Computerized Manufacturing Systems
Historical manufacturing and accounting management systems did not provide data for effective development of a production schedule or supply chain management. (6) Companies did not have the ability to measure inventory, workflow process, labor and production efficiently or accurately. With the progression of automation and the revolution of the desktop computer accompanied by developing software companies are now able to use computerized manufacturing systems to record and maintain accurate data and management all aspects of the accounting and manufacturing process. (2) This paper will discuss the development of automation and computerized manufacturing systems and specifically the ERP solution.
Manufacturing systems were initially managed by abstract calculations or simulators designed to produce theoretical results and measure manufacturing schedules. These methods were very time consuming and cost effective. The job of a manufacturing organization was broken down into various development phases. (1) These phases include the following:
Table (1):
Operation: The task to be performed in the manufacturing job shop
Processing Time: The amount of time required to process the operation (in most cases sets up times are independent of operation relations and are included in processing time)
Job: The set of operations that are interrelated by procedure constraints derived from technological restrictions.
Machine: The piece of equipment (a device or a facility) capable of performing an operation.
Release Time: The time in which the job is released to the shop floor, it is the earliest time at which the first operation of the job can begin processing.
Due Date: The time by which the last operation of the job should be completed.
Completion Time: The time at which processing of the last operation of the job is complete.
Schedule: Specification of execution of each operation on a particular machine at a specific time. A feasible schedule is a schedule that observes all problem constraints.
These phases would usually be done manually and line managers would measure the process.(1) These measurements would be dependent on variable for example, sick time, employee production and employee motivation.(1) Although these steps are similar today these variables have been greatly removed from the manufacturing process through automation and more efficient production data and scheduling tools available.(1)
Another method for developing manufacturing schedules was through the use of simulators. One of the original programming languages, "Fortran" was used as a tool for planning departments.(5) The planning team would use Fortran to construct simulation models for various industries, however one of the primary uses for these models was in manufacturing and process control.
No real thought was given for future growth when building the assembly line, causing bottlenecks. Additionally since orders may range from several hundred to several thousand units flexibility must be built into the production design. The nineteen stations used by X-Opoly do not give the ability to successfully produce both volume and variety. With such a wide range of production orders, both permanent and temporary production lines may be looked at for both lifecycle and process improvement.
Riordan Manufacturing needs to reduce the inventory cost of raw materials and finished goods. To reduce these costs, Riordan would like to develop or acquire an MRP system that can accurately track and manage raw materials and finished product inventory across all plants.
It is a step of defining the goals of the projects and the results are aimed at reaching certain levels of productivity of customer satisfaction. The second stage is measure, and it is the stage of collecting data and facts and evaluating current operational performance. The third stage is analyze with the purpose of developing methods and theories that will best suit the solving of the problem; it is also a stage of detecting cause-and-effect ties of the processes. The fourth stage is improve, it is aimed at generating ideas for reaching the desired process improvement. Finally, there is the control stage that is about monitoring the operations to find out whether the process of improvement is smooth and the problems were solved (Meredith & Shafer,
The search began as operations management at the company recognized the potential for improving production performance at one of their major plants in Hyderabad, called FTO3, based on rated capacities and actual outputs. They were looking for help in exploring ways to address performance more effectively. The production scheduling process, a complex and difficult exercise involving many products and machines in the factory, was carried out manually on Excel sheets with no real-time integrity of their business master and transaction data. Moreover, manual scheduling found it difficult to reap production scheduling efficiencies, while adhering to the rules particular to the pharmaceutical industry, which are mandated and monitored by agencies, such as the FDA (U.S. Food and Drug Administra...
