this document contains Types of production system
(In our introduction to production and operations management ("POM") we suggested that there are several different methods of handling the conversion or production process - Job, Batch, Flow and Group. This revision note explains these methods in more detail.)
1. Job method
2. Batch method
3. Flow method
This topic is related to Material requirement planning, MRP.
Types of material requirement planning
Benefits of MRP. Limitation of MRP, Objective of MRP, MRP Input, MRP Output, Steps of MRP
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Material requirements planning (MRP) is a production planning, scheduling, and inventory control system used to manage manufacturing processes. Most MRP systems are software-based, but it is possible to conduct MRP by hand as well. ... Plan manufacturing activities, delivery schedules and purchasing activities.
This topic is related to Material requirement planning, MRP.
Types of material requirement planning
Benefits of MRP. Limitation of MRP, Objective of MRP, MRP Input, MRP Output, Steps of MRP
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Material requirements planning (MRP) is a production planning, scheduling, and inventory control system used to manage manufacturing processes. Most MRP systems are software-based, but it is possible to conduct MRP by hand as well. ... Plan manufacturing activities, delivery schedules and purchasing activities.
Production System and Production Facilitiessanket394
The ppt takes you through some of the production facilities and functions that are part of manufacturing process. And helps in carrying out the manufacturing process and functions more efficeiantly.
Production Management
Types of plant Layout like production or line layout, Process layout, Fixed position or Location layout and combined layout.Along with its importance with example.
Plant Layout
Facility Layout Planning
Product Layout
Process Layout
Fixed position layout
Cellular layout
Factors affecting location plant
Merit and Demerits
Plant Layout Principles
An Assembly line
U shaped assembly line
Assembly line balancing
Cellular layout and Group Technology
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
Stores management is part of the overall function of materials management. In order, therefore, to understand the function of the former it is desirable to have a clear understanding of what materials management stands for.
According to Alford and Beatty “storekeeping is that aspect of material control concerned with the physical storage of goods.” In other words, storekeeping relates to art of preserving raw materials, work-in-progress and finished goods in the stores.
CAPACITY PLANNING AND FACILITIES PLANNINGLibcorpio
OPERATIONS MANAGEMENT, CAPACITY PLANNING, FACILITIES PLANNING, STRATEGIC CAPACITY PLANNING, MEASUREMENT OF CAPACITY PLANNING, PROCESS OF CAPACITY PLANNING, HIERARCHY OF FACILITY PLANNING, OBJECTIVE OF FACILITY LAYOUT, DESIGN OF FACILITY LAYOUT, DESIGN LAYOUT TECHNIQUES, TYPES OF FACILITY LAYOUT, PROCESS LAYOUT, PRODUCT LAYOUT, COMBINATION LAYOUT, FIXED POSITION LAYOUT, GROUP LAYOUT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Production System and Production Facilitiessanket394
The ppt takes you through some of the production facilities and functions that are part of manufacturing process. And helps in carrying out the manufacturing process and functions more efficeiantly.
Production Management
Types of plant Layout like production or line layout, Process layout, Fixed position or Location layout and combined layout.Along with its importance with example.
Plant Layout
Facility Layout Planning
Product Layout
Process Layout
Fixed position layout
Cellular layout
Factors affecting location plant
Merit and Demerits
Plant Layout Principles
An Assembly line
U shaped assembly line
Assembly line balancing
Cellular layout and Group Technology
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
Stores management is part of the overall function of materials management. In order, therefore, to understand the function of the former it is desirable to have a clear understanding of what materials management stands for.
According to Alford and Beatty “storekeeping is that aspect of material control concerned with the physical storage of goods.” In other words, storekeeping relates to art of preserving raw materials, work-in-progress and finished goods in the stores.
