Efnisyfirlit

• Preface
• Acknowledgments
• Chapter 1. Manufacturing Planning and Control
  • The MPC System Defined
    • Typical MPC Support Activities
  • An MPC System Framework
    • MPC System Activities
  • Matching the MPC System with the Needs of the Firm
    • An MPC Classification Schema
  • Evolution of the MPC System
    • The Changing Competitive World
    • Reacting to the Changes
  • Concluding Principles
  • Discussion Questions
• Chapter 1A. Enterprise Resource Planning (ERP)
  • What Is ERP?
    • Consistent Numbers
    • Software Imperatives
    • Routine Decision Making
    • Choosing ERP Software
  • How ERP Connects the Functional Units
    • Finance
    • Manufacturing and Logistics
    • Sales and Marketing
    • Human Resources
    • Customized Software
    • Data Integration
  • How Manufacturing Planning and Control (MPC) Fits within ERP
    • Simplified Example
    • Supply Chain Planning with mySAP SCM
    • Supply Chain Execution with mySAP SCM
    • Supply Chain Collaboration with mySAP SCM
    • Supply Chain Coordination with mySAP SCM
  • Performance Metrics to Evaluate Integrated System Effectiveness
    • The “Functional Silo” Approach
    • Integrated Supply Chain Metrics
    • Calculating the Cash-to-Cash Time
  • What Is the Experience with ERP?
    • Eli Lilly and Company—Operational Standards for Manufacturing Excellence
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 2. Demand Management
  • Demand Management in MPC Systems
  • Demand Management and the MPC Environment
    • The Make-to-Stock (MTS) Environment
    • The Assemble-to-Order (ATO) Environment
    • The Make (Engineer)-to-Order (MTO) Environment
  • Communicating with Other MPC Modules and Customers
    • Sales and Operations Planning
    • Master Production Scheduling
    • Dealing with Customers on a Day-to-Day Basis
  • Information Use in Demand Management
    • Make-to-Knowledge
    • Data Capture and Monitoring
    • Customer Relationship Management
    • Outbound Product Flow
  • Managing Demand
    • Organizing for Demand Management
    • Monitoring the Demand Management Systems
    • Balancing Supply and Demand
  • Collaborative Planning, Forecasting, and Replenishment (CPFR)
    • Nine-Step CPFR Process Model
    • Steps 1 and 2 of the CPFR Model
    • Steps 3 through 9 in the CPFR Model
  • Concluding Principles
  • Discussion Questions
  • Problem
• Chapter 3. Forecasting
  • Providing Appropriate Forecast Information
    • Forecasting for Strategic Business Planning
    • Forecasting for Sales and Operations Planning
    • Forecasting for Master Production Scheduling and Control
  • Regression Analysis and Cyclic Decomposition Techniques
    • Example
    • Decomposition of a Time Series
    • Additive Seasonal Variation
    • Multiplicative Seasonal Variation
    • Seasonal Factor (or Index)
    • Example
    • Example
    • Decomposition Using Least Squares Regression
    • Error Range
  • Short-Term Forecasting Techniques
    • Moving-Average Forecasting
    • Exponential Smoothing Forecasting
    • Evaluating Forecasts
  • Using the Forecasts
    • Considerations for Aggregating Forecasts
    • Pyramid Forecasting
    • Incorporating External Information
  • Concluding Principles
  • Discussion Questions
  • Problems
  • Case: Forecasting at Ross Products
• Chapter 4. Sales and Operations Planning
  • Sales and Operations Planning in the Firm
    • Sales and Operations Planning Fundamentals
    • Sales and Operations Planning and Management
    • Operations Planning and MPC Systems
    • Payoffs
  • The Sales and Operations Planning Process
    • The Monthly Sales and Operations Planning Process
    • Sales and Operations Planning Displays
    • The Basic Trade-Offs
    • Economic Evaluation of Alternative Plans
  • The New Management Obligations
    • Top Management Role
    • Functional Roles
    • Integrating Strategic Planning
    • Controlling the Operations Plan
  • Concluding Principles
  • References
  • Discussion Questions
  • Problems
  • Case: Delta Manufacturing Company's Integrated Sales and Operations Planning Process
• Chapter 4A. Advanced Sales and Operations Planning
  • Mathematical Programming Approaches
    • Linear Programming
    • Mixed Integer Programming
  • Company Example: Lawn King Inc.
