Load-Oriented Manufacturing Control

ISBN-13: 9783642633430 / Angielski / Miękka / 2012 / 368 str.

Hans-Peter Wiendahl

Opis

Load-Oriented Manufacturing Control is unique as it gives comprehensive and self-contained principles for the implementation of an appropriate production control technique of general applicability. It is based on the "funnel model," a new approach to scheduling and scheduling control which has an extensive monitoring and diagnosis system. Its most important system components include throughput diagrams, load-oriented order release, schedule-oriented capacity planning and control. The "funnel model" is getting increasing implementation in manufacturing companies. It is available in numerous variants and is especially significant for the job-shop and series production. Load-Oriented Manufacturing Control provides a large number of practical examples and is therefore relatively easy to understand. It offers direct implementation of this new important technique in manufacturing scheduling and control.

Spis treści

1 Introduction.- 1.1 Preface.- 1.2 Changes in the Manufacturing Environment.- 1.2.1 Productivity.- 1.2.2 Flexibility.- 1.2.3 Attractiveness of the Workplace.- 1.3 Shifting Objectives of Manufacturing Control.- 1.4 Scheduling in Practice.- 1.5 The Weak Points of Conventional Manufacturing Control.- 1.6 References.- 2 Conventional Production Scheduling and Control.- 2.1 Abstract.- 2.2 Survey.- 2.3 Lead Time Scheduling and Capacity Scheduling.- 2.3.1 Single Steps in Lead Time Scheduling.- 2.3.1.1 Determining Lead Times.- 2.3.1.2 Interoperation Time Reduction.- 2.3.1.3 Operation Overlapping.- 2.3.1.4 Operation Splitting.- 2.3.2 Single Steps in Capacity Scheduling.- 2.3.2.1 Finite Loading.- 2.3.2.2 Capacity Adjustment.- 2.3.2.3 Capacity Alignment.- 2.4 Evaluation of Conventional Lead Time Scheduling.- 2.5 Requirements for New Methods of Production Scheduling and Control.- 2.6 References.- 3 Lead Time — A Key Term in Manufacturing Control.- 3.1 Abstract.- 3.2 Introduction.- 3.3 Lead Time Components.- 3.4 Simple and Weighted Mean Lead Time at a Work Center.- 3.5 Order Lead Times.- 3.6 Statistical Evaluation of Work Center Lead Times.- 3.6.1 Absolute and Relative Frequency Distribution of Simple and Weighted Lead Time.- 3.6.2 Simple and Weighted Mean Operation Time.- 3.6.3 Simple and Weighted Mean Operation Time Percentage.- 3.6.4 Median of Simple and Weighted Lead Time.- 3.6.5 Standard Deviation of Simple and Weighted Mean Lead Time.- 3.6.6 Coefficient of Variation of Simple and Weighted Lead Time.- 3.6.7 Median, Standard Deviation, and Coefficient of Variation of Simple and Weighted Order Time.- 3.7 Work Center Lead Time in the Shop Calendar.- 3.7.1 Transformation of Throughput Elements.- 3.7.2 Frequency Distribution and Statistical Evaluation in the Shop Calendar.- 3.8 Uncertainty of Measurement and Accuracy of Computed Lead Time Values.- 3.9 Examples of Authentic Lead Time Measurements.- 3.9.1 Work Center Lead Times.- 3.9.2 Operation Lead Times.- 3.9.3 Order Lead Times.- 3.10 References.- 4 The Throughput Diagram — A General, Realistic Model of the Manufacturing Process.- 4.1 Abstract.- 4.2 Historical Evolution.- 4.3 Basic Form of the Throughput Diagram.- 4.4 The Work Center Throughput Diagram and its Basic Data.- 4.4.1 How to Produce a Work Center Throughput Diagram.- 4.4.2 Mean Inventory.- 4.4.3 Mean Time Data.- 4.4.3.1 Mean Range.- 4.4.3.2 Mean Advance Time.- 4.4.3.3 Weighted Mean Lead Time.- 4.4.4 Relationships between Mean Range, Mean Advance Time, and Weighted Mean Lead Time.- 4.4.4.1 Inventory Trend Component of Lead Time.- 4.4.4.2 Sequence Component of Weighted Lead Time.- 4.4.4.3 Short- and Long-Term Relationships between Time Quantities.- 4.4.5 Mean Performance, Mean Capacity, and Mean Utilization.- 4.4.6 Relationships between Mean Inventory, Mean Performance, and Weighted Mean Lead Time.