TY  - BOOK
AU  - Chapman,Stephen N
TI  - The fundamentals of production planning and control
SN  - 013017615X
AV  - TS176 .C454 2006
PY  - 2006///
CY  - Upper Saddle River, NJ
PB  - Pearson/Prentice Hall
KW  - Production planning
KW  - Automation
KW  - Production control
KW  - Computer integrated manufacturing systems
N1  - Includes bibliographical references and index; Table Of Contents; Preface			; CHAPTER 1 Overview of Planning and Control			; 	1.1 Manufacturing versus Service Operations; 	1.2 Customer Influence in Design: Production Environmental Choices; 	1.3 Process Categories; 	1.4 Order Winners and Qualifiers; 	1.5 Business Environment Issues; 	1.6 Process Analysis and Information Flows; 	1.7 General Information Flows; 	1.8 Book Structure; 	Key Terms; 	Summary; 	Discussion Questions; 	References; CHAPTER 2 Forecasting Fundamentals			; 	2.1 Fundamental Principles of Forecasting; 	2.2 Major Categories of Forecasts; 	Qualitative Forecasting; 	Quantitative Forecasting-Causal; 	Quantitative Forecasting-Time Series; 	2.3 Forecast Errors; 	2.4 Computer Assistance; 	Key Terms; 	Summary; 	References; 	Discussion Questions; 	Exercises; CHAPTER 3 Sales and Operations Planning			; 	3.1 Purpose of Sales and Operations Planning; 	3.2 General Design of Sales and Operations Planning; 	3.3 Approaches to Sales and Operations Planning; 	Make-to-Stock View of an S&OP; 	Make-to-Order View of an S&OP; 	3.4 Strategies for Sales and Operations Planning; 	Some Techniques; 	Trade-off Approaches; 	3.5 Balancing Resources in Sales and Operations Planning; 	3.6 Discussion: A Simple Example; 	Chase; 	Level; 	Combination; 	3.7 Qualitative Issues; 	3.8 Some Business Environment Issues; 	Key Terms; 	Summary; 	References; 	Discussion Questions; 	Exercises; CHAPTER 4 The Master Schedule			; 	4.1 Background and Links to the S&OP; 	4.2 Master Schedule Horizon; 	4.3 Time Fences; 	4.4 Sources of Demand; 	4.5 Basic Methodology; 	4.6 Impact of Product Environment; 	4.7 General Approach to Master Schedule Development; 	4.8 Available-to-Promise Logic; 	4.9 Planning Options in an ATO Environment; 	4.10 The Two-Level Master Schedule; 	4.11 Some Notes on the Master Scheduling Responsibility; 	4.12 Demand Management Overview; 	4.13 Elements of Demand Management; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 5 Inventory Management			; 	5.1 Basic Concepts of Inventory; 	5.2 Categories of Inventory; 	5.3 The Basic Inventory Lot Sizing Model-Economic Order Quantity (EOQ); 	5.4 Basic Independent Demand Inventory Reorder Models; 	5.5 Inventory Control; 	Location Approaches for Stockrooms and Warehouses; 	Maintaining Inventory Data Accuracy; 	Obtaining Accurate Inventory Records; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 6 Material Requirements Planning			; 	6.1 Background and Fundamental Concepts; 	The Problem with Reorder Points; 	6.2 Bills of Material; 	6.3 The MRP "Explosion"; 	Common Lot Sizing Rules; 	6.4 Other MRP Issues; 	Generation of Data; 	Updating Information; 	Exception Messages; 	Other Sources of Demand; 	6.5 Potential MRP Challenges; 	6.6 Enterprise Resource Planning (ERP); 	6.7 Business Environment Issues; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 7 Capacity Management			; 	7.1 Capacity Definitions; 	7.2 Rough-Cut Capacity Planning; 	7.3 Capacity Requirements Planning (CRP); 	7.4 Input/Output Control (I/O); 	7.5 Capacity Measures; 	7.6 General Approach to Capacity Management; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 8 Production Activity Control			; 	8.1 General PAC Information and Data; 	8.2 Prioritizing Work; 	Scheduling in MRP and "Pull" Production Environments; 	8.3 Scheduling; 	8.4 Loading; 	Infinite Loading; 	Finite Loading; 	8.5 Corrective Actions; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 9 Lean Production and JIT			; 	9.1 Fundamental Concepts; 	9.2 Some Impacts on Capacity; 	9.3 The Pull System; 	The Bicycle Example Revisited; 	The "Down Side" of the Change; 	9.4 Kanban; 	How It Works 209 Kanban Rules; 	Number of Kanban Cards; 	Kanban Card Alternatives; 	Setting Priorities with Kanban; 	9.5 Using the Kanban System for Process Improvement; 	9.6 Master Scheduling and Lean Production; 	9.7 Are MRP and Kanban Compatible?; 	Key Terms; 	Summary; 	References; 	Discussion Questions; CHAPTER 10 Fundamentals of the Theory of Constraints			; 	10.1 Fundamental Principles of the Theory of Constraints; 	10.2 Understanding and Managing the Constraint; 	10.3 Improving the Process Using TOC Principles; 	10.4 Impact on Operations Strategy; 	10.5 General Types of Constraints Causes; 	10.6 Logistics and the Theory of Constraints; 	10.7 Scheduling and the Theory of Constraints; 	10.8 Multiple Time Buffers; 	10.9 Control Points and Batches; 	10.10 Major Steps in Using the Drum-Buffer-Rope Method; 	Key Terms; 	Summary; 	References; 	Discussion Questions; CHAPTER 11 "Partnering" Functions: Purchasing and Distribution			; 	11.1 Purchasing Information Issues; 	11.2 Purchasing Responsibilities for Material Procurement; 	11.3 Distribution Requirements Planning; 	Basic DRP Structure; 	Key Data Requirements; 	The Bill of Distribution; 	Using the BOD for DRP; 	DRP in a Lean Production "Pull" Environment; 	Key Terms; 	Summary; 	References; 	Discussion Questions and Problems; CHAPTER 12 System Integration and Implementation			; 	12.1 General System Design and Selection; 	12.2 "Push," "Pull," or Somewhere in Between?; 	Hybrid System #1 MRP with Lean Principles; 	Hybrid System #2 Kanban with MRP Planning; 	Hybrid System #3 Using MRP for Capacity and Long Lead Time Items; 	Hybrid System #4 Pull Systems with "Spike" Control; 	Focus on the Point of Customization; 	12.3 General Implementation Approaches; 	Major Process Steps in Implementation; 	Summary; 	Discussion Questions; Index
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