9780130176158

Fundamentals of Production Planning and Control

by
  • ISBN13:

    9780130176158

  • ISBN10:

    013017615X

  • Edition: 1st
  • Format: Paperback
  • Copyright: 3/1/2005
  • Publisher: Pearson

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Supplemental Materials

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Summary

This focused book concentrates on planning and control; it answers the question: "what parts of operations management do we really need to know?" It does not bog the reader down with details, but allows them to concentrate on fundamental principles, such as the development and application of software solutions, inventory management, and lean production concepts. Topics include: forecasting, sales and operations, scheduling, materials requirements, capacity management, production control, "partnering" activities, and system integration.An excellent handbook for operations managers, production control workers, inventory control employees, and those involved in supply chain, logistics, and materials management.

Table of Contents

Preface xi
CHAPTER 1 Overview of Planning and Control 1(16)
1.1 Manufacturing versus Service Operations
2(1)
1.2 Customer Influence in Design: Production Environmental Choices
3(1)
1.3 Process Categories
4(3)
1.4 Order Winners and Qualifiers
7(2)
1.5 Business Environment Issues
9(1)
1.6 Process Analysis and Information Flows
10(2)
1.7 General Information Flows
12(1)
1.8 Book Structure
12(1)
Key Terms
13(1)
Summary
14(1)
Discussion Questions
14(1)
References
15(2)
CHAPTER 2 Forecasting Fundamentals 17(28)
2.1 Fundamental Principles of Forecasting
17(1)
2.2 Major Categories of Forecasts
18(17)
Qualitative Forecasting
18(4)
Quantitative Forecasting-Causal
22(1)
Quantitative Forecasting-Time Series
23(12)
2.3 Forecast Errors
35(3)
2.4 Computer Assistance
38(2)
Key Terms
40(1)
Summary
40(1)
References
41
Discussion Questions
40(1)
Exercises
40(5)
CHAPTER 3 Sales and Operations Planning 45(26)
3.1 Purpose of Sales and Operations Planning
46(1)
3.2 General Design of Sales and Operations Planning
47(1)
3.3 Approaches to Sales and Operations Planning
48(2)
Make-to-Stock View of an S&OP
48(1)
Make-to-Order View of an S&OP
49(1)
3.4 Strategies for Sales and Operations Planning
50(4)
Some Techniques
50(1)
Trade-off Approaches
51(3)
3.5 Balancing Resources in Sales and Operations Planning
54(3)
3.6 Discussion: A Simple Example
57(3)
Chase
58(1)
Level
58(1)
Combination
59(1)
3.7 Qualitative Issues
60(3)
3.8 Some Business Environment Issues
63(1)
Key Terms
64(1)
Summary
64(1)
References
64(1)
Discussion Questions
65(1)
Exercises
65(6)
CHAPTER 4 The Master Schedule 71(28)
4.1 Background and Links to the S&OP
72(1)
4.2 Master Schedule Horizon
73(1)
4.3 Time Fences
74(2)
4.4 Sources of Demand
76(1)
4.5 Basic Methodology
76(2)
4.6 Impact of Product Environment
78(1)
4.7 General Approach to Master Schedule Development
79(1)
4.8 Available-to-Promise Logic
80(3)
4.9 Planning Options in an ATO Environment
83(2)
4.10 The Two-Level Master Schedule
85(2)
4.11 Some Notes on the Master Scheduling Responsibility
87(2)
4.12 Demand Management Overview
89(1)
4.13 Elements of Demand Management
90(4)
Key Terms
94(1)
Summary
94(1)
References
94(1)
Discussion Questions and Problems
95(4)
CHAPTER 5 Inventory Management 99(26)
5.1 Basic Concepts of Inventory
100(1)
5.2 Categories of Inventory
101(3)
5.3 The Basic Inventory Lot Sizing Model-Economic Order Quantity (EOQ)
104(3)
5.4 Basic Independent Demand Inventory Reorder Models
107(5)
5.5 Inventory Control
112(8)
Location Approaches for Stockrooms and Warehouses
113(1)
Maintaining Inventory Data Accuracy
114(3)
Obtaining Accurate Inventory Records
117(3)
Key Terms
120(1)
Summary
120(1)
