The Capacity Aspect of Inventories

Roland Bemelmans

ISBN 10: 3540164499 / ISBN 13: 9783540164494

Published by Springer, Springer, 1986

About this Item

Druck auf Anfrage Neuware - Printed after ordering - Controlling the production in an industrial organisation is very complex. There are two different reasons for this complexity. On the one hand, complexity is due to the variety in range and in level of detail of the activities that playa role in such a control (think of manufacturing process development, capacity planning, coordinating the flow of material through the production process, releasing of workorders, and scheduling). On the other hand, the production process itself may be complex (many products, many stages, complex interrelationships between resources, and uncertainty in the availability of resources). To deal with the first cause for complexity, one creates different, but coordinated levels of control. At each of these levels a specific part of the control of the production process is accounted for (see Anthony [3]). To deal with the second cause for complexity, one groups manufacturing steps into so-called production units (see Bertrand [8]). Each production unit is responsible for a specific part of the production process. Of course, these production units have to be coordinated to ensure that the products are manufactured timely and efficiently. This activity will be referred to as material coordination (see Bertrand [8]).

Seller Inventory # 9783540164494

Bibliographic Details

• Title: The Capacity Aspect of Inventories
• Publisher: Springer, Springer
• Publication Date: 1986
• Language: English
• ISBN 10: 3540164499
• ISBN 13: 9783540164494
• Binding: Taschenbuch
• Condition: Neu
• Dimensions: 279W x 210H x 11D millimeters 279 millimeters width by 210 millimeters height by 11 millimeters depth
• Weight: 455 grams

About this title

Synopsis

Controlling the production in an industrial organisation is very complex. There are two different reasons for this complexity. On the one hand, complexity is due to the variety in range and in level of detail of the activities that playa role in such a control (think of manufacturing process development, capacity planning, coordinating the flow of material through the production process, releasing of workorders, and scheduling). On the other hand, the production process itself may be complex (many products, many stages, complex interrelationships between resources, and uncertainty in the availability of resources). To deal with the first cause for complexity, one creates different, but coordinated levels of control. At each of these levels a specific part of the control of the production process is accounted for (see Anthony [3]). To deal with the second cause for complexity, one groups manufacturing steps into so-called production units (see Bertrand [8]). Each production unit is responsible for a specific part of the production process. Of course, these production units have to be coordinated to ensure that the products are manufactured timely and efficiently. This activity will be referred to as material coordination (see Bertrand [8]).