Module 1 - E Flashcards
available time
The number of hours a work center can be used, based on management decisions regarding shift structure, extra shifts, regular overtime, observance of weekends and public holidays, shutdowns, and the like
back scheduling
A technique for calculating operation start dates and due dates. The schedule is computed starting with the due date for the order and working backward to determine the required start date and/or due dates for each operation
capacity
1) The capability of a system to perform its expected function. 2) The capability of a worker, machine, work center, plant, or organization to produce output per time period. The amount required represents the system capability needed to make a given product mix (assuming technology, product specification, etc.). As a planning function, both the amount available and the amount required can be measured in the short term (requirements plan), intermediate term (rough-cut plan), and long term (resource requirements plan). Control is the execution through the I/O control report of the short-term plan. This can be classified as budgeted, dedicated, demonstrated, productive, protective, rated, safety, standing, or theoretical. 3) Required mental ability to enter into a contract
capacity available
The capability of a system or resource to produce a quantity of output in a particular time period
capacity management
The function of establishing, measuring, monitoring, and adjusting limits or levels of capacity in order to execute all manufacturing schedules (i.e., the production plan, master production schedule, material requirements plan, and dispatch list). This is executed at four levels: resource requirements planning, rough-cut planning, requirements planning, and input/output control.
capacity planning
The process of determining the amount of capacity required to produce in the future. This process may be performed at an aggregate or product-line level, at the master-scheduling level, and at the material requirements planning level.
capacity required
The capacity of a system or resource needed to produce a desired output in a particular time period.
capacity requirements planning (CRP)
The function of establishing, measuring, and adjusting limits or levels of capacity. In this context, the term refers to the process of determining in detail the amount of labor and machine resources required to accomplish the tasks of production. Open shop orders and planned orders in the MRP system are input to this, which through the use of parts routings and time standards translates these orders into hours of work by work center by time period. Even though rough-cut capacity planning may indicate that sufficient capacity exists to execute the MPS, this may show that capacity is insufficient during specific time periods.
demonstrated capacity
Proven capacity calculated from actual performance data, usually expressed as the average number of items produced multiplied by the standard hours per item.
efficiency
A measurement (usually expressed as a percentage) of the actual output relative to the standard output expected. Efficiency measures how well something is performing relative to existing standards; in contrast, productivity measures output relative to a specific input (e.g., tons/labor hour). Efficiency is the ratio of (1) actual units produced to the standard rate of production expected in a time period, or (2) standard hours produced to actual hours worked (taking longer means less efficiency), or (3) actual dollar volume of output to a standard dollar volume in a time period. For example: (1) There is a standard of 100 pieces per hour and 780 units are produced in one eight-hour shift; the efficiency is 780 ÷ 800 converted to a percentage, or 97.5 percent. (2) The work is measured in hours and took 8.21 hours to produce 8 standard hours; the efficiency is 8 ÷ 8.21 converted to a percentage, or 97.5 percent. (3) The work is measured in dollars and produces $780 with a standard of $800; the efficiency is $780 ÷ $800 converted to a percentage, or 97.5 percent.
external setup time
The time associated with elements of a setup procedure performed while the process or machine is running.
internal setup time
The time associated with elements of a setup procedure performed while the process or machine is not running
lead time
1) A span of time required to perform a process (or series of operations). 2) In a logistics context, the time between recognition of the need for an order and the receipt of goods. Individual components of lead time can include order preparation time, queue time, processing time, move or transportation time, and receiving and inspection time.
load
The amount of planned work scheduled for and actual work released to a facility, work center, or operation for a specific span of time. Usually expressed in terms of standard hours of work or, when items consume similar resources at the same rate, units of production.
load profile
A display of future capacity requirements based on released and/or planned orders over a given span of time.
manufacturing calendar
A calendar used in inventory and production planning functions that consecutively numbers only the working days so that the component and work order scheduling may be done based on the actual number of workdays available.
move time
The time that a job spends in transit from one operation to another in the plant
process batch
The quantity or volume of output that is to be completed at a workstation before switching to a different type of work or changing an equipment setup.
productivity
1) An overall measure of the ability to produce a good or a service. It is the actual output of production compared to the actual input of resources. Productivity is a relative measure across time or against common entities (labor, capital, etc.). In the production literature, attempts have been made to define total productivity where the effects of labor and capital are combined and divided into the output. One example is a ratio that is calculated by adding the dollar value of labor, capital equipment, energy, and material, and so forth and dividing it into the dollar value of output in a given time period. This is one measure of total factor productivity. 2) In economics, the ratio of output in terms of dollars of sales to an input such as direct labor in terms of the total wages. Known as single factor productivity or partial factor productivity.
queue
A waiting line. In manufacturing, the jobs at a given work center waiting to be processed. As queues increase, so do average queue time and work-in-process inventory.
queue time
The amount of time a job waits at a work center before setup or work is performed on the job. Queue time is one element of total manufacturing lead time. Increases in queue time result in direct increases to manufacturing lead time and work-in-process inventories.
rated capacity
The expected output capability of a resource or system. Capacity is traditionally calculated from such data as planned hours, efficiency, and utilization. The rated capacity is equal to hours available × efficiency × utilization.
routing
1) Information detailing the method of manufacture of a particular item. It includes the operations to be performed, their sequence, the various work centers involved, and the standards for setup and run. In some companies, the routing also includes information on tooling, operator skill levels, inspection operations and testing requirements, and so on. 2) In information systems, the process of defining the path a message will take from one computer to another computer.
run time
The time required to process a piece or lot at a specific operation. Run time does not include setup time.
