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Manufacturing Planning and Control Systems,9780256138993
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Manufacturing Planning and Control Systems

by Vollmann, Thomas E.; Berry, William L.; Whybark, D. Clay
ISBN13:

9780256138993

ISBN10:
0256138990
Format:
Hardcover
Pub. Date:
2/1/1997
Publisher(s):
McGraw-Hill/Irwin
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Table of Contents

Chapter 1 Manufacturing Planning and Control
1(12)
THE MPC SYSTEM DEFINED
2(1)
Typical MPC Support Tasks
2(1)
Costs and Benefits of MPC Systems
2(1)
AN MPC SYSTEM FRAMEWORK
3(6)
MPC System Activities
4(1)
The System and the Framework
4(2)
Matching the MPC System with the Needs of the Firm
6(1)
An MPC Classification Schema
7(2)
EVOLUTION OF THE MPC SYSTEM
9(1)
The Changing Competitive World
9(1)
Reacting to the Changes
9(1)
CONCLUDING PRINCIPLES
10(3)
Chapter 2 Material Requirements Planning
13(55)
MATERIAL REQUIREMENTS PLANNING IN MANUFACTURING PLANNING AND CONTROL
14(3)
MRP and MRPII
16(1)
RECORD PROCESSING
17(12)
The Basic MRP Record
17(8)
Linking the MRP Records
25(4)
TECHNICAL ISSUES
29(7)
Processing Frequency
29(1)
Bucketless Systems
30(1)
Lot Sizing
31(1)
Safety Stock and Safety Lead Time
32(1)
Low-Level Coding
33(1)
Pegging
33(1)
Firm Planned Orders
34(1)
Service Parts
34(1)
Planning Horizon
35(1)
Scheduled Receipts versus Planned Order Releases
35(1)
USING THE MRP SYSTEM
36(6)
The MRP Planner
36(2)
Exception Codes
38(1)
Bottom-Up Replanning
39(1)
An MRP System Output
40(2)
SYSTEM DYNAMICS
42(5)
Transactions during a Period
42(1)
Rescheduling
43(1)
Complex Transaction Processing
44(1)
Procedural Inadequacies
45(2)
THE MRP DATA BASE
47(1)
The Item Master File
47(1)
The Subordinate Item Master File
47(1)
The Bill of Material File
47(1)
The Location File
48(1)
The Calendar File
48(1)
Open Order Files
48(1)
Other File Linkages
48(1)
MRP SYSTEM EXAMPLES
48(4)
Ethan Allen Furniture Company--A Manual Application
49(1)
Jet Spray--An Integrated On-Line Example
49(3)
CONCLUDING PRINCIPLES
52(16)
Chapter 3 Just-in-Time
68(52)
JIT IN MANUFACTURING PLANNING AND CONTROL
69(9)
Major Elements of Just-in-Time
70(1)
JIT's Impact on Manufacturing Planning and Control
71(2)
The Hidden Factory
73(1)
JIT Building Blocks in MPC
74(4)
A JIT EXAMPLE
78(11)
Leveling the Production
78(1)
Pull System Introduction
79(4)
Product Design
83(2)
Process Design
85(2)
Bill of Material Implications
87(2)
JIT APPLICATIONS
89(10)
Single-Card Kanban
89(2)
Toyota
91(5)
Hewlett-Packard
96(3)
NONREPETITIVE JIT
99(3)
A Service-Enhanced View of Manufacturing
99(1)
Flexible Systems
100(1)
Simplified Systems and Routine Execution
101(1)
JIT IN PURCHASING
102(3)
The Basics
102(3)
Lessons
105(1)
JIT SOFTWARE
105(3)
HP JIT Software
105(3)
JIT Using MRP Software
108(1)
MANAGERIAL IMPLICATIONS
108(3)
Information System Implications
109(1)
Manufacturing Planning and Control
109(1)
Scorekeeping
110(1)
Pros and Cons
111(1)
CONCLUDING PRINCIPLES
111(9)
Chapter 4 Capacity Planning
120(45)
CAPACITY PLANNING'S ROLE IN MPC SYSTEMS
121(3)
Hierarchy of Capacity Planning Decisions
121(1)
Links to Other MPC System Modules
122(2)
CAPACITY PLANNING AND CONTROL TECHNIQUES
124(17)
Capacity Planning Using Overall Factors (CPOF)
124(2)
Capacity Bills
126(2)
Resource Profiles
128(7)
Capacity Requirements Planning (CRP)
135(2)
Input/Output Control
137(3)
The Capacity "Bath Tub"
140(1)
MANAGEMENT AND CAPACITY PLANNING
141(5)
Capacity Planning in the MPC System
141(1)
Choosing the Measure of Capacity
142(2)
Choice of a Specific Technique
144(1)
Using the Capacity Plan
145(1)
DATA BASE REQUIREMENTS
146(1)
Data Base Design Considerations
146(1)
EXAMPLES OF APPLICATIONS
147(6)
Capacity Planning at Montell USA, Inc.
