Themes for facilitating material flow in manufacturing systems

Alan Harrison

International Journal of Physical Distribution & Logistics Management

1995, Vol. 25, No. 10, P. 3-25

 

1)      Six themes

  1. a) Effects of under-capacity loading
  2. i) Running at excess capacity to have buffer is costly
  3. ii) Assure that daily schedule will be met

iii)     Avoids pressuring workers

  1. iv) Avoids errors in quality
  2. b) Role of pull scheduling
  3. i) Decision areas to distinguish push from pull- determent by the extend to which decisions in each area are made upstream or downstream

(1)   Batch size

(a)    Production run length

(b)   Shipment order quantity

(2)   Timing

(a)    Arrival of production order

(b)   Arrival of shipment request

(c)    Shipment of order quantity

(d)   Consumption of components in manufacturing

(3)   Priorities

(a)    Production batch rules

(b)   Distribution shortage

(c)    Allocation policy

(4)   Interference

(a)    Production schedule interruption

(b)   Expediting distribution

  1. ii) Two sources of instability in factory assembly schedule

(1)   Changing customer requirements

(2)   Manufacturing complexities

(a)    Inaccurate databases

(b)   Poor information flow

  1. c) Impact of variability reduction
  2. i) Variability in operating conditions

(1)   Unstable master schedule

(2)   Variation in process times

(3)   Supplier delivery size capabilities

  1. d) Reduction of throughput time
  2. i) Total throughput time

(1)   Non-processing

(a)    Move

(b)   Queue

(2)   Processing

(a)    Set-up

(b)   Preventative maintenance

(c)    Run

(d)   Rework

(e)    Downtime

(f)     Stock out

  1. ii) Production and delivery cycle can be dramatically shortened when:

(1)   Process delays are eliminated through synchronization

(2)   Lot delays are eliminated through one-piece flows

(3)   Production takes place in the smallest lot sizes using short set-up routines

  1. e) Application of synchronous flow to inbound logistics
  2. i) New supplier charter

(1)   More frequent deliveries

(2)   Smaller quantities

(3)   Fewer suppliers

(4)   Suppliers located nearby

(5)   Greater supply responsibility for quality and design

  1. ii) Customer Pickup

(1)   More timely information on problems

(2)   Reduced transportation costs

(3)   Reduced transaction costs

(4)   Reduced uncertainty in deliveries

2)      Implications for future research

  1. a) Outbound and inbound logistics
  2. i) The impact of demand planning on supply
  3. b) Capacity and variability
  4. i) Reduced variability can increase effective capacity
  5. c) Variability and inbound logistics
  6. i) Reduced arrival variability of inbound parts facilitates reduced inbound buffer stockholding
  7. d) Outbound
  8. i) Cutting down TT enables a closer interface with the market

(1)   Demand can be based more closely on orders rather than forecasts