TAILIEUCHUNG - Lecture Advances in supply chain management - Chapter 15

When you finish this chapter, you should be able to: Explain what scheduling involves and the importance of good scheduling, compare product and service scheduling hierarchies, describe scheduling needs in high-volume systems,. | Advances in Supply Chain Management Part 2 Chapter 10 : Production Planning and Scheduling 3 Lec 15 : Learning Objectives To describe the underlying decision situation To outline how to proceed from a model to a solution To explain in detail the steps of model building To teach how to up date a production schedule 4 SUMMARY of Last Lecture In the last lecture, the remaining portion of the structuring of ATP along one of the most important dimension; customer was explained. The procedure of order processing was explained in detail. Further ATP consumption by example was also included for the better understanding of students. The present lecture will focus on the underlying decision situation. It will also outline how to proceed from a model to a solution. Model building steps will be explained in detail. Up dating a production schedule by using advanced planning and software will also be discussed with the help of an example. 5 LAYOUT Description of a Decision Situation How to Proceed from a Model to a Production Schedule Model Building Level of Detail Updating Production Schedule 6 Description of the Decision Situation Production Planning and Scheduling aims at generating detailed production schedules for the shop floor over a relatively short interval of time. A production schedule indicates for each order to be executed within the planning interval its start and completion times on the resources required for processing. Hence, a production schedule also specifies the sequence of orders on a given resource. A production schedule may be visualized by a gantt-chart (see ). 7 Cont . The planning interval for Production Planning and Scheduling varies from 1 day to a few weeks depending on the industrial sector. Its “correct” length depends on several factors: On the one hand it should at least cover an interval of time corresponding to the largest through put time of an order within the production unit. On the other hand the planning interval is limited by the .

• Quản trị kinh doanh
• Supply chain management
• Advances in supply chain management
• Supply chain analysis
• Advanced planning
• Supply chain analysis
• Advanced planning
• Manufacturing planning
• Control for supply chain management
• Supply chain logistics
• Management of supply chain logistics
• Supply chain logistics framework
• Warehouse replenishment systems
• Supply chain
• Lecture Supply chain management
• Chuỗi cung ứng
• Quản lý chuỗi cung ứng
• Supply chain relationship management
• Global supply chain management
• Guide to supply chain management
• Source in supply chain management
• Guide to deliver in supply chain management
• Supply chains
• Operations planning
• Strategic sourcing initiatives
• Competitive supply chain
• Supply chain processes
• Goods producing processes
• Effective operation
• Supply chain strategy
• Essentials of supply chain management
• Supply chain operations
• Supply chain coordination
• Business strategy
• Measuring performance
• Supply chain metrics
• Supply chain opportunities
• Developing supply chain systems
• Logistics and supply chain management
• Synchronous supply chain
• Managing the global pipeline
• Managing risk in the supply chain
• Supply chain integration
• Strategic lead time management
• The synchronous supply chain
• The supply chain
• Lean supply chains
• Lean production
• Lean supply chain design