上游充通大￥ SHANGHAI JIAO TONG UNIVERSITY 1896 1920 1987 2006 Production Planning and Control Professor JIANG Zhibin Dr.GENG Na Department of Industrial Engineering Logistics Management Shanghai Jiao Tong University IAO TONG
1896 1920 1987 2006 Production Planning and Control Professor JIANG Zhibin Dr. GENG Na Department of Industrial Engineering & Logistics Management Shanghai Jiao Tong University
Content of this course Scheduling in Supply Forecast of future demand Chain Management Transportation problem Aggregate plan Master production schedule (MPS) Project Scheduling Schedule of production quantities by Subject to known and product and time period unknown demand Material Requirement Planning(MRP) Inventory Control Generate production orders and Subject to known and purchase order unknown demand Operations Scheduling Push and Pull Production To meet quantities and time Control Systems requirements for MRP JIT
Content of this course Forecast of future demand Aggregate plan Master production schedule (MPS) Schedule of production quantities by product and time period Material Requirement Planning (MRP ) Generate production orders and purchase order Operations Scheduling To meet quantities and time requirements for MRP Inventory Control Subject to known and unknown demand Push and Pull Production Control Systems JIT Project Scheduling Subject to known and unknown demand Scheduling in Supply Chain Management Transportation problem
Chapter 1 Production System and Operations Strategy 1.Basic Conception of Production Operations Management 2.Production System and its Classification 3.Organization of Production System 4.Operations Management &Operations Strategy 5.The Classical View of Operations Strategy 6.Matching Process and Product Life Cycles 7.Capacity Growth Planning
Chapter 1 Production System and Operations Strategy 1. Basic Conception of Production & Operations Management 2. Production System and its Classification 3. Organization of Production System 4. Operations Management &Operations Strategy 5. The Classical View of Operations Strategy 6. Matching Process and Product Life Cycles 7. Capacity Growth Planning
Classification of Production System Classified based on Continuous flow production system production process Discrete production system continuity: ·Make to stock Classified based on ·Produce to order customization: ·Engineer to order Classified based on Manufacturing industry industry: Service industry
Classification of Production System • Continuous flow production system • Discrete production system Classified based on production process continuity: • Make to stock • Produce to order • Engineer to order Classified based on customization: • Manufacturing industry • Service industry Classified based on industry:
The Organization of Production System A production system is usually divided into basic units,e.g.workshop,manufacturing cell, and working team,and all these units can be organized on one of the following three basic principles: ·Process focused ·Product focused Group technology (GT)
The Organization of Production System A production system is usually divided into basic units, e.g. workshop, manufacturing cell, and working team, and all these units can be organized on one of the following three basic principles: • Process focused • Product focused • Group technology (GT)
Operation Management &Operation Strategy Two Traditional Strategic Dimensions ·Lower Cost Product Differentiation Other Strategic Dimensions ·Quality; ·Delivery speed, Delivery reliability; Flexibility;
Operation Management &Operation Strategy Other Strategic Dimensions • Quality; • Delivery speed; • Delivery reliability; • Flexibility; Two Traditional Strategic Dimensions • Lower Cost • Product Differentiation
The Classic View of Operation Strategy The traditional view of manufacturing strategy was put forward by Wickham Skinner of the Harvard Business School. .Classical operations strategy thinking relates to the following issues: 1.Time horizon 2.Focus 3.Evaluation 4.Consistency
The Classic View of Operation Strategy • The traditional view of manufacturing strategy was put forward by Wickham Skinner of the Harvard Business School. • Classical operations strategy thinking relates to the following issues: 1. Time horizon 2. Focus 3. Evaluation 4. Consistency
Matching Process and Product Life Cycle Process structure Ⅱ Ⅲ W Low volume, Multiple Few major High volume,high low products,low products,higher standardization, standardization, volume volume commodity one of a kind products I Commercial Jumbled flow Void (job shop) printer Ⅱ Disconnected line Heavy flow equipment (batch) Ⅲ Connected line Auto assembly flow (assembly line) W Void Continuous flow Sugar refinery To match appropriate industry in its mature phase with the appropriate process
Matching Process and Product Life Cycle I Low volume, low standardization, one of a kind II Multiple products, low volume III Few major products, higher volume IV High volume, high standardization, commodity products I Jumbled flow (job shop) Commercial printer Void II Disconnected line flow (batch) Heavy equipment III Connected line flow (assembly line) Auto assembly IV Continuous flow Void Sugar refinery Process life-cycle stage Process structure To match appropriate industry in its mature phase with the appropriate process
Capacity Growth Planning-a long-term strategy problem Cost to buy c1x 商 Cost to make =K+c2x K Break-even Number of units (x) quantity Fig.1-11 Break-Even Curves
Capacity Growth Planning -a long-term strategy problem Fig. 1-11 Break-Even Curves
Chapter 2 Forecasting 1.Introduction 2.The Time Horizon in Forecasting 3.Classification of Forecasts 4.Evaluating Forecast 5.Notation Conventions 6.Methods for Forecasting Stationary Series 7.Trend-Based Methods 8.Methods for Seasonal Series
Chapter 2 Forecasting 1. Introduction 2. The Time Horizon in Forecasting 3. Classification of Forecasts 4. Evaluating Forecast 5. Notation Conventions 6. Methods for Forecasting Stationary Series 7. Trend-Based Methods 8. Methods for Seasonal Series