Production and operations management, principles and techniques

Weil, Kurt Ernst

doi:10.1590/s0034-75901980000300010

Cited by 2 publications

(2 citation statements)

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“…As a result, the majority of the research on production scheduling has come from the operations research community. The published research work in this area over the last four decades, has reported a large number of successful methods of using OR techniques to solve the common problem of allocating n jobs to m resources (Johnson 1963, Smith 1968, Panwalkar and Iskander 1977, Wild 1979, Bellman et al 1982, Blackstone et al 1982, Branddimarte 1992, MacCarthy and Liu 1993.…”

Section: Operations Researchmentioning

confidence: 99%

Simultaneous scheduling of workpieces, fixtures and cutting tools within flexible machining cells

Rahimifard¹,

Newman²

1997

International Journal of Production Research

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The planning and scheduling of¯exible machining cells is a problem of well known complexity. Within such cells, the use of the latest computerized numerical control machining centres can be maximized through the timely provision of cutting tools and the e ective management of the ® xturing operations. This paper describes a novel concept for the simultaneous scheduling of the¯ow of workpieces, ® xtures and cutting tools within¯exible machining cells. Based on this concept and using a simulation based scheduling approach, a`multi-¯ow scheduling system' has been generated. The paper describes this system and relates it to the potential bene® ts obtained by the integration of scheduling of these three principal manufacturing¯ows.

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Section: Operations Researchmentioning

confidence: 99%

Simultaneous scheduling of workpieces, fixtures and cutting tools within flexible machining cells

Rahimifard¹,

Newman²

1997

International Journal of Production Research

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“…That is, from Production Management towards Operations Management; from an empirical approach towards a conceptual approach; and from the treatment of techniques towards the treatment of managerial tasks. A useful illustration of how the direction of change in the subject has generally been from right to left on the scale is provided by comparing the first and second editions of one of the more popular UK textbooks on the subject (Wild, 1971 and1979). See Figure 1.…”

Section: Intermediate Positionsmentioning

confidence: 99%

Operations Management and Curriculum Design

Slack

1983

Management Education and Development

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Operations Management is not the subject it was ten years ago. Then Operations Management (or rather, Production Management as it was then) had a rather dog-eared image. There were a number of reasons for this. As a subject it contained some of the old chestnuts of management education, topics such as work study, Gant Chart planning, controlling factory performance, and so on. Furthermore, the subject seemed to go against all the trends in management education and development. Its concerns were firmly on the shopfloor when other subjects were discovering their 'strategic' dimension, and it focused on systems, machines, and physical problems when the human resource was beginning to be regarded as the most important. Yet now the position has changed and there is evidence to suggest that interest in the subject is starting to revive and this is being reflected in the number of hours devoted to operations management on a wide variety of courses (Miller et al., 1981).The last few years have seen developments in the academic treatment of Operations Management which both broaden the subject to include a much wider range of industries in the non-manufacturing sectors (Wild, 1977; Chase, 1981) and place the operations function in a more strategic context (Skinner, 1978; Hayes and Wheelwright, 1980). At the same time industrial conditions of economic recession, uncertain trading conditions, and increased competitiveness have once again shifted attention to that part of the organisation which actually provides the goods and services on which the organisation depends for its competitiveness. Thus Operations Management is re-establishing itself as an area of study equal to the other functional areas, on the basis that (a) it is the central function of most organisations, (b) it generally has responsibility for the vast majority of the organisation's resources, (c) the organisation of operations is a pervasive activity within industry, and (d) the area which Operations Managers control in the organisation is where many

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Production and operations management, principles and techniques

Abstract: ~dmin1stração; mas •ratando-se dt: obra int rodutória ao tema, faci lita daquela forma a compreensão da crítica através da apresentação clara de seu obje t ivo . ' Cláud io Cintrão ForghieriProduction and operations management, principies and techmques.

Cited by 2 publications

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Simultaneous scheduling of workpieces, fixtures and cutting tools within flexible machining cells

Simultaneous scheduling of workpieces, fixtures and cutting tools within flexible machining cells

Operations Management and Curriculum Design

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