147(1)
Capacity Planning at Twin Disc
148(4)
Capacity Planning at Applicon
152(1)
CONCLUDING PRINCIPLES
153(12)
Chapter 5 Production Activity Control
165(40)
A FRAMEWORK FOR PRODUCTION ACTIVITY CONTROL
166(3)
MPC System Linkages
167(1)
The Linkages between MRP and PAC
167(1)
Just-in-Time Impact on PAC
168(1)
The Company Environment
169(1)
PRODUCTION ACTIVITY CONTROL TECHNIQUES
169(11)
Basic Shop-Floor Control Concepts
169(3)
Gantt Charts
172(1)
Priority Sequencing Rules
173(1)
Finite Loading
174(4)
Vendor Scheduling and Follow-Up
178(1)
Lead Time Management
179(1)
PRODUCTION ACTIVITY CONTROL EXAMPLES
180(11)
Critical Ratio Shop-Floor Control at Twin Disc
181(5)
The CAPOSS System at Swissair
186(2)
Vendor Scheduling at Steelcase
188(1)
PAC Procurement Practices under "World Class" Manufacturing
188(3)
THE PRODUCTION ACTIVITY CONTROL DATA BASE
191(3)
Data Acquisition and Feedback
192
CONCLUDING PRINCIPLES
194(11)
Chapter 6 Master Production Scheduling
205(64)
THE MASTER PRODUCTION SCHEDULING ACTIVITY
206(4)
The Anticipated Build Schedule
206(1)
Linkages to Other Company Activities
207(1)
The Business Environment for the MPS
208(2)
MASTER PRODUCTION SCHEDULING TECHNIQUES
210(12)
The Time-Phased Record
210(3)
Rolling through Time
213(1)
Order Promising
214(3)
Consuming the Forecast
217(3)
Mitel Corporation: Order Promising with ATP
220(2)
BILL OF MATERIAL STRUCTURING FOR THE MPS
222(7)
Key Definitions
224(1)
The Modular Bill of Material
225(2)
The Planning Bill of Material
227(2)
THE FINAL ASSEMBLY SCHEDULE
229(4)
Relation to the MPS
230(1)
The Hill-Rom FAS
231(2)
THE MASTER PRODUCTION SCHEDULER
233(5)
The MPS as a Set of Firm Planned Orders
234(1)
The Job
235(3)
EXAMPLES
238(6)
The Ethan Allen Master Production Schedule
238(4)
Master Production Scheduling at Jet Spray
242(2)
MASTER PRODUCTION SCHEDULE STABILITY
244(3)
Ethan Allen Stability
244(2)
Freezing and Time Fencing
246(1)
MANAGING THE MPS
247(4)
The Overstated MPS
247(1)
MPS Measures
248(1)
Monitoring the MPS at Ethan Allen
248(3)
CONCLUDING PRINCIPLES
251(18)
Chapter 7 Production Planning
269(43)
PRODUCTION PLANNING IN THE FIRM
270(5)
Sales and Operations Planning
270(1)
Production Planning and Management
270(2)
Production Planning and MPC Systems
272(2)
Payoffs
274(1)
THE PRODUCTION-PLANNING PROCESS
275(11)
Routinizing Production and Game Planning
276(2)
The Basic Trade-Offs
278(4)
Evaluating Alternatives
282(4)
THE NEW MANAGEMENT OBLIGATIONS
286(4)
Top-Management Role
286(1)
Functional Roles
287(1)
Integrating Strategic Planning
288(1)
Controlling the Production Plan
289(1)
OPERATING PRODUCTION-PLANNING SYSTEMS
290(12)
Production Planning at Compugraphic
290(3)
Mohawk's Integrated Planning Process
293(7)
Hill-Rom's Use of Planning Bills of Material
300(2)
CONCLUDING PRINCIPLES
302(10)
Chapter 8 Demand Management
312(42)
DEMAND MANAGEMENT IN MANUFACTURING PLANNING AND CONTROL SYSTEMS
313(6)
Demand Management and Production Planning
314(1)
Demand Management and Master Production Scheduling
314(2)
Make to Demand
316(2)
Outbound Product Flow
318(1)
Data Capture
318(1)
Dealing with Day-to-Day Customer Orders
319(1)
DEMAND MANAGEMENT TECHNIQUES
319(11)
Aggregating and Disaggregating Forecasts
320(5)
Make-to-Stock Demand Management
325(2)
Assemble-to-Order Demand Management
327(3)
Make-to-Order Demand Management
330(1)
MANAGING DEMAND
331(5)
Organizing for Demand Management
332(1)
Managing Service Levels
333(2)
Using the System
335(1)
COMPANY EXAMPLES
336(6)
Forecasting at Ross Laboratories
336(4)
Customer Order Promising at Kirk Motors, Ltd.
