100% tevredenheidsgarantie Direct beschikbaar na betaling Zowel online als in PDF Je zit nergens aan vast
logo-home
Supply Chain Operations samenvatting, H6, 10, 12-14 €6,49   In winkelwagen

Samenvatting

Supply Chain Operations samenvatting, H6, 10, 12-14

1 beoordeling
 128 keer bekeken  0 keer verkocht

Samenvatting van het boek Operations and Supply Chain Management (Jacobs en Chase, vierde editie). De samenvatting is in het Engels geschreven.

Voorbeeld 1 van de 14  pagina's

  • Nee
  • H6, 10, 12-14
  • 15 juni 2017
  • 14
  • 2016/2017
  • Samenvatting
book image

Titel boek:

Auteur(s):

  • Uitgave:
  • ISBN:
  • Druk:
Alle documenten voor dit vak (24)

1  beoordeling

review-writer-avatar

Door: jasperhoogendoorn • 5 jaar geleden

avatar-seller
RUGstudent123
HOOFDSTUK 6: MANUFAC TURING PROCESSES

What is required to make something? Sourcing the parts we need, followed by making the item and then
sending the item to the customer.

Lead time is the time needed to respond to a customer order. Customer order decoupling point is where
inventory is positioned in the supply chain. Selection of CODP’s is a strategic decision that determines customer
lead times and can greatly impact inventory investment. The closer it is to the customer, the quicker the
customer can be served.

 Make-to-stock is a production environment where the customer is served “on-demand” from finished
goods inventory. (televisions, clothing)
 Assemble-to-order is a production environment where pre-assembled components, subassemblies,
and modules are put together in response to a specific customer order. (Dell)
 Make-to-order is a production environment where the product is built directly from raw materials and
components in response to a specific customer order. (Boeing)
 Engineer-to-order is when the firm works with the customer to design the product, which is then
made from purchased material, parts and components.

Many make-to-stock firms and also assemble-to-order firms invest in lean manufacturing programs in order to
achieve higher service levels for a given inventory investment. These exist to achieve high customer service
with minimum levels of inventory investment.

A simplified way of thinking about material in a process is that it is in one of two states: material is moving/”in-
transit” or material is sitting in inventory and is acting as a “buffer” waiting to be used. Material that is in a
manufacturing process in a factory can also be considered in-transit: “work-in-progress” inventory.

A common measure is the total average value of inventory in the process. This is the total investment in
inventory at the firm, which includes raw material, work-in-process, and finished goods. A better measure is
inventory turn, which is an efficiency measure where the cost of goods sold is divided by the average inventory
value (higher is better). A measure directly related is days-of-supply, which is a measure of the number of days
of supply of an item. Simple systems can be analysed quickly using Little’s law: mathematically relates
inventory, throughput and flow time. Inventory = throughput rate * flow time. Throughput is the long-term
average rate that items are flowing through the process. Flow time is the time that it takes a unit to flow
through the process from beginning to end.

The most common assembly line is a moving conveyor that passes a series of workstations in a uniform time
interval: workstation cycle time (the time between successive units coming off the end of an assembly line).
The total work to be performed at a workstation is equal to the sum of the tasks assigned to that workstation.
The assembly-line balancing problem is one of assigning all tasks to a series of workstations so that each
workstation has no more than can be done in the workstation cycle time and so that the unassigned time
across all workstations is minimized. The precedence relationship is the required order in which tasks must be
performed in an assembly process.

Steps in balancing an assembly line:

1. Specify the sequential relationships among tasks using a precedence diagram.
2. Determine the required workstation cycle time.
𝑝𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦
a. 𝐶 = 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 𝑜𝑢𝑡𝑝𝑢𝑡 𝑝𝑒𝑟 𝑑𝑎𝑦 (𝑖𝑛 𝑢𝑛𝑖𝑡𝑠)
3. Determine the theoretical minimum number of workstations required to satisfy the workstation cycle
time constraint.

Voordelen van het kopen van samenvattingen bij Stuvia op een rij:

Verzekerd van kwaliteit door reviews

Verzekerd van kwaliteit door reviews

Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!

Snel en makkelijk kopen

Snel en makkelijk kopen

Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.

Focus op de essentie

Focus op de essentie

Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper RUGstudent123. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €6,49. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 73918 samenvattingen verkocht

Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen

Start met verkopen
€6,49
  • (1)
  Kopen