    • Company Background
    • Deciding on a Planning Model
    • The Linear Programming Model
    • Developing the Planning Parameters
    • Solving the Linear Programming Model and Understanding the Results
    • Sales and Operations Planning Issues
    • Using Microsoft Excel Solver
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 5. Master Production Scheduling
  • The Master Production Scheduling (MPS) Activity
    • The MPS Is a Statement of Future Output
    • The Business Environment for the MPS
    • Linkages to Other Company Activities
  • Master Production Scheduling Techniques
    • The Time-Phased Record
    • Rolling through Time
    • Order Promising and Available-to-Promise (ATP)
  • Planning in an Assemble-to-Order Environment
  • Managing Using a Two-Level MPS
  • Master Production Schedule Stability
    • Freezing and Time Fencing
  • Managing the MPS
    • The Overstated MPS
  • Concluding Principles
  • Discussion Questions
  • Problems
  • Case: Customer Order Promising at Kirk Motors Ltd.
  • Case: Hill-Rom's Use of Planning Bills of Materials
• Chapter 6. Material Requirements Planning
  • Material Requirements Planning in Manufacturing Planning and Control
  • Record Processing
    • The Basic MRP Record
    • Linking the MRP Records
  • Technical Issues
    • Processing Frequency
    • Bucketless Systems
    • Lot Sizing
    • Safety Stock and Safety Lead Time
    • Low-Level Coding
    • Pegging
    • Firm Planned Orders
    • Service Parts
    • Planning Horizon
    • Scheduled Receipts versus Planned Order Releases
  • Using the MRP System
    • The MRP Planner
    • Exception Codes
    • Bottom-up Replanning
    • An MRP System Output
  • System Dynamics
    • Transactions during a Period
    • Rescheduling
    • Complex Transaction Processing
    • Procedural Inadequacies
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 6A. Advanced MRP
  • Determining Manufacturing Order Quantities
    • Economic Order Quantities (EOQ)
    • Periodic Order Quantities (POQ)
    • Part Period Balancing (PPB)
    • Wagner-Whitin Algorithm
    • Simulation Experiments
  • Buffering Concepts
    • Categories of Uncertainty
    • Safety Stock and Safety Lead Time
    • Safety Stock and Safety Lead Time Performance Comparisons
    • Scrap Allowances
    • Other Buffering Mechanisms
  • Nervousness
    • Sources of MRP System Nervousness
    • Reducing MRP System Nervousness
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 7. Capacity Planning and Management
  • The Role of Capacity Planning in MPC Systems
    • Hierarchy of Capacity Planning Decisions
    • Links to Other MPC System Modules
  • Capacity Planning and Control Techniques
    • Capacity Planning Using Overall Factors (CPOF)
    • Capacity Bills
    • Resource Profiles
    • Capacity Requirements Planning (CRP)
  • Scheduling Capacity and Materials Simultaneously
    • Finite Capacity Scheduling
    • Finite Scheduling with Product Structures: Using APS Systems
  • Management and Capacity Planning/ Utilization
    • Capacity Monitoring with Input/Output Control
    • Managing Bottleneck Capacity
    • Capacity Planning in the MPC System
    • Choosing the Measure of Capacity
    • Choice of a Specific Technique
    • Using the Capacity Plan
  • Concluding Principles
  • Discussion Questions
  • Problems
  • Case: Capacity Planning at Montell USA Inc.
