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Lecture 2 Production
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- 1Impact of leanProductivity; lean production does more with less
product variety; sales department is focused on understanding customer needs and more
produces a greater and ever growing variety of products - 2Lean uses set based concurrent engineeringTaking time up front to explore and document feasible solutions from design and manufacturing perspectives leads to tremendous gains in efficiency later in the process
- 3Transition towards lean; unfreezeCreate awareness:
owner; identify commitment to management philosophy
customer; determine customer knowledge
process; identify quick wins
personnel; identify need - 4Transition towards lean; changeShift to focus on stakeholders:
personnel; involve, the often skeptical, personnel in quick win improvement. manage anxiety about new roles
process; create standards (improve reliability and structural improvement
customer; identify and communicate KPIs
owner: change management conditions, show commitment, available time for personnel, finance - 5Transition towards lean; refreezeshift in focus on stakeholders:
personnel: committed to improving process (proud of their job)
process: standardization processes (increased reliability)
customer: improved focus on customer value retention increased (with possible increase in price)
owner: higher profit margin - 6Agile manufacturingProductivity in US lagged behind
research commission: top down instead of bottom up
Difficulty to cope with rapid changes and demanding customers - 7defining agile manufacturingAgility: means using market knowledge and a virtual corporation to exploit profitable opportunities in a volatile marketplace
Agile manufacturing: is a business concept that integrates organizations people and technology into a meaningful unit by deploying advanced information and manufacturing technologies and flexible organizational structures to support highly skilled, knowledgeable and motivated people - 8requirements for flexibility and speedStrategic partnership with customer
connectivity (communication systems)
flexible production network
knowledge workers
empowering the team (autonomy)
trust - 9The goal of agilethe goal of each agile iteration in to provide the stakeholders with frequent and continuous business value, so that the organization can benefit more quickly in money, people, and time
- 10enabler of agile manafacturingvirtual enterprise
rapid partnerships
physically distributed teams
concurrent engineering
integrated systems
rapid prototyping
e-commerce - 11What is Manufacturing Planning and Control systemto manage efficiently the flow of material, to manage the utilization of people and equipment, and to respond to customer requirements by utilizing the capacity of our suppliers, internal facilities and sometimes meet customer demand
- 12Typical MPC support activitiesLong term: system is responsible for providing information to make decisions on the appropriate amount of capacity to meet the market demands of the future
Medium term: MPC system is matching supply and demand in terms of both volume and product mix. focus more on proving the exact material and production capacity needed to meet customer needs
Short term: detailed scheduling of resources is required to meet production requirements. People working on the right things. - 13Purpose of S&OP; looking for alignmentThe need for cross-functional coordination arises from functional conflicts among areas such as sales, marketing, logistics, finance and operations. These conflicts are rooted in structural causes, such as contradictory reward and evaluation systems, capital constraints and technological changes
- 14Effect of S&OP on firm performanceCross-functional planning can mitigate the negative effects of misaligned organizational structures
Collaborative aspects of planning, formal groups and informal communicatie can boost firm performance
Internal alignment seems to facilitate supply chain integration with both suppliers and customers - 15Antecedents of Forecasting Management Competence- Internal integration: information sharing, collaboration, coordination
- Process Quality: Techniques used for forecasting, training of personnel, well defined processes, guidelines
Advanced systems: making use of ERP systems
- Evaluation of the forecast: accuracy, performance impact, adjusting planning systems - 16Enterprise Resource Planning (ERP)ERP provides the information backbone needed to manage day to day execution. ERP presents a software approach to support decions concurrent with planning and controlling the business. It integrates application programs in all organization functions. ERP aims at horizontal integration of activities/processes.
- 17Most important elements of FMC1. Forecasting process quality
2. Evaluation of forecasting
3. Effective use of Advanced systems - 18What is demand management?How a firm integrates information from and about its customers, internal and external to the firm, into the MPC system. Activities include: demand determination, converting customer orders into delivery promises, balancing supply with demand and (demand shaping)
- 19Demand management in MPC systems- DM is gateway module in MPC providing the link to the marketplace, sister plants, warehouses and other important customers
-MPC= determining the capacity that will be made available to meet actual future demands for products - 20Distinction between forecasts and plansForecast= quantities and timing of customer demand are developed. Estimates of what might occur in the marketplace
plan= specify how the firm will respond are based on the forecasts (highly seasonal products, snowboards; peaks demand, constant plan) - 21Difference independent and dependent demandindependent demand= what customer decide (known or forecast)
dependent demand= internal demand based on our plan (snowboards) - 22DM and MPC environment- customer order decoupling point = point at which demand changes from independent to dependent
- Firm becomes responsible for determining the timing and quantity of material to be purchased, made or finished - 23Make-to-stock (MTS)Key focus in DM is on providing finished goods where and when customers want them to maintaining inventories of finished goods (decoupling point). Balancing inventory costs and service level is the main trade off. Many MTS companies invest in lean manufacturing for higher service at given level of inventories
- 24Assembly-to-order (ATO)Satisfying customer from inventory of components (decoupling point). Core in DM is defining customers' orders in term of alternative components and options. Meeting promised delivery dates. engineering design should aim for as much flexibility as possible in combining components and options. Lean can be used to decrease assembly time
- 25Make/engineer-to-order (M/ETO)MTO= customer's product from raw materials, parts and components
ETO= firm will work with the customer to design the product, then make it from purchased materials, parts and components. We do not forecasts, know what the customer will buy, as we did in MTS/ATO. DM coordinates information on customers' products needs with engineering. - 26Just in Time (JIT)Approaches for manufacturing planning and control. Key building block for modern approaches to MPC and is both philosophy and a set of techniques. Reduce the complexity of detailed material planning, the need for shop-floor tracking, work in process inventories, and the transactions associated with shop floor and purchasing systems. Making everything as simple as possible. Minimize waste in manufacturing
- 27Major elements of JITMinimizes waste and simplify product processes whenever possible which result in zero inventories, zero transactions, and zero disturbances
- 28JIT action programs1. Reduction of setup time and lot sizes
2. a 'no defects' goal in manufacturing
3. a focus on continual improvements
4. worker involvement
5. cellular manufacturing - 29JIT benefitsManufacturing throughput time reductions
less material movements
Simplified MPC systems
Greater responsiveness
Labor cost reductions
Better team working
Quality cost reductions
Materials moved shorter distances
Reduce changeover times
Inventory reductions
Space reductions
Quality improvements - 30JIT impact on MPCInfluences all three areas of MPC framework
Front end; more stable, level, daily mix schedules dictates many of the required JIT activities, such as setup time reduction
Engine; result an order of magnitude reduction in to complexity of detailed material planning, with a reduction in planning personnel. the overall flow time from parts to finished goods in reduced
Back end; primary; greatly streamlined execution on the shop floor and in purchasing - 31Back flushingthe concept of updating component inventory balances when finished item are received into stock (implies a very high level of data integrity)
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- Karteikarten am Lecture 2 Production, erstellt von Elisa Vink am 28/09/2020.
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- Elisa Vink
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