PRZEDMIOTEM OFERTY JEST KOD DOSTĘPOWY DO KSIĄŻKI ELEKTRONICZNEJ (EBOOK)

KSIĄŻKA JEST DOSTĘPNA NA ZEWNĘTRZNEJ PLATFORMIE. KSIĄŻKA NIE JEST W POSTACI PLIKU.

From the Foreword of the First Edition of Integral Logistics Management: Operations and Supply Chain Management Within and Across Companies: "Changes in the world outside the company alter the way that we look at problems and priorities in the company itself. This presents new challenges to company logistics and to planning & control of corresp

• Autorzy: Paul Schönsleben Steven R. Schmid Bo O. Jacobson
• Wydawnictwo: Taylor & Francis
• Data wydania: 2011
• Wydanie: 4
• Liczba stron:
• Forma publikacji: ePub (online)
• Język publikacji: angielski
• ISBN: 9781439892411

• Front Matter
• Foreword to the Fourth Edition
• Foreword to the First Edition
• Acknowledgments (3rd and 4th Edition)
• Acknowledgments (1st and 2nd Editions)
• Overview of Contents
• Contents
• Detailed Contents
• Part A. Strategic and Tactical Concepts and Fundamentals of Design
• 1 Logistics, Operations, and Supply Chain Management
• 1.1 Basic Definitions, Issues, and Challenges
• 1.1.1 Products, Services, and the Product Life Cycle
• Fig. 1.1.1.1 Comprehensiveness of product understanding: the degree of comprehensiveness of a product.
• Fig. 1.1.1.2 The product life cycle.
• 1.1.2 Temporal Synchronization between Supply and Demand, and Inventory Positioning
• Fig. 1.1.2.1 Assignment of terms to value-added management.
• Fig. 1.1.2.2 Storage of goods within logistics.
• 1.1.3 Management of the Comprehensive Supply Chain and the SCOR Model
• Fig. 1.1.3.1 Three organizational units in a logistics chain.
• Fig. 1.1.3.2 Multidimensional supply chains for the design and manufacturing of investment goods.
• Fig. 1.1.3.3 Ongoing synchronization of supply with demand in the comprehensive supply chain.
• Fig. 1.1.3.4 The SCOR model, version 10.0, level 1.
• Fig. 1.1.3.5 The six process categories and 26 reference processes of SCOR version 10.0, Level 2, toolkit.
• 1.2 Business Partners and Business Objects
• 1.2.1 Business Partner, Order, and Order Types
• Fig. 1.2.1.1 Simple sales order form used by an Internet company: status "order."
• Fig. 1.2.1.2 Example of a complex sales order at an auto garage: status "billing."
• 1.2.2 Item, Item Family, Product Structure, and Product Family
• Fig. 1.2.2.1 The business object item as a generalization of various goods objects.
• Fig. 1.2.2.2 A product structure (bill of material) with two (structure) levels.
• 1.2.3 Operation, Routing Sheet, Production Structure, and the Process Plan
• Fig. 1.2.3.1 The simplest formula for operation time.
• Fig. 1.2.3.2 Useful rationale for combining operations in a product structure level and thus for differentiating an intermediate product.
• Fig. 1.2.3.3 Process plan for product P (detailed structure).
• 1.2.4 Employees, Facilities, Facility Location, Production Infrastructure, Work Center, Capacity, Load, and Utilization
• Fig. 1.2.4.1 The load profile of a work center (continuous and rectangular distribution).
• 1.2.5 Rough-Cut Business Objects
• Fig. 1.2.5.1 Rough-cut process plan for product P.
• Fig. 1.2.5.2 The product load profile: a one-level rough-cut bill of material and one-level rough-cut routing sheet.
• 1.3 Strategies in the Entrepreneurial Context
• 1.3.1 Entrepreneurial Objectives in a Company and in a Supply Chain
• Fig. 1.3.1.1 Entrepreneurial objectives affected by logistics, operations, and supply chain management.
• Fig. 1.3.1.2 Additional target areas in supply chain performance across companies (according to [Hieb02]).
• 1.3.2 Resolving Conflicting Entrepreneurial Objectives
• Fig. 1.3.2.1 Potential for conflicting entrepreneurial objectives.
• 1.3.3 Customer Order Penetration Point (OPP) and Coordination with Product and Process Design
• Fig. 1.3.3.1 The (customer) order penetration point.
