Towards integrated manufacturing planning with common tool and information sets

Dewhurst, Felicity; Barber, Kevin; Rogers, John

doi:10.1108/eum0000000006225

Cited by 14 publications

(7 citation statements)

References 22 publications

(18 reference statements)

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“…There have been a number of attempts to employ IDEF in manufacturing (Bradley, Browne, Jackson, & Jagdev, 1995; Gong & Lin, 1994; Kusiak, Larson, & Wang, 1994). The major drawback of these SA techniques is that they attempt to represent a dynamic system with a two‐dimensional static image, although they can be useful in the analysis and design stage when building a simulation model (Bevilacqua, Ciarapica, & Giacchetta, 2003; Dewhurst, Barber, & Rogers, 2001; Giaglis, Paul, & Doukidis, 1998; Ip, Kwong, & Fung, 2000; Lee & Elcam, 1996).…”

Section: Methodsmentioning

confidence: 99%

Value Stream Mapping in Project Management: A Case Study

Ciarapica

Giacchetta

2008

Project Management Journal

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This article describes the application of value stream mapping to analyze and redesign the way of managing the materials procurement stage of a project. A framework based on integrated definition (IDEF) methodology, the stream analysis approach, activity‐based costing, and discrete event simulation is presented. The stream analysis approach is used to analyze, diagnose, and manage process changes represented using an IDEF model. A dynamic simulation is used to evaluate the impact of the changes considered, to support the analysis of the process, and to model the performance of the proposed process. The overall methodology is demonstrated by applying it to a company whose core business is the design and construction of offshore oil rigs. The company specializes in engineering, procurement, and construction projects and has an annual portfolio of about six projects. Many of these projects have common features in terms of design and components, and they are all also characterized by a short “time to delivery.” For this reason, this study was aimed at assessing the possible effects that the application of new materials management policies could have on reducing both project completion time and the resources required.

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Section: Methodsmentioning

confidence: 99%

Value Stream Mapping in Project Management: A Case Study

Ciarapica

Giacchetta

2008

Project Management Journal

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“…Minegishi and Thiel (2000) present a system dynamics simulation of an SC dedicated to the production and processing of poultry products by means of forecasted demand (push approach) and customer orders (pull approach). Dewhurst et al (2001) develop a methodology for an integrated system of strategic, tactical and operational planning and project management. Bertolini and Rizzi (2002) develop a simulation model for the inventory management of finished goods in make-to-stock companies to identify the optimal coefficient of safety stocks in order to minimise costs.…”

Section: Ijopm 348mentioning

confidence: 99%

Using systems dynamics to evaluate the tradeoff among supply chain aggregate production planning policies

Mendoza

Bolarín

2014

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -The purpose of this paper is to explore different aggregate production planning (APP) strategies (inventory levelling, validation of the workforce and flexible production alternatives: overtime and/or outsourcing) by using a system dynamics model in a two-level, multi-product, multi-period manpower intensive supply chain (SC). Therefore, the appropriateness of using systems dynamics as a research method, by focusing on managerial applications, to analyse APP policies is proven. From the combination of systems dynamics and APP, recommendations and action strategies are considered for each scenario to understand how the system performs and to improve decision making on APP in the SC context. Design/methodology/approach -The research design analyses a typical factory setting with representative parameter settings for five different conventional APP policies -inventory levelling, workforce variation, overtime, outsourcing and a combination of overtime and outsourcing -through deterministic systems dynamics-based simulation. In order to validate the simulation model, the results from published APP models were replicated. Then, optimisation is conducted for this deterministic setting to determine the performance of all these typical policies with optimal parameter settings. Next, a Monte Carlo stochastic simulation is used to assess the robustness of such performances in a variety of demand settings. Different aggregate plans are tested and the effect that events like demand variability and production times have on the SC performance results is analysed. Findings -The results support the assertion that the greater the demand variability, the higher the flexibility costs (overtime, outsourcing, inventory levelling, and contracts and firings). As greater intermonth oscillations appear, which must be covered with additional alternatives, the optimum number of employees must be determined by analysing the interchanges and marginal costs between capacity oversizing costs (wages, idle time, storage) and the costs to undersize it ( penalties for lowering safety stocks, delayed demand, greater use of overtime and outsourcing). Accordingly, controlling the times to avoid increased costