supply Chain Inventory Management—
Independent Demand Items 133
Basic Concepts 134
Independent versus Dependent Demand Items 134
Functions of Inventory 134
Management Issues 136
Routine Inventory Decisions 136
Determining Inventory System Performance 137
Implementing Changes in ManagingInventory 137
Inventory Related Costs 138
Order Preparation Costs 138
Inventory Carrying Costs 138
Shortage and Customer Service Costs 139
Incremental Inventory Costs 139
An Example Cost Trade off 140
Economic Order Quantity Model 141
Determining the EOQ 141
Order Timing Decisions 143
Using Safety Stock for Uncertainty 143
The Introduction of Safety Stock 144
Continuous Distributions 146
Probability ofStocking out Criterion 147
Customer Service Criterion 148
Time Period Correction Factor 149
Forecast Error Distribution 151
Order Quantity and Reorder Point
Interactions 152
Service Levels and Order Quantities 152
Total Cost Criterion 154
The Iterative Q, R Procedure 156
Multi Item Management 157
Single Criterion ABCAnalysis 157
Multiple CriteriaABCAnalysis 157
Concluding Principles 162
References 162
Discussion Questions 163
Problems 164
Chapter 6
Master Production Scheduling 168
The Master Production Scheduling Activity 169
The MPS Is a Statement ofFuture Output 169
The Business Environment for the MPS 170
Linkages to Other Company Activities 171
Master Production Scheduling Techniques 173
The Time Phased Record 173
Rolling through Time 175
Order Promising 176
Consuming the Forecast 179
Mitel Corporation: Order Promising with ATP 181
Bill of Materials Structuring for the MPS 183
Key Definitions 183
The Modular Bill of Materials 184
The Planning Bill of Materials 186
The Final Assembly Schedule 188
Relation to the MPS 188
The Hill Rom FAS 189
The Master Production Scheduler 192
The MPS as a Set ofFirm Planned Orders 192
The Job 192
Company Examples 195
The Ethan Allen Master Production Schedule 195
Master Production Scheduling atJet Spray 197
Master Production Schedule Stability 200
Ethan Allen Stability 200
Freezing and Time Fencing 201
Managing the MPS 202
The Overstated MPS 202
MPSMeasures 203
Monitoring the MPS at Ethan Allen 203
Concluding Principles 206
References 206
Table of Contents ix
Discussion Questions 208
Problems 208
Chapter 7
Material Requirements Planning 222
Material Requirements Planning in Manufacturing
Planning and Control 223
Record Processing 224
The Basic MRP Record 224
Linking the MRP Records 232
Technical Issues 235
Processing Frequency 235
Bucketless Systems 236
LotSizing 236
Safety Stock and Sqfety Lead Time 237
Low Level Coding 238
Pegging 238
Firm Planned Orders 238
Service Parts 239
Planning Horizon 239
Scheduled Receipts versus Planned
Order Releases 240
Using the MRP System 240
The MRP Planner 240
Exception Codes 242
Bottom up Replanning 243
An MRP System Output 245
System Dynamics 245
Transactions During a Period 246
Rescheduling 247
Complex Transaction Processing 247
Procedural Inadequacies 248
Concluding Principles 249
References 250
Discussion Questions 250
Problems 250
Chapter 8
Distribution Requirements Planning 260
Distribution Requirements Planning in the Supply
Chain 261
DRP and the MPC System Linkages 261
DRP and the Marketplace 263
DRP and Demand Management 264
DRP and Master Production Scheduling 265
x Table of Contents
DRPTechniques 265
The Basic DRP Record 266
Time Phased Order Point (TPOP) 267
Linking Several Warehouse Records 268
Managing Day to Day Variations
from Plan 270
Safety Stock in DRP 275
Management Issues with DRP 276
Data Integrity and Completeness 277
Organizational Support 278
Problem Solving 279
Company Example 282
Concluding Principles 288
References 288
Discussion Questions 289
Problems 290
Chapter 9
Just in Time 300
JIT in Manufacturing Planning and Control 301
Major Elements of Just in Time 301
JIT s Impact on Manufacturing Planning
and Control 303
The Hidden Factory 304
JIT Building Blocks in MPC 305
A JIT Example 307
Leveling the Production 307
Pull System Introduction 309
Product Design 313
Process Design 313
Bill of Materials Implications 314
JIT Applications 316
Single Card Kanban 316
Toyota 317
