生产计划与控制.docx

生产计划与控制.docx

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生产计划与控制

CHAPTER1OverviewofPlanningandControl

LearningGoals

（1）Distinguishmanufacturingandserviceoperationsandtheprinciplesapplyingtothem.

（2）Learnthecustomerinfluenceindesign:

productionenvironmentalchoices.

（3）Explainthefivecategoriesgiventodescribetheprocessusedinproduction,althoughinpracticethereareseveralcombinationsofthesebasictypes.

（4）Discussthebusinessenvironmentissueswhichmayappearonthesurfacetobeafairlybasicandsimpleapproach.

（5）Describethestructureofhisbookinordertoprovideageneralmind.

ChapterHighlights

1.Whilethemajorfocusforthebookismanufacturing,thesameprinciplesalsoapplytoserviceorganizations.Thereareclearlysomedifferencesdoimpacttheformalityandapproachtakenintheapplicationoftheseprinciples,butoftentheprinciplesdostillapply.

2.Thedesignoftheplanningandcontrolsystemwillbeimpactedbyseveralfactors.Amongthemostcriticalofthesefactorsarethevolumeandvarietyoftheexpectedoutput,andthoseissuesinturntendtobelargelydrivenbytheamountofinfluencethecustomerhasinthedesignoftheproductorservicedeliveredtothemfromtheorganization’sprocess.Insomecasetheissueofcustomerdesigninfluenceisapartofthefirm’sbasicstrategy,butinsomecasesitisareactiontomarketdrivers.

3.Thenatureofthecustomerinfluenceissuenotonlyimpactsthedesignoftheproductorservice,butalsohasaprofoundimpactonthedesignoftheprocessusedtodelivertheproductorservice.Thereareessentiallyfivecategoriesgiventodescribetheprocessusedinproduction.

4.Anotheraspectofthebusinessenvironmentthatwillimpactthedesignandmanagementoftheplanningandcontrolsystemisthemarketdriversfortheproductorservice.Itmustberecognizedthatthereareseveraldimensionsbywhichcustomersinthemarketmayevaluatethedesirabilityofbuyingacertainproductorservicefromagivenproducer.

5.Thereareseveralissuesthatmustbedeterminedwithrespecttotheanalysisoftheinternalprocessesusedtodelivergoodsandservicestothecustomer.Thefirstissuesisoneiftheprocessanalysisandimprovement.

6.Thecenterpartofthegeneralflowforplanningandcontrolarethemajorplanningactivities,whilethesidesshowsupplyanddemandflows.Notethatmanyofthearrowsaredouble-headed,meaningthatinformationflowsbackandforthinwhatissometimescalled“closedloop”planning.Theverybottomofthechartindicatesexecutionactivities,meaningtheseactivitiescontroltheactualactivitiesaftertheplanningiscompleteandproductionhasactuallystarted.

MainContents

1.Manufacturingversusserviceoperations（question）

Therearefourissuesthatgenerallyprovidethemajorinfluenceonthewaythatplanningandcontrolapproached.

（1）Timing.Inserviceorganizationsthereusoftenlittletimebetweentherecognitionofdemandandtheexpecteddeliveryoftheprocessoutput.

（2）Customercontact.Thecontactpointisoftenthepersonwhowillbedeliveringtheservice.Inthatrespecttheserviceworkercanbethoughtofasbothasalespersonandanoperationworker.

（3）Quality.Akeydimensionofqualityinserviceorganizationsisthatmuchofthequalitymaybeintangible,makingitmuchmoredifficulttoeffectivelymeasure.

（4）Inventory.“pure”serviceorganizationsoftenhavetheluxuryofinventoryingtheiroutput.

2.Customerinfluenceindesign:

productionenvironmentalchoices（question）

Theextentofcustomerinfluencetendstobedescribedbythefollowingcategories,listedhereintheorderofinfluence.

（1）Make-to-Stock（MTS）.Asthetimeimplies,theseareproductsthatarecompletelymadeintotheirfinalformandstockedasfinishedgoods.Thecollectivecustomerbasemaydesignphase,butanindividualcustomerhasessentiallyonlytomakeoncetheproductismade.

（2）Assemble-to-Order（ATO）.Inthiscasethecustomerhassomemoreinfluenceonthedesign,inthattheycanoftenselectvariousoptionsfrompredesignedsubassemblies.Theproducerwillthenassembletheseoptionsintothefinalproductforthecustomer.

（3）Make-to-Order.Thisenvironmentallowsthecustomertospecifytheexactdesignofthefinalproductorservice,aslongastheyusestandardrawmaterialsandcomponents.

（4）Engineer-to-Order（ETO）.Inthiscasethecustomerhasalmostcompletesayinthedesignoftheproductorservice.

3.Processcategories

Thefivecategoriestypicallygivenare:

（blackboard）

（1）Project.Aproject-basedprocesstypicallyassumesaone-of-a-kindproductionoutput,suchasbuildingordevelopinganewsoft-wareapplication.Projectsaretypicallylargeinscopeandwilloftenbemanagedbyteamsofindividualsbroughttogetherforthisone-timeactivitybasedontheirparticularskills.