References
121(1)
Discussion Questions and Problems
121(4)
CHAPTER 6 Material Requirements Planning 125(38)
6.1 Background and Fundamental Concepts
126(4)
The Problem with Reorder Points
126(4)
6.2 Bills of Material
130(9)
6.3 The MRP "Explosion"
139(2)
Common Lot Sizing Rules
139(2)
6.4 Other MRP Issues
141(8)
Generation of Data
141(1)
Updating Information
141(2)
Exception Messages
143(1)
Other Sources of Demand
144(5)
6.5 Potential MRP Challenges
149(1)
6.6 Enterprise Resource Planning (ERP)
150(2)
6.7 Business Environment Issues
152(1)
Key Terms
153(1)
Summary
153(1)
References
154(1)
Discussion Questions and Problems
154(9)
CHAPTER 7 Capacity Management 163(16)
7.1 Capacity Definitions
164(1)
7.2 Rough-Cut Capacity Planning
165(4)
7.3 Capacity Requirements Planning (CRP)
169(2)
7.4 Input/Output Control (I/O)
171(1)
7.5 Capacity Measures
172(1)
7.6 General Approach to Capacity Management
173(1)
Key Terms
174(1)
Summary
174(1)
References
175(1)
Discussion Questions and Problems
175(4)
CHAPTER 8 Production Activity Control 179(16)
8.1 General PAC Information and Data
180(3)
8.2 Prioritizing Work
183(3)
Scheduling in MRP and "Pull" Production Environments
186(1)
8.3 Scheduling
186(2)
8.4 Loading
188(3)
Infinite Loading
188(1)
Finite Loading
188(3)
8.5 Corrective Actions
191(1)
Key Terms
192(1)
Summary
192(1)
References
192(1)
Discussion Questions and Problems
193(2)
CHAPTER 9 Lean Production and JIT 195(24)
9.1 Fundamental Concepts
196(8)
9.2 Some Impacts on Capacity
204(1)
9.3 The Pull System
205(3)
The Bicycle Example Revisited
207(1)
The "Down Side" of the Change
208(1)
9.4 Kanban
208(6)
How It Works 209 Kanban Rules
211(1)
Number of Kanban Cards
211(2)
Kanban Card Alternatives
213(1)
Setting Priorities with Kanban
214(1)
9.5 Using the Kanban System for Process Improvement
214(1)
9.6 Master Scheduling and Lean Production
215(1)
9.7 Are MRP and Kanban Compatible?
216(1)
Key Terms
217(1)
Summary
217(1)
References
217(1)
Discussion Questions
218(1)
CHAPTER 10 Fundamentals of the Theory of Constraints 219(14)
10.1 Fundamental Principles of the Theory of Constraints
220(1)
10.2 Understanding and Managing the Constraint
221(2)
10.3 Improving the Process Using TOC Principles
223(2)
10.4 Impact on Operations Strategy
225(1)
10.5 General Types of Constraints Causes
226(1)
10.6 Logistics and the Theory of Constraints
226(2)
10.7 Scheduling and the Theory of Constraints
228(1)
10.8 Multiple Time Buffers
228(2)
10.9 Control Points and Batches
230(1)
10.10 Major Steps in Using the Drum-Buffer-Rope Method
231(1)
Key Terms
231(1)
Summary
232(1)
References
232(1)
Discussion Questions
232(1)
CHAPTER 11 "Partnering" Functions: Purchasing and Distribution 233(16)
11.1 Purchasing Information Issues
234(2)
11.2 Purchasing Responsibilities for Material Procurement
236(2)
11.3 Distribution Requirements Planning
238(8)
Basic DRP Structure
240(1)
Key Data Requirements
241(2)
The Bill of Distribution
243(1)
Using the BOD for DRP
244(2)
DRP in a Lean Production "Pull" Environment
246(1)
Key Terms
246(1)
Summary
246(1)
References
247(1)
Discussion Questions and Problems
247(2)
CHAPTER 12 System Integration and Implementation 249(14)
12.1 General System Design and Selection
249(3)
12.2 "Push," "Pull," or Somewhere in Between?
252(4)
Hybrid System #1 MRP with Lean Principles
253(1)
Hybrid System #2 Kanban with MRP Planning
253(1)
Hybrid System #3 Using MRP for Capacity and Long Lead Time Items
254(1)
Hybrid System #4 Pull Systems with "Spike" Control
254(1)
Focus on the Point of Customization
255(1)
12.3 General Implementation Approaches
256(5)
Major Process Steps in Implementation
257(4)
Summary
261(1)
Discussion Questions
262(1)
Index 263

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