Generic Bill-of-Materials-and-Operations for High-Variety Production Management

Abstract

High-variety production like mass customization is facing the challenge of effective variety management, which needs to deal with numerous variants of both product and process in order to accommodate diverse customer requirements. To utilize commonality underlying product diversity and process variation, it has been widely accepted as a practice to develop product families, in which a set of similar variants share common product and process structures and variety differentiates within these common structures. Based on such variety implication, this paper proposes a data structure, called generic Bill-of-Materials-and-Operations (BOMO), by unifying Billsof-Materials (BOM) and routing data into a single set in order to synchronize multiple perspectives on variety such as customer ordering, product engineering, and operations planning. A generic structure is accordingly developed for characterizing variety effectively. The merits of the generic BOMO for integrated product and production data management are detailed in terms of order processing, engineering change control, production job planning, cost accounting, as well as integrated material and capacity planning. An implementation of the proposed generic BOMO methodology in customized souvenir clock manufacturing is also reported.

The Syntax of a Multi-Level Production Process Modeling Language

“…BOM specifications are not enough to understand a production flow [17]. On the other hand, Bill of Materials and Operations (BOMO) [18] specifications cover the production flow, but are insufficient to specify selection and iteration patterns or smart resources. There is also Korean manufacturing process chart standard KS A 3002 [19], but a tooling support and a possibility to automatically execute models are missing [17].…”

Development of methods and tools for the design and operation of manufacturing networks for mass customisation

“…Any changes in either product or process structures are regarded as belonging to different product families. Such an implication of variety underlying product families-variant handling also discerns the generic Bill Of Materials / Processes (BOMO) from traditional tasks of process planning or assembly planning, which concern different individual parts or products instead of families of variant ones (Tseng et al 2000).…”

“…Further to the approach dictated by the BOMO approach (Tseng et al 2000) for generating the BoM and BoP respecting only product variety, the BoM and BoP generation in the present work considers also a multi-criteria decision-making process for selecting material and process alternatives respectively. For BoM, the decision process is concerned with the identification of alternative materials that can be used for a specific component.…”

“…36, including the BoM and BoP for its manufacturing, is identical with the structure of the process flow followed by the automotive manufacturer. This representation is adopted from (Tseng et al 2000) and is analysed in section 3.5.1. The specific process flow, contains 15 manufacturing and assembly tasks and six components.…”

Εφαρμογή της θεωρίας των περιορισμών στον προγραμματισμό & έλεγχο παραγωγής βιομηχανιών που αποθεματοποιούν

“…Έτσι όταν για παράδειγμα ζητείται από τον υπεύθυνο παραγωγής να παρουσιάσει τη ροή υλικών του συστήματος που διοικεί, αυτός με βάση τον Πίνακας 6-1 εμφανίζει το διάγραμμα πόρων του Σχήμα 6-3. Παράλληλα μία λειτουργική εφαρμογή ενοποίησης λίστας υλικών και φασεολογίου αποτελεί το λογισμικό προγραμματισμού παραγωγής μίας ελληνικής εταιρείας παραγωγής κλειδιών [Παπαδόπουλος, 2009;Gayialis, Spanos, & Tatsiopoulos, 2008;Λολώνης, 2005] Επιπλέον οι [Jiao, Tseng, Ma, & Zou, 2000] διαπιστώνοντας την αυξανόμενη ποικιλία προϊόντων και κατεργασιών, προτείνουν μια δομή δεδομένων που την αποκαλούν γενική λίστα υλικών και κατεργασιών (generic Bill of Materials and Operations -BOMO), όπου ενοποιούν τη λίστα υλικών και το φασεολόγιο σε μία κοινή δομή, προκειμένου να συγχρονιστούν βασικές λειτουργίες της επιχείρησης όπως οι παραγγελίες πελατών, η ανάπτυξη προϊόντων και ο προγραμματισμός παραγωγής.…”