Manufacturing Control: the Last Frontier for ProfitsKnjiga govori v jeziku direktorja podjetja, kako uspešno kontaktirati s strankami, zmanjšati operacijske stroške in zvišati dobiček. Knjiga je namenjena vodstvenemu kadru manjših in velikih podjetij. |
From inside the book
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Page 116
... input and output data are based on capacity required to meet the overall product output . If work - in - process is to be lowered , output must be jacked up to work off the excess . Actual input and output are best determined by ...
... input and output data are based on capacity required to meet the overall product output . If work - in - process is to be lowered , output must be jacked up to work off the excess . Actual input and output are best determined by ...
Page 122
... input control then takes over to get things started right . Input control techniques are needed to level out the flow of work to the plant , to release it in a balanced mix which the plant can handle without bottlenecks or downtime ...
... input control then takes over to get things started right . Input control techniques are needed to level out the flow of work to the plant , to release it in a balanced mix which the plant can handle without bottlenecks or downtime ...
Page 123
... input control purposes it is not necessary to get involved in all these details . Simply replenish each week the amount of work a work center or department turned out last week . This is the best measure of actual capacity . This simple ...
... input control purposes it is not necessary to get involved in all these details . Simply replenish each week the amount of work a work center or department turned out last week . This is the best measure of actual capacity . This simple ...
Contents
Laying the Foundations | 11 |
Organizing for Control | 27 |
ForecastsGood or Bad | 37 |
Copyright | |
5 other sections not shown
Common terms and phrases
achieve activities actual approach assembly average lead backlogs backorders basic benefits better bills of material Black & Decker calculated capacity planning capital centers changes Chapter companies components costs cycle dates decisions delivery demand determine develop downtime economic economic ordering quantity effective effort engineering equipment evaluating factors Figure finished products Fisher Controls forecast error formal system formula goals Henry Gantt identified increase informal systems input input/output inventory investment inventory planning lot-size inventory machine loading manpower manufacturing control system marketing master production schedule material requirements planning Materials Control measure meet necessary operations order point/order quantity order quantities ordering system organization output overtime payback period planning and control plant priority control problems production control purchased record accuracy reduced released responsible safety stock shipments significant specific statistical stockout subassemblies techniques total inventory vendors ventory weeks work-in-process