CONTENTS
Foreword = ⅴ
Preface = ⅶ
About the authors = xiii
Part Ⅰ CIM : the context for production management = 1
Overview = 1
Chapter 1 The new manufacturing environment = 3
1.1 Introduction = 3
1.2 The new environment for manufacturing = 3
1.3 Manufacturing process organization for discrete manufacturing = 9
1.3.1 Jobbing shop production = 9
1.3.2 Batch production = 10
1.3.3 Mass production = 11
1.4 Comparing the types of manufacturing process organization = 11
1.4.1 Changing trends in the automotive industry = 12
1.5 Conclusion = 13
Chapter 2 Development of automation in manufacturing = 15
2.1 Introduction = 15
2.2 Mechanization = 15
2.3 Point automation = 17
2.4 Islands of automation = 18
2.5 The role of computers in manufacturing = 19
2.6 Flexible manufacturing systems = 25
2.7 Conclusion = 28
Chapter 3 Computer integrated manufacturing = 29
3.1 Introduction = 29
3.2 The factory of the future = 29
3.3 The nature of CIM = 31
3.4 Computer integrated business = 37
3.5 Conclusion = 40
Chapter 4 The role of production management in CIM = 41
4.1 Introduction = 41
4.2 Production management systems = 41
4.2.1 Product structure and PMS = 43
4.2.2 Manufacturing process organization PMS = 44
4.3 Production activity control = 47
4.4 The role of PAC in CIM = 48
4.4.1 PAC and automated material handling and storage systems = 48
4.4.2 PAC and automation of fabrication／assembly = 50
4.4.3 PAC and computer aided testing (CAT) = 51
4.4.4 PAC and computer aided process planning = 51
4.4.5 Interaction between PAC and other levels in PMS = 51
4.5 Conclusion = 52
References = 53
Part Ⅱ The requirements planning approach : MRP and MRP Ⅱ = 57
Overview = 57
Chapter 5 Introduction to requirements planning(MRP and MRP Ⅱ) = 59
5.1 Introduction = 59
5.2 History of requirements planning = 59
5.3 The attributes of material requirements planning = 61
5.4 How does MRP work? = 65
5.5 A simple MRP example = 66
5.6 Conclusion = 76
Chapter 6 The use of the MRP system = 77
6.1 Introduction = 77
6.2 Top-down planning with MRP = 77
6.2.1 Regenerative and net change MRP = 78
6.2.2 Frequency of replanning = 80
6.2.3 Low level codes = 81
6.2.4 Rescheduling in top-down planning = 81
6.3 Bottom-up replanning = 83
6.3.1 Pegged requirements = 83
6.3.2 Firm planned orders = 86
6.4 Time representation = 87
6.4.1 Bucketed and bucketless MRP systems = 87
6.4.2 The planning horizon = 89
6.5 The use of safety stocks = 89
6.5.1 Should safety stocks be used? = 90
6.5.2 How is the level of safety stock calculated? = 91
6.6 Conclusion = 92
Chapter 7 Manufacturing resource planning(MRP Ⅱ) = 93
7.1 Introduction = 93
7.2 The evolution from MRP to MRP Ⅱ = 93
7.3 Master production scheduling = 95
7.4 Rough cut capacity planning = 99
7.5 Capacity requirements planning = 99
7.6 Production activity control = 110
7.7 Conclusion = 112
Chapter 8 The production database = 113
8.1 The production database = 113
8.2 The master parts information = 114
8.3 Full inventory status = 115
8.4 Bill of materials information = 115
8.5 Routing information = 116
8.6 Work centre information = 116
8.7 Tooling information = 116
8.8 Conclusion = 117
Chapter 9 Lot sizing in MRP systems = 119
9.1 Introduction = 119
9.2 The lot for lot method = 120
9.3 The fixed order quantity method = 121
9.4 The economic order quantity method = 121
9.5 The fixed order period method = 124
9.6 Periodic order quantity = 124
9.7 Part period balancing = 125
9.8 The Wagner Whitin approach = 128
9.9 How to choose the lot sizing policy = 128
9.10 Conclusion = 130
Chapter 10 The status of MRP／MRP Ⅱ as a paradigm for PMS = 131
10.1 Introduction = 131
10.2 The state of practice of MRP／MRP Ⅱ = 131
10.3 Reasons for failure of MRP installations = 133
10.3.1 Top management commitment = 134
10.3.2 Education in MRP thinking and operation = 135
10.3.3 The need for accurate data = 135
10.4 Current MRP research and development = 136
10.5 Important criticisms of the MRP approach = 138
