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Table Of Contents

1. The New Environment
Planning and Control
Computer Systems Assumed
2. Key Concepts
Business Structure and Functions
Systems—Formal and Informal
Data Bases
Procedural and System Logic
Information Pyramids
Closed-Loop Systems and Subsystems
APICS Terminology
Supply and Demand Types
3. Master Planning — Sales and Production
Strategic Planning – The Foundation of All Planning
Goal Setting
General Environmental Factors
Specific Environmental Factors
Identifying Company Strengths and Weaknesses
Developing a Strategy
Implementing the Strategy
Market Research
Forecasting Independent Demand
Dollars-Only Forecasts
Planning Horizons
Effect of Lead Times on Planning Horizons
Forecasting Units
Forecasting Techniques
Master Production Scheduling
The Realistic Master Production Schedule
4. Product Structures
The Concept of a Part
Relationship Pairs
Where-Used Lists
Drawing Control Systems
The Integrated Method
Lead Time Offsets
Product Costing
Management Considerations
Engineering Change Control
Material Planning Impact
Impact on Production
5. Production Operations and Work Center Management
Work Centers
Work Center Capacity
Operation Routings
Relationships between Work Center and Operation Records
Manufacturing Information Relationships
Purpose — the Essential Question
Classification Methods
Inventory Behavior—ABC Analysis
Behavior—Demand Types
Planning Levels of Customer Service
Manufactured Parts—Dependent and Lumpy Demand
Purchased Parts and Raw Materials
Physical Control
Receiving and Inspection Control
Work-in-Process Inventory Control
Warehouse Control and Layout
Cycle Counting versus Physical Inventories
Inventory and Other System Elements
Record Accuracy—Other Data
7. Executing the Business Plan-Material
The Master Schedule – the System Driver
Order Generation Logic
Assumptions of Order Planning
Time Phasing
Planning Horizons and Lead Time
Subassembly Levels and Purchasing Requirements
Lot Sizing and Order Policies
Planned Order Management
Net Change Processing Assumed
Managing Planned Orders with the MPS
Engineering Changes
Use of Firm Planned Orders
The Order Releasing Cycle
Released Orders and Work-in-Process Tracking
Pegging of Demand
Inventory Turnover and Purchase Order
Distribution Requirements Planning
8. Executing the Business Plan in the Plant
Relationship to Other Planning Activities
Capacity Management Interfaces
Long-Range Capacity Planning Techniques
Resource Requirements Planning
Work Center Loading Logic
Planning Horizons and Time Fences
Lead Times
Operation Lead Time
Manufacturing Activity Planning – Short-Range Planning
Pre-release Planning
Operation Sequencing—After Release
Management Structure
Released Work Order Management
Cycle Counting of Work-in-Process Information
Work Load Balancing
Input/Output Control
Lot Control & Serial Number Traceability Considerations
Summarizing Work Order Management
Management of Work Center Queues
Justifying Work Center Queue Investment
Getting Control of Queues
Results from Effective Queue Management
Managing Tooling
Managing Vendor-Performed Processing
Facilities Management
Maintenance of Equipment
Plant Layout
Overloading and Under-loading of Machines
Special-Purpose versus General-Purpose Equipment
9. Measuring Performance – Closing All the Loops
The Performance Measurement Process
Ensuring Ongoing Planning
Ensuring Accurate, Timely Data
Understanding Automatic Functions
Controlling System Interfaces
Communicating via System Data
Management by Limits, Tolerances, and Exceptions
Use of Cross-Checks and Reconciliations
Continuous System Improvements
The Information Basis of a Closed Loop
Developing a Detailed Performance Measurement
Performance Measurement Results
The Traditional Accounting Viewpoint
Improving Primary Data Base Accuracy
Product Structures
Part Numbers
Operations-Oriented Performance Measurements
Forecasting and the Master Production Schedule
Purchasing Performance
Warehouse Management
Production Control Performance
Manufacturing Activity Performance
Shipping Performance
Customer Service Levels
Overall Business Plan Effectiveness
Traditional Accounting Approach
The New Responsibilities
Financial Information from Planned Orders
Actual Cost Data
Developing Variance Information
Direct Costing
11. Management in the New Environment
Education and Training—A Central Issue
Constancy of Rapid Change
The Computer Moves to Center Stage
New Management Skills
Cost of Traditional Orientation
Organizing for Planning and Control
12. Key Computer Factors
Hardware Overview
Organization of CPU Memory
Disk Organization and Functions
Disk I/O Speed Limitations
Other Peripheral Devices
Software Overview
File Organization Methods
Data Base Management Systems
Data Base Design
Centralized versus Distributed Data Processing
Automated Input Devices & Applications
Computer Project Management Considerations
13. The Present Is the Future
Insights From Japan
Simplifying the Business
Impact of High Quality Standards
Participative Management Styles
Disciplined, Formal Systems
Automated Storage/Retrieval Systems
Highly Computerized Techniques
Changes in Product Design
Truly International Operations
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Production and Inventory Management

Production and Inventory Management

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Published by amithakim

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Published by: amithakim on Dec 14, 2010
Copyright:Attribution Non-commercial


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