Hewlett Packard 319
Nonrepetitive JIT 321
A Service Enhanced View of Manufacturing 321
Flexible Systems 321
Simplified Systems and Routine Execution 322
Joint Firm JIT 322
The Basics 323
Tightly Coupled JIT Suppfy 324
Less Tightly Coupled JIT Suppfy 324
JIT Coordination through Hubs 325
Lessons 325
JIT Software 325
The MRP JIT Separation 326
JIT Planning and Execution 326
An Example 327
JIT Execution with SAP Software 327
Managerial Implications 328
Information System Implications 328
Manufacturing Planning and Control 328
Scorekeeping 328
Pros and Cons 329
Concluding Principles 330
References 330
Discussion Questions 331
Problems 331
Chapter 10
Capacity Planning and Utilization 336
The Role of Capacity Planning in MPC
Systems 337
Hierarchy of Capacity Planning Decisions 33 7
Links to Other MPC System Modules 338
Capacity Planning and Control Techniques 339
Capacity Planning Using Overall
Factors (CPOF) 339
Capacity Bills 341
Resource Profiles 343
Capacity Requirements Planning (CRP) 344
Scheduling Capacity and Materials
Simultaneously 347
Finite Capacity Scheduling 347
Finite Scheduling with Product Structures:
Using APS Systems 350
Management and Capacity Planning/
Utilization 352
Capacity Monitoring with Input/Output Control 353
Managing Bottleneck Capacity 355
Capacity Planning in the MPC System 356
Choosing the Measure of Capacity 357
Choice ofa Specific Technique 358
Using the Capacity Plan 359
Example Applications 360
Capacity Planning at Montell USA, Inc. 360
Capacity Planning at Applicon 360
Capacity Planning with APS at a Consumer Products
Company 363
Concluding Principles 364
References 365
Discussion Questions 365
Problems 366
Chapter 11
Production Activity Control 370
A Framework for Production
Activity Control 370
MPC System Linkages 3 71
The Linkages between MRP and PAC 372
Just in Time Effect on PAC 372
The Company Environment 373
Production Activity Control Techniques 373
Basic Shop Floor Control Concepts 374
Lead Time Management 3 76
Gantt Charts 377
Priority Sequencing Rules 377
Theory of Constraints (TOC) Systems 3 79
Vendor Scheduling and Follow up 389
The Internet and Vendor Scheduling 390
Production Activity Control Examples 391
TOC Scheduling atTOSOH 392
Vendor Scheduling at Lieben 393
Vendor Scheduling at Caterpillar 396
Concluding Principles 401
References 401
Discussion Questions 403
Problems 403
Chapter 12
Advanced Concepts in Sales and
Operations Planning 412
Mathematical Programming Approaches 413
Linear Programming 413
Mixed Integer Programming 415
Other Approaches 417
The Linear Decision Rule 417
Search Decision Rules 418
Disaggregation 419
The Disaggregation Problem 419
Hierarchical Production Planning 419
Disaggregation through Mathematical
Programming 421
Table of Contents xi
Company Example: Lawn King, Inc. 424
Company Background 425
Deciding on a Planning Model 425
The Linear Programming Model 426
Developing the Planning Parameters 42 7
Solving the Linear Programming Model
and Understanding the Results 431
Sales and Operations Planning Issues 432
Using Microsoft Excel Solver 433
Applications Potential 436
Data Issues 436
The Future 437
Concluding Principles 438
References 438
Discussion Questions 439
Problems 439
Chapter13
Strategy and MPC System Design 447
MPC Design Options 447
Master Production Scheduling Options 44 7
Detailed Material Planning Options 449
Shop Floor System Options 451
Choosing the Options 453
Market Requirements 453
The Manufacturing Task 454
Manufacturing Process Design 454
MPC System Design 455
The Choices in Practice 459
Moog, Inc., Space Products Division 460
Kawasaki, U.S.A. 461
Applicon 463
The Driver Is the Marketplace 464
Integrating MRP and JIT 465
The Need to Integrale 466
Physical Changes That Support
Integration 466
Some Techniques for Integrating MRP
and JIT 467
Strategy for Combining MRP and JIT 467
Extending MPC Integration to Customers
and Suppliers 467
TelTech 468
Customer Supplier MPC Integration
at TelTech 468
xii Table of Contents
Concluding Principles 469
References 470
Discussion Questions 471
Problems 471
Chapter 14
Advanced Concepts in Material