• 1.3.4 Target Area Flexibility: Investments in Enabling Organizations, Processes, and Technologies for Future Benefits
• Fig. 1.3.4.1 Classes of changeability within a factory and in its surrounding field (according to [WiMa07])
• 1.3.5 The Role of Planning and Control
• 1.4 Performance Measurement
• 1.4.1 The Basics of the Measurement, Meaning, and Practical Applicability of Logistics Performance Indicators
• 1.4.2 Performance Indicators in the Target Area of Quality
• Fig. 1.4.2.1 The indicators scrap factor and yield factor.
• Fig. 1.4.2.2 The indicator complaint rate.
• 1.4.3 Performance Indicators in the Target Area of Costs
• Fig. 1.4.3.1 The performance indicator stock-inventory turnover.
• Fig. 1.4.3.2 The performance indicator work-in-process-inventory turnover.
• Fig. 1.4.3.3 The performance indicator work center efficiency.
• Fig. 1.4.3.4 The performance indicator capacity utilization.
• Fig. 1.4.3.5 The performance indicator administration cost rate.
• 1.4.4 Performance Indicators in the Target Area of Delivery
• Fig. 1.4.4.1 The performance indicator fill rate or customer service ratio.
• Fig. 1.4.4.2 The performance indicator delivery reliability rate.
• Fig. 1.4.4.3 The performance indicator batch size or lot size.
• Fig. 1.4.4.4 The performance indicator capacity utilization.
• Fig. 1.4.4.5 The performance indicator value-added rate of lead time.
• Fig. 1.4.4.6 The performance indicator variance in work content.
• Fig. 1.4.4.7 The performance indicator response time.
• Fig. 1.4.4.8 The performance indicator order confirmation time.
• 1.4.5 Performance Indicators in the Target Area of Flexibility
• Fig. 1.4.5.1 The performance indicator bid proposal success rate.
• Fig. 1.4.5.2 The performance indicator order success rate.
• Fig. 1.4.5.3 The performance indicator breadth of qualifications.
• Fig. 1.4.5.4 The performance indicator temporal flexibility.
• 1.4.6 Performance Indicators of the Primary Entrepreneurial Objective
• Fig. 1.4.6.1 The performance indicator cash-to-cash cycle time.
• Fig. 1.4.6.2 The performance indicator return on net assets (RONA).
• 1.5 Summary
• 1.6 Keywords
• 1.7 Scenarios and Exercises
• 1.7.1 Improvements in Meeting Entrepreneurial Objectives
• 1.7.2 Entrepreneurial Objectives and ROI
• 1.7.3 Assessing the Economic Value Added (EVA) of Supply Chain Initiatives
• Fig. 1.7.3.1 Selected supply chain events and their relationship to current assets.
• Fig. 1.7.3.2 Example representation of an SCI value in the form of the EVA.
• 1.7.4 Rough-Cut Business Objects
• 2 Supply Chain Design
• 2.1 Ownership and Trade in a Supply Chain
• Fig. 2.1.0.1 Strategic process of designing the supply chain.
• 2.1.1 The Make-or-Buy Decision Transaction Costs as the Basis of Forming Companies
• 2.1.2 Global Trading Value Content Requirements and Tariff-Orientation in a Supply Chain
• Fig. 2.1.2.1 Some of the most important FTA.
• Fig. 2.1.2.2 Tariffs of code HS8701.20 for shipments from one country to another, if there is no free trade agreement FT A in place or VCP,FTA< VCFTA or VCS,FTA< VCFTA (n.a. = "not applicable").
• Fig. 2.1.2.3 Different supply chain design options regarding value content (VCFTA) fulfillment.
• 2.1.3 Total Cost of Ownership in a Global Supply Chain
• Fig. 2.1.3.1 Elements that make up the total cost of ownership.
• Fig. 2.1.3.2 Importance of the cost elements.
• Fig. 2.1.3.3 Method for analysis of TCO.
• 2.2 Strategic Procurement
• 2.2.1 Overview on Strategic Procurement
• Fig. 2.2.1.1 Procurement strategy in a supply chain: the supplier structure follows the product structure.
• 2.2.2 Traditional Market-Oriented Relationship Compared with Customer-Supplier Partnership
• Fig. 2.2.2.1 Target area strategies for the traditional market-oriented relationship.