CAPACITY PLANNING AND FACILITIES PLANNINGLibcorpio
OPERATIONS MANAGEMENT, CAPACITY PLANNING, FACILITIES PLANNING, STRATEGIC CAPACITY PLANNING, MEASUREMENT OF CAPACITY PLANNING, PROCESS OF CAPACITY PLANNING, HIERARCHY OF FACILITY PLANNING, OBJECTIVE OF FACILITY LAYOUT, DESIGN OF FACILITY LAYOUT, DESIGN LAYOUT TECHNIQUES, TYPES OF FACILITY LAYOUT, PROCESS LAYOUT, PRODUCT LAYOUT, COMBINATION LAYOUT, FIXED POSITION LAYOUT, GROUP LAYOUT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
UNIT – I
Production System & Advanced Forecasting Method
Generalized Model of production system, design, optimization & control of production system. PPC – Production Planning, integrated part of corporate planning process, Integrative nature of production plans, centralized and decentralized production planning.
Advanced Forecasting – Principles, SWOT analysis, and 7S approach, Advanced Techniques – multi item forecasting, slow item forecasting.
UNIT - II
Capacity Planning
Measurement measures, estimating future capacity needs, factors influencing, factors favouring over capacity and under capacity, MPS.
Production Control Functions
Loading, sequencing, assignment models
High Volume Production System
Detroit type automation, automated flow lines, transfer mechanism, buffer storage, control function, automation for machining operation, Design and fabrication considerations.
UNIT – III
Inventory Management
Inventory models and safety stocks – Relevant costs, behaviour of costs in relation to level of inventory, optimal order quantity, EOQ, EBQ, Joint cycle for multiple products, model with purchase discounts, approaches to determine buffer stock, fixed order period models.
ABC and other classification of Materials selective management control, VED analysis, combination of ABC and VED analysis, purpose classification.
Material requirement planning (MRP – I) – Concepts, structure, working output reports, classes of users.
UNIT – IV
Material Management
Spare parts Management – Characteristics, codification concept, stocking, policy analysis, Maintenance or breakdown capital, insurance, rotable spares.
Other aspects of Material Management
Codification, characteristics, standardization, material handling, stores management.
UNIT – V
Physical Distribution Management
Transportation problem, Route scheduling problem, logistics management.
Material Management
An integrated view, Adaptability considerations, inventory – a part of production strategy, organization, effectiveness, a multi level interactive process.
Production planning, routing, scheduling, Activating, MonitoringDarshan Shah
First Plan Your Work and then Work on Your Plan.
1. Planning is deciding in advance what to do, how to do it, when to do it and who is to do it.
Planning bridges the gap from where we are, to where we want to go. It makes it possible for things to occur which would not otherwise happen.
2. Routing may be defined as the selection of path which each part of the product will follow, which being transformed from raw material to finished products.
Routing determines the most advantageous path to be followed from department to department and machine to machine till raw material gets its final shape.
3. Scheduling determines the program for the operations. Scheduling may be defined as ‘the fixation of time and date for each operation’ as well as it determines the sequence of operations to be followed.
4. Activating is concerned with the starting the processes. Activating is ‘release of orders and instruction for the starting of production for any item in acceptance with the route sheet and schedule charts’.
5. Monitoring is related to report daily the progress of work in each shop in a prescribed proforma and to investigate the causes of deviations from the planned performance.
Production System optimization: Case Study of a Local Textile Companyjournal ijrtem
ABSTRACT : The manufacturing sector in Botswana has been rapidly growing in recent times. Glam Collections used as a case study organization in this research, is an SME textile manufacturing company with its base of operations in Gaborone, Botswana. The company manufactures a wide range of products in-house and supply to the local market. The company has been growing in terms of scale of production in recent times and this has necessitated it to obtain a larger base of operations which requires an overhauling of their current processes and operations. Hence this research main objective is to demonstrate how Muther’s Systematic Layout (SLP) has been effectively used for departmental layout evaluation and facility design. Lean manufacturing tools were employed in the research together with the SLP technique in order to map and analyze the business processes before the systematic layout could be carried out so as to remove waste in the current process flows and standardize the company operations.
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Types of production system (production and operation management)
1. Production - types of production method
Definition
In our introduction to production and operations
management ("POM") we suggested that there are
several different methods of handling the conversion or
production process - Job, Batch, Flow and Group.
This revision note explains these methods in more
detail.