Requirements Planning 478
Determining Manufacturing Order Quantities 479
Economic Order Quantities (EOQ) 480
Periodic Order Quantities (POQ) 481
Part Period Balancing (PPB) 481
Wagner WhitinAlgorithm 482
Simulation Experiments 483
Buffering Concepts 484
Categories ofUncertainty 484
Safety Stock and Safety Lead Time 485
Safety Stock and Safety Lead Time
Performance Comparisons 487
Scrap Allowances 488
Other Buffering Mechanisms 488
Nervousness 489
Sources ofMRP System Nervousness 489
Reducing MRP System Nervousness 491
Concluding Principles 491
References 492
Discussion Questions 494
Problems 494
Chapter 15
Advanced Concepts in Just in Time 502
A JIT Research Framework 503
Scheduling 503
Scheduling Mixed Model Assembly Lines
underJIT 503
Schedule Stability in Implementing JIT 509
Supply Chain Coordination 510
Production Floor Management 516
Setup Time Reduction 516
Determining the Optimal Number ofKanbans 520
JIT Performance and Operating Conditions 524
Variability in Operating Conditions 525
LotSize 526
Comparing MPC System Approaches 528
Concluding Principles 530
References 531
Discussion Questions 533
Problems 533
Chapter 16
Advanced Concepts in Scheduling 539
Basic Schedxiling Research 539
The One Machine Case 540
The TWo Machine Case 540
DispatchingApproaches 542
Sequencing Rules 542
Advanced Research Findings 545
Due Date Setting Procedures 545
Dynamic Due Dates 546
Labor Limited Systems 549
Group Scheduling and Transfer Batches 550
Scheduling Manned Cellular Manufacturing
Systems 553
Multiple Constraint Scheduling 555
Buffers between Constraint Operations:
Rods 555
Multiple Constraint Scheduling Algorithm 556
Example Multiple Constraint Scheduling
Problem 560
Concluding Principles 565
References 566
Discussion Questions 567
Problems 567
Chapter 17
Supply Chain Management 577
Supply Chain Management and MPC
Systems 578
New MPC Linkages 580
Strategie Thinking 583
The Bullwhip Effect 583
Orchestration 586
Supply Chain Optimization—Examples
and Supporting MPC Systems 590
Suboptimal MPC Design in a Point Supply
Chain 590
An Interfirm MPC Example for Coordinated
Packaging 591
Interfirm Reengineering Drives MPC Design
for Airline Catering 593
Nokia s Superior MPC Systems for Supply Chain
Management 596
MPC Enhancements to Support Outsourcing 600
MPC Systems to Support Quality in Complex
Supply Chains 601
Enhancements to Basic MPC Systems 603
MPC Design Issues 603
Enhancing ERP Systems 605
Enhandng JIT Based Systems 608
Dyad Based MPC Systems 610
Mass Customization 615
Concluding Principles 619
References 620
Discussion Questions 621
Problems 622
Chapter 18
Implementation 627
Internal Integration 628
From Lean Manufacturing to Lean Organization
to Lean Enterprise 628
MPC Implementation for Lean Manufacturing 630
MPC Implementation for Lean Organization 632
MPC Implementation for Lean Enterprise 633
Component and Database Commonality/
Rationalization 635
Interfirm Integration 638
A New Paradigm 638
Dyad Relationships 638
Partnership/Trust 641
Third Party Logistics Providers 642
Transformation 643
Stair Step Transformations 644
Moving up the Value Chain 648
Project Management 650
Continuous MPC Enhancements 650
MPC Project Justification 651
Project Planning and Resource Commitment 653
Goldratt s Critical Chain Concepts 654
Table of Contents xiii
Benchmarking and Auditing 656
Flawless Execution and Database Integrity 656
Evolution and Revolution 657
Benchmarking versus Industrial Tourism 658
Auditing 658
Concluding Principles 660
References 661
Discussion Questions 661
Problems 661
Chapter 19
MPC: The Next Frontier 665
A Supply Chain Development Framework 666
Historical Perspectivefor MPC Development 666
Interorganizational (Chain) Design 668
Chain Strategy Development 669
Chain Infrastructure Development: Work 671
Chain Infrastructure Development:
Infrastructure 674
Competitive Drivers/Challenges 676
Outsourcing 676
Regionalization/Globalization 6 78
Customer Concentration 679
Lock on 680
Cross Firm MPC Design 680
E Based Systems 681
Orchestration 683
Hubs 684
Examples and Techniques 686
ChemUnity 686
SourcingParts 687
Dyator 688
Concluding Principles 690
