Term
| CRP (Capacity Requirement Planning) |
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Definition
| provides a check on the validity of the priority plan: Are resourses available to accomodate the planned due dates for components and the final product ? |
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Term
| Capacity management at sales and operations planning (S&OP)level is called |
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Definition
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Term
| Capacity management at the master scheduling level is called |
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Definition
| rough-cut capacity planning (RCCP) |
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Term
| Capacity Management consist of 2 major phases: |
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Definition
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Term
| Planning phase occurs at all priority levels (S&OP, Master Scheduling and MRP) and goal is to: |
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Definition
1.determine resourses needed for the capacity plan
2.validate that they will be available and select methods to ensure availability when needed
3.Links priority schedule with available manufacturing resourses |
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Term
| Controlling phase occurs during production activity control (PAC) and: |
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Definition
1.Monitor output
2.Compare it with the plan
3.Taking corrective actions |
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Term
| 2 Major components in defining capacity are: |
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Definition
1.The capability of a system to perform its expected function
2.The capability of a worker, mashine, work cener or organisation as measured in output per time period |
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Term
| Can value of goods (EUR, USD etc.) can be used to measure capacity ? |
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Definition
| No, these are used to measure the value ot output. |
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Term
| Which parameters can be used to measure capacity ? |
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Definition
| standart hours, units, kilograms |
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Term
| To calculate capacity we need following information: |
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Definition
available time
utilization
efficiency |
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Term
| calculation formula for available time = |
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Definition
| number of machines (workers) x hours per day x days per week |
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Term
| Calculation formula for utilization = |
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Definition
| hours actually worked / hours of available time (x 100%) |
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Term
| Utilization is determined from |
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Definition
| historical data or a work sampling study |
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Term
| Calculation of efficiency formula = |
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Definition
| standart hours of work produced / hours actually worked (x100%) |
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Term
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Definition
| a measure shown as a persentage of the actual output compared with the standart expected output. |
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Term
| Calculation of rated capacity formula = |
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Definition
| available time x utilization x efficiency |
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Term
| Calculation of demonstrated capacity formula = |
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Definition
| sum of standart house for "n" past periods / "n" past periods |
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Term
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Definition
| proven capacity calculated from actual past performance data. Result is an avarage capacity estimate for a resourse. |
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Term
| Operation time per work center = |
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Definition
| number of pieces x run time per piece + set up time |
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Term
| Key inputs to CRP (further to available capacity) are: |
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Definition
Load
data requirements
shop calendar
lead-time elements |
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Term
| Components of manufacturing lead times are: |
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Definition
Queue - time spent waiting before operation begins
Set up - time spent getting ready for the operation
Run - time spent performing an operation
Wait - time spent waiting after operation ends
Move - time spent physically moving materials between operations |
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Term
| Load on the work center consist of: |
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Definition
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Term
| Time spent between operations include: |
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Definition
Queue time
Wait time
move time |
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Term
| Steps of CRP process are: |
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Definition
1.Scheduling orders simulation
2.Establishing load profile
3.Resolving differencies |
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Term
| Scheduling Orders Simulation determins following: |
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Definition
1.When orders should be started and completed at each work center
2.Impact of queue, wait and move times on timing of load on work center
3.Operation time required at each work center. |
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Term
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Definition
| a graphic comparison of each work center's available capacity and the load established by the planned and released orders for each time period of the plan. |
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Term
| Objectives of Production Activity Control (PAC) are: |
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Definition
1.execute the MPS and MRP
2.Optimize use of resources
3.Minimize work in process (WIP)
4.Maintain customer service |
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Term
| Functions of PAC with their relation also known as "closed-loop system" are: |
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Definition
1.Plan/ Replan
2.Implement
3.Control |
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Term
| Basic scheduling and loading techniques are: |
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Definition
1.Forward scheduling - activities are schedules from a nown start date through the finish date
2.Backward scheduling - activities are schedules back from the due date
3.Inifitite laoding assumes that capacity is infinite at any work center
4.Finite lading assumes that there is a definite limit to capacity and any work center |
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Term
| Key characteristics and principles of bottlenecks and bottleneck management: |
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Definition
1.Throughput: The throughput volume of a system during a specified time period is constrained by the bottleneck (drum that controls the throughput of the entire system.
2.Rope: The rope communicates the schedule of raw material releases to the gateway operation;This establishes a flow of materials to the bottleneck that ensures the bottleneck will never be short of work.
3.Time buffer: The Time between the release of materials to the gateway operation and receipt of WIP at the bottleneck is equal to the manufaturing lead time plus some safety time.
4.Work centers after bottleneck: these should produce at the rate of the bottleneck as well. |
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Term
| Implementation function of PAC involves: |
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Definition
1.Preparation of the shop order packet
2.Release of the shop order to the factory |
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Term
| Critical Ration (CR) is a commonly used dispatching rule. It is based on: |
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Definition
| the ration of the time ramining to complete an order (time to due date)to work remaining (work hours to due date). Work ramining also is called "lead time remaining". |
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Term
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Definition
| continuous manufacturing system. Production control requirement and activities are not as complex and demanding as in intermitttent batch production routed through functional deparments. |
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Term
| In Lean production, Flow control is faciliated by: |
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Definition
1.Producion rate tat is based on the rate of customer demand or takt time.
2.Kanban signals that trigger the pull of materials
3.a production floor layout that enables managers to observe WIP levels at work stations and make adjustments to work center resourses |
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