  • Case: Capacity Planning at Applicon
  • Case: Capacity Planning with APS at a Consumer Products Company
• Chapter 8. Production Activity Control
  • A Framework for Production Activity Control
    • MPC System Linkages
    • The Linkages between MRP and PAC
    • Just-in-Time Effect on PAC
    • The Company Environment
  • Production Activity Control Techniques
    • Basic Shop-Floor Control Concepts
    • Lead-Time Management
    • Gantt Charts
    • Priority Sequencing Rules
    • Theory of Constraints (TOC) Systems
    • Vendor Scheduling and Follow-up
    • The Internet and Vendor Scheduling
  • Concluding Principles
  • Discussion Questions
  • Problems
  • Case: Theory of Constraints (TOC) Scheduling at TOSOH
• Chapter 8A. Advanced Scheduling
  • Basic Scheduling Research
    • The One-Machine Case
    • The Two-Machine Case
    • Dispatching Approaches
    • Sequencing Rules
  • Advanced Procedures
    • Due Date–Setting Procedures
    • Dynamic Due Dates
    • Labor-Limited Systems
    • Group Scheduling and Transfer Batches
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 9. Just-in-Time
  • JIT in Manufacturing Planning and Control
    • Major Elements of Just-in-Time
    • JIT's Impact on Manufacturing Planning and Control
    • The Hidden Factory
    • JIT Building Blocks in MPC
  • A JIT Example
    • Leveling the Production
    • Pull System Introduction
    • Product Design
    • Process Design
    • Bill of Materials Implications
  • JIT Applications
    • Single-Card Kanban
    • Toyota
  • Nonrepetitive JIT
    • A Service-Enhanced View of Manufacturing
    • Flexible Systems
    • Simplified Systems and Routine Execution
  • Joint-Firm JIT
    • The Basics
    • Tightly Coupled JIT Supply
    • Less Tightly Coupled JIT Supply
    • JIT Coordination through Hubs
    • Lessons
  • JIT Software
    • The MRP-JIT Separation
    • JIT Planning and Execution
  • Managerial Implications
    • Information System Implications
    • Manufacturing Planning and Control
    • Scorekeeping
    • Pros and Cons
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 10. Distribution Requirements Planning
  • Distribution Requirements Planning in the Supply Chain
    • DRP and the MPC System Linkages
    • DRP and the Marketplace
    • DRP and Demand Management
    • DRP and Master Production Scheduling
  • DRP Techniques
    • The Basic DRP Record
    • Time-Phased Order Point (TPOP)
    • Linking Several Warehouse Records
    • Managing Day-to-Day Variations from Plan
    • Safety Stock in DRP
  • Management Issues with DRP
    • Data Integrity and Completeness
    • Organizational Support
    • Problem Solving
  • Concluding Principles
  • Discussion Questions
  • Problems
  • Case: Abbott Laboratories
• Chapter 10A. Management of Supply Chain Logistics
  • A Framework for Supply Chain Logistics
    • The Breadth of Supply Chain Logistics
    • The Total Cost Concept
    • Design, Operation, and Control Decisions
  • Supply Chain Logistical Elements
    • Transportation
    • Warehouses
    • Inventory
  • Warehouse Replenishment Systems
    • ROP/EOQ Systems
    • Base Stock Systems
    • Distribution Requirements Planning
  • Warehouse Location Analysis
    • Simulation
    • Heuristic Procedures
    • Programming Procedures
  • Vehicle Scheduling Analysis
    • Traveling Salesman Problem
    • Solution Methodologies
  • Customer Service Measurement
    • Make-to-Stock Companies
    • Make-to-Order Companies
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 11. Order Point Inventory Control Methods
  • Basic Concepts
    • Independent- versus Dependent-Demand Items
    • Functions of Inventory
  • Management Issues
    • Routine Inventory Decisions
    • Determining Inventory System Performance
    • Implementing Changes in Managing Inventory
  • Inventory-Related Costs
    • Order Preparation Costs
    • Inventory Carrying Costs
    • Shortage and Customer Service Costs
    • Incremental Inventory Costs
    • An Example Cost Trade-Off
  • Economic Order Quantity Model
    • Determining the EOQ
  • Order Timing Decisions
    • Using Safety Stock for Uncertainty
    • The Introduction of Safety Stock
    • Continuous Distributions
    • Probability of Stocking Out Criterion
    • Customer Service Criterion
    • Time Period Correction Factor
    • Forecast Error Distribution
  • Multi-Item Management
  • Concluding Principles
  • Discussion Questions
  • Problems
• Chapter 12. Strategy and MPC System Design
  • MPC Design Options
    • Master Production Scheduling Options
    • Detailed Material Planning Options
    • Shop-Floor System Options
  • Choosing the Options
    • Market Requirements
    • The Manufacturing Task
    • Manufacturing Process Design
    • MPC System Design
  • The Choices in Practice
    • Moog Inc., Space Products Division
    • Kawasaki U.S.A.
    • Applicon
  • Integrating MRP and JIT
    • The Need to Integrate
    • Physical Changes That Support Integration
    • Some Techniques for Integrating MRP and JIT
  • Extending MPC Integration to Customers and Suppliers
  • Concluding Principles
  • Discussion Questions
  • Problems
• Appendix Areas of the Standard Normal Distribution
• Index

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