340(2)
Make-to-Order Products at Elliott Company, Division of Carrier Corporation
342(1)
CONCLUDING PRINCIPLES
342(12)
Chapter 9 Integrated MPC Systems
354(35)
MPC DESIGN OPTIONS
354(7)
Master Production Scheduling Options
355(2)
Detailed Material Planning Options
357(1)
Shop-Floor System Options
358(3)
CHOOSING THE OPTIONS
361(8)
Market Requirements
361(1)
The Manufacturing Task
362(1)
Manufacturing Process Design
363(1)
MPC System Design
364(5)
THE CHOICES IN PRACTICE
369(8)
Moog, Inc., Space Products Division
369(3)
Kawasaki, U.S.A.
372(2)
Applicon
374(3)
The Driver Is the Marketplace
377(1)
INTEGRATING MRP AND JIT
377(3)
The Need to Integrate
377(1)
Physical Changes That Support Integration
378(1)
Some Techniques for Integrating MRP and JIT
378(1)
Strategy for Combining MRP and JIT
379(1)
CONCLUDING PRINCIPLES
380(9)
Chapter 10 Implementation of MPC Systems
389(50)
INITIATING THE PROJECT
390(10)
The Yardstick of Performance
390(3)
The Company Environment
393(1)
Justification
394(5)
An Evolutionary Point of View
399(1)
ESSENTIAL PREREQUISITES
400(5)
Matching the Manufacturing Task to System Design
401(1)
MPC Data Base Integrity
402(3)
Discipline to Use the Formal System
405(1)
ORGANIZATIONAL ISSUES
405(3)
Top-Management Commitment
406(1)
Waste or "Slack" Reduction
406(1)
Job Design
407(1)
THE IMPLEMENTATION PROJECT TEAM
408(4)
Project Team Structure
408(1)
The Primary Project Team
409(1)
Team Building
410(2)
EDUCATION
412(7)
Education Levels and Requirements
413(2)
An Education Program
415(1)
Problem Solving
416(2)
Coping with Change
418(1)
PROJECT MANAGEMENT
419(5)
Defining the Scope
419(1)
Where to Start
420(1)
Project Planning
420(1)
Project Control
421(2)
When to Quit
423(1)
AUDITING
424(6)
Cross-Checking the Data Base
424(1)
Reconciling Data Base Errors
425(1)
The Just-in-Time Approach to Data Accuracy
425(2)
A Detailed Checklist for the MRP-Based System
427(1)
The Audit Process
428(2)
Continual Improvement
430(1)
CONCLUDING PRINCIPLES
430(9)
Chapter 11 Advanced Concepts in Material Requirements Planning
439(41)
DETERMINING MANUFACTURING ORDER QUANTITIES
440(9)
Economic Order Quantities (EOQ)
441(1)
Periodic Order Quantities (POQ)
442(1)
Part Period Balancing (PPB)
443(2)
McLaren's Order Moment (MOM)
445(2)
Wagner-Whitin Algorithm
447(1)
Simulation Experiments
447(2)
DETERMINING PURCHASE ORDER QUANTITIES
449(6)
The Purchasing Discount Problem
449(4)
Look-Ahead Feature
453(1)
Performance Comparisons
453(2)
BUFFERING CONCEPTS
455(6)
Categories of Uncertainty
456(1)
Safety Stock and Safety Lead Time
457(2)
Safety Stock and Safety Lead Time Performance Comparisons
459(2)
Other Buffering Mechanisms
461(1)
NERVOUSNESS
461(3)
Sources of MRP System Nervousness
462(1)
Reducing MRP System Nervousness
462(2)
OTHER ADVANCED MRP CONCEPTS
464(3)
Timing Conventions
464(1)
Bucketless Systems
465(1)
Phantom Assemblies
465(1)
Scrap Allowances
466(1)
Automatic Updating
467(1)
CONCLUDING PRINCIPLES
467(13)
Chapter 12 Advanced Concepts in Just-in-Time
480(94)
A JIT RESEARCH FRAMEWORK
481(1)
SCHEDULING
481(8)
Scheduling Mixed Model Assembly Lines under JIT
484(4)
Schedule Stability in Implementing JIT
