Integrated Production, Control Systems: Management, Analysis, and DesignFocuses on the quantitative approaches necessary to computer-integrated manufacturing systems, and integrates major topics covering all phases of the production control cycle: production information processing and flow, production planning, forecasting, material requirements planning and monetary control, and scheduling. This new edition features a compendium set of 11 user-friendly computer programs for the IBM PC that enhance the teaching power of the text, allowing readers to solve real-life problems. Among programs included are growth forecasting, aggregate planning, material requirements planning, lot sizing and inventory control, and limited-resource scheduling. The chapters on scheduling give particularly thorough coverage on this difficult subject. Solutions are clearly presented, with many examples and exercises included in the text. |
From inside the book
Results 1-3 of 42
Page 122
... Overtime is an option frequently used by aggregate planners , but there are definite limits to how much capacity can be varied by controlling overtime . Another option is to subcontract part of the work during peak periods and accept ...
... Overtime is an option frequently used by aggregate planners , but there are definite limits to how much capacity can be varied by controlling overtime . Another option is to subcontract part of the work during peak periods and accept ...
Page 129
... overtime . The workforce in period 1 is 25 people , which represents a maximum available production capacity of 200 units from regular time . t If one assumes an overtime limit of 16 hours a week , then the overtime production capacity ...
... overtime . The workforce in period 1 is 25 people , which represents a maximum available production capacity of 200 units from regular time . t If one assumes an overtime limit of 16 hours a week , then the overtime production capacity ...
Page 436
... OVERTIME PERIOD OR ADD VENDER ( JOBBER ) PRODUCTION . YOU WILL NOW BE GIVEN A CHANCE TO CHANGE THE PLAN BY CHANGING REGULAR OR OVERTIME WORKFORCE LEVELS OR BY CHANGING VENDOR PRODUCTION QUANTITIES . DO YOU WANT TO CHANGE THE PLAN , ( Y ...
... OVERTIME PERIOD OR ADD VENDER ( JOBBER ) PRODUCTION . YOU WILL NOW BE GIVEN A CHANCE TO CHANGE THE PLAN BY CHANGING REGULAR OR OVERTIME WORKFORCE LEVELS OR BY CHANGING VENDOR PRODUCTION QUANTITIES . DO YOU WANT TO CHANGE THE PLAN , ( Y ...
Contents
THE ROLE OF PRODUCTION CONTROL | 1 |
PRODUCTION CONTROL | 18 |
FORECASTING | 59 |
Copyright | |
14 other sections not shown
Other editions - View all
Common terms and phrases
ACTIM activity aggregate planning algorithm allow analysis approach assembly assigned assumed BASICA batch BEGIN INVENTORY Box-Jenkins calculate carrying costs Chapter completion component considered constraints critical path cycle Data Set determine due date Equation error example problem exponential smoothing factors follows forecasted demand function function key Gantt chart given in Figure GROSS REQUIREMENTS Industrial Engineering input inventory costs inventory item inventory level KANBAN Line Balancing line-of-balance linear linear model machine makespan manufacturing master schedule MATERIAL REQUIREMENTS PLANNING maximum mean tardiness minimize minimum needed node operation optimal order costs order quantity output overtime parameters percent period personal computer procedure processor production control purchase quadratic RECPT regression regression analysis resource safety stock sequence shift shown in Figure solution step storage Tandem Computers technique total cost units values vendor week