Applied Manufacturing Management
Summary Reader
Applied Manufacturing Management.................................................................1
Chapter 1..............................................................................................2
‚Introduction to conceptual
modeling‛........................................................2
Chapter
2..............................................................................................2
‚Design of manufacturing cells: PFA applications in Dutch
industry‛.....................2
Chapter
3..............................................................................................4
‚Decision support framework for the selection of a
layout‛.................................4
Chapter
4..............................................................................................4
‚Design and operation of a crosstrained
workforce‛.........................................4
Chapter
5..............................................................................................6
‚Flexibele
fabricagesystemen‛..................................................................6
, Chapter
6.............................................................................................10
‚A socio-technical approach for the design of production control
system‛..............10
Appendix A..........................................................................................12
Chapter 1
“Introduction to conceptual modeling”
Manufacturing managers have several responsibilities (Slack et al.):
- Direct responsibilities: -focus in AMM- for the activities which produce and
deliver - Indirect responsibilities: for the activities of other functions of the
organization - Broad responsibilities: responding to emerging challenges in the
future.
The also need to
- Understand the operation’s strategic objectives
- Develop an operations strategy
The manufacturing managers focus is in three areas: desing; planning and control;
and improvement.
Questions in order to construct a conceptual model:
Problem analysis:
- What is the problem?
- Who owns the problem?
- Who are involved?
- Are there conflicting points of view?
- Which processes need to be considered to analyze?
- Which functional statements are made by the problem owner?
- Are the statements of functional (problem) or instrumental (cause)?
Conceptual analysis:
- Which system elements are relevant? - Which factors/variables are relevant?
- Which (causal) relations are relevant?
The research is guided by the conceptual model. The conceptual analysis leads to
the empirical analysis in which research is done after the relations depicted in the
conceptual model.
Chapter 2
“Design of manufacturing cells: PFA applications in Dutch industry”
, Cellular manufacturing (CM) is the grouping of people and processes into specific
areas dedicated tot the production of a family of parts. The basic principle is in
many firms the same, but there may be considerable differences with respect to the
characteristics of the cells. This variety of firms and manufacturing cells indicates a
need for a ‘flexible’ cell formation method. Cell formation, in reality, has certain
complexities:
1. The size of the problem is always larger => less mathematical possibilities
2. There may be more than one machine of each type
3. There may by a varying demand of products and utilization of machines
4. Certain other objectives may have important influence on the design of the
cell
Production flow analysis relies on information about the routes or products,
modules and parts through the company, it consist, according to Burbridge, out of
five sub techniques:
1. Company flow analysis; flow of material between factories of a company
2. Factory flow analysis; flow of material in each factory
3. Group analysis; dividing each department in manufacturing cells
4. Line analysis; flow between machines in a manufacturing cell
5. Tooling analysis; major machines in a cell, trying to find families of parts
requiring the same setup.
Group analysis consist out of various steps. They will be explained below:
1. Formulation of objectives; When forming groups company objectives are
very important but should be regarded critically, as whether they are
necessary or not.
Examples from DSW:
- Machines, workers and articles should be clustered into six cells
- There should be a balanced loading of cells
- The number of intergroup relations should be kept tot a minimum
- The extra machine investments, and additional training should be minimal
2. Collecting information; The availability of sufficient information is crucial to
the process. A grouping solution should be acceptable in all possible
scenarios
3. Formation of articles/product modules; The article machine matrix is the
starting point for cell formation. Burbridge divides the machines using five
categories (S, I, C, G, and E) and then constructs modules. The machine
categories are as follows:
a. Special (S) ;special, expensive, one machine of a type
Summary Reader
Applied Manufacturing Management.................................................................1
Chapter 1..............................................................................................2
‚Introduction to conceptual
modeling‛........................................................2
Chapter
2..............................................................................................2
‚Design of manufacturing cells: PFA applications in Dutch
industry‛.....................2
Chapter
3..............................................................................................4
‚Decision support framework for the selection of a
layout‛.................................4
Chapter
4..............................................................................................4
‚Design and operation of a crosstrained
workforce‛.........................................4
Chapter
5..............................................................................................6
‚Flexibele
fabricagesystemen‛..................................................................6
, Chapter
6.............................................................................................10
‚A socio-technical approach for the design of production control
system‛..............10
Appendix A..........................................................................................12
Chapter 1
“Introduction to conceptual modeling”
Manufacturing managers have several responsibilities (Slack et al.):
- Direct responsibilities: -focus in AMM- for the activities which produce and
deliver - Indirect responsibilities: for the activities of other functions of the
organization - Broad responsibilities: responding to emerging challenges in the
future.
The also need to
- Understand the operation’s strategic objectives
- Develop an operations strategy
The manufacturing managers focus is in three areas: desing; planning and control;
and improvement.
Questions in order to construct a conceptual model:
Problem analysis:
- What is the problem?
- Who owns the problem?
- Who are involved?
- Are there conflicting points of view?
- Which processes need to be considered to analyze?
- Which functional statements are made by the problem owner?
- Are the statements of functional (problem) or instrumental (cause)?
Conceptual analysis:
- Which system elements are relevant? - Which factors/variables are relevant?
- Which (causal) relations are relevant?
The research is guided by the conceptual model. The conceptual analysis leads to
the empirical analysis in which research is done after the relations depicted in the
conceptual model.
Chapter 2
“Design of manufacturing cells: PFA applications in Dutch industry”
, Cellular manufacturing (CM) is the grouping of people and processes into specific
areas dedicated tot the production of a family of parts. The basic principle is in
many firms the same, but there may be considerable differences with respect to the
characteristics of the cells. This variety of firms and manufacturing cells indicates a
need for a ‘flexible’ cell formation method. Cell formation, in reality, has certain
complexities:
1. The size of the problem is always larger => less mathematical possibilities
2. There may be more than one machine of each type
3. There may by a varying demand of products and utilization of machines
4. Certain other objectives may have important influence on the design of the
cell
Production flow analysis relies on information about the routes or products,
modules and parts through the company, it consist, according to Burbridge, out of
five sub techniques:
1. Company flow analysis; flow of material between factories of a company
2. Factory flow analysis; flow of material in each factory
3. Group analysis; dividing each department in manufacturing cells
4. Line analysis; flow between machines in a manufacturing cell
5. Tooling analysis; major machines in a cell, trying to find families of parts
requiring the same setup.
Group analysis consist out of various steps. They will be explained below:
1. Formulation of objectives; When forming groups company objectives are
very important but should be regarded critically, as whether they are
necessary or not.
Examples from DSW:
- Machines, workers and articles should be clustered into six cells
- There should be a balanced loading of cells
- The number of intergroup relations should be kept tot a minimum
- The extra machine investments, and additional training should be minimal
2. Collecting information; The availability of sufficient information is crucial to
the process. A grouping solution should be acceptable in all possible
scenarios
3. Formation of articles/product modules; The article machine matrix is the
starting point for cell formation. Burbridge divides the machines using five
categories (S, I, C, G, and E) and then constructs modules. The machine
categories are as follows:
a. Special (S) ;special, expensive, one machine of a type