• Fig. 2.2.2.2 Target area strategies for the customer-supplier partnership.
• 2.2.3 Strategic Procurement Portfolios
• Fig. 2.2.3.1 Supplier portfolio.
• Fig. 2.2.3.2 Procurement strategies for material groups in dependency on their logistics characteristics.
• 2.2.4 Strategic Selection of Suppliers
• Fig. 2.2.4.1 Evaluation criteria for supplier evaluation.
• Fig. 2.2.4.2 Supplier evaluation: score and gap method with two suppliers.
• 2.2.5 Basics of Supplier Relationship Management and E-Procurement Solutions
• Fig. 2.2.5.1 Categories of e-procurement solutions (the cylinder stands for electronic procurement solutions of trading platform).
• 2.3 Designing a Partnership Relationship
• 2.3.1 Target Area Strategies for Intensive Cooperation
• Fig. 2.3.1.1 Target area strategies for an intensive cooperation in the partnership relationship.
• Fig. 2.3.1.2 Tasks and investment areas for intensive cooperation in the partnership relationship.
• 2.3.2 The Advanced Logistics Partnership (ALP) Model, a Framework for Implementation of Intensive Cooperation in the Supply Chain
• Fig. 2.3.2.1 The ALP model: a framework for implementation of supply chain management.
• 2.3.3 Top Management Level: Building Trust and Establishing Principal Relationships
• Fig. 2.3.3.1 Trust-building measures in partnership relationships.
• 2.3.4 Middle Management Level: Working Out Collaborative Processes in the Supply Chain
• Fig. 2.3.4.1 Cooperative processes in the supply chain.
• Fig. 2.3.4.2 Collaborative processes in participative design/engineering.
• Fig. 2.3.4.3 Contract issues for a partnership relationship.
• 2.3.5 Operational Management Level: Collaborative Order Processing Avoiding the Bullwhip Effect
• Fig. 2.3.5.1 Planning & control tasks for a partnership relationship.
• Fig. 2.3.5.2 Open order quantities and inventories/backorders in a supply chain: the bullwhip effect (or Forrester effect).
• 2.3.6 Example Practical Application
• 2.3.7 The Virtual Enterprise and Other Forms of Coordination among Companies
• Fig. 2.3.7.1 The virtual enterprise and underlying long-term network of potential partners (from [Brue98]).
• Fig. 2.3.7.2 Target area strategies for a virtual enterprise.
• 2.4 Facility Location Planning in Production, Distribution, and Service Networks
• Fig. 2.4.0.1 Reasons for moving facilities back (taken from Fraunhofer ISI, 2009).
• Fig. 2.4.0.2 Location selection and location configuration.
• 2.4.1 Design Options for Production Networks
• Fig. 2.4.1.1 Centralized versus decentralized production: an example.
• Fig. 2.4.1.2 Features of and design options for production networks.
• 2.4.2 Design Options for Distribution and Service Networks
• Fig. 2.4.2.1 Features of and design options for distribution networks.
• Fig. 2.4.2.2 Features of and design options for service networks for services in direct contact with the object.
• 2.4.3 Location Selection for Production Networks
• Fig. 2.4.3.1 Steps in location selection and evaluation of a joint venture partner in China.
• Fig. 2.4.3.2 Factors for facility location selection.
• Fig. 2.4.3.3 Systematic reduction of possible locations / partners.
• Fig. 2.4.3.4 Evaluation of a JV candidate in China: Criteria of the location factor "political and economic business environment."
• Fig. 2.4.3.5 Evaluation of a JV candidate in China: Criteria of the location factor "cultural and infrastructure aspects."
• Fig. 2.4.3.6 Evaluation of a JV candidate in China: Criteria of the location factor "regional customer structure."
• Fig. 2.4.3.7 Evaluation of a JV candidate in China: Criteria of the location factor "medium-term attractiveness of the market."
• Fig. 2.4.3.8 Evaluation of a JV candidate in China: Criteria of the location factor "internal company evaluation of a JV candidate."
• Fig. 2.4.3.9 Evaluation of a JV candidate in China: Criteria of the location factor "general positioning as joint venture candidate."
• Fig. 2.4.3.10 Evaluation of a JV candidate in China: Criteria of the location factor "performance program of the potential joint venture partner."
• Fig. 2.4.3.11 Results of factor rating.
• Fig. 2.4.3.12 Factor rating with degrees of fulfillment and weightings.
• 2.4.4 Location Selection for Distribution and Service Networks
• Fig. 2.4.4.1 Decision variables in the design and planning of the distribution network structure. (Following [FIR00], p. 249.)
• 2.4.5 Location Selection and Location Configuration with Linear Programming
• Fig. 2.4.5.1 Problem formulation in linear programming: Maximize the objective function OF and solve for x, subject to the constraints.
• 2.5 Sustainable Supply Chains
• Fig. 2.5.0.1 Shares of global CO2 emissions in 2005 by sector (total direct and indirect CO2 emissions: 21 Gt CO2). (Source [IEA08]).
• 2.5.1 The Changing Concept of Sustainability with Reference to the Triple Bottom Line
• Fig. 2.5.1.1 The concept of the triple bottom line is based on the three pillars of sustainability namely, economy, society, and environment, which interact with companies (see [ScVo10]).
• Fig. 2.5.1.2 Companies impacted by the three pillars: The paradigm change correlates to the evolution of sustainability aspects and their interaction [ScVo10].
• 2.5.2 Economic Opportunities for Social Commitment
• Fig. 2.5.2.1 Groups of company-internal ethical standards.
• Fig. 2.5.2.2 Groups of company-external ethical standards.
• 2.5.3 Economic Opportunities for Environmental Commitment
• Fig. 2.5.3.1 Example of using alternative fuels and raw materials in order to decrease the carbon footprint and the amount of fossil fuels required in the cement industry [ScVo10].
• Fig. 2.5.3.2 Selection of opportunities and threats favoring proactive rather than reactive environmental involvement. Adapted from [ScVo10].
• 2.5.4 Energy Management Concepts and Measures for Improved Environmental Performance
• Fig. 2.5.4.1 Energy management in production systems [BuVo11].
• Fig. 2.5.4.2 Major aims of industrial symbiosis. Adapted from [KoMa04].
• 2.6 Supply Chain Risk Management
• Fig. 2.6.0.1 Supply chain risk management: elements of the methodology.
• 2.6.1 Identification of Supply Chain Risks
• Fig. 2.6.1.1 Process for identifying supply chain risks.
• Fig. 2.6.1.2 Supply chain portfolio, suitable for risk management.
• Fig. 2.6.1.3 Depiction of the supply chain using the SCOR model.
• Fig. 2.6.1.4 Supply chain risk catalog.
• 2.6.2 Assessment of Supply Chain Risks
• Fig. 2.6.2.1 Process for assessing supply chain risks.
• Fig. 2.6.2.2 Supply chain FMEA for qualitative assessment of the probability of occurrence of supply chain risks.
• Fig. 2.6.2.3 Failure Tree Analysis (FTA) for quantitative assessment of the probability of occurrence of supply chain risks.
• Fig. 2.6.2.4 Supply chain FMEA for qualitative assessment of the business impact of supply chain risks.
• Fig. 2.6.2.5 Business interruption values for quantitative assessment of the business impact of supply chain risks.
• Fig. 2.6.2.6 Supply chain risk portfolio.
• 2.6.3 Handling Supply Chain Risks
• Fig. 2.6.3.1 Process for handling supply chain risks.
• Fig. 2.6.3.2 Measures search fields for an example supply chain risk.
• 2.7 Summary
• 2.8 Keywords
• 2.9 Scenarios and Exercises
• 2.9.1 Advanced Logistics Partnership (ALP)
• 2.9.2 Evaluate Company Relationships in the Supply Chain
• Fig. 2.9.2.1 A supply chain in the wood industry (compare Fig. 2.3.7.1).
• Fig. 2.9.2.2 Classification of company relationships in the suppy chain.
• 2.9.3 The Bullwhip Effect
• 3 Business Process Analysis and Fundamental Logistics Concepts
• Fig. 3.0.0.1 Procedure for analysis and design of logistics systems.
• 3.1 Elements of Business Process Management
• 3.1.1 Basic Definitions of Work, Task, Function, and Process
• Fig. 3.1.1.1 Concepts in business process engineering and management [part 1].
• 3.1.2 Terms in Business Process Engineering
• Fig. 3.1.2.1 Concepts in business process engineering and management [part 2].
• Fig. 3.1.2.2 Important new terms in business process engineering and management.
