{"id":456,"date":"2016-07-13T13:04:35","date_gmt":"2016-07-13T18:04:35","guid":{"rendered":"http:\/\/blogs.uww.edu\/prasad\/?page_id=456"},"modified":"2016-07-13T13:04:35","modified_gmt":"2016-07-13T18:04:35","slug":"themes-for-facilitating-material-flow-in-manufacturing-systems","status":"publish","type":"page","link":"https:\/\/blogs.uww.edu\/prasad\/teaching\/independent-study\/themes-for-facilitating-material-flow-in-manufacturing-systems\/","title":{"rendered":"Themes for facilitating material flow in manufacturing systems"},"content":{"rendered":"

Alan Harrison<\/p>\n

International Journal of Physical Distribution & Logistics Management<\/h2>\n

1995, Vol. 25, No. 10, P. 3-25<\/p>\n

 <\/p>\n

1)\u00a0\u00a0\u00a0\u00a0\u00a0 Six themes<\/p>\n

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

    iii)\u00a0\u00a0\u00a0\u00a0 Avoids pressuring workers<\/p>\n

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

      (1)\u00a0\u00a0 Batch size<\/p>\n

      (a)\u00a0\u00a0\u00a0 Production run length<\/p>\n

      (b)\u00a0\u00a0 Shipment order quantity<\/p>\n

      (2)\u00a0\u00a0 Timing<\/p>\n

      (a)\u00a0\u00a0\u00a0 Arrival of production order<\/p>\n

      (b)\u00a0\u00a0 Arrival of shipment request<\/p>\n

      (c)\u00a0\u00a0\u00a0 Shipment of order quantity<\/p>\n

      (d)\u00a0\u00a0 Consumption of components in manufacturing<\/p>\n

      (3)\u00a0\u00a0 Priorities<\/p>\n

      (a)\u00a0\u00a0\u00a0 Production batch rules<\/p>\n

      (b)\u00a0\u00a0 Distribution shortage<\/p>\n

      (c)\u00a0\u00a0\u00a0 Allocation policy<\/p>\n

      (4)\u00a0\u00a0 Interference<\/p>\n

      (a)\u00a0\u00a0\u00a0 Production schedule interruption<\/p>\n

      (b)\u00a0\u00a0 Expediting distribution<\/p>\n

        \n
      1. ii) Two sources of instability in factory assembly schedule<\/li>\n<\/ol>\n

        (1)\u00a0\u00a0 Changing customer requirements<\/p>\n

        (2)\u00a0\u00a0 Manufacturing complexities<\/p>\n

        (a)\u00a0\u00a0\u00a0 Inaccurate databases<\/p>\n

        (b)\u00a0\u00a0 Poor information flow<\/p>\n

          \n
        1. c) Impact of variability reduction<\/li>\n
        2. i) Variability in operating conditions<\/li>\n<\/ol>\n

          (1)\u00a0\u00a0 Unstable master schedule<\/p>\n

          (2)\u00a0\u00a0 Variation in process times<\/p>\n

          (3)\u00a0\u00a0 Supplier delivery size capabilities<\/p>\n

            \n
          1. d) Reduction of throughput time<\/li>\n
          2. i) Total throughput time<\/li>\n<\/ol>\n

            (1)\u00a0\u00a0 Non-processing<\/p>\n

            (a)\u00a0\u00a0\u00a0 Move<\/p>\n

            (b)\u00a0\u00a0 Queue<\/p>\n

            (2)\u00a0\u00a0 Processing<\/p>\n

            (a)\u00a0\u00a0\u00a0 Set-up<\/p>\n

            (b)\u00a0\u00a0 Preventative maintenance<\/p>\n

            (c)\u00a0\u00a0\u00a0 Run<\/p>\n

            (d)\u00a0\u00a0 Rework<\/p>\n

            (e)\u00a0\u00a0\u00a0 Downtime<\/p>\n

            (f)\u00a0\u00a0\u00a0\u00a0 Stock out<\/p>\n

              \n
            1. ii) Production and delivery cycle can be dramatically shortened when:<\/li>\n<\/ol>\n

              (1)\u00a0\u00a0 Process delays are eliminated through synchronization<\/p>\n

              (2)\u00a0\u00a0 Lot delays are eliminated through one-piece flows<\/p>\n

              (3)\u00a0\u00a0 Production takes place in the smallest lot sizes using short set-up routines<\/p>\n

                \n
              1. e) Application of synchronous flow to inbound logistics<\/li>\n
              2. i) New supplier charter<\/li>\n<\/ol>\n

                (1)\u00a0\u00a0 More frequent deliveries<\/p>\n

                (2)\u00a0\u00a0 Smaller quantities<\/p>\n

                (3)\u00a0\u00a0 Fewer suppliers<\/p>\n

                (4)\u00a0\u00a0 Suppliers located nearby<\/p>\n

                (5)\u00a0\u00a0 Greater supply responsibility for quality and design<\/p>\n

                  \n
                1. ii) Customer Pickup<\/li>\n<\/ol>\n

                  (1)\u00a0\u00a0 More timely information on problems<\/p>\n

                  (2)\u00a0\u00a0 Reduced transportation costs<\/p>\n

                  (3)\u00a0\u00a0 Reduced transaction costs<\/p>\n

                  (4)\u00a0\u00a0 Reduced uncertainty in deliveries<\/p>\n

                  2)\u00a0\u00a0\u00a0\u00a0\u00a0 Implications for future research<\/p>\n

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

                    (1)\u00a0\u00a0 Demand can be based more closely on orders rather than forecasts<\/p>\n

                     <\/p>\n","protected":false},"excerpt":{"rendered":"

                    Alan Harrison International Journal of Physical Distribution & Logistics Management 1995, Vol. 25, No. 10, P. 3-25   1)\u00a0\u00a0\u00a0\u00a0\u00a0 Six themes a) Effects of under-capacity loading i) Running at excess capacity to have buffer is costly ii) Assure that daily schedule will be met iii)\u00a0\u00a0\u00a0\u00a0 Avoids pressuring workers iv) Avoids errors in quality b) Role […]<\/p>\n","protected":false},"author":3916,"featured_media":0,"parent":118,"menu_order":0,"comment_status":"open","ping_status":"open","template":"","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"class_list":["post-456","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/456","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/users\/3916"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/comments?post=456"}],"version-history":[{"count":1,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/456\/revisions"}],"predecessor-version":[{"id":457,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/456\/revisions\/457"}],"up":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/118"}],"wp:attachment":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/media?parent=456"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}