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xi | |
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xvii | |
Preface |
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xix | |
Acknowledgments |
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xxiii | |
Authors |
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xxv | |
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1 | (24) |
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1 | (1) |
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What Is a Production/Service System? |
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2 | (6) |
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2 | (1) |
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3 | (1) |
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3 | (1) |
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3 | (1) |
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3 | (1) |
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4 | (1) |
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5 | (1) |
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5 | (1) |
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5 | (1) |
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6 | (1) |
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7 | (1) |
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7 | (1) |
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What Is a Business Operation/Process? |
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8 | (3) |
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Transforming Resources (Capacity) |
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9 | (1) |
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Transformed Resources (Inventory and Work-in-Process) |
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9 | (1) |
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Resource Requirements (Customer Demand) |
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10 | (1) |
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A Card-Based Control System |
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10 | (1) |
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What Does a Card-Based Control System Actually Control? |
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11 | (7) |
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11 | (1) |
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12 | (2) |
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14 | (1) |
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14 | (1) |
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15 | (1) |
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15 | (1) |
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16 | (1) |
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17 | (1) |
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Why Use a Card-Based Control System Rather than the Latest Technology? |
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18 | (2) |
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Summary: What Card-Based Control Systems Do (And What They Do Not Do) |
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20 | (3) |
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23 | (2) |
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2 Basic Principles Underpinning a Card-Based Control System |
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25 | (20) |
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25 | (1) |
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26 | (8) |
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26 | (1) |
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26 | (1) |
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27 | (1) |
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27 | (1) |
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Coordination by Standardization |
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28 | (1) |
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28 | (1) |
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Coordination by Mutual Adjustment |
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29 | (2) |
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Input/Output Control System |
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31 | (1) |
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31 | (1) |
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Order Release (Load-Limited) |
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32 | (1) |
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33 | (1) |
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Visualizing the Stability of the Shop Floor/Station: The Throughput Diagram |
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34 | (8) |
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35 | (4) |
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Work-in-Process (Released Work) |
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39 | (1) |
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39 | (1) |
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40 | (1) |
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40 | (1) |
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Shop Floor Throughput Time |
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40 | (2) |
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Summary: Input/Output Control Underpinning Card-Based Control |
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42 | (1) |
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43 | (2) |
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3 Simplified Scheduling through Pool Sequencing and a Shop Floor Dispatching Rule |
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45 | (12) |
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45 | (2) |
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Pool Sequencing Rule (Pre-Shop Floor) |
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46 | (1) |
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Dispatching Rule (Shop Floor) |
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46 | (1) |
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Some Rules for Priority Dispatching on the Shop Floor |
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47 | (5) |
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First-In-First-Out (FIFO) |
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47 | (1) |
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48 | (1) |
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48 | (2) |
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Shortest Processing Time (SPT) |
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50 | (1) |
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Modified Operation Due Dates (MODD) |
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50 | (2) |
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Visualizing On-Time Performance: The Order Progress Diagram |
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52 | (2) |
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52 | (2) |
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Summary: Simplified Scheduling through Priority Dispatching |
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54 | (1) |
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54 | (3) |
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4 How to Diagnose a Control Problem? |
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57 | (22) |
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57 | (2) |
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Criterion 1: Make/Produce/Assemble/Build/Serve, etc. To-Stock or To-Order |
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59 | (4) |
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59 | (1) |
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60 | (1) |
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To-Stock/To-Order Interface |
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61 | (2) |
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Criterion 2: The Customer Penetration (Inventory/Order Separation) Point |
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63 | (6) |
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64 | (1) |
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64 | (1) |
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Customer Penetration Point |
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65 | (1) |
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Customization (Qualitative) |
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65 | (1) |
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Customization (Quantitative) |
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65 | (1) |
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Inventory/Order Separation Point |
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66 | (1) |
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Inventory Control Problem |
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66 | (1) |
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66 | (2) |
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68 | (1) |
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Inventory Decoupling Point |
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68 | (1) |
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Criterion 3: Routing Characteristics |
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69 | (3) |
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69 | (2) |
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71 | (1) |
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Criterion 4: Variability and Uncertainty in Resource Requirements |