（2）Jobprocess.Jobprocessistypicaldesignedforflexibility.

（3）BatchorIntermittentProcessing.Manyoftheproductionfacilitiesinthewordtodayfallintothis“middleoftheroad”category.theequipmenttendstobemorespecializedthanequipmentinjobshops,butstillflexibleenoughtoproducesomevarietyindesign.

（4）RepetitiveorFlowProcessing.Repetitiveprocessingistypicallyusedformake-to-stockdesigns,suchasrefrigeratorsandotherappliances.

（5）Continuous.Aswithprojectprocessing,thistypeofprocessisatthefarextremeoftheprocessingtypes,againmakingitfocusonhighlyspecializedapplications.

4.Businessenvironmentissues.Theyinclude:

（blackboard）

（1）Customer“learning”.Competitorsoftenattempttoapproachthemarketinthesamewayaseachother,butfromtimetotimeacompetitormayattempttogainmarketsharebyemphasizingtheyarethe“best”atit.

（2）Competitormoves.Somecompetitormovesmaydisqualifyorderwinners,turningthemintoqualifiers,andtherebyestablishingneworderwinners.

（3）Multiplemarkets.Itislikelythatmostcompanieshavenumerousproductsorservicesservingnumerousmarkets.

（4）Productdesignchanges.Newproductsandchangesinproductdesign,especiallyastechnologyimpactscustomerexpectations,willalsooftenchangeorderwinnersandqualifiers.

5.Processanalysisandinformationflows

Thereareseveralaspectstoprocessanalysisandimprovement,including:

（1）Controlandreportingpoints.Theyoftenrequireformal,structuredprocesstransitions,andmanytimesalsorepresentpointswhereformalschedulingofproductionactivityisrequired.

（2）Processanalysisandimprovement.Asproductionandproductionprocesseschangeinresponsetotheconditions,thechangeinprocessesneedstobeimprovedsystematicallytoensureitmatchestheneedsofthebusinessinthebestmannerpossible.

CHAPTER2AggregatePlanningandScheduling

LearningGoals

1.Identifythedimensionsonwhichaggregationisdoneandexplainwhyaggregationhelpsintheplanningprocess.

2.Listthedifferenttypesofreactiveandaggressivealternativesanddiscusstheadvantagesandlimitationsofeach.

3.Useaspreadsheetapproachtoevaluatedifferentlevel,chase,andmissedstrategiesforbothserviceprovidersandmanufactures.

4.Describehowthetransportationmethodcanbeappliedtoaggregateplanningproblems.

5.Distinguishbetweenthewaysthatservicemanagersschedulecustomerstoprovidetimelyserviceandutilizefixedcapacity.

6.Scheduleaworkforcetoalloweachemployeetohavetwoconsecutivedaysoff.

ChapterHighlights

1.Aggregateplans（productionplansorstaffingplans）arestatementsofstrategythatspecifytime-phasedproductionorserviceratesworkforcelevels,and（inmanufacturing）inventoryinvestment.Theseplansshowhowtheorganizationwillworktowardlonger-termobjectiveswhileconsideringthedemandandcapacitythatarelikelytoexistduringaplanninghorizonofonlyayearortwo.Inmanufacturingorganizations,theplanlinkingstrategicgoalstothemasterproductionscheduleiscalledtheproductionplan.Inserviceorganizations,thestaffingplanlinksstrategicgoalstotheworkforceschedule.

2.Toreducethelevelofdetailrequiredintheplanningprocessproductsorservicesareaggregatedintofamilies,andlaborisaggregatedalongproductfamilylinesoraccordingtothegeneralskillsorservicesprovided.Timeisaggregatedintoperiodsofmonthsorquarters.

3.Managerialinputsarerequiredfromthevariousfunctionalareasintheorganization.Thisapproachtypicallyraisesconflictingobjectives,suchashighcustomerservice,astableworkforce,andlowinventoryinvestment.Creativityandcross-functionalcompromisearerequiredtoreconciletheseconflicts.

4.Thetwobasictypesofalternativesarereactiveandaggressive.Reactivealternativetakecustomerdemandasagiven.Aggressivealternativesattempttochangethetimingorquantityofcustomerdemandtostabilizeproductionorserviceratesandreduceinventoryrequirements.

5.Fourpure,butgenerallyhigh-costplanningstrategiesarethetwolevelstrategies,whichmaintainaconstantworkforcesizeorproductionrate,andthetwochasestrategies,whichvaryworkforcelevelorproductionratetomatchfluctuationsindemand.

6.Developingaggregateplansisaniterativeprocessofdeterminingdemandrequirements;identifyingrelevantconstraints,alternatives,andcosts;preparingandapprovingaplan;andimplementingandupdatingtheplan.

7.Althoughspreadsheets,thetransportationmethod,andlinearprogrammingcanhelpanalyzecomplicatedalternatives,aggregateplanningisprimarilyanexerciseinconflictresolutionandcompromise.Ultimately,decisionsaremadebymanagers,notbyquantitativemethods,

8.Schedulingistheallocationofresourcesoveraperiodoftimetoaccomplishaspecifics