Get Capacity and Inventory Planning for Make-to-Order Production PDF

By Klaus Altendorfer

ISBN-10: 3319008420

ISBN-13: 9783319008424

ISBN-10: 3319008439

ISBN-13: 9783319008431

​The e-book provides assorted types for the simultaneous optimization challenge of skill funding and paintings unencumber rule parameterization. the final expenses are minimized both together with backorder bills or contemplating a carrier point constraint. The on hand literature is prolonged with the combination of a dispensed patron required lead time as well as the particular call for distribution. moreover, an endogenous construction lead time is brought. various versions for make-to-order construction platforms with one or a number of serial processing phases are constructed. skill funding is associated with the processing charges of the machines or to the variety of the machines. effects are equations for carrier point, tardiness, and FGI lead time in this kind of construction process. For designated circumstances with M/M/1 and M/M/s queues specific strategies of the optimization difficulties or optimality stipulations referring to means funding and paintings unencumber rule parameterization are provided.

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Additional resources for Capacity and Inventory Planning for Make-to-Order Production Systems: The Impact of a Customer Required Lead Time Distribution

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2 Model Development 21 Customer required lead time = L Service level h = P(W <= L) Customer Buffer Tardiness C = max (0, W–L) Buffer Machine FGI = G WIP = Y Production lead time = W FGI lead time I = max (0, L–W ) Fig. e. to the buffer in front of the machine, whenever their remaining time to the due date is smaller or equal to the WAW X (see also Jodlbauer (2008b) or Hopp and Spearman (2008)). The WAW policy leads to the situation that all the orders with a customer required lead time being greater than the WAW are transferred to an order list (or WAW buffer) when they arrive at the production system.

12) delivers the expected FGI value of 0. This means in both extreme cases for the utilization there is no FGI in pieces available. The comparison to the limit ρ ! 0 of the FGI lead time shows, that even with the maximum expected FGI lead time at utilization 0 there is no expected FGI in pieces available. The reason for that is that at utilization zero, the input rate has to be zero and for that reason no products are produced. 13) Derivation see Appendix. 13) can only be solved numerically. The utilization value found with this equation gives the production manager the information whether an increase in utilization still leads to an increase in average FGI or if it already leads to a decrease, which is a valuable information concerning FGI costs and FGI storage.

In Sect. 4 some concluding remarks are stated. All proofs are added in the Appendix. 2 Model Development The model developed in this chapter provides a deeper understanding of the relationship between production lead time, utilization, and WIP in a single-stage production system and the service level as well as tardiness of such a system. An extension of the model is presented to include the possibility of reducing FGI. This model can be used by decision makers in cases of capacity investment decisions to define the capacity needed for a certain target service level or a certain target average tardiness and to define an optimal WAW policy.

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Capacity and Inventory Planning for Make-to-Order Production Systems: The Impact of a Customer Required Lead Time Distribution by Klaus Altendorfer


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