• 3.1.3 Order Management and Graphical Representation of Logistics Processes
• Fig. 3.1.3.1 MEDIL S symbols.
• Fig. 3.1.3.2 MEDILS: connecting the symbols.
• 3.2 Push and Pull in the Design of Business Processes
• 3.2.1 Pull Logistics
• Fig. 3.2.1.1 Business process in the enterprise from order acquisition to fulfillment.
• Fig. 3.2.1.2 Interface between subprocesses: "customer-supplier relationship with an internal order" model and pull logistics.
• 3.2.2 Push Logistics
• Fig. 3.2.2.1 Interface between subprocesses: the "simple sequence" model.
• Fig. 3.2.2.2 Interface between subprocesses: "partner relationship with overlapping subprocesses for handing over the order" model.
• 3.2.3 The Temporal Synchronization between Use and Manufacturing with Inventory Control Processes
• Fig. 3.2.3.1 Different inventory control processes for temporal synchronization between use and manufacturing / procurement.
• Fig. 3.2.3.2 Pull logistics with inventory: order processing with end product inventory.
• 3.3 Important Techniques of Analysis in Business Process Engineering
• 3.3.1 Organization-Oriented Process Chart
• Fig. 3.3.1.1 Pull logistics: organization-oriented process chart.
• Fig. 3.3.1.2 Push logistics: organization-oriented process chart.
• 3.3.2 Manufacturing and Service Processes in the Company-Internal and Transcorporate Layout
• Fig. 3.3.2.1 Company-internal layout with an example process.
• Fig. 3.3.2.2 Example of a service process represented graphically as a collaborative service blueprint following [Hart04].
• 3.3.3 Detailed Analysis and Time Study of Processes
• Fig. 3.3.3.1 Example of a basic process analysis.
• Fig. 3.3.3.2 Value-stream mapping.
• 3.4 Characteristic Features Relevant to Planning & Control in Supply Chains
• 3.4.1 Principle and Validity of Characteristics in Planning & Control
• 3.4.2 Six Features in Reference to Customer, and Item or Product or Product Family
• Fig. 3.4.2.1 Important features and possible values referring to the user and the product or product family.
• Fig. 3.4.2.2 T analysis within the VAT analysis and its relation to the product variety concept.
• 3.4.3 Five Features in Reference to Logistics and Production Resources
• Fig. 3.4.3.1 Important features and their possible values in reference to logistics and production resources.
• 3.4.4 Seven Features in Reference to the Production or Procurement Order
• Fig. 3.4.4.1 Important features and possible values in reference to production or procurement order.
• 3.4.5 Important Relationships between Characteristic Features
• Fig. 3.4.5.1 Links among facility layout, orientation of product structure, and (order) batch size.10
• Fig. 3.4.5.2 Links among the features product variety concept, production environment, and frequency of order repetition.
• Fig. 3.4.5.3 The features frequency of customer demand and frequency of order repetition do not necessarily need to correspond.
• 3.4.6 Features of Transcorporate Logistics in Supply Chains
• Fig. 3.4.6.1 Important features, possible values, and increasing complexity of supply chain collaboration.11
• Fig. 3.4.6.2 Important features, possible values, and increasing complexity of supply chain coordination.
• Fig. 3.4.6.3 Important features, possible values, and increasing complexity of the configuration of the supply chain.
• 3.5 Fundamental Concepts in Logistics and Operations Management
• 3.5.1 Branches of Industry in Dependency Upon Characteristic Features
• Fig. 3.5.1.1 Different branches in dependency upon the two features facility layout and product variety concept.
• 3.5.2 Production Types
• Fig. 3.5.2.1 The different kinds of facility layouts seen from a systems capabilities viewpoint as production types together with other production types.
• 3.5.3 Concepts for Planning & Control
• Fig. 3.5.3.1 Different concepts of planning & control in dependency upon the features facility layout and product variety concept.
• 3.5.4 Selecting an Appropriate Branch Model, Production Type, and Concept for Planning & Control
• 3.6 Summary
• 3.7 Keywords
• 3.8 Scenarios and Exercises
• 3.8.1 Concepts for Planning & Control within the Company
• 3.8.2 Synchronization between Use and Manufacturing with Inventory Control Processes
• 3.8.3 Basic Process Analysis and Manufacturing Processes in the Company-Internal Layout
• Fig. 3.8.3.1 Company-internal layout with an example process.
