SlideShare uma empresa Scribd logo
1 de 31
Baixar para ler offline
“Advance Concepts in OPC”
Presented By:-
SWAPNILKUMAR PAWAR(13253)
1
Contents
• OPC
• Push –Pull Systems
• KanBan
• KanBan cards
• Advantages
• ConWIP model
• TOC
• Applications of TOC
• IT in planning
• Planning for services
2
What Is PPC?
• Production planning is the system for
specifying the production procedure to obtain
the desired output in a given time at optimum
cost in conformance with specified standard of
quality
• Control is essential to ensure that
manufacturing takes place in the manner stated
in the plan
3
Push And Pull Systems
Push Strategy Pull Strategy
Push-
Pull
boundary
End
Customer
Raw
Materials
Supply chain time line
4
5
• Kanban is the Japanese word for
card
• The card is an authorization for the
next container of material to be
produced
• A sequence of kanban pulls material
through the process
• Many different sorts of signals are
used, but the system is still called
a kanban
6
ORIGIN
• In late 1940’s Toyota was studying supermarkets
• Customer can get what is needed, at the time needed, in
the amount needed
• Supermarkets stock what it believes it will sell
• Customers only take what they require
• In 1953, Toyota applied this logic in their main plant
machine shop
7
1. User removes a
standard sized
container
2. Signal is seen by the
producing department
as authorization to
replenish
Part numbersPart numbers
mark locationmark location
SignalSignal
marker onmarker on
boxesboxes
8
• When the producer and user are not in visual
contact, a card can be used
• When the producer and user are in visual contact,
a light or flag or empty spot on the floor may be
adequate
• Since several
components may
be required,
several different
kanban techniques
may be employed
9
• Usually each card controls a specific quantity
or parts
• Multiple card systems may be used if there
are several components or different lot sizes
• In an MRP system, the schedule can be
thought of as a build authorization and the
kanban a type of pull system that initiates
actual production
10
• Need to know the lead time needed to
produce a container of parts
• Need to know the amount of safety stock
needed
Number of kanbansNumber of kanbans
(containers)(containers)
Demand duringDemand during SafetySafety
lead timelead time ++ stockstock
Size of containerSize of container
==
11
Daily demand = 500 cakes
Production lead time = 2 days
(Wait time +
Material handling time +
Processing time)
Safety stock = 1/2 day
Container size = 250 cakes
Demand during lead time = 2 days x 500 cakes = 1,000
Number of kanbans = = 5
1,000 + 2501,000 + 250
250250
12
• Reduce WIP
• Allow only limited amount of faulty or
delayed material
• Problems are immediately evident
• Puts downward pressure on bad aspects of
inventory
• Standardized containers reduce weight,
disposal costs, wasted space, and labor
13
ADVANTAGES contd…
• A simple and understandable process
• Provides quick and precise information
• Low costs associated with the transfer of information
• Avoids overproduction
• Is minimizing waste
14
Feature to
develop Tasks in queue
Tasks in progress Tasks
complete
Feature complete
KanBan Example
15
KanBan Boards
16
Constant Work In Process
(CONWIP)
It is one of the variant of pull system.
It is known for its ease of implementation.
CONWIP systems are easier to implement and
adjust, since only one set of system cards is used to
manage system WIP
For example, no part is allowed to enter the system
without a card (authority). After a finished part is
completed at the last workstation, a card is
transferred to the first workstation and a new part is
pushed into the sequential process route.
17
Assumptions for CONWIP
• The production line consist of single routine
along which all parts flow.
• WIP can be measured in units, i.e. number of
jobs or parts in the line.
18
A CONWIP Production Line.
19
COMPARISON
Sr. No Kanban CONWIP
1 Focuses on individual work
station
Focuses on system as whole
