Search results1 – 2 of 2
Companies using production of small batches, with a large number ofproducts made in a number of variants, often have a high level of workin progress. Much has been…
Companies using production of small batches, with a large number of products made in a number of variants, often have a high level of work in progress. Much has been published recently about production flow groups and balancing of flow to solve the problems experienced in these companies and production flow groups seem to be regarded as a panacea. This means that the cost of fixed assets for this type of industry will increase, but less capital will be tied up in products and work in progress. Assesses whether production flow groups are in reality the optimal way of organizing batch production and gives some assistance in the design of systems for batch production in order to achieve shorter lead times and decreased costs. The results of case studies show that there is not a single solution to the problems, although a large number of advantages are realized. Compared to the traditional way of organizing production this way of operating breaks down the organization into small units, adapts the production organization to prevailing conditions and unites the different parts into a functioning whole, together with the planning function.
Demonstrates the importance of planning systems and indicates which planning systems are suitable for which purpose. Focuses on batch production in short series and reports on results from three cases, where the planning function has been adapted to the existing production organization in the companies studied; it is shown which planning systems are used for different needs. The frame of reference builds on earlier theories concerning different types of planning systems and their advantages and disadvantages. It is clear from this frame of reference that the primary function of a planning system is to support and execute the production of products in such a way that the best overall performance is achieved. The variables that have the greatest influence on the choice of a planning system are type of organization, layout/material flow, set‐up times and frequency of deliveries. Shows that the choice of which system to use must be made according to the result of the analysis of variables and their interaction. Thus there is a need for more than one planning system within companies in a particular industry.