• Fig. 3.8.3.2 Basic process analysis of an aluminum frame.
• 4 The MRP II / ERP Concept: Business Processes and Methods
• 4.1 Business Processes and Tasks in Planning & Control
• 4.1.1 The MRP II Concept and Its Planning Hierarchy
• Fig. 4.1.1.1 Business processes in logistics and operations management of an enterprise, structured according to temporal range, with data management.
• 4.1.2 Part Processes and Tasks in Long-Term and Medium-Term Planning
• Fig. 4.1.2.1 Long-term planning: master planning.
• Fig. 4.1.2.2 Medium-term planning & control: detailed planning and scheduling.
• 4.1.3 Part Processes and Tasks in Short-Term Planning & Control
• Fig. 4.1.3.1 Short-term planning & control: execution and control of operations.
• 4.1.4 Reference Model of Processes and Tasks in Planning & Control
• Fig. 4.1.4.1 Manufacturing planning & control processes within the temporal ranges in the MRP II concept.
• Fig. 4.1.4.2 Reference model of business processes and tasks in planning & control.
• 4.1.5 Beyond MRP II: DRP II, Integrated Resource Management, and the "Theory of Constraints"
• Fig. 4.1.5.1 The five focusing steps in the theory of constraints (TOC) approach.
• 4.2 Master Planning Long-Term Planning
• 4.2.1 Demand Management: Bid and Customer Blanket Order Processing and Demand Forecasting
• 4.2.2 Sales and Operations Planning and Resource Requirements Planning
• Fig. 4.2.2.1 Iterative master planning: integrated resource management.
• Fig. 4.2.2.2 Plan 1: production plan at a constant level.
• Fig. 4.2.2.3 Plan 2: production plan with four changes in production rhythm per year.
• Fig. 4.2.2.4 Plan 3: production plan with two changes in production rhythm per year.
• Fig. 4.2.2.5 Comparison of the three production plans.
• 4.2.3 Master Scheduling and Rough-Cut Capacity Planning
• Fig. 4.2.3.1 The MPS as a disaggregated version of the production plan (an example of a product family P with three different products P1, P2, P3).
• Fig. 4.2.3.2 The MPS on the level of subassemblies V1, V2, and V3.
• Fig. 4.2.3.3 The MPS for the first four weeks on the level of subassemblies V1, V2, V3, including overplanning due to variant uncertainty.
• Fig. 4.2.3.4 The MPS on the level of subassemblies V1, V2, and V3, including safety demand (due to variant uncertainty) during the planning horizon.
• Fig. 4.2.3.5 RCCP on the level of subassemblies V1, V2, and V3: load and capacity on work center WC-A.
• Fig. 4.2.3.6 RCCP on the level of subassemblies V1, V2, and V3: load and capacity on work center WC-A, load leveled.
• 4.2.4 Verifying the Feasibility of a Master Production Schedule: Available-to-Promise and Order Promising
• Fig. 4.2.4.1 Determination of ATP quantities.
• 4.2.5 Supplier Scheduling: Blanket Order Processing, Release, and Coordination
• Fig. 4.2.5.1 Systematics of blanket orders and blanket releases with quantities and time periods (example).
• 4.3 Introduction to Detailed Planning and Execution
• 4.3.1 Basic Principles of Materials Management Concepts
• Fig. 4.3.1.1 Cumulative fill rate with components required simultaneously.
• 4.3.2 Overview of Materials Management Techniques
• Fig. 4.3.2.1 Classification of detailed planning techniques in materials management.
• Fig. 4.3.2.2 Additional classification of detailed planning techniques in materials management for unique demand or demand for high-cost items with a lumpy demand pattern.
• 4.3.3 Basic Principles of Scheduling and Capacity Management Concepts
• Fig. 4.3.3.1 A vicious circle caused when capacity bottlenecks prolong the planned production lead time. (From [IBM75].)
• Fig. 4.3.3.2 Objective of time management and scheduling and of capacity management: balancing load with capacity available.
• 4.3.4 Overview of Scheduling and Capacity Management Techniques
• Fig. 4.3.4.1 Classes of techniques for capacity management in dependency upon flexibility of capacity and flexibility of order due date. The abbreviation "CPFP" stands for cumulative production figures principle (see text).