2 Best in environment that is
stable and predictable
Best in environment that has
variability in production
3 Focuses on specific part no Does not focuses on specific
part no
4 Comparatively difficult to
implement
Easier to implement
5 Suitable for continuous or
repetitive production
Suitable for job shop
production
20
Theory Of Constraints(TOC)
• Theory of Constraints (TOC) is an overall
management philosophy introduced by Dr.
Eliyahu M. Goldratt in his 1984 book titled
The Goal.
• A system's constraint "is that part of the system
that constrains the objective of the system.“
• The TOC process of ongoing improvement seeks
to identify the constraint and restructure the rest
of the organization around it, through the use of
the Five Focusing Steps
21
The Basic principles of TOC
 Convergence
" that the more interconnected a system is the
fewer degrees of freedom it has, and consequently
the fewer points must be touched (managed) to
impact the whole system.
 Consistency
"If two interpretations of a natural phenomenon are
in conflict, one or possibly both must be wrong".
 Respect
this principle is states that people are not
inherently irrational.
22
BASIC PROCESSES
1. Identify the constraint (the resource/policy that
prevents the organization from obtaining more of the
goal)
2. Decide how to exploit the constraint (make sure the
constraint's time is not wasted doing things that it
should not do)
3. Subordinate all other processes to above decision
(align the whole system/organization to support the
decision made above)
4. Elevate the constraint (if required/possible,
permanently increase capacity of the constraint; "buy
more")
5. If, as a result of these steps, the constraint has moved,
return to Step 1. Don't let inertia become the
constraint.
23
Application of TOC
• Operations
 Drum-Buffer-Rope
 Simplified Drum-Buffer-Rope
• Supply chain / logistics
 TOC-Distribution
 TOC-VMI( Vendor Managed Inventory)
• Finance and accounting
• Project management
 A-Plants.
• Marketing and sales
24
IT IN PLANNING
 Information technology is the term used to describe
technologies which enable users to record ,store ,process ,
retrieve ,transmit and receive information which helps the
users for strategic planning and control of organization.
 Information Technology Management is concerned with
exploring and understanding Information Technology as a
corporate resource that determines both the strategic and
operational capabilities of the firm in designing and
developing products and services for maximum customer
satisfaction, corporate productivity, profitability and
competitiveness.
25
IT IN PLANNING
• IT is playing a significant role in planning
various activities in an organization ‘
• Due to IT we are able to store data in software
and retrieve it at any time and anywhere
through Internet.
• Organization is able to process data faster and
more reliably.
26
IT IN PLANNING
Computer
entry
Computer entry
Information system
Computer
Computer
Intranet
27
IT IN PLANNING
28
PLANNING FOR SERVICES
Service Management is integrated into Supply Chain
Management as the joint between the actual sales
and the customer
The aim of high performance Service Management
is to optimize the service-intensive supply chains,
which are usually more complex than the typical
finished-goods supply chain.
Most service-intensive supply chains require larger
inventories and tighter integration with field service
and third parties.
29
BENEFITS
High service costs can be reduced, i.e. by integrating
the service and products supply chain.
Inventory levels of service parts can be reduced and
therefore reduce total inventory costs.
Customer service or parts/service quality can be
optimized.
Increasing service revenue.
Reduce obsolescence costs of service parts through
improved forecasting.
Improve customer satisfaction levels.
Reduce expediting costs - with optimized service
parts inventory, there is no need to rush orders to
customers.
30
THANK YOU
31

Mais conteúdo relacionado

Mais procurados

Production Management
Production ManagementProduction Management
Production ManagementUmar Khan
 
Supply chain design and operation
Supply chain design and operationSupply chain design and operation
Supply chain design and operationAngelainBay
 
Lecture 1 - Sent 1.pptx
Lecture 1 - Sent 1.pptxLecture 1 - Sent 1.pptx
Lecture 1 - Sent 1.pptxMUGUNDANMani
 
9-supply Chain Design. OPerations Management
9-supply Chain Design. OPerations Management9-supply Chain Design. OPerations Management
9-supply Chain Design. OPerations ManagementAaDi Malik
 
Supply chain management
Supply chain management Supply chain management
Supply chain management ARif Khan
 
Introduction to production operation management
Introduction to production operation managementIntroduction to production operation management
Introduction to production operation managementSumit Malhotra
 
MATERIAL MANAGEMENT
MATERIAL MANAGEMENTMATERIAL MANAGEMENT
MATERIAL MANAGEMENTZamri Yahya
 
Supply chain management
Supply chain managementSupply chain management
Supply chain managementAniket Verma
 
Week 1 building blocks of scm
Week 1 building blocks of scmWeek 1 building blocks of scm
Week 1 building blocks of scmFassam Consulting
 
Chapter 4: Production and Supply Chain Management Information Systems
Chapter 4: Production and Supply Chain Management Information SystemsChapter 4: Production and Supply Chain Management Information Systems
Chapter 4: Production and Supply Chain Management Information SystemsQuang Ngoc
 
Materials Flow Methods & Analysis
Materials Flow Methods & AnalysisMaterials Flow Methods & Analysis
Materials Flow Methods & AnalysisMahmudul Hasan
 
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN Osama Yousaf
 
Best practices in Inventory Management
Best practices in Inventory ManagementBest practices in Inventory Management
Best practices in Inventory ManagementRafel Mayol
 

Mais procurados (20)

Production Management
Production ManagementProduction Management
Production Management
 
Supply chain design and operation
Supply chain design and operationSupply chain design and operation
Supply chain design and operation
 
Logistical Performance Cycle
Logistical Performance CycleLogistical Performance Cycle
Logistical Performance Cycle
 
Supply chain design and analysis
Supply chain design and analysisSupply chain design and analysis
Supply chain design and analysis
 
Lecture 1 - Sent 1.pptx
Lecture 1 - Sent 1.pptxLecture 1 - Sent 1.pptx
Lecture 1 - Sent 1.pptx
 
9-supply Chain Design. OPerations Management
9-supply Chain Design. OPerations Management9-supply Chain Design. OPerations Management
9-supply Chain Design. OPerations Management
 
Supply chain management
Supply chain management Supply chain management
Supply chain management
 
Introduction to production operation management
Introduction to production operation managementIntroduction to production operation management
Introduction to production operation management
 
Inventory managment and improvements
Inventory managment and improvementsInventory managment and improvements
Inventory managment and improvements
 
MATERIAL MANAGEMENT
MATERIAL MANAGEMENTMATERIAL MANAGEMENT
MATERIAL MANAGEMENT
 
Material flow
Material flowMaterial flow
Material flow
 
Supply chain management
Supply chain managementSupply chain management
Supply chain management
 
Week 1 building blocks of scm
Week 1 building blocks of scmWeek 1 building blocks of scm
Week 1 building blocks of scm
 
TOC ConWIP Kanban
TOC ConWIP KanbanTOC ConWIP Kanban
TOC ConWIP Kanban
 
Chapter 4: Production and Supply Chain Management Information Systems
Chapter 4: Production and Supply Chain Management Information SystemsChapter 4: Production and Supply Chain Management Information Systems
Chapter 4: Production and Supply Chain Management Information Systems
 
Pom ppt main
Pom ppt mainPom ppt main
Pom ppt main
 
Operation Process
Operation ProcessOperation Process
Operation Process
 
Materials Flow Methods & Analysis
Materials Flow Methods & AnalysisMaterials Flow Methods & Analysis
Materials Flow Methods & Analysis
 
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN
Supply chain management INVENTORY MANAGEMENT IN A SUPPLY CHAIN
 
Best practices in Inventory Management
Best practices in Inventory ManagementBest practices in Inventory Management
Best practices in Inventory Management
 

Destaque

Financial report 2011 eng
Financial report 2011   engFinancial report 2011   eng
Financial report 2011 engodfoundation
 
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014Ilona Strzelczyk
 
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )Franz Muhlfeld
 
Practica 5 jesus garza
Practica 5 jesus garzaPractica 5 jesus garza
Practica 5 jesus garzaprepa mante
 
13.02.2014 odf ukraine_attacks_on_journalists_pl
13.02.2014 odf ukraine_attacks_on_journalists_pl13.02.2014 odf ukraine_attacks_on_journalists_pl
13.02.2014 odf ukraine_attacks_on_journalists_plodfoundation
 
Engaging citizens
Engaging citizensEngaging citizens
Engaging citizensJanix Joy
 
SCM Revenue Generation Engines
SCM Revenue Generation EnginesSCM Revenue Generation Engines
SCM Revenue Generation EnginesVictor A. Som
 
