Aggregate planning

Abstract: Chapter 1 Strategy and Competition Chapter 2 Forecasting Chapter 3 Aggregate Planning Supplement 1 Linear Programming Chapter 4 Inventory Control Subject to Known Demand Chapter 5 Inventory Control Subject to Uncertain Demand Chapter 6 Supply Chain Management Chapter 7 Push and Pull Production Control Systems: MRP and JIT Chapter 8 Operations Scheduling Supplement 2 Queuing Theory Chapter 9 Project Scheduling Chapter 10 Facilities Layout and Location Chapter 11 Quality and Assurance Chapter 12 Reliability and Maintainability Appendix Tables Index

Abstract: A decision support system for the management of an agile supply chain that provides an architecture including a server side and a client side. The server side includes a decision support system database that interfaces with model engine that performs analysis of the data to support planning decisions. The server side includes a server manager that coordinates requests for service and information. The client side includes decision frames that present the various view points available in the system to the users. A frame manager coordinates the requests from decision support frames to access the needed data and models. The decision support frames provide a view into supply chain and integrate analytical models responsive to the view point of a business process such as demand management. The frames include a supply management frame, a demand management frame, a vendor managed replenishment frame, a Planning, Sales and Inventory planning frame and a distribution network design frame. The model engine includes a component procurement policy development module, a finished goods distribution network design module, an aggregate production planning module, a finished goods inventory management module, a sales forecasting and planning module, a market data analysis module, a vendor managed replenishment module and various utilities such as generic linear programming solvers and statistical analysis routines. The system also includes a demand and supply reconciliation process reconciling production, sales and inventory and reconciling a top-down forecast with a bottom-up forecast where an expert based model is used for the bottom-up forecast. A capacity planning process determines the feasibility of a capacity plan responsive to supply constraints. A vendor managed replenishment process plans inventory replenishment analysis and periods responsive to predicted sales and supply constraints. A scenario management process associated with all frames enables the user to analyze different hypothetical scenarios for comparison of business plans. The frame manager includes a system integrator and a functional integrator. A database management system manages the supply and maintenance of information needed by the modeling processes through the frame manager. A domain management process limits data available to said frames responsive to a user selection.

Abstract: The decision problems involved in setting the aggregate production rate of a factory and setting the size of its work force are frequently both complex and difficult. The quality of these decisions can be of great importance to the profitability of an individual company, and when viewed on a national scale these decisions have a significant influence on the efficiency of the economy as a whole. This paper reports some of the findings of a research team that has been developing new methods to enable production executives to make better decisions and to make them more easily than they can with prevailing procedures. With the cooperation of a manufacturing concern, the new methods have been developed in the context of a set of concrete production scheduling problems that were found in a factory operated by the company. The new method which is presented in this paper, involves: (1) formalizing and quantifying the decision problem (using a quadratic approximation to the criterion function) and (2), calculating...

Abstract: 1. Introduction. Recent developments. Discussion of approaches. Basic design aspects. Overview of the content of the book. 2. Production Units and Goods Flow Control. System boundary. Basic concepts. Production units, work orders. Goods flow control. Selection of GFC-items. An engineer-to-order machine manufacturer: a case study. The case: production units and production phases. PU operational constraints: general discussion. The effects of the PU operation constraints for the engineer-to-order situation. 3. Goods Flow Control Structure. Capacity aspect and item aspect within goods flow control. Coordination of sales and production. The case situation: Aggregate and detailed level within GFC. Coordination of sales and production. Remarks. Aggregate planning. 4. Decision Making and Budgeting. Decision-making in the area of goods flow control. Budget control. Towards an integration of goods flow control and budget control. 5. The Role of Models. Operational models. Performance models. Structure. Complex performance models. 6. Information Systems. MRP II standard software packages. Information systems for customer-order driven production. The information systems' consequences of the new control concepts. An information system for the case described in Chapters 2 and 3. Appendices: Systems software. Calendars. Other types of items, defined in MRP-packages planning bills-of-material. Data structure diagramming notations. The forecast consumption technique. 7. Overview of the Cases. The control situations. 8. Production Control in a Complex Component Manufacturing Firm. Description of the production system. Goods flow control analysis and redesign. The initial structure of the assembly department. Problem analysis and definition of basic solution. 9. Structuring Production Control in a Steel Tube Manufacturing Firm. The steel tube manufacturing process. The initial production control system. Problem analysis. The new production control structure. 10. Production Control in a Consumer Electronics Factory. Existing production control system. Internal flexibility. Release stretches/production units. Aggregate production planning. Product structure and marketing structure. Operational coordination of sales and production. Information systems' consequences. Appendices. 11. Structuring the Production Control System in a Maintenance and Repair Shop. The repair shop. Analysis of the control problem. Aggregate production planning. Material coordination and production unit control. References. Subject Index. An Introduction and Conclusion are included in each chapter.