References 690
Discussion Questions 691
Problems 691
Appendix 694
Index 697
|
| adam_txt |
Brief Content
Preface xiv
Acknowledgments xxi
1 Manufacturing Planning
and Control 1
2 Demand Management 17
3 Sales and Operations Planning 60
4 Enterprise Resources Planning (ERP)—
Integrated Systems 108
5 Supply Chain Inventory Management—
Independent Demand Items 133
6 Master Production Scheduling 168
7 Material Requirements
Planning 222
8 Distribution Requirements
Planning 260
9 Just in Time 300
10 Capacity Planning and Utilization 336
s 11 Production Activity Control 370
12 Advanced Concepts in Sales
and Operations Planning 412
13 Strategy and MPC System Design 447
14 Advanced Concepts in Material
Requirements Planning 476
15 Advanced Concepts
in Just in Time 502
16 Advanced Concepts in
Scheduling 539
17 Supply Chain Management 577
18 Implementation 627
19 MPC: The Next Frontier 665
Appendix 694
Index 697
Preface xiv
Acknowledgments xxi
Chapter 1
Manufacturing Planning and Control 1
The Context for MPC 2
Internationalization 2
The Role ofthe Customer 3
Increasing Use of Information Technology 3
The MPC System Defined 4
Typical MPC Support Activities 4
Costs and Benefits ofMPC Systems 5
An MPC System Framework 7
MPC System Activities 7
Matching the MPC System with the Needs
ofthe Firm 9
An MPC Classification Schema 10
Evolution of the MPC System 11
The Changing Competitive World 12
Reacting to the Changes 12
Concluding Principles 13
References 13
Discussion Questions 16
Chapter 2
Demand Management 17
Demand Management in MPC Systems 18
Demand Management and the MPC
Environment 20
The Make to Stock (MTS) Environment 21
TheAssemble to Order (ATO) Environment 22
The Make (Engineer) to Order (MTO)
Environment 23
Communicating with Other MPC Modules
and Customers 24
Sales and Operations Planning 24
Master Production Scheduling 25
Dealing with Customers on a Day to Day Basis 26
Information Use in Demand Management 27
Make to Knowledge 27
Data Capture and Monitoring 28
Customer Relationship Management 28
Outbound Product Flow 29
Providing Appropriate Forecast Information 29
A Forecasting Framework 29
Forecastingfor Strategie Business Planning 30
Forecasting for Sales and Operations Planning 31
Forecastingfor Master Production Scheduling
and Control 31
Producing and Evaluating Detailed Forecasts 32
Moving Average Forecasting 32
Exponential Smoothing Forecasting 34
Evaluating Forecasts 36
Using the Forecasts 39
Considerations for Aggregating Forecasts 39
Pyramid Forecasting 40
Incorporating External Information 42
Managing Demand 43
Organizing for Demand Management 43
Monitoring the Demand Management Systems 44
Balancing Supply and Demand 45
Company Examples 45
Configuration Management at Dell Computer
Corporation 45
Forecasting at Ross Products 47
Customer Order Promising at Kirk Motors, Ltd. 48
Concluding Principles 51
References 52
Discussion Questions 54
Problems 54
Chapter 3
Sales and Operations Planning 60
Sales and Operations Planning in the Firm 60
Sales and Operations Planning Fundamentals 61
Sales and Operations Planning and
Management 62
vii
viii Table of Contents
Operations Planning and MPC Systems 63
Payoffs 65
The Sales and Operations Planning Process 66
The Monthly Sales and Operations Planning
Process 66
Sales and Operations Planning Displays 68
Modifying the Sales and Operations Plan 70
The Basic Trade offs 72
Evaluating Alternatives 74
The New Management Obligations 77
Top Management Role 77
Functional Roles 77
Integrating Strategie Planning 80
Controlling the Operations Plan 81
Operating with Sales and Operations
Planning 82
Sales and Operations Planning at Compugraphic 82
Delta Manufacturing Company's Integrated Sales
and Operations Planning Process 85
Hill Rom 's Use of Planning Bills of Materials 96
Concluding Principles 97
References 98
Discussion Questions 98
Problems 99
Chapter 4
Enterprise Resource Planning (ERP)—
Integrated Systems 108
WhatlsERP? 109
Consistent Numbers 109
Software Imperatives 110
Routine Decision Making 110
Choosing ERP Software 111
How ERP Connects the Functional Units 111
Finance 112
Manufacturing and Logistics 112
