Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Manufacturing Capacity Management Through Modeling and Simulation
Manufacturing Capacity Management Through Modeling and Simulation
Pages 204-214
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From page 204... ...
including capacity planning and design, finite capacity scheduling, capacity control, and the continuous measurement of total available capacity and its use. Total capacity management is a vital foundation to a corporation seeking to achieve a competitive edge and superior productivity.
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From page 205... ...
This can be attributed to recognition of the need to improve manufacturing operations, and recognition that the impact of decisions need to be assessed before the decisions are implemented. The availability of simulation languages to build and analyze manufacturing models has stimulated this growth.
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From page 206... ...
Figure 1 presents a schematic of the manufacturing production-scheduling-operations environment. Capacity management using simulation involves six functions, indicated by the six shaded blocks of Figure 1: Design assessment; Capacity requirements planning and analysis; Scheduling; Schedule management; Schedule execution and dispatching; and Status presentations and statistics.
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From page 207... ...
The dispatch lists are the basis for schedule execution and dispatching, that is, the actual resource allocations to jobs. Data on operational status are fed back to scheduling and schedule management to determine the frequency with which new schedules need to be prepared.
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From page 208... ...
Through this feedback link, continuous improvements in manufacturing operations can be made and information gathered for future design assessments and new scheduling algorithms. The feasibility of TCM relies heavily on the ability to build on existing data and models.
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From page 209... ...
Of course, any simulation output could be employed at any level. Capacity Requirements Planning and Analysis Capacity requirements planning entails evaluating the ability of current resource levels to meet current orders and projected demand.
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From page 210... ...
Because of this complexity and the diverse nature of scheduling philosophy, that is, backward scheduling, forward scheduling, scheduling the bottlenecks first, or local dispatching using global information values, simulation is necessary in all but the simplest manufacturing environments. Supporting the requirement for simulation is the complexity of logical conditions based on precedence requirements, constraints, resource availability, material supplies, and personnel contention involved in most manufacturing operations.
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From page 211... ...
These animations can address various "what if" questions to study and evaluate manufacturing operations in a "pretend" mode (Clark and Withers, 19891. Outputs from these simulations provide information for capacity requirements planning and for design reassessments leading to operational improvements.
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From page 212... ...
MRP II systems, purchasing systems, process plans, and shop floor control will most likely be performed on one or more computers using different data base systems for their individual performance (Baudin?
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From page 213... ...
The utilities layer in Figure 2 will need to include capabilities for performing simulations, graphic utilities, artificial intelligence, expert system rule building, and interfaces to data bases for accessing information on process plans, orders, equipment characteristics, operational data, other modeling tools, and current status. Other utilities required relate to model building, display generation, animation generation, schedule distribution, and communications in general.
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From page 214... ...
Many discussions have been held with colleagues and students concerning the use of simulation for capacity management. In particular, the author would like to acknowledge discussions with David Yancey, David Wortman, Steven Duket, Bill Schaefer, Doug MacFarland, Bill Lilegdon, and Dan Murphy of Pritsker Corporation, whose research and development activities are included in the concepts contained in this paper, and the work with the NAE Committee on Foundations of Manufacturing Systems with Kent Bowen, Harry Cook, Dale Compton, Jim Lardner, and Dick Wilson.
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