Samenvatting
Samenvatting Production and Logistics Management 2024
- Instelling
- Universiteit Gent (UGent)
Summary of 100 pages for the course Productie en logistiek beleid at UGent (3e jaar, 1e sem)
[Meer zien]Voorbeeld 4 van de 100 pagina's
Voorbeeld 4 van de 100 pagina's
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Voorbeeld van de inhoud
PRODUCTION AND LOGISTICSMANAGEMENT
INHOUDSOPGAVE
INTRODUCTION .................................................................................................................................................. 2
FORECASTING ................................................................................................................................................... 16
PROCESS ANALYSIS ........................................................................................................................................... 28
INVENTORY MANAGEMENT ............................................................................................................................. 38
Inventory deterministic ................................................................................................................................ 38
Inventory stochastic ..................................................................................................................................... 49
Supply chain management ........................................................................................................................... 62
MANUFACTURING, PLANNING AND CONTROL ................................................................................................ 72
Aggregate planning ...................................................................................................................................... 72
Manufacturing, planning, control & materials requirement planning (MRP) ............................................. 84
Scheduling .................................................................................................................................................... 94
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,INTRODUCTION
1. Operations Management: an example
Example: cheeseburger stand
- Processing steps:
o Cut tomatoes
o Grill meat
o Unpack sandwich
o Put meat on sandwich bottom
o Pack in box, …
→ Number of operations/activities that you must do to make a burger
- Total production time: 15 minutes
- Clients want to wait for only 5 minutes
- Meat must be ordered in advance → it takes 4 weeks before it is being delivered
- Meat can only be kept for 2 weeks
→ Mismatch between supply and demand
Process map:
➔ Triangles: inventory
➔ Rectangles: time
What are some of the operations management decisions that have to be taken? (problems and solutions)
1) Replenishment lead time is very long
- How often to place an order for meat: once every two weeks, every week, every day?
o Delivery costs vs. stocking costs
▪ The more expensive it is to keep something in stock, the more you want to order
more often (small quantities but ordering more often)
▪ The more expensice it is to order somtheting, the more you want to order less
(bigger quantities but ordering less often)
o Uncertainty
- How much meat to order?
o Based on historical sales data and an analysis of customer behavior and consumption
patterns (forecasting)
o By the time the delivery arrives, the consumption pattern may have changed
- Renegotiate or find other supplier with shorter replenishment lead time
o This will be more expensive.
o How much more are you willing to pay for a shorter lead time
→ imagine you have a gamut of different kinds of hamburgers
2) Customer lead time << production lead time
- Keep an intermediate buffer of semi-finished product
o How much burgers to keep in the buffer?
o Risk of losing customers that have to wait too long vs. risk of having to throw away cold or
leftover burgers
- Increase customer patience
o Video games, free drink, pre-order by phone
o Mix of phone orders and regular orders
- Reduce production lead time to 5’
o New technology (automatic oven, assembly machine, …)
o Requires investment analysis
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, 3) Imagine customers arrive every three minutes
- Create an assembly line of five workstations, with a work content of 3’ each
- Without variability, one customer arrives exactly every three minutes, and one burger will be ready
exactly every three minutes.
- With variability (ex. five customers arriving together every 15’), there are queueing effects such
that intermediate buffers are needed.
4) Between lunchtime and dinner time, customers only arrive every 10 minutes
- Reorganize workstations, adjust buffers
5) My neighbor is also setting up a burger stand
- Start a price war, offer loyalty bonuses (10 + 1 free)
- Expand your product offering
o Hotdogs, chicken burgers, pita, ice cream, …
- Expand your service offering
o Take-away, home delivery
o Seating and a large screen TV
o Nice-looking, friendly smiling staff
2. What is Operations Management?
2.1 Definitions
- “The planning, scheduling, and control of the activities that transform inputs into finished goods
and services”
o Basic definition
o They mainly stick to operational activities
- “Deals with the design and management of products, processes, services and supply chains. It
considers the acquisition, development, and utilization of resources that firms need to deliver the
goods and services their clients want.”
o More wide definition
o Not only operating an existing system, they include design aswell
o Ex. Where are we going to locate our new operation center?
- “An area of management concerned with overseeing, designing, and controlling the process of
production and redesigning business operations in the production of goods or services. It involves
the responsibility of ensuring that business operations are efficient in terms of using as few
resources as needed, and effective in terms of meeting customer requirements. It is concerned
with managing the transformation process that converts inputs (in the forms of raw materials,
labor, and energy) into outputs (in the form of goods and/or services).”
o Thinking about what the customers want is also part of OM being efficient and being
effective
o Try to do things as efficient as possible but also try to be effective (producing what the
customer wants + high quality
2.2 Managing transformation process (OM)
Operations management (OM) = management that is used to transfer inputs (raw materials and materials)
into outputs (finished goods or services)
- Operations are transformational processes!
- Output: goods and services
- Input: 2 types:
o Inputs that need to be transformed
o Inputs that are used to transform other inputs (ex. employees)
3
, Feedback = measurements taken at various points in the information process
Control = the comparison of feedback against previously established standards to determine of corrective
action is needed
2.3 Operations = transformation processes
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There are 3 types of typical transformation processes (not only raw materials can be transformed):
1) Typical material processors
o Mining and extraction, food production, automotive, assembly, machine construction,
retail operations, warehousing and distribution, postal services, transport
2) Typical information processors
o Accountants, bank back offices, market research organisations, financial analysts, news
service, university research unit, archives, telecom company
3) Typical people processors
o Hairdressers, hotels, hospitals, mass rapid transports, theatres, theme parks, dentists,
schools
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