Sales and Marketing 113
Human Resources 113
Customized Software 113
Data Integration 113
How Manufacturing Planning and Control (MPC)
Fits within ERP 114
Simplified Example 115
Supply Chain Planning with mySAP SCM 116
Supply Chain Execution with mySAP SCM 116
Supply Chain Collaboration with mySAP SCM 117
Supply Chain Coordination with mySAP SCM 117
What Performance Metrics Evaluate ERP System
Effectiveness? 118
The "FunctionalSilo"Approach 118
Integrated Supply Chain Metrics 119
Calculating the Cash to Cash Time 121
What Is the Experience with ERP? 123
Eli Lilly and Company—Operational Standards
for Manufacturing Excellence 123
The Journey at "United Computer " 126
Lessons Learned at Scotts 129
Concluding Principles 130
References 130
Discussion Questions 131
Problems 131
Chapter 5
Supply Chain Inventory Management—
Independent Demand Items 133
Basic Concepts 134
Independent versus Dependent Demand Items 134
Functions of Inventory 134
Management Issues 136
Routine Inventory Decisions 136
Determining Inventory System Performance 137
Implementing Changes in ManagingInventory 137
Inventory Related Costs 138
Order Preparation Costs 138
Inventory Carrying Costs 138
Shortage and Customer Service Costs 139
Incremental Inventory Costs 139
An Example Cost Trade off 140
Economic Order Quantity Model 141
Determining the EOQ 141
Order Timing Decisions 143
Using Safety Stock for Uncertainty 143
The Introduction of Safety Stock 144
Continuous Distributions 146
Probability ofStocking out Criterion 147
Customer Service Criterion 148
Time Period Correction Factor 149
Forecast Error Distribution 151
Order Quantity and Reorder Point
Interactions 152
Service Levels and Order Quantities 152
Total Cost Criterion 154
The Iterative Q, R Procedure 156
Multi Item Management 157
Single Criterion ABCAnalysis 157
Multiple CriteriaABCAnalysis 157
Concluding Principles 162
References 162
Discussion Questions 163
Problems 164
Chapter 6
Master Production Scheduling 168
The Master Production Scheduling Activity 169
The MPS Is a Statement ofFuture Output 169
The Business Environment for the MPS 170
Linkages to Other Company Activities 171
Master Production Scheduling Techniques 173
The Time Phased Record 173
Rolling through Time 175
Order Promising 176
Consuming the Forecast 179
Mitel Corporation: Order Promising with ATP 181
Bill of Materials Structuring for the MPS 183
Key Definitions 183
The Modular Bill of Materials 184
The Planning Bill of Materials 186
The Final Assembly Schedule 188
Relation to the MPS 188
The Hill Rom FAS 189
The Master Production Scheduler 192
The MPS as a Set ofFirm Planned Orders 192
The Job 192
Company Examples 195
The Ethan Allen Master Production Schedule 195
Master Production Scheduling atJet Spray 197
Master Production Schedule Stability 200
Ethan Allen Stability 200
Freezing and Time Fencing 201
Managing the MPS 202
The Overstated MPS 202
MPSMeasures 203
Monitoring the MPS at Ethan Allen 203
Concluding Principles 206
References 206
Table of Contents ix
Discussion Questions 208
Problems 208
Chapter 7
Material Requirements Planning 222
Material Requirements Planning in Manufacturing
Planning and Control 223
Record Processing 224
The Basic MRP Record 224
Linking the MRP Records 232
Technical Issues 235
Processing Frequency 235
Bucketless Systems 236
LotSizing 236
Safety Stock and Sqfety Lead Time 237
Low Level Coding 238
Pegging 238
Firm Planned Orders 238
Service Parts 239
Planning Horizon 239
Scheduled Receipts versus Planned
Order Releases 240
Using the MRP System 240
The MRP Planner 240
Exception Codes 242
Bottom up Replanning 243
An MRP System Output 245
System Dynamics 245
Transactions During a Period 246
Rescheduling 247
Complex Transaction Processing 247
Procedural Inadequacies 248
Concluding Principles 249
References 250
Discussion Questions 250
Problems 250
Chapter 8
Distribution Requirements Planning 260
Distribution Requirements Planning in the Supply
Chain 261
DRP and the MPC System Linkages 261
DRP and the Marketplace 263
DRP and Demand Management 264
DRP and Master Production Scheduling 265
x Table of Contents
DRPTechniques 265
