Finite Capacity Scheduling: Management, Selection, and ImplementationWiley, 28 jan. 2000 - 251 sidor "Even the best companies tend to be reactive because of poor scheduling. Often their employees prefer being reactive because they are so used to operating in this mode. The shoot-from-the-hip approach is very common in American culture. The West was won with a ‘six-shooter’and many shop floor managers continue to function in the shoot-from-the-hip mode. While there are some conditions that might benefit from the shoot-from-the-hip philosophy, modern competitive manufacturing is not one of them." —from Finite Capacity Scheduling In this groundbreaking book, internationally recognized experts explain why obsolete scheduling methodologies may be preventing your company from achieving competitive levels of productivity, and how today’s powerful new finite capacity scheduling (FCS) technologies can transform it into a world-class competitor. The first comprehensive guide to understanding, choosing, implementing, and managing FCS technologies, Finite Capacity Scheduling:
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Sida 5
... analysis , Volvo Trucks NA1 Headquartered in Greensboro , North Carolina , Volvo Trucks North America has approximately half a million trucks on the roads of North America . Volvo manages its production process through 12 Technologies ...
... analysis , Volvo Trucks NA1 Headquartered in Greensboro , North Carolina , Volvo Trucks North America has approximately half a million trucks on the roads of North America . Volvo manages its production process through 12 Technologies ...
Sida 97
... Analysis Short - Term Intermediate- Term Long - Term Value chain emphasis existing Velocity through Removing NVA Structural ( non - value - added ) changes processes activities from processes Range of Highly Moderate Minimal motion ...
... Analysis Short - Term Intermediate- Term Long - Term Value chain emphasis existing Velocity through Removing NVA Structural ( non - value - added ) changes processes activities from processes Range of Highly Moderate Minimal motion ...
Sida 165
... analysis such as : > What if capacity was increased by purchasing more machines ? > What would be the effect of moving some production forward or backward ? > What if labor changes were made ? > What if the quantities and / or due ...
... analysis such as : > What if capacity was increased by purchasing more machines ? > What would be the effect of moving some production forward or backward ? > What if labor changes were made ? > What if the quantities and / or due ...
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Why Schedule? | 3 |
Finite | 24 |
Current and Future Scheduling | 67 |
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application approach Capacity Management Capacity Scheduling FCS clients cost cycle define due dates employees engineering ensure Enterprise Resource Planning environment evaluation event-based example exist factors FCS scheduling FCS systems features and functions Figure Finite Capacity Scheduling finite scheduling floor focused genetic algorithms Gerhard Plenert goals implementation improve infinite capacity integration long-term management style manufacturing Manufacturing Resources Planning Material Requirements Material Requirements Planning McDermott International measurement system ment modern scheduling move-time MRP II MRP systems MRP/ERP noncritical operation orders planning and scheduling Planning MRP plant priority problem production planning Production Schedule queue Resource Planning sched scheduling methods scheduling system scripted demo selecting shift simulation solution strategic supply chain Supply Chain Management tactical Theory of Constraints throughput tion Total Quality Management traditional scheduling uling users workstations world-class