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. |
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Page 318
... activities A , B , and C are critical , we find the following : Activity A Critical 8 times . Activity B Critical 9 times . Activity C Critical 11 times . Since there are 27 combinations , it follows that activity C has a probability of ...
... activities A , B , and C are critical , we find the following : Activity A Critical 8 times . Activity B Critical 9 times . Activity C Critical 11 times . Since there are 27 combinations , it follows that activity C has a probability of ...
Page 351
... activity G is set at the current TNOW and the TFIN is set at TSTART plus activity G's duration time . Now it is necessary to determine if activity G being completed will allow another activity to be feasible at some future time . With G ...
... activity G is set at the current TNOW and the TFIN is set at TSTART plus activity G's duration time . Now it is necessary to determine if activity G being completed will allow another activity to be feasible at some future time . With G ...
Page 359
... activity requires more resources than are avail- able , it is impossible to schedule that activity . In the example problem there are five units of resource R1 and four units each for resources R2 and R3 . No activity requires more than ...
... activity requires more resources than are avail- able , it is impossible to schedule that activity . In the example problem there are five units of resource R1 and four units each for resources R2 and R3 . No activity requires more than ...
Contents
THE ROLE OF PRODUCTION CONTROL | 1 |
INFORMATION FLOW | 18 |
FORECASTING | 59 |
Copyright | |
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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 historical data 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