The Basic DRP Record 266
Time Phased Order Point (TPOP) 267
Linking Several Warehouse Records 268
Managing Day to Day Variations
from Plan 270
Safety Stock in DRP 275
Management Issues with DRP 276
Data Integrity and Completeness 277
Organizational Support 278
Problem Solving 279
Company Example 282
Concluding Principles 288
References 288
Discussion Questions 289
Problems 290
Chapter 9
Just in Time 300
JIT in Manufacturing Planning and Control 301
Major Elements of Just in Time 301
JIT's Impact on Manufacturing Planning
and Control 303
The Hidden Factory 304
JIT Building Blocks in MPC 305
A JIT Example 307
Leveling the Production 307
Pull System Introduction 309
Product Design 313
Process Design 313
Bill of Materials Implications 314
JIT Applications 316
Single Card Kanban 316
Toyota 317
Hewlett Packard 319
Nonrepetitive JIT 321
A Service Enhanced View of Manufacturing 321
Flexible Systems 321
Simplified Systems and Routine Execution 322
Joint Firm JIT 322
The Basics 323
Tightly Coupled JIT Suppfy 324
Less Tightly Coupled JIT Suppfy 324
"JIT" Coordination through Hubs 325
Lessons 325
JIT Software 325
The MRP JIT Separation 326
JIT Planning and Execution 326
An Example 327
JIT Execution with SAP Software 327
Managerial Implications 328
Information System Implications 328
Manufacturing Planning and Control 328
Scorekeeping 328
Pros and Cons 329
Concluding Principles 330
References 330
Discussion Questions 331
Problems 331
Chapter 10
Capacity Planning and Utilization 336
The Role of Capacity Planning in MPC
Systems 337
Hierarchy of Capacity Planning Decisions 33 7
Links to Other MPC System Modules 338
Capacity Planning and Control Techniques 339
Capacity Planning Using Overall
Factors (CPOF) 339
Capacity Bills 341
Resource Profiles 343
Capacity Requirements Planning (CRP) 344
Scheduling Capacity and Materials
Simultaneously 347
Finite Capacity Scheduling 347
Finite Scheduling with Product Structures:
Using APS Systems 350
Management and Capacity Planning/
Utilization 352
Capacity Monitoring with Input/Output Control 353
Managing Bottleneck Capacity 355
Capacity Planning in the MPC System 356
Choosing the Measure of Capacity 357
Choice ofa Specific Technique 358
Using the Capacity Plan 359
Example Applications 360
Capacity Planning at Montell USA, Inc. 360
Capacity Planning at Applicon 360
Capacity Planning with APS at a Consumer Products
Company 363
Concluding Principles 364
References 365
Discussion Questions 365
Problems 366
Chapter 11
Production Activity Control 370
A Framework for Production
Activity Control 370
MPC System Linkages 3 71
The Linkages between MRP and PAC 372
Just in Time Effect on PAC 372
The Company Environment 373
Production Activity Control Techniques 373
Basic Shop Floor Control Concepts 374
Lead Time Management 3 76
Gantt Charts 377
Priority Sequencing Rules 377
Theory of Constraints (TOC) Systems 3 79
Vendor Scheduling and Follow up 389
The Internet and Vendor Scheduling 390
Production Activity Control Examples 391
TOC Scheduling atTOSOH 392
Vendor Scheduling at Lieben 393
Vendor Scheduling at Caterpillar 396
Concluding Principles 401
References 401
Discussion Questions 403
Problems 403
Chapter 12
Advanced Concepts in Sales and
Operations Planning 412
Mathematical Programming Approaches 413
Linear Programming 413
Mixed Integer Programming 415
Other Approaches 417
The Linear Decision Rule 417
Search Decision Rules 418
Disaggregation 419
The Disaggregation Problem 419
Hierarchical Production Planning 419
Disaggregation through Mathematical
Programming 421
Table of Contents xi
Company Example: Lawn King, Inc. 424
Company Background 425
Deciding on a Planning Model 425
The Linear Programming Model 426
Developing the Planning Parameters 42 7
Solving the Linear Programming Model
and Understanding the Results 431
Sales and Operations Planning Issues 432
Using Microsoft Excel Solver 433
Applications Potential 436
Data Issues 436
The Future 437
Concluding Principles 438
References 438
Discussion Questions 439
Problems 439
Chapter13
Strategy and MPC System Design 447
MPC Design Options 447
Master Production Scheduling Options 44 7
