Execution Control of Operations

Execution and Control of Operations
Course Outline
1. Planning, Execution, and Control Overview
a. The Manufacturing Planning and Control System
i. Closed-Loop System
ii. Planning and Control Process
iii. Primary Objectives of Planning and Control Processes
b. Manufacturing Planning and Control Activities
i. What Are Interfaces?
ii. Planning Interfaces
iii. Execution Interfaces
c. Facility Layout
i. Layout
2. Scheduling Production and Process Operations
a. Definition of a Schedule
i. Objectives of Scheduling
b. Establishing a Schedule
i. Selection of Scheduling Approaches
ii. Inputs Necessary for Effective Scheduling
iii. Scheduling Guidelines
c. Production Scheduling
i. Capacity Plans
ii. Material Plans
d. Scheduling Production and Process Operations
i. Production Scheduling
ii. Operations Scheduling
iii. Project Scheduling
e. Managing the Operations Schedule
i. Input/ Output Control Technique
ii. Prioritizing
f. Improving the Flow
i. Bottleneck Identification and Management
ii. Lead Time
iii. Reducing Lead Times
iv. Maintenance
3. Authorizing, Executing, and Reproting Activities for Push Systems
a. Definition of a Push System
i. Push Methodology
ii. Shop Floor Control (SFC)
iii. Job Shops
iv. Weaknesses of a Push System
b. Authoring Activities
i. Availability Checking
ii. Checking Requirements and Availability
iii. Capacity Shortages
iv. Material Shortages
v. Other Resource Shortages
vi. Adjust Schedules
vii. Order Release Exercise
viii. Documentation
c. Executing Activities
i. Hidden Hurdles
ii. Staging/ Kitting
iii. Dispatching
iv. Work Assignment
v. Expediting/ De-Expediting
vi. Human Interaction in Push Systems
d. Reporting Activities
i. Material Reporting
ii. Material Reporting
iii. Data Collection Techniques
4. Authorizing, Executing, and Reporting Activities for Pull Systems
a. Definition of a Pull System
i. Pull System Objectives
ii. Pull Methodology
iii. Differences between push and Pull Systems
iv. Pull System Applicability
v. Advantabes and Disadvantages of a Pull System
vi. Pull System characteristics
vii. Pull Production Systems
b. Authorizing Activities
i. Two-Bin Systems
ii. Visual Reorder Point Systems
iii. KANBAN
iv. Documentation
c. Executing Activities
i. The Principles of Synchronized Production
ii. Flexibility
iii. Worker Flexibility and Skills
d. Reporting Activities
i. Data collection Techniques
ii. Count Points
iii. Work In Process
iv. Immediate Feedback
5. Communication Customer-Supplier Information and Controlling
a. Communicating Customer-Supplier Information
i. Building Commitment
ii. Maintaining Commitment
b. Sharing Information
i. Supplier Interfaces
ii. Integrating Suppliers
c. Data Communication
i. Inter-Enterprise Systems (IES)
ii. Scheduling and Control of Suppliers
iii. Electronic Data Interchange (EDI)
iv. Bar Coding
v. Fax
vi. Internet
d. Controlling Storage and Movement of Materials
i. Identifying Inventory Items
ii. Storage and Location
iii. Transportation
6. Quality and Continuous Improvement initiatives Basic Concepts
a. Executing Quality initiatives, Eliminating Waste, and Implementing Continuous improvement Plans
i. Quality Initiatives
ii. Eliminating Waste
iii. Implementing Continuous Improvement Plans
b. Quality and Continuous Improvement Tools
i. Quality Improvement Tools
ii. Continuous Improvement Tools
c. Developing, Evaluating, and Rewarding People
i. Developing People
ii. Evaluating People
iii. Rewarding People
7. Quality and Continuous Improvement Initiatives Making It Happen
a. Process Improvement
b. Methods of Process Improvement
i. Addressing Sporadic and Chronic Quality Problems
ii. One Less at a Time
c. Methods of Eliminating Waste
i. Move/ Transit Time Reduction
ii. Setup Time Reduction
iii. Lot Size Reduction
iv. Throughput and Lead Time Reduction
v. Paperwork and Transaction Reduction
vi. Workplace Organization
8. Quality Management Processes
a. Quality Management Processes
i. Quality Perspectives
b. Concept of Variation
i. Special- and Common-Cause Variation
c. Statistical Quality Control
i. Acceptance Sampling
ii. Statistical Process Control (SPC)
iii. Summarizing Data
iv. Distribution Curve
d. Statistical Process Control Charts
i. Steps in Setting Up a Control Chart
ii. Interpreting SPC Charts
iii. Run Charts
iv. Advantages of Statistical Process Control
e. Process Capability Analysis
i. Uses for Process Capability Information
ii. The Assumption of Statistical Control and Its Effects on Process Capability
f. Incoming Inspection
i. Product Acceptance
ii. Disposition of Nonconforming Product
iii. Inspection Planning
iv. Automated Inspection
v. How Much Inspection is Necessary?
vi. Inspection Accuracy
g. Monitoring Supplier Performance
i. Assess
ii. Audit
iii. Customer Survey
9. Evaluating Performance of Production Operations
a. Evaluating Performance of Production Operations
i. Data Sources and Requirements
b. Accuracy of Inventory Records
i. Key Inventory Information
ii. Inventory Stock Status
iii. Auditing Inventory Records
c. Performance Reporting
i. Adherence to Schedule
ii. Costs
iii. Productivity
iv. Throughput Time
v. Work in Process
vi. Inventory
vii. Quality measures
d. Evaluating Cost of Operations
i. Job Costing
ii. Product Costing
iii. Process Costing
iv. Transaction Costing
v. Inventory Costs
e. Audits and Reporting
i. Cross-Checking Databases
ii. Reconciling Database Errors
iii. Checklist for Planning and Control Systems
iv. The Planning and control System Audit Process
f. Quality Audits
i. Systems Audit
ii. Product Audit