10.6 The philosophical debate concerning MRP／MRP Ⅱ = 141
10.7 Conclusion = 142
References = 142
Part Ⅲ Just in time = 145
Overview = 145
Chapter 11 The just in time approach = 147
11.1 Introduction = 147
11.2 The goals of the JIT approach = 148
11.2.1 Zero defects = 149
11.2.2 Zero inventories = 150
11.2.3 Zero set-up time = 151
11.2.4 Zero lead time = 151
11.2.5 Zero parts handling = 152
11.3 Key elements in the JIT approach = 152
11.3.1 A match of product design to market demand = 155
11.3.2 Product families and flow based manufacturing = 156
11.3.3 The relationship with suppliers in a JIT environment = 158
11.4 Conclusion = 159
Chapter 12 Manufacturing systems design and planning for JIT = 161
12.1 Introduction = 161
12.2 Product design for ease of manufacture and assembly = 162
12.2.1 Modular design = 166
12.2.2 Design for simplification = 167
12.2.3 Design for ease of automation = 167
12.3 Manufacturing planning techniques = 168
12.3.1 Monthly adaptation = 168
12.3.2 Mixed model production = 169
12.3.3 Daily adaptation = 172
12.4 Techniques to simplify the manufacturing process and reduce lead times = 173
12.4.1 Layout of the production process = 174
12.4.2 Reduction of the queue time = 175
12.4.3 Reduction of the transport time = 180
12.4.4 Reduction of set-up time = 180
12.4.5 Processing time = 182
12.4.6 Concluding remarks on manufacturing process simplification = 183
12.5 The use of manufacturing resources = 183
12.5.1 Flexible labour = 183
12.5.2 Flexible equipment = 184
12.6 Quality control aspects of JIT = 185
12.7 Conclusion = 187
Chapter 13 The Kanban system = 189
13.1 Introduction = 189
13.2 Kanban = 189
13.2.1 Pull system of manufacturing management = 190
13.3 Repetitive manufacturing = 191
13.4 Production activity control with Kanban = 193
13.5 The kanban card types = 193
13.6 The flow of kanban cards = 194
13.7 The flow or parts along the assembly line = 195
13.8 Material movement in the feeder line = 196
13.8.1 The flow of cards along the feeder line = 199
13.8.2 The flow of cards within a work centre = 203
13.9 Kanban card usage = 207
13.10 The full-work system - Kanban for automation = 209
13.11 The single card Kanban = 210
13.12 Relationship to vendors = 211
13.13 Kanban as a productivity improvement technique = 212
13.14 Assumptions necessary for Kanban to work = 212
13.15 Conclusion = 213
References = 214
Part Ⅳ Optimized production technology = 217
Overview = 217
Chapter 14 Optimized production technology philosophy = 219
14.1 Introduction = 219
14.2 Background to OPT = 219
14.3 The OPT philosophy = 221
14.3.1 Bottlenecks = 222
14.3.2 Set-up times = 226
14.3.3 Lot sizes = 228
14.3.4 Lead times and priorities = 230
14.3.5 Cost accounting and performance evaluation = 232
14.4 Conclusion = 235
Chapter 15 Optimized production technology system = 237
15.1 Introduction = 237
15.2 The software system = 237
15.2.1 OPT as a productivity improvement tool = 241
15.3 An illustrative example = 241
15.3.1 A simple example - an order for one product = 243
15.3.2 An order for two products = 247
15.3.3 A further increase in complexity = 249
15.4 Requirements and assumptions of OPT = 252
15.5 Some views on OPT = 253
15.6 Conclusion = 254
References = 254
Part Ⅴ PMS : a view of the future = 257
Overview = 257
Chapter 16 Beyond MRP Ⅱ, JIT and OPT = 259
16.1 Introduction = 259
16.2 The scope of MRP, OPT and JIT = 259
16.3 MRP, OPT, and JIT - application areas = 261
16.4 MRP, OPT and JIT in the new manufacturing environment = 262
16.5 Core theories and key failings = 262
16.5.1 Requirements planning(MRP／MRP Ⅱ) = 262
16.5.2 Just in time(JIT) = 264
16.5.3 Optimized production technology(OPT) = 265
16.6 PMS implementation issues = 266
16.7 A recipe for the present and an image of the future = 267
16.7.1 Strategic issues = 268
16.7.2 Tactical issues = 270
16.7.3 Operational issues = 270
16.8 Conclusions = 272
References = 274
Bibliography = 275
Glossary of acronyms = 277
Index = 279