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72 | (2) |
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Workload Balancing (Heijunka) |
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73 | (1) |
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Summary: Diagnosing the Control Problem |
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74 | (2) |
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76 | (3) |
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5 The Inventory Control Problem: Kanban Systems |
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79 | (28) |
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79 | (3) |
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79 | (1) |
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80 | (1) |
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81 | (1) |
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81 | (1) |
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Kanban for the Internal Supply Chain: The Six Rules of Kanban Systems |
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82 | (6) |
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82 | (1) |
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83 | (1) |
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84 | (1) |
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84 | (4) |
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88 | (1) |
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88 | (1) |
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Work-in-Process Kanban vs. Production Kanban |
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88 | (6) |
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Heijunka (Internal Supply Chain) |
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92 | (2) |
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Kanban for Shop Floor Control |
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94 | (7) |
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98 | (1) |
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98 | (3) |
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Applicability of Kanban Systems |
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101 | (1) |
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102 | (2) |
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104 | (3) |
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6 The Low Variability Order Control Problem: ConWIP |
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107 | (8) |
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107 | (1) |
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Constant Work-In-Process (ConWIP) |
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108 | (1) |
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ConWIP: How Does It Work? |
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108 | (2) |
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110 | (1) |
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110 | (1) |
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The Applicability of ConWIP |
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110 | (3) |
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113 | (1) |
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113 | (2) |
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7 Inventory Control Plus Material Requirements Planning for the Order Control Problem: POLCA |
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115 | (12) |
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115 | (1) |
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Paired-Cell Overlapping Loops of Cards with Authorization (POLCA) |
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116 | (1) |
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116 | (4) |
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Earliest Release Date (POLCA) |
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116 | (1) |
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Material Requirements Planning |
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116 | (4) |
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120 | (4) |
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Blocking (in the Context of POLCA) |
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123 | (1) |
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124 | (1) |
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125 | (2) |
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8 How to Solve the High Variety Order Control Problem: COBACABANA |
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127 | (22) |
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127 | (2) |
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Control of Balance by Card-Based Navigation (COBACABANA) |
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129 | (1) |
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COBACABANA: How Does It Work? |
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130 | (2) |
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Balancing Workloads: The Main Order Release Function of COBACABANA |
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132 | (5) |
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133 | (1) |
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134 | (1) |
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135 | (1) |
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135 | (2) |
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COBACABANA Recognizes the Difference between Direct and Indirect Work |
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137 | (3) |
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Aggregate Load (Used in COBACABANA) |
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138 | (2) |
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Corrected Aggregate Load (Used in COBACABANA) |
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140 | (1) |
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Simplifying the Need for Processing Time Estimations |
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140 | (1) |
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COBACABANA and High Processing Time Variability: Starvation Avoidance |
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141 | (3) |
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142 | (1) |
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Unnecessary (or Premature) Idleness |
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142 | (1) |
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143 | (1) |
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Premature Station Idleness and Order Release |
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144 | (2) |
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146 | (1) |
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146 | (3) |
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9 COBACABANA's Card-Based System for Delivery Time Estimation |
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149 | (12) |
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149 | (1) |
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149 | (1) |
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Card-Based Delivery Time Estimation: How Does It Work? |
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150 | (5) |
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Customer Enquiry Management |
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153 | (1) |
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153 | (2) |
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COBACABANA as a Comprehensive System |
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155 | (2) |
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Using the Salesperson's Display for Output Control |
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157 | (2) |
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Summary: COBACABANA's Delivery Date Estimation Procedure |
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159 | (1) |
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160 | (1) |
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10 Summary: Framework of Applicability |
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161 | (14) |
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161 | (1) |
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Loop Structure and Its Implications for the Application of Card-Based Systems |
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162 | (3) |
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Card Properties and Their Implications for the Application of Card-Based Systems |
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165 | (1) |
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The Need for IT Support and Its Implications for the Application of Card-Based Systems |
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165 | (3) |
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Final Considerations: Nested Card-Based Control Systems |
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168 | (3) |
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Nested Card-Based Control Systems |
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171 | (1) |
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Implementation Information |
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171 | (4) |
References |
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175 | (4) |
Appendix: Summary of Card-Based Systems |
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179 | (10) |
Index |
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189 | |