Detailed Material Planning Options 449
Shop Floor System Options 451
Choosing the Options 453
Market Requirements 453
The Manufacturing Task 454
Manufacturing Process Design 454
MPC System Design 455
The Choices in Practice 459
Moog, Inc., Space Products Division 460
Kawasaki, U.S.A. 461
Applicon 463
The Driver Is the Marketplace 464
Integrating MRP and JIT 465
The Need to Integrale 466
Physical Changes That Support
Integration 466
Some Techniques for Integrating MRP
and JIT 467
Strategy for Combining MRP and JIT 467
Extending MPC Integration to Customers
and Suppliers 467
TelTech 468
Customer Supplier MPC Integration
at TelTech 468
xii Table of Contents
Concluding Principles 469
References 470
Discussion Questions 471
Problems 471
Chapter 14
Advanced Concepts in Material
Requirements Planning 478
Determining Manufacturing Order Quantities 479
Economic Order Quantities (EOQ) 480
Periodic Order Quantities (POQ) 481
Part Period Balancing (PPB) 481
Wagner WhitinAlgorithm 482
Simulation Experiments 483
Buffering Concepts 484
Categories ofUncertainty 484
Safety Stock and Safety Lead Time 485
Safety Stock and Safety Lead Time
Performance Comparisons 487
Scrap Allowances 488
Other Buffering Mechanisms 488
Nervousness 489
Sources ofMRP System Nervousness 489
Reducing MRP System Nervousness 491
Concluding Principles 491
References 492
Discussion Questions 494
Problems 494
Chapter 15
Advanced Concepts in Just in Time 502
A JIT Research Framework 503
Scheduling 503
Scheduling Mixed Model Assembly Lines
underJIT 503
Schedule Stability in Implementing JIT 509
Supply Chain Coordination 510
Production Floor Management 516
Setup Time Reduction 516
Determining the Optimal Number ofKanbans 520
JIT Performance and Operating Conditions 524
Variability in Operating Conditions 525
LotSize 526
Comparing MPC System Approaches 528
Concluding Principles 530
References 531
Discussion Questions 533
Problems 533
Chapter 16
Advanced Concepts in Scheduling 539
Basic Schedxiling Research 539
The One Machine Case 540
The TWo Machine Case 540
DispatchingApproaches 542
Sequencing Rules 542
Advanced Research Findings 545
Due Date Setting Procedures 545
Dynamic Due Dates 546
Labor Limited Systems 549
Group Scheduling and Transfer Batches 550
Scheduling Manned Cellular Manufacturing
Systems 553
Multiple Constraint Scheduling 555
Buffers between Constraint Operations:
Rods 555
Multiple Constraint Scheduling Algorithm 556
Example Multiple Constraint Scheduling
Problem 560
Concluding Principles 565
References 566
Discussion Questions 567
Problems 567
Chapter 17
Supply Chain Management 577
Supply Chain Management and MPC
Systems 578
New MPC Linkages 580
Strategie Thinking 583
The Bullwhip Effect 583
Orchestration 586
Supply Chain Optimization—Examples
and Supporting MPC Systems 590
Suboptimal MPC Design in a Point Supply
Chain 590
An Interfirm MPC Example for Coordinated
Packaging 591
Interfirm Reengineering Drives MPC Design
for Airline Catering 593
Nokia 's Superior MPC Systems for Supply Chain
Management 596
MPC Enhancements to Support Outsourcing 600
MPC Systems to Support Quality in Complex
Supply Chains 601
Enhancements to Basic MPC Systems 603
MPC Design Issues 603
Enhancing ERP Systems 605
Enhandng JIT Based Systems 608
Dyad Based MPC Systems 610
Mass Customization 615
Concluding Principles 619
References 620
Discussion Questions 621
Problems 622
Chapter 18
Implementation 627
Internal Integration 628
From Lean Manufacturing to Lean Organization
to Lean Enterprise 628
MPC Implementation for Lean Manufacturing 630
MPC Implementation for Lean Organization 632
MPC Implementation for Lean Enterprise 633
Component and Database Commonality/
Rationalization 635
Interfirm Integration 638
A New Paradigm 638
Dyad Relationships 638
Partnership/Trust 641
Third Party Logistics Providers 642
Transformation 643
Stair Step Transformations 644
Moving up the Value Chain 648
Project Management 650
Continuous MPC Enhancements 650
MPC Project Justification 651
Project Planning and Resource Commitment 653
Goldratt's Critical Chain Concepts 654
Table of Contents xiii
Benchmarking and Auditing 656