03.03.2014 odf war_russia_ukraine_ru
03.03.2014 odf war_russia_ukraine_ru03.03.2014 odf war_russia_ukraine_ru
03.03.2014 odf war_russia_ukraine_ruodfoundation
 
Hearsay Social - DDM Alliance Summit Marketing on Facebook
Hearsay Social - DDM Alliance Summit Marketing on FacebookHearsay Social - DDM Alliance Summit Marketing on Facebook
Hearsay Social - DDM Alliance Summit Marketing on FacebookDDM Alliance
 
11.03.2014 odf ukraine_list_of_dead_ru
11.03.2014 odf ukraine_list_of_dead_ru11.03.2014 odf ukraine_list_of_dead_ru
11.03.2014 odf ukraine_list_of_dead_ruodfoundation
 
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-engodfoundation
 
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_enodfoundation
 
Macroestructura- Santiago Mariño
Macroestructura- Santiago MariñoMacroestructura- Santiago Mariño
Macroestructura- Santiago MariñoAndreina Navarro
 
Sca digital disruption - march 2016
Sca digital disruption -  march 2016Sca digital disruption -  march 2016
Sca digital disruption - march 2016Vijay Solanki
 
A Matter of Plain Reason: Why Christians Must Believe in Joseph Smith
A Matter of Plain Reason: Why Christians Must Believe in Joseph SmithA Matter of Plain Reason: Why Christians Must Believe in Joseph Smith
A Matter of Plain Reason: Why Christians Must Believe in Joseph SmithRonald Kimmons
 

Destaque (17)

Financial report 2011 eng
Financial report 2011   engFinancial report 2011   eng
Financial report 2011 eng
 
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014
Podsumowanie działań Stowarzyszenia Uśmiech Nadziei 2014
 
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )
MANILA STAGE AND TRUSSES RENTALS (MNL STAGE RENTALS )
 
Practica 5 jesus garza
Practica 5 jesus garzaPractica 5 jesus garza
Practica 5 jesus garza
 
13.02.2014 odf ukraine_attacks_on_journalists_pl
13.02.2014 odf ukraine_attacks_on_journalists_pl13.02.2014 odf ukraine_attacks_on_journalists_pl
13.02.2014 odf ukraine_attacks_on_journalists_pl
 
Engaging citizens
Engaging citizensEngaging citizens
Engaging citizens
 
SCM Revenue Generation Engines
SCM Revenue Generation EnginesSCM Revenue Generation Engines
SCM Revenue Generation Engines
 
03.03.2014 odf war_russia_ukraine_ru
03.03.2014 odf war_russia_ukraine_ru03.03.2014 odf war_russia_ukraine_ru
03.03.2014 odf war_russia_ukraine_ru
 
WEEE Recycling
WEEE RecyclingWEEE Recycling
WEEE Recycling
 
Hearsay Social - DDM Alliance Summit Marketing on Facebook
Hearsay Social - DDM Alliance Summit Marketing on FacebookHearsay Social - DDM Alliance Summit Marketing on Facebook
Hearsay Social - DDM Alliance Summit Marketing on Facebook
 
11.03.2014 odf ukraine_list_of_dead_ru
11.03.2014 odf ukraine_list_of_dead_ru11.03.2014 odf ukraine_list_of_dead_ru
11.03.2014 odf ukraine_list_of_dead_ru
 
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng
25 04-2014-odf-45-days-of-russian-occupation-of-crimea-eng
 
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en
28.02.2014 odf armed_invasion_of_russian_troops_in_crimea_en
 
Doc092
Doc092Doc092
Doc092
 
Macroestructura- Santiago Mariño
Macroestructura- Santiago MariñoMacroestructura- Santiago Mariño
Macroestructura- Santiago Mariño
 
Sca digital disruption - march 2016
Sca digital disruption -  march 2016Sca digital disruption -  march 2016
Sca digital disruption - march 2016
 
A Matter of Plain Reason: Why Christians Must Believe in Joseph Smith
A Matter of Plain Reason: Why Christians Must Believe in Joseph SmithA Matter of Plain Reason: Why Christians Must Believe in Joseph Smith
A Matter of Plain Reason: Why Christians Must Believe in Joseph Smith
 

Semelhante a Advance concepts in Operations Planning and Control.