488(1)
SUPPLIER MANAGEMENT
489(8)
PRODUCTION FLOOR MANAGEMENT
497(10)
Setup Time Reduction
498(4)
Determining the Optimal Number of Kanbans
502(5)
JIT PERFORMANCE AND OPERATING CONDITIONS
507(8)
Variability in Operating Conditions
507(2)
Lot Size
509(2)
Comparing MPC System Approaches
511(4)
CONCLUDING PRINCIPLES
515(9)
Chapter 13 Advanced Concepts in Scheduling
524(50)
A SCHEDULING FRAMEWORK
525(3)
Performance Criteria
525(1)
Shop Structure
526(1)
Product Structure
527(1)
Work Center Capacities
528(1)
BASIC SCHEDULING RESEARCH
528(9)
Static Scheduling Approaches
529(1)
Dynamic Scheduling Approaches
529(1)
The One-Machine Case
530(1)
The Two-Machine Case
531(2)
Queuing Model Approaches
533(1)
Sequencing Rules
533(2)
Sequencing Research Results
535(2)
ADVANCED RESEARCH FINDINGS
537(11)
Due Date Setting Procedures
537(3)
Dynamic Due Dates
540(4)
Labor-Limited Systems
544(2)
Lessons for Practice
546(2)
EMERGING ISSUES IN SCHEDULING
548(12)
Scheduling Cellular Manufacturing Systems
548(1)
Scheduling Manned Cellular Manufacturing Systems
549(4)
Scheduling FMS Systems
553(7)
CONCLUDING PRINCIPLES
560(14)
Chapter 14 Advanced Concepts in Master Production Scheduling
574(38)
TWO-LEVEL MASTER PRODUCTION SCHEDULING
575(4)
Two-Level MPS Example
575(2)
Booking Customer Orders
577(1)
Managing with a Two-Level MPS
578(1)
TWO-LEVEL MPS AT MITEL CORPORATION
579(3)
MPS Planning
579(2)
MPS Detail
581(1)
ADDITIONAL TECHNIQUES
582(5)
Alternative ATP Explosion Conventions
582(2)
Consumption by Actual Orders
584(2)
Capacity Planning
586(1)
METHODS FOR CONSTRUCTING PLANNING BILLS OF MATERIAL
587(8)
The Matrix Bill of Material Approach
588(1)
Commonality and Bill of Material Depth
588(3)
Component Commonality Analysis System
591(1)
Material Handling Equipment Manufacturer Example
591(4)
CONCLUDING PRINCIPLES
595(17)
Chapter 15 Advanced Concepts in Production Planning
612(36)
MATHEMATICAL PROGRAMMING APPROACHES
613(4)
Linear Programming
613(2)
Mixed Integer Programming
615(2)
OTHER APPROACHES
617(3)
The Linear Decision Rule
617(2)
The Management Coefficients Model
619(1)
Search Decision Rules
620(1)
DISAGGREGATION
620(7)
The Disaggregation Problem
620(1)
Hierarchical Production Planning
621(2)
Disaggregation through Mathematical Programming
623(4)
COMPANY EXAMPLE
627(6)
Owens-Corning Fiberglas: Anderson, South Carolina, Plant
627(1)
Aggregate Production Planning
628(3)
Disaggregating the Production Plan
631(2)
APPLICATIONS POTENTIAL
633(3)
Application of Modeling Techniques
634(1)
Data Issues
634(1)
The Future
635(1)
CONCLUDING PRINCIPLES
636(12)
Chapter 16 Short-Term Forecasting Systems
648(40)
THE FORECASTING PROBLEM
649(4)
Forecasting Perspectives
649(1)
Forecast Evaluation
650(3)
BASIC FORECASTING TECHNIQUES
653(7)
Example Forecasting Situation
653(3)
Moving Averages
656(1)
The Basic Exponential Smoothing Model
657(3)
ENHANCING THE BASIC EXPONENTIAL SMOOTHING MODEL
660(6)
Trend Enhancement
660(2)
Seasonal Enhancement
662(3)
Trend and Seasonal Enhancement
665(1)
Other Enhancements
666(1)
FOCUS FORECASTING
666(1)
COMPARISONS OF METHODS
667(3)
The Forecasting Competition
667(1)