One set up operator can get hold of one place at a time and during waiting time, other lose the considerable amount of production. Subsequently, they framed a goal inclined to set up the sequence of work to get the maximum output by utilizing the capacity of the plant. The third step takes into consideration the installation of planning boards. These boards, lists the standard methods for each procedure, work sequence to reflect the order in which the process runs, and standard cycle time to complete a process. Moreover, these boards not only provides the information about the workers in the process but also identify the areas of improvements of the process. Moreover, works as the chief statistics for workers since it helps them to have a better and clear understanding of the process for a flawless vision of the further scope of improvements. On the contrary in another part of the same plant, they found a number of machines seeking attention at the same time. Automation is not always automatic. It requires humanized automation (Jidoka). The machines read the signal of attention by Andon light and need an operator to check the workflow consisting of a warning by each machine. Irrespective of the machine operating
While MRP I primarily address the inbound flow of inventory (materials management), MRP II adds other interfaces such as finance, marketing, and integrated logistics. Like MRP I, MRP II is a push inventory model which pushes product through manufacturing and distribution processes in order to meet forecast demand. However, it adds further dimensions to the basic model. MRP II not only considers the inbound flow of material, but also how much material can actually be handle within the plant. Furthermore, it actually handles production scheduling, labour needs, inventory budgets, and personnel needs. But the most important feature is the addition of the finance interface. This module provides the capability of transforming the operating production plans into financial terms, consequently the data can be used for financial planning and control purposes of a more general management nature. Another significant addition is the simulation module. This simulation capability enables management to perform a more comprehensive alternative planing work in developing the marketing and business plans. Operating variable could be regulated to examine the systemwide response to the proposed operating change.
It’s generally your job to determine when you have to start to meet the deadlines. The PS8 scheduling software can give u when to start when u develop the plan. They have to just define the project with tasks, durations and dependencies and then the software will schedule your task backwards in time from the set end date and it will come up with the latest date at which you can start your product to meet the deadline. It’s basically the method of scheduling the production backwards from the end date to the start date and by computing the time and materials required at each stage of the
CAD programming is utilized to build the productivity of creator; expands plan quality, enhance correspondence with the assistance of documentation and keep up information for assembling. CAD is used for electronic printing and for other manufacturing operations.
The scientific selection of workers, so that each worker would be given responsibility for the task for which he or she was best suited.
The development of the manufacturing industry, quality and control, manufacturing capacity increase or the duration and the need to reduce cost has arisen is inevitable. Thus automation and programming concepts were started years ago. Automation is a machine's operative procedures and their sequence start form beginnig to end without human intervention, and its done automatically. Programming of the sequence of operations is prerared and tranfered to the counter. A bench during the operation of the program, and in the process, this will provide for amendments to the alignment and speed, then the counter is called flexibility.
...st manufacturing company, actual time of occurrence and vigorous and purposeful customer demand analysis is required by most, if not all manufacturing companies to efficiently and automatically act in response of customers demand.
PMBOK guide defines TM as the “Use of available time and your own productivity along with the appropriate planning and management of the project schedule” highlighting the link between Time Management and productivity and its closely knit relationship to scope and cost areas. Max Wideman presents a wider definition for TM as the “function required to maintain appropriate allocation of time to the overall conduct of the project through the successive stages of its natural life-cycle, by means of the processes of time planning, time estimating, time scheduling, and schedule control.” Ultimately at it’s core however, TM is about time, its planning and control during all stages of the project. A further look into Wideman’s definition of TM by means of identifying its importance throughout the entire project life-cycle (Initiation, planning, execution, controlling and close-out) is required. It is hoped that by analysing how TM tools and techniques can positively and negatively effect the different stages of the Project life cycle a better understanding of productivity, TM and project success will result.
Step 5: Assign total costs to units completed and to units in ending work in process inventory.
In manufacturing process there are different steps and jobs needs to be done in specific ways and time such as sourcing the parts we need in the production, make the items, and shipping it for the customers.
The factors, such as global competition, technology improvement and the economic growth force the company to modify its performance measurement system. By only evaluating the performance from accounting information and putting aside the performance process, the manager’s responsibility to increase the value of company cannot be done. Large scale of the business requires the process-oriented measurement, which is suitable for mass customization manufactures, rather than result-oriented.