Tech 147 Dr. Samuel C. Obi
Unit 2
Production Control Information
Flow & Planning Tools
Objectives:
a) Explore the sources
and destinations of critical information channels in manufacturing organizations
b) Determine various shop floor tools for information processing
c) Describe various tools employed in production planning, design & control
d) Investigate analysis techniques employed in production
control information flow and planning
e) Integrate production control information systems
f) Use root cause analysis and fishbone charts to analyze manufacturing systems
The status of materials as they progress from one operation
to the other needs to be monitored for efficient, smooth and bottleneck free
movement in the factory
The controlling activity of management is accomplished
through the information system that monitors the production activity
Integrated production control information system concept is
based on the need to coordinate the plans and control all the way from
forecasting demand to shipping products
Some Shop Floor Information Input
Resource status (people, machines, tools, material handling,
inspection equipment etc.
Job status
Material status
Schedule status
Material move status
Recent performance status
Production Control Information
Outputs
Requirement planning reports
Inventory control reports
Operations scheduling report
Materials handling reports
Quality control reports
Assembly reports
Shop floor control reports
Vollmann et al Chapter 7: Material
Requirements Planning
MRPs managerial objective is to provide the right part at
the right time to meet the schedules for completed products
MRP provides formal plans for each part number, whether raw
material, component, or finished good
MRP in Manufacturing Planning and
Control
MRP is central to the development of detailed plans
for part needs
Companies often start from MRP in developing their
MPC system
MRP represents the central system in the engine
portion (see figure 7.1)
MRP translates the overall plans for production into detailed
individual steps necessary for accomplishing those plans
The Basic MRP Record:
Interpretations (Fig 7.2, Page 225)
Gross requirements (anticipated future usage of or demand
for the item during the period)
Scheduled receipts (existing replenishment orders for the
item due in at the beginning of each period)
Projected available balance (current and projected inventory
status for the item at the end of each period)
Planned order releases (planned replenishment orders for the
item at the beginning of each period)
Time bucket (period)
Planning horizon (number of periods in the record)
Lead time and lot size
Uses of the Bill of Materials
(BOM) in Scheduling
For parts listing
For product structure diagram
As indented bill of materials
In gross to net explosion
Front schedule versus back schedule
Application to second project
Linking the MRP Records
Linked individual time-phased MRP records (see figure 7.8,
page 233)
Interpretation of the principles
Process automatically done by MRP system
Application to second project
Technical Issues
Processing frequency
Safety stock and safety lead time
Service parts
Planning horizon
Scheduled receipts versus planned order releases
The MRP Planner
Typically works in the production planning, inventory
control, and purchasing departments
Has the responsibility for making detailed decisions
that keep materials moving through the plant
Order launching
Reschedule due dates, analyze/update system etc.
Allocation and availability checking
The MRP Data Base
Item master file
Subordinate item master file
Bill of material file
Location file
Calendar file
Open order files
Vollmann et all Chapter 9:
Just-In-Time (JIT)
JIT
greatly reduces 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
JIT in Manufacturing Planning and
Control
Major elements of JIT (e.g. zero inventories, setup time
reduction, no defects or fool-proof operations (poka-yoke), TPM, worker
involvement, continual improvement, pull systems, and cellular manufacturing)
JITs impact on manufacturing planning and control (see
figure 9.1, page 301)
JIT has maximum impact on the back end of MPC
Some JIT
Benefits (see Figure 9.2, page 303 for complete listing)
Manufacturing throughput time reductions
Materials
moved shorter distances
Inventory
reductions
Labor
cost reductions
Better
team working
Space
reductions
Quality
cost reductions
Quality
improvements
Simplified
MPC systems
Greater
responsiveness to market demands
JIT Objectives
Zero inventory
Zero lead time
Zero failures
Flow process
Flexible manufacture
Eliminate waste
JIT Building Block in
MPC (see Figure 9.4, page 307)
Product design
Process design
Human/organizational elements
Manufacturing planning and control
JIT Applications
Single-card Kanban example (page 316)
Toyotas Kanban
system
Some System Planning
Tools and Applications
Flow
process charts
Operation
process charts
Fishbone
(Ishikawa) charts
Pareto
diagram
Simulation
tools (Simprocess etc.)