For Tools in the A — L Range, click here. A level of the bill of material that is ignored by the MRP system for scheduling. The subassembly is, as the name implies, made as a part of the next higher level assembly. It involves the monitoring of equipment to provide an early warning that something is out of the normal operating conditions and that maintenance may be required.
The objective of Production Management is to provide the right level of information and support for: Cooperative, team-based tools are needed—such as the rate-based, due date-driven production management approach illustrated on page 1 and described below.
Its purpose is to gather and organize the production environment information needed to plan the flow of work. It also shows relevant information about lead times, daily run rates, performance, and accountability for all work centers, shared resource areas, and front office activities.
Although the Shop Model only needs to be created once, it must be updated when routings, capacities, resources, and lead times change. Order Promising Model This discipline gives schedulers an indication of when the next order can be promised and helps ensure production can deliver.
The Order Promising Model graphically presents the workload scheduled to a specific work center or shared resource. It also shows capacity available to complete additional work, using the daily run rate from the Shop Model. Based on available capacity, the promise date could be different for any given order.
That plan is communicated in the Open Order Report. Each work center receives a daily Open Order Report that lists work in due date order. Each day, work centers complete the topmost work orders on the Open Order Report until the total amount of work done equals their daily run rate.
A work center may look days forward in the schedule to group work and to minimize setups or to operate more efficiently in some other way. The Open Order Report often can be created with only simple modification to an existing dispatch report.
If every work center completes the orders on their Open Order Report and experiences no hitches, all work will be completed on schedule and all deliveries will be made as promised. However, in production there are always hitches. At the Daily Production Meeting—the mechanism for reporting performance, handling feedback, and dealing with hitches—each team leader reports on work center performance for the previous day.
This minute meeting brings together all the accountable people listed on the Shop Model and gets their individual answers to these fundamental questions: As a company implements a Production Management process, related principles become very important.
Running smaller lots more frequently also creates effective capacity and increases flexibility. Smaller lot sizes often accompany reduced setups. Housekeeping enhances the movement of material, people, and information. Pull systems can improve throughput and reduce shop lead times.
They also can replace the Open Order Report as a means of scheduling a work center. TCA consistently sees profound improvements in several areasd—from workflow and communications to productivity.
And, as with all continuous improvement activities, doing them well makes coming to work much more enjoyable for all!Flexible.
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