Ch12 jit+&+lean+systems
Ch12 jit+&+lean+systemsCh12 jit+&+lean+systems
Ch12 jit+&+lean+systemsvideoaakash15
 
Lean-TAREQ.pptx
Lean-TAREQ.pptxLean-TAREQ.pptx
Lean-TAREQ.pptxfaiazjoy
 
lean manufacturing.ppt cost profit accounts
lean manufacturing.ppt cost profit accountslean manufacturing.ppt cost profit accounts
lean manufacturing.ppt cost profit accountsSabaKhalid48
 
JIT and lean operations
JIT and lean operationsJIT and lean operations
JIT and lean operationsRajThakuri
 
Distribution management concluding session revised
Distribution management   concluding session revisedDistribution management   concluding session revised
Distribution management concluding session revisedReejo Samuel
 
Jit and lean operations
Jit and lean operationsJit and lean operations
Jit and lean operationsSumit Malhotra
 
jit just in time in lean manufacturing by
jit just in time in lean manufacturing byjit just in time in lean manufacturing by
jit just in time in lean manufacturing byssuser72b8e8
 
Lean Management and Kanban System
Lean Management and Kanban SystemLean Management and Kanban System
Lean Management and Kanban SystemGaurav Singh
 
Operation management
Operation managementOperation management
Operation managementMamta Karanji
 
Lean Manufacturing
Lean Manufacturing Lean Manufacturing
Lean Manufacturing Marico Ltd.
 
BASIC OF TOYOTA PRODUCTION SYSTEM
BASIC OF TOYOTA PRODUCTION SYSTEMBASIC OF TOYOTA PRODUCTION SYSTEM
BASIC OF TOYOTA PRODUCTION SYSTEMPrashant thakur
 
5a session 5a_jit systems cfvg 2012
5a session 5a_jit systems cfvg 20125a session 5a_jit systems cfvg 2012
5a session 5a_jit systems cfvg 2012kimsach
 
efficiency in supply chain & ware hosing
 efficiency in supply chain & ware hosing efficiency in supply chain & ware hosing
efficiency in supply chain & ware hosingRahul kalyani
 
Operation management
Operation management   Operation management
Operation management Nevedida
 
Toc in a nutshell
Toc in a nutshellToc in a nutshell
Toc in a nutshellRan Zadik
 

Semelhante a Advance concepts in Operations Planning and Control. (20)

Ch12 jit+&+lean+systems
Ch12 jit+&+lean+systemsCh12 jit+&+lean+systems
Ch12 jit+&+lean+systems
 
Lean-TAREQ.pptx
Lean-TAREQ.pptxLean-TAREQ.pptx
Lean-TAREQ.pptx
 
lean manufacturing.ppt cost profit accounts
lean manufacturing.ppt cost profit accountslean manufacturing.ppt cost profit accounts
lean manufacturing.ppt cost profit accounts
 
Just in time
Just in timeJust in time
Just in time
 
JIT and lean operations
JIT and lean operationsJIT and lean operations
JIT and lean operations
 
Distribution management concluding session revised
Distribution management   concluding session revisedDistribution management   concluding session revised
Distribution management concluding session revised
 
Jit and lean operations
Jit and lean operationsJit and lean operations
Jit and lean operations
 
jit just in time in lean manufacturing by
jit just in time in lean manufacturing byjit just in time in lean manufacturing by
jit just in time in lean manufacturing by
 
Lean Management and Kanban System
Lean Management and Kanban SystemLean Management and Kanban System
Lean Management and Kanban System
 
Operation management
Operation managementOperation management
Operation management
 
Lean Manufacturing
Lean Manufacturing Lean Manufacturing
Lean Manufacturing
 
Lean Tools
Lean ToolsLean Tools
Lean Tools
 
BASIC OF TOYOTA PRODUCTION SYSTEM
BASIC OF TOYOTA PRODUCTION SYSTEMBASIC OF TOYOTA PRODUCTION SYSTEM
BASIC OF TOYOTA PRODUCTION SYSTEM
 
5a session 5a_jit systems cfvg 2012
5a session 5a_jit systems cfvg 20125a session 5a_jit systems cfvg 2012
5a session 5a_jit systems cfvg 2012
 
efficiency in supply chain & ware hosing
 efficiency in supply chain & ware hosing efficiency in supply chain & ware hosing
efficiency in supply chain & ware hosing
 
Operation management
Operation management   Operation management
Operation management
 
Toc in a nutshell
Toc in a nutshellToc in a nutshell
Toc in a nutshell
 
Lean management
Lean managementLean management
Lean management
 
Production management
Production managementProduction management
Production management
 
MANT 265 S01.ppt
MANT 265 S01.pptMANT 265 S01.ppt
MANT 265 S01.ppt
 

Último

DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxMYDA ANGELICA SUAN
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxSaurabhParmar42
 
Human-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesHuman-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesMohammad Hassany
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfMohonDas
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17Celine George
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxKatherine Villaluna
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphNetziValdelomar1
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17Celine George
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsEugene Lysak
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxraviapr7
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice documentXsasf Sfdfasd
 
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptxClinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptxraviapr7
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapitolTechU
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17Celine George
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxDr. Asif Anas
 

Último (20)

DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptx
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptx
 
Human-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesHuman-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming Classes
 
Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdf
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a Paragraph
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George Wells
 
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdfPersonal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptx
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice document
 
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptxClinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptx
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptx
 

Advance concepts in Operations Planning and Control.

