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Pipeline management
- Group simulation exercise to
experience the behaviour of a demand/ supply pipeline
- Internally generated
variability and amplification effects
- Long lead-time effects on
delivery performance
- Can a process influence the
way employees behave?
Factual approach to decision
making
- Process metrics: variables
and attributes
- Dynamic process behaviour
- Variability measurement:
run charts and histograms (group exercise)
- Data interpretation:
process change Vs intrinsic variation
- Customer satisfaction measurement
and interpretation
Process optimisation
(PC-based simulation)
- Process
parameters: throughput, lead-time, WIP, takt time, yield, batch size,
etc.
- Bottleneck
effects: capacity, variability, yield, batching, etc.
- Variability
effect on WIP and lead-time
- Process
lead-time and delivery performance
- Capacity
utilisation Vs lead-time reduction
- Resource
allocation
Resource Planning (HR and
MRP)
- Capacity
management
- Aggregate plan
- HR planning
- Inventory management
- Materials
requirements planning
- Procurement and
subcontracting
- PC-based
simulation
Just-In-Time logistics
- Waste: extensive
definition
- Workmanship: 5S
- Manufacturing
lot size and set-up time
- Total productive
maintenance (TPM)
- Line layout:
management by sight
- Push Vs Pull.
Takt time synchronization
- Kanban operation
(PC- based simulation)
- Line balancing:
throughput Vs capacity
- Capacity
utilisation
- Limited supply
allocation using kanbans
- Machine/
operator work combination graph
Constraint management
- Effect of the
bottleneck on the process optimisation
- Optimisation
group exercises
- PC-based
simulation optimisation exercise
- Strategy based
on constraints
- Manufacturing
lot size optimisation
- Use of Excel
SOLVER to optimise with constraints
Work order finite capacity
scheduling
- On-time
delivery, resource utilisation and lead-time optimization
- Schedule optimisation.
Gantt charts (PC-based simulation)
- Forward Vs
backward job scheduling depending on the bottleneck position
- Schedule plan Vs
actual: update to adapt to changing requirements and actual line status
- Machine capacity
and staffing: line balancing
- Workstation
duplication
- Effect of
manufacturing lot size
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