• 4.4 Logistics Business Methods in Research and Development (*)
• 4.4.1 Integrated Order Processing and Simultaneous Engineering
• Fig. 4.4.1.1 Order processing of customer orders with specific R&D, production, and procurement (see also [Schö95a]).
• Fig. 4.4.1.2 Order processing via serial processing.
• Fig. 4.4.1.3 Time gained through integrated order processing.
• Fig. 4.4.1.4 Four aspects of integrated order processing.
• 4.4.2 Release Control and Engineering Change Control
• Fig. 4.4.2.1 Step-wise release between design and production.
• Fig. 4.4.2.2 Procedures in engineering for new product design or a new product release.
• 4.4.3 Different Views of the Business Object According to Task
• Fig. 4.4.3.1 Examples of different views of a business object (see [Schö95a]).
• Fig. 4.4.3.2 Business objects and attributes in the areas of design, release control and engineering change control, and planning & control.
• 4.4.4 The Concept of Computer-Integrated Manufacturing
• Fig. 4.4.4.1 The CIM concept: an overview.
• 4.5 Summary
• 4.6 Keywords
• 4.7 Scenarios and Exercises
• 4.7.1 Master Scheduling and Product Variants
• 4.7.2 Available-to-Promise (ATP)
• 4.7.3 Theory of Constraints
• 4.7.4 Master Planning Case
• Fig. 4.8.4.1 Final products requiring master planning.
• Fig. 4.8.4.2 Profiled edge of a finished panel.
• Fig. 4.8.4.3 Sales plan for the next 12 months.
• Fig. 4.8.4.4 Production plan for the next 12 months.
• Fig. 4.8.4.5 Possible ways to cut the raw boards into panels.
• Fig. 4.8.4.6 Procurement plan: raw material requirements.
• 5 The Lean / Just-in-Time Concept and Repetitive Manufacturing
• Fig. 5.0.0.1 Degree of suitability for the simple techniques of planning & control.1
• 5.1 Characterizing Lean / Just-in-Time and Repetitive Manufacturing
• 5.1.1 Just-in-Time and Jidoka - Increasing Productivity through Eliminating Waste
• Fig. 5.1.1.1 Alternative views of inventory.
• 5.1.2 Characteristic Features for Simple and Effective Planning & Control Techniques of Repetitive Manufacturing
• Fig. 5.1.2.1 Reproduced from Fig. 4.3.2.1 Classification of detailed planning techniques in materials management.
• Fig. 5.1.2.2 Reproduced from Fig. 4.3.2.2 Additional classification of detailed planning techniques in materials management for unique demand or demand for high-cost items with a lumpy demand pattern.
• Fig. 5.1.2.3 Reproduced from Fig. 4.3.4.1 - Classes of techniques for capacity management in dependency upon flexibility of capacity and flexibility of order due date.
• 5.2 The Lean / Just-in-Time Concept
• 5.2.1 Lead Time Reduction through Setup Time Reduction and Batch Size Reduction
• Fig. 5.2.1.1 The simplest formula for operation time.4
• Fig. 5.2.1.2 Cyclic production planning.
• Fig. 5.2.1.3 Concepts of reducing setup time. (Source: [Wild89].)
• 5.2.2 Further Concepts of Lead Time Reduction
• Fig. 5.2.2.1 Production or manufacturing segmentation. (Example taken from [Wild89].)
• Fig. 5.2.2.2 Changeover to cellular manufacturing.
• Fig. 5.2.2.3 Formula for lead time with a sequence of operations.
• Fig. 5.2.2.4 Formula for lead time with cellular manufacturing.
• Fig. 5.2.2.5 Assembly-oriented providing of components.
• 5.2.3 Line Balancing Harmonizing the Content of Work
• Fig. 5.2.3.1 Harmonizing the content of work: tasks of the same duration at each production structure level result in the rhythmic flow of goods.
• Fig. 5.2.3.2 Harmonizing the content of work: the various operations at a workstation (for all the products) as well as the various operations for a single product should be of the same approximate duration.
• Fig. 5.2.3.3 Measures for changing lead time of operations.
• 5.2.4 Just-in-Time Logistics
• Fig. 5.2.4.1 Japanese approach.
• 5.2.5 Generally Valid Advantages of the Lean / Just-in-Time Concept for Materials Management
• Fig. 5.2.5.1 Effect of forecast errors through the combining of requirements in batches across many production structure levels.