The Focus Forecasting Comparison
668(2)
USING THE FORECASTING SYSTEM
670(6)
Incorporating External Information
670(1)
Getting Started
671(1)
Demand Filter Monitoring
672(1)
Tracking Signal Monitoring
673(1)
Strategic Issues
674(2)
FORECASTING IN INDUSTRY
676(1)
CONCLUDING PRINCIPLES
677(11)
Chapter 17 Independent Demand Inventory Management
688(55)
BASIC CONCEPTS
689(3)
Independent versus Dependent Demand Items
689(2)
Functions of Inventory
691(1)
MANAGEMENT ISSUES
692(2)
Routine Inventory Decisions
692(1)
Determining Inventory System Performance
693(1)
Timing the Implementation
693(1)
INVENTORY-RELATED COSTS
694(4)
Order Preparation Costs
694(1)
Inventory Carrying Costs
694(1)
Shortage and Customer Service Costs
695(1)
Incremental Inventory Costs
696(1)
Example Cost Trade-Offs
696(2)
ECONOMIC ORDER QUANTITY MODEL
698(3)
Solving the EOQ Model
699(2)
QUANTITY DISCOUNT MODEL
701(1)
ORDER TIMING DECISIONS
702(11)
Sources of Demand and Supply Uncertainty
702(2)
The Introduction of Safety Stock
704(3)
Continuous Distributions
707(1)
Probability of Stocking-Out Criterion
708(2)
Customer Service Criterion
710(1)
Time Period Correction Factor
710(2)
Forecast Error Distribution
712(1)
ORDER QUANTITY AND REORDER POINT INTERACTIONS
713(7)
Service Levels and Order Quantities
714(3)
Total Cost Criterion
717(1)
Grid Search Procedure
718(1)
The Iterative (Q, R) Procedure
719(1)
MULTI-ITEM MANAGEMENT
720(5)
Single-Criterion ABC Analysis
720(2)
Multiple-Criterion ABC Analysis
722(3)
MULTIPLE ITEMS FROM A SINGLE SOURCE
725(8)
Methods Based on Individual Item Reorder Points
727(3)
Methods Based on Group Reorder Points
730(1)
A Group Service Level Method
731(1)
Simulation Experiments
732(1)
CONCLUDING PRINCIPLES
733(10)
Chapter 18 Distribution Requirements Planning
743(44)
DRP IN MANUFACTURING PLANNING AND CONTROL SYSTEMS
744(4)
DRP and the Marketplace
745(1)
DRP and Demand Management
746(1)
DRP and Master Production Scheduling
747(1)
DRP TECHNIQUES
748(13)
The Basic DRP Record
748(2)
Time-Phased Order Point (TPOP)
750(1)
Linking Several Warehouse Records
751(3)
Managing Day-to-Day Variations from Plan
754(4)
Safety Stock in DRP
758(3)
MANAGEMENT ISSUES WITH DRP
761(7)
Data Integrity and Completeness
761(1)
Organizational Support
762(3)
Problem Solving
765(3)
COMPANY EXAMPLE
768(5)
CONCLUDING PRINCIPLES
773(14)
Chapter 19 MPC Frontiers
787(36)
THE MPC SYSTEM SCHEMATIC
788(1)
The Standard for MPC Systems
788(1)
Beyond the Schematic
789(1)
OPTIMIZED PRODUCTION TECHNOLOGY (OPT)
789(13)
Basic Concepts of OPT
790(5)
OPT and the MPC Framework
795(1)
Philosophical Underpinnings
796(2)
Theory of Constraints
798(1)
Implementation Issues
798(1)
The Repetitive Lot Concept
799(3)
MPC FOR THE PROCESS INDUSTRIES (PRISM)
802(5)
Production Resources
803(1)
Production Models
804(1)
Transaction Processing
804(1)
Performance Measurement
805(2)
Implications for MPC Practice
807(1)
INTEGRATED SUPPLY CHAIN MANAGEMENT: THE NEXT FRONTIER
807(5)
Supply Chain Complexity
808(1)
Best Practices
808(2)
Implications for MPC Systems
810(2)
CONCLUDING PRINCIPLES
812(11)
Index 823


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