生产计划与控制 1 2 3 4 5 13 15..docxVIP

Chapter13Long-range capacity planning 长期生产能力计划：设施：厂址、布局，大小、生产能力主要供应商和垂直集成度工艺规划Aggregate planning 综合生产计划：雇员、库存、公共设施、设备升级、材料供应合同MPS主生产计划：为生产的数量和时间做计划制定综合生产计划的必要性：P493制定综合生产计划的步骤: P494Straight-time labor:正常加班工人 Overtime labor:加班工人 Inventory:库存Subcontracting:外协 Backlog:积压订单 Part time labor:零时工Matching Demand市场匹配优点：没有库存缺点：劳动力和材料成本会比较高Level capacity均衡生产优点：消除了雇佣、培训、和解雇工人和使用加班的成本使发展新原料供应商的成本最小化只有最有效率的设备被使用单位产品的人力、材料的成本低，因为消除了生产的频繁启动、中断监督更简单、废品率低因为工人都很有经验无故旷工率低缺点：库存高解决均衡生产问题的措施：积压订单加班和外协MPS主生产计划的四个时间段冻结期固定期填充期开放期 p511四种生产方式：Pond-draining system 水池式生产方式 Push system 推式生产方式 Pull system拉式生产方式 Focusing on bottlenecks 瓶颈生产方式p523Chapter15MRP: material requirements planFigure 15.1 P584Objectives of MRP P586Figure 15.3理解存货期以及订货点 P587MPS：master production scheduleFigure15.4The MRP System 建议理解的基础上记忆Outputs of MRP:1 planned order schedule 2 change in plannedThe secondary MRP outputs 1 exception reports 2 performance reports 3 planning reportsBUSINESS SNAPSHOT 15.1看懂Lot-Sizing in MRPIn produce-to-order firms, the size of the customers order is usually the lot size that will be produced because it cannot be assumed that there will be other orders for the custom-designed product in the future. In produce-to-stock firms, because only a few standard product designs are produced for inventory, the size of production lots is primarily a question of economics. P598 Operations managers like large lots of materials for these reasonsThe annual cost of placing purchase orders is less because only a few orders for large lots of materials are placed with suppliers.The annual cost of changing over machines between production lots is less and production capacity is greater because of less downtime caused by machine changeovers.By ordering large lots of materials from suppliers, price breaks and transportation cost breaks can be taken advantage of, resulting in lower purchasing costs of the materials. On the other hand, operations managers like small lots of materials for these reasonsLow