• Fig. 5.2.5.2 (Customer) order penetration point with longer and shorter lead time.
• 5.2.6 Generally Valid Advantages of the Lean / Just-in-Time Concept for Capacity Management
• 5.3 The Kanban Technique
• 5.3.1 Kanban: A Technique of Execution and Control of Operations
• Fig. 5.3.1.1 Example kanban card. (Taken from: [Wild89].)
• Fig. 5.3.1.2 The word kanban (explanation by Tschirky; see footnote).11
• Fig. 5.3.1.3 Basic principle of the kanban technique: the kanban feedback loop.
• Fig. 5.3.1.4 Kanban rules of order release and control of the feedback control system.
• 5.3.2 Kanban: A Technique of Materials Management
• Fig. 5.3.2.1 Basic data for calculating the number of kanban cards.
• Fig. 5.3.2.2 Number of kanban cards in the system.
• Fig. 5.3.2.3 Formula to calculate the number of kanban cards.
• 5.3.3 Kanban: Long- and Medium-Term Planning
• 5.4 The Cumulative Production Figures Principle
• Fig. 5.4.0.1 The definition of cumulative production figures along the manufacturing process.
• Fig. 5.4.0.2 Cumulative production figures curves and target (dotted) and actual cumulative production figures diagram. (Example is based on [Wien09].)
• 5.5 Implementing Procedure and Comparison of Techniques
• 5.5.1 Implementing Procedure
• Fig. 5.5.1.1 Features of various techniques of materials management.
• Fig. 5.5.1.2 Procedures in implementing effective logistics: lean/JIT.
• Fig. 5.5.1.3 Procedures in implementing effective logistics: choosing techniques of materials management.
• 5.5.2 Comparison of Techniques: Kanban versus Order Point Technique (*)
• Fig. 5.5.2.1 Development of the buffers when production is rhythmic.
• Fig. 5.5.2.2 Definition of production structure levels and (buffer) storage: order point technique versus kanban technique.
• 5.6 Summary
• 5.7 Keywords
• 5.8 Scenarios and Exercises
• 5.8.1 Operation Time versus Operation Cost, or the Effect of Varying Setup Time and Batch Size
• 5.8.2 The Effect of Cellular Manufacturing on Lead Time Reduction
• Fig. 5.8.2.1 Routing sheet for production of shafts.
• 5.8.3 Line Balancing Harmonizing the Content of Work
• Fig. 5.8.3.1 Harmonizing the content of work: routing sheets for three products.
• 5.8.4 Calculating the Number of Kanban Cards
• Fig. 5.8.4.1 Data on three products for calculation of the number of kanban cards.
• 6 Concepts for Product Families and One-of-a-Kind Production
• 6.1 Logistics Characteristics of a Product Variety Concept
• 6.1.1 High-Variety Manufacturing
• Fig. 6.1.1.1 Values of characteristic features for high-variety manufacturing.
• Fig. 6.1.1.2 Long- and medium-term planning for manufacturing according to customer specification or of product families with many variants.
• Fig. 6.1.1.3 Short-term planning & control for manufacturing according to customer specification or of product families with many variants.
• 6.1.2 Low-Variety Manufacturing
• Fig. 6.1.2.1 Values of the characteristic features for low-variety manufacturing.
• 6.1.3 Different Variant-Oriented Techniques, and the Final Assembly Schedule
• Fig. 6.1.3.1 Typical sets of characteristics and production types that arise frequently with the four product variety concepts.
• Fig. 6.1.3.2 Some additional criteria addressed by variant-oriented techniques.
• Fig. 6.1.3.3 The MPS concerns the highest structure level still having a small number of different items.
• Fig. 6.1.3.4 FAS / MPS / OPP patterns in dependency on the product variety concept and their relation to the patterns of the T analysis. The FAS level is at the right of each pattern.
• 6.2 Adaptive Techniques
• 6.2.1 Techniques for Standard Products with Few Variants
• Fig. 6.2.1.1 Conventional variant structure for a few, stockable variants.
• Fig. 6.2.1.2 The production plan and its corresponding MPS at the end product level (example of a product family P with two different products, P1 and P2).
• Fig. 6.2.1.3 Revision of the MPS according to actual splitting of family demand as given by the

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