Flawless Execution and Database Integrity 656
Evolution and Revolution 657
Benchmarking versus Industrial Tourism 658
Auditing 658
Concluding Principles 660
References 661
Discussion Questions 661
Problems 661
Chapter 19
MPC: The Next Frontier 665
A Supply Chain Development Framework 666
Historical Perspectivefor MPC Development 666
Interorganizational (Chain) Design 668
Chain Strategy Development 669
Chain Infrastructure Development: Work 671
Chain Infrastructure Development:
Infrastructure 674
Competitive Drivers/Challenges 676
Outsourcing 676
Regionalization/Globalization 6 78
Customer Concentration 679
Lock on 680
Cross Firm MPC Design 680
E Based Systems 681
Orchestration 683
Hubs 684
Examples and Techniques 686
ChemUnity 686
SourcingParts 687
Dyator 688
Concluding Principles 690
References 690
Discussion Questions 691
Problems 691
Appendix 694
Index 697 |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 5. ed., internat. ed. |
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| spelling | Manufacturing planning and control for supply chain management Thomas E. Vollmann ... 5. ed., internat. ed. Boston [u.a.] McGraw-Hill 2005 XXII, 712 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier The McGraw-Hill/Irwin series in operations and decision sciences Literaturangaben Production - Contrôle Production - Planification Production control Production planning Fertigungsplanung (DE-588)4113545-3 gnd rswk-swf Produktionskontrolle (DE-588)4175800-6 gnd rswk-swf Fertigungskontrolle (DE-588)4016901-7 gnd rswk-swf Produktionsplanung (DE-588)4047360-0 gnd rswk-swf PPS (DE-588)4115606-7 gnd rswk-swf Supply Chain Management (DE-588)4684051-5 gnd rswk-swf Produktionsplanung (DE-588)4047360-0 s Produktionskontrolle (DE-588)4175800-6 s Fertigungskontrolle (DE-588)4016901-7 s Fertigungsplanung (DE-588)4113545-3 s Supply Chain Management (DE-588)4684051-5 s 1\p DE-604 PPS (DE-588)4115606-7 s 2\p DE-604 DE-604 Vollmann, Thomas E. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015182051&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Manufacturing planning and control for supply chain management Production - Contrôle Production - Planification Production control Production planning Fertigungsplanung (DE-588)4113545-3 gnd Produktionskontrolle (DE-588)4175800-6 gnd Fertigungskontrolle (DE-588)4016901-7 gnd Produktionsplanung (DE-588)4047360-0 gnd PPS (DE-588)4115606-7 gnd Supply Chain Management (DE-588)4684051-5 gnd |
| subject_GND | (DE-588)4113545-3 (DE-588)4175800-6 (DE-588)4016901-7 (DE-588)4047360-0 (DE-588)4115606-7 (DE-588)4684051-5 |
| title | Manufacturing planning and control for supply chain management |
| title_auth | Manufacturing planning and control for supply chain management |
| title_exact_search | Manufacturing planning and control for supply chain management |
| title_exact_search_txtP | Manufacturing planning and control for supply chain management |
| title_full | Manufacturing planning and control for supply chain management Thomas E. Vollmann ... |
| title_fullStr | Manufacturing planning and control for supply chain management Thomas E. Vollmann ... |
| title_full_unstemmed | Manufacturing planning and control for supply chain management Thomas E. Vollmann ... |
| title_short | Manufacturing planning and control for supply chain management |
| title_sort | manufacturing planning and control for supply chain management |
| topic | Production - Contrôle Production - Planification Production control Production planning Fertigungsplanung (DE-588)4113545-3 gnd Produktionskontrolle (DE-588)4175800-6 gnd Fertigungskontrolle (DE-588)4016901-7 gnd Produktionsplanung (DE-588)4047360-0 gnd PPS (DE-588)4115606-7 gnd Supply Chain Management (DE-588)4684051-5 gnd |
| topic_facet | Production - Contrôle Production - Planification Production control Production planning Fertigungsplanung Produktionskontrolle Fertigungskontrolle Produktionsplanung PPS Supply Chain Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015182051&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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