Course Summary

1
Course Summary

• Organization A process providing goods and
  services based on a set of inputs, including raw
  material, capital, labor and knowledge.
• The scope of the organizational operations is
  defined by its mission and it is supported by a
  corporate strategy that seeks to provide
  competitive advantage based on the concepts of
  cost leadership, product differentiation and
  responsiveness.
• The competitive advantage sought by an
  organization is dynamically changing due internal
  and external developments, and it is strongly
  dependent on the life cycle of the relevant
  products and industries.
• From an operational standpoint, the
  aforementioned competitive advantage is based on
  a set of critical success factors that are
  enabled through the deployed processes and the
  adopted operational policies.

2
Course Summary

• Product and Process Selection
• Focus on the core competencies of the
  organization
• Build synergy among the provided products and
  services
• The role of concurrent engineering, (design for)
  manufacturability, modularity, postponement, and
  green manufacturing
• The role of globalization, mass customization and
  design for postponement
• The advantages (and pitfalls) of outsourcing
• Fabrication and assembly in discrete-part
  manufacturing
• Process strategies Product-based vs.
  Process-based design and Cellular manufacturing
• Systematic approaches to alternative evaluation
  and selection
• House of Quality Matriculation of the
  requirements and the supporting features
• Break-even points
• Decision trees for systematically modelling and
  assessing the impact of uncertainty

3
Course Summary

• Equipment Selection and Capacity Planning
• The significance of product and volume
  flexibility
• Process capability
• The importance of set-up times
• Nominal vs. effective capacity and plant
  efficiency
• Time-phased capacity deployment and net present
  value analysis
• A mathematical programming formulation for
  combined equipment selection and capacity
  planning
• Selecting an equipment mix that will meet the
  production requirements while minimizing the
  deployment and operational costs

4
Course Summary

• Facility design
• Systematic Layout Planning for Process-based
  layouts
• Facilitate material flow
• Minimize travel distances
• Satisfy adjacency requirements
• Assembly Line Balancing for Synchronous Transfer
  Lines
• Allocate a set of tasks to a number of
  workstations in a way that
• Maximizes resource utilization while it observes
• Precedence constraints and
• Throughput requirements
• Heuristical solution Ranked Positional Weights
• Cell Formation
• Defining clusters based on some similarity
  measure
• The role of queueing theory and simulation in
  performance evaluation and design of
  manufacturing systems
• Modelling and analyzing the impact of the process
  variability

5
Course Summary

• Warehouse Design, Basic Inventory Control Theory
  and JIT
• Warehousing Operations
• Storage Policies Randomized, Dedicated and
  Class-Bassed
• Design of the fast-pick area
• Cross-docking
• Basic Inventory / Replenishment Theory
• The fundamental trade-off of holding vs. ordering
  cost
• Economic Order Quantity
• The impact of quantity discounts
• Accommodating randomness through safety stocks
• Continuous vs. Periodic review policies and ABC
  analysis
• Just-In-Time
• Its motivation
• Its enablers
• Its impact Push vs. Pull and KANBAN systems

6
Course Summary

• Production Planning and Scheduling
• Aggregate Planning Plan for capacity over an
  horizon of 12 to 18 months
• Aggregate demand synthesis
• Basic strategies for accommodating the demand
  variability and the associated cost structure
• Tabular and LP-based approaches
• Master Production Scheduling Develop detailed
  production schedules for the various SKUs for
  the next 3-6 months
• Material Requirement Planning Provide for the
  components and subassemblies required to support
  the MPS
• (Uncapacitated) Dynamic Lot Sizing
• Shop-floor control Sequence the various lots
  competing for the
• capacity of the various equipment units so that
  the production schedules generated by the MRP
  explosion are observed.