- 4.4.7 Weighted Mean Lateness.- 4.5 Order Throughput Diagram.- 4.5.1 Extended Work Center Throughput Diagram.- 4.5.2 How to Produce the Order Throughput Diagram.- 4.6 References.- 5 Analysis, Monitoring, and Diagnosis of the Manufacturing Flow.- 5.1 Abstract.- 5.2 Manufacturing Flow Monitoring.- 5.3 Manufacturing Flow Analysis.- 5.3.1 Procedure Outline.- 5.3.2 Forms of Evaluation and Representation.- 5.3.3 Representation of the Results.- 5.3.4 General Rules and Possibilities for Improving Manufacturing Flow.- 5.4 A Continuous Monitoring System for Manufacturing Flow.- 5.4.1 Objectives and Concept.- 5.4.2 Example of a Continuous Monitoring System.- 5.4.3 Results and Use of a Continuous Monitoring System.- 5.5 Diagnosis of the Manufacturing Flow in the Throughput Diagram.- 5.5.1 Breaking down Inventories.- 5.5.2 Breaking down Lead Times.- 5.5.3 Measures to be Deduced from Monitoring and Diagnosis Results.- 5.6 Use of Graphics for the Representation of Throughput Diagrams and Key Data.- 5.6.1 Representation of the Results of Manufacturing Analyses.- 5.6.2 Graphics for Medium-Term Manufacturing Flow Monitoring.- 5.7 Implications for Manufacturing Control.- 5.8 References.- 6 Load-Oriented Order Release.- 6.1 Abstract.- 6.2 Fundamental Relationships.- 6.3 Procedure.- 6.4 Conversion of the Orders to be Loaded.- 6.5 Sample Demonstration of the Release Process.- 6.6 How to Choose the Load Limit and Loading Percentage Values.- 6.7 Interlinking Order Control with Manufacturing Control.- 6.8 Effects of the Load Limit and Time Limit Parameters in Simulation and in Practice.- 6.8.1 Simulation of Manufacturing Processes as an Aid in the Testing of Control Algorithms.- 6.8.2 Effects of the Load Limit.- 6.8.3 Effects of the Time Limit.- 6.9 Controller Analogy of Load-Oriented Order Release.- 6.10 Priority Rules and Order Sequencing in Load-Oriented Order Release.- 6.11 References.- 7 Schedule-Oriented Capacity Planning and Control.- 7.1 Abstract.- 7.2 The Problem and the Method.- 7.3 Defining the Load Centers.- 7.4 Schedule-Oriented Capacity Planning Procedure.- 7.5 References.- 8 Implementation of Load-Oriented Manufacturing Control.- 8.1 Abstract.- 8.2 Prerequisites.- 8.2.1 Influence of the Lot Size on Inventories and Mean Lead Time.- 8.2.2 Orders Must Have a Due Date.- 8.2.3 An Operation Sheet with Standard Times Must Exist.- 8.2.4 Material, Tooling, Fixtures and NC Programs Must Be Available.- 8.2.5 Machine Availability and Personnel Capacity Must Be Known.- 8.2.6 Operation Feedback Must Be Complete and Sufficiently Accurate.- 8.3 Program Modules of Load-Oriented Manufacturing Control.- 8.3.1 Overview.- 8.3.2 Capacity Planning.- 8.3.3 Release Planning.- 8.3.4 Sequencing.- 8.3.5 Calculation of Monitored Data.- 8.4 System-to-User Interfaces and Hardware Configuration.- 8.5 Implementation Strategies.- 8.6 Load-Oriented Manufacturing Control in Automated Production Sites.- 8.6.1 Controlling Flexible Manufacturing Systems.- 8.6.2 Integration into CIM Concepts.- 8.7 Effects of Load-Oriented Manufacturing Control.- 8.7.1 Cost Effectiveness.- 8.7.2 Qualification and Motivation.- 8.8 References.- 9 Comparison of Load-Oriented Manufacturing Control with Other Methods.- 9.1 Abstract.- 9.2 Overview.- 9.3 The Kanban Principle.- 9.4 The Job-Progress Number System.- 9.5 Finite Control with a Graphic Control Unit (Electronic Leitstand).- 9.6 Queueing Models.- 9.7 The OPT System.- 9.8 References.- 10 Summary.- Appendix A.- Appendix B.

O autorze

Prof. Hans-Peter Wiendahl war ab 1967 Assistent bei Prof. Opitz am WZL Der RWTH Aachen. 1979 bis 2003 Professor an der Universität Hannover und Direktor des Instituts f. Fabrikanlagen (IFA). Prof. Wiendahl ist Gutachter mehrerer Forschungsförderer. Darüber hinaus ist er im Herausgeberbeirat nationaler und internationaler Fachzeitschriften.