Introduction
The various methods of production are not associated
with a particular volume of production. Similarly,
several methods may be used at different stages of the
overall production process.
Job Method
With Job production, the complete task is handled by
a single worker or group of workers. Jobs can be
small-scale/low technology as well as complex/high
technology.
1. Low technology jobs: here the organisation of
production is extremely simply, with the required
1
2. skills and equipment easily obtainable. This
method enables customer's specific requirements
to be included, often as the job progresses.
Examples include: hairdressers; tailoring
2. High technology jobs: high technology jobs
involve much greater complexity - and therefore
present greater management challenge. The
important ingredient in high-technology job
production is project management, or project
control. The essential features of good project
control for a job are:
- Clear definitions of objectives - how should the job
progress (milestones, dates, stages)
- Decision-making process - how are decisions taking
about the needs of each process in the job, labour and
other resources
Examples of high technology / complex jobs: film
production; large construction projects (e.g. the
Millennium Dome)
2
3. Batch Method
As businesses grow and production volumes increase, it
is not unusual to see the production process organised
so that "Batch methods" can be used.
Batch methods require that the work for any task is
divided into parts or operations. Each operation is
completed through the whole batch before the next
operation is performed. By using the batch method, it is
possible to achieve specialisation of labour. Capital
expenditure can also be kept lower although careful
planning is required to ensure that production
equipment is not idle. The main aims of the batch
method are, therefore, to:
- Concentrate skills (specialization)
- Achieve high equipment utilisation
This technique is probably the most commonly used
method for organising manufacture. A good example is
the production of electronic instruments.
Batch methods are not without their problems. There is
a high probability of poor work flow, particularly if the
batches are not of the optimal size or if there is a
significant difference in productivity by each operation
3
4. in the process. Batch methods often result in the build
up of significant "work in progress" or stocks (i.e.
completed batches waiting for their turn to be worked
on in the next operation).
Flow Methods
Flow methods are similar to batch methods - except
that the problem of rest/idle production/batch queuing
is eliminated.
Flow has been defined as a "method of production
organisation where the task is worked on continuously
or where the processing of material is continuous and
progressive,"
The aims of flow methods are:
- Improved work & material flow
- Reduced need for labour skills
- Added value / completed work faster
Flow methods mean that as work on a task at a
particular stage is complete, it must be passed directly
to the next stage for processing without waiting for the
remaining tasks in the "batch". When it arrives at the
next stage, work must start immediately on the next
process. In order for the flow to be smooth, the times
4
5. that each task requires on each stage must be of equal
length and there should be no movement off the flow
production line. In theory, therefore, any fault or error
at a particular stage
In order that flow methods can work well, several
requirements must be met:
(1) There must be substantially constant demand
If demand is unpredictable or irregular, then the flow
production line can lead to a substantial build up of
stocks and possibility storage difficulties. Many
businesses using flow methods get round this problem
by "building for stock" - i.e. keeping the flow line
working during quiet periods of demand so that output
can be produced efficiently.
(2) The product and/or production tasks must
be standardized
Flow methods are inflexible - they cannot deal
effectively with variations in the product (although
some "variety" can be accomplished through applying
different finishes, decorations etc. at the end of the
production line).
5
6. (3) Materials used in production must be to
specification and delivered on time
Since the flow production line is working continuously,
it is not a good idea to use materials that vary in style,
form or quality. Similarly, if the required materials are
not available, then the whole production line will come
to a close - with potentially serious cost consequences.
(4) Each operation in the production flow
must be carefully defined - and recorded in
detail
(5) The output from each stage of the flow
must conform to quality standards
Since the output from each stage moves forward
continuously, there is no room for sub-standard output
to be "re-worked" (compare this with job or batch
production where it is possible to compensate for a lack
of quality by doing some extra work on the job or the
batch before it is completed).
The achievement of a successful production flow line
requires considerable planning, particularly in ensuring
6
7. that the correct production materials are delivered on
time and that operations in the flow are of equal
duration.
Common examples where flow methods are used are
the manufacture of motor cars, chocolates and
televisions.
7