IPE Libraray Catalogue Hyderabad

Includes bibliographical references (page 245) and index.

Machine generated contents note: 1.1.For whom is this book written
1.2.Organisation of the book
1.3.How to use this book
1.4.Short introduction to our coaching sessions
2.1.Cost structure
2.1.1.Fixed versus variable cost
2.1.2.Direct versus indirect cost
2.1.3.Hourly rate
2.1.4.Cash flow and income statement
2.2.Production structure
2.2.1.Key types of production activities
2.2.2.Definition of item, work in progress, and stock
2.2.3.Classification of items
2.2.4.ABC classification
2.3.Product structure
2.4.Production typology and market strategy
2.4.1.Material flow criterion
2.4.2.Market synchronisation criterion
2.4.3.Product structure criterion
2.4.4.Production typology: Summary
2.5.Chapter summary and suggested coaching subject
2.5.1.Report on enterprise description
3.1.Introduction
3.1.1.Types of forecast according to the aggregation level
3.1.2.Forecast horizon
3.1.3.Types of data Note continued: 3.1.4.Main categories of forecasting methods
3.2.Role and importance of forecasting in supply chain management
3.2.1.Demand management in an MTO company
3.2.2.Demand management in an ATO company
3.2.3.Demand management in an MTS company
3.2.4.Importance of forecasting in supply chain management
3.3.Basic concepts and definitions
3.3.1.Time series and statistical analyses
3.3.2.Autocorrelation analysis
3.3.3.Abnormal values
3.4.Mathematical forecasting methods
3.4.1.Moving average
3.4.2.Exponential smoothing
3.4.3.Forecasting error determination
3.4.4.Tracking signal
3.5.Demand forecasting models
3.5.1.Decomposition principle
3.5.2.Decomposition of forecasting models
3.5.3.Model validation
3.6.Demand forecasting methodology
3.6.1.Graphical summaries and observation of the raw data
3.6.2.Raw data cleaning
3.6.3.Aggregation of the cleaned raw data Note continued: 3.6.4.Determination of the forecasting model by decomposition
3.6.5.Model validation and calibration
3.6.6.Identifying smoothing constants for further forecasting
3.6.7.Running forecast generation
3.7.Chapter summary and coaching guideline
3.7.1.First week-Learning basic concepts
3.7.2.Second week-Intermediate presentation
3.7.3.Third week-Consolidating the whole concepts
4.1.Introduction
4.1.1.Illustration case MotionTech
4.2.The aggregate production plan
4.2.1.Starting the planning process with forecasted demand: MotionTech example
4.2.2.Defining the monthly ratio of production load
4.2.3.Computing direct labour distribution
4.2.4.Balancing available workers capacity and required workers
4.3.Master production schedule (MPS)
4.3.1.Input to the MPS
4.3.2.Output from the MPS
4.3.3.Application of the MPS to MotionTech
4.4.Capacity planning
4.4.1.Basic concepts and definitions Note continued: 4.4.2.Hierarchical approach to capacity and production planning
4.4.3.Rough cut capacity planning and master production schedule
4.4.4.Capacity planning using overall factors (CPOF)
4.4.5.Bill of Capacity (BoC)
4.4.6.Resource profiles
4.4.7.Matching real capacity and expected load
4.4.8.Balancing production load and capacity
4.4.9.Summary and comparison of rough cut capacity planning
4.5.Detailed planning with material requirement planning
4.5.1.MRP process and computation
4.5.2.Application of the MRP to MotionTech
4.5.3.Capacity requirement planning and the MRP
4.6.Coaching guideline and suggested assignment
4.6.1.First week-Learning basic concepts
4.6.2.Second week-Intermediary presentation
4.6.3.Third week-Consolidating the whole concepts
5.1.Introduction
5.2.Basic concepts and definitions
5.2.1.Types of stock
5.2.2.Purpose and importance of stocks
5.3.Financial constitutive elements Note continued: 5.3.1.Inventory carrying cost
5.3.2.Ordering cost
5.3.3.Shortage and customer service cost
5.4.Cost modelling
5.4.1.Economic order quantity (EOQ)
5.4.2.Economic order interval
5.4.3.Sensitivity and economic order zone
5.5.Inventory management methods
5.5.1.Fixed reordering method
5.5.2.Replenishment method, S-policy
5.5.3.Periodic order quantity
5.5.4.Reorder point, (R, Q)-policy
5.5.5.The (s, S)-policy
5.5.6.Part period balancing
5.5.7.Mc Laren's order moment
5.5.8.Summary of inventory management methods
5.6.Managing uncertainty
5.6.1.Sources of uncertainty
5.6.2.Safety stock and lead time
5.6.3.Performance criteria of inventory management
5.6.4.Performance criterion 1: Stock-out probability
5.6.5.Performance criterion 2: Order satisfaction level
5.6.6.Performance criterion 3: Total cost
5.7.Safety stock calculation
5.7.1.Merging different sources of uncertainty Note continued: 5.7.2.Variability of demand during the replenishment time
5.7.3.Safety stock calculation using the stock-out probability criterion
5.7.4.Safety stock calculation using the order satisfaction level criterion
5.7.5.Conclusion
5.8.Chapter summary and coaching guideline
5.8.1.First week-Learning basic concepts
5.8.2.Second week-Intermediary presentation
5.8.3.Third week-Consolidating the whole concepts
6.1.Introduction to Just-In-Time material flow
6.2.Pull versus push material flow management
6.3.The KANBAN method
6.3.1.Basic principles of KANBAN
6.3.2.Operating a KANBAN loop
6.3.3.Characteristics of a KANBAN loop
6.4.Dimensioning KANBAN level and container size
6.5.Review of main methods of managing material flows
6.6.Comparison of the main material flow management methods and conclusion
A.1.Stock-out probability for normal distribution
A.2.Service function
A.3.Former coaches' experience

"The main purpose of this book is to introduce the essential theories and tools for production (manufacturing operations) management for students in engineering, junior professionals in supply chain and production managers who are starting their career in a manufacturing firm. With a focus on selected key techniques and a practical application of these skills, the book uses a real-world inspired case studies while providing readiers with in-depth exploration. Designed as a coaching handbook for instructors or motivated self-learners, it is an ideal resource for project-based learning. It is suitable for graduates in technology management and engineering, and professionals in the field of manufacturing who want to revise their practical knowledge while enhancing theoretical background."--Back cover