  • 1. “Advance Concepts in OPC” Presented By:- SWAPNILKUMAR PAWAR(13253) 1
  • 2. Contents • OPC • Push –Pull Systems • KanBan • KanBan cards • Advantages • ConWIP model • TOC • Applications of TOC • IT in planning • Planning for services 2
  • 3. What Is PPC? • Production planning is the system for specifying the production procedure to obtain the desired output in a given time at optimum cost in conformance with specified standard of quality • Control is essential to ensure that manufacturing takes place in the manner stated in the plan 3
  • 4. Push And Pull Systems Push Strategy Pull Strategy Push- Pull boundary End Customer Raw Materials Supply chain time line 4
  • 5. 5
  • 6. • Kanban is the Japanese word for card • The card is an authorization for the next container of material to be produced • A sequence of kanban pulls material through the process • Many different sorts of signals are used, but the system is still called a kanban 6
  • 7. ORIGIN • In late 1940’s Toyota was studying supermarkets • Customer can get what is needed, at the time needed, in the amount needed • Supermarkets stock what it believes it will sell • Customers only take what they require • In 1953, Toyota applied this logic in their main plant machine shop 7
  • 8. 1. User removes a standard sized container 2. Signal is seen by the producing department as authorization to replenish Part numbersPart numbers mark locationmark location SignalSignal marker onmarker on boxesboxes 8
  • 9. • When the producer and user are not in visual contact, a card can be used • When the producer and user are in visual contact, a light or flag or empty spot on the floor may be adequate • Since several components may be required, several different kanban techniques may be employed 9
  • 10. • Usually each card controls a specific quantity or parts • Multiple card systems may be used if there are several components or different lot sizes • In an MRP system, the schedule can be thought of as a build authorization and the kanban a type of pull system that initiates actual production 10
  • 11. • Need to know the lead time needed to produce a container of parts • Need to know the amount of safety stock needed Number of kanbansNumber of kanbans (containers)(containers) Demand duringDemand during SafetySafety lead timelead time ++ stockstock Size of containerSize of container == 11
  • 12. Daily demand = 500 cakes Production lead time = 2 days (Wait time + Material handling time + Processing time) Safety stock = 1/2 day Container size = 250 cakes Demand during lead time = 2 days x 500 cakes = 1,000 Number of kanbans = = 5 1,000 + 2501,000 + 250 250250 12
  • 13. • Reduce WIP • Allow only limited amount of faulty or delayed material • Problems are immediately evident • Puts downward pressure on bad aspects of inventory • Standardized containers reduce weight, disposal costs, wasted space, and labor 13
  • 14. ADVANTAGES contd… • A simple and understandable process • Provides quick and precise information • Low costs associated with the transfer of information • Avoids overproduction • Is minimizing waste 14
  • 15. Feature to develop Tasks in queue Tasks in progress Tasks complete Feature complete KanBan Example 15
  • 17. Constant Work In Process (CONWIP) It is one of the variant of pull system. It is known for its ease of implementation. CONWIP systems are easier to implement and adjust, since only one set of system cards is used to manage system WIP For example, no part is allowed to enter the system without a card (authority). After a finished part is completed at the last workstation, a card is transferred to the first workstation and a new part is pushed into the sequential process route. 17
  • 18. Assumptions for CONWIP • The production line consist of single routine along which all parts flow. • WIP can be measured in units, i.e. number of jobs or parts in the line. 18
  • 20. COMPARISON Sr. No Kanban CONWIP 1 Focuses on individual work station Focuses on system as whole 2 Best in environment that is stable and predictable Best in environment that has variability in production 3 Focuses on specific part no Does not focuses on specific part no 4 Comparatively difficult to implement Easier to implement 5 Suitable for continuous or repetitive production Suitable for job shop production 20
  • 21. Theory Of Constraints(TOC) • Theory of Constraints (TOC) is an overall management philosophy introduced by Dr. Eliyahu M. Goldratt in his 1984 book titled The Goal. • A system's constraint "is that part of the system that constrains the objective of the system.“ • The TOC process of ongoing improvement seeks to identify the constraint and restructure the rest of the organization around it, through the use of the Five Focusing Steps 21
  • 22. The Basic principles of TOC  Convergence " that the more interconnected a system is the fewer degrees of freedom it has, and consequently the fewer points must be touched (managed) to impact the whole system.  Consistency "If two interpretations of a natural phenomenon are in conflict, one or possibly both must be wrong".  Respect this principle is states that people are not inherently irrational. 22
  • 23. BASIC PROCESSES 1. Identify the constraint (the resource/policy that prevents the organization from obtaining more of the goal) 2. Decide how to exploit the constraint (make sure the constraint's time is not wasted doing things that it should not do) 3. Subordinate all other processes to above decision (align the whole system/organization to support the decision made above) 4. Elevate the constraint (if required/possible, permanently increase capacity of the constraint; "buy more") 5. If, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint. 23
  • 24. Application of TOC • Operations  Drum-Buffer-Rope  Simplified Drum-Buffer-Rope • Supply chain / logistics  TOC-Distribution  TOC-VMI( Vendor Managed Inventory) • Finance and accounting • Project management  A-Plants. • Marketing and sales 24
  • 25. IT IN PLANNING  Information technology is the term used to describe technologies which enable users to record ,store ,process , retrieve ,transmit and receive information which helps the users for strategic planning and control of organization.  Information Technology Management is concerned with exploring and understanding Information Technology as a corporate resource that determines both the strategic and operational capabilities of the firm in designing and developing products and services for maximum customer satisfaction, corporate productivity, profitability and competitiveness. 25
  • 26. IT IN PLANNING • IT is playing a significant role in planning various activities in an organization ‘ • Due to IT we are able to store data in software and retrieve it at any time and anywhere through Internet. • Organization is able to process data faster and more reliably. 26
  • 27. IT IN PLANNING Computer entry Computer entry Information system Computer Computer Intranet 27
  • 29. PLANNING FOR SERVICES Service Management is integrated into Supply Chain Management as the joint between the actual sales and the customer The aim of high performance Service Management is to optimize the service-intensive supply chains, which are usually more complex than the typical finished-goods supply chain. Most service-intensive supply chains require larger inventories and tighter integration with field service and third parties. 29
  • 30. BENEFITS High service costs can be reduced, i.e. by integrating the service and products supply chain. Inventory levels of service parts can be reduced and therefore reduce total inventory costs. Customer service or parts/service quality can be optimized. Increasing service revenue. Reduce obsolescence costs of service parts through improved forecasting. Improve customer satisfaction levels. Reduce expediting costs - with optimized service parts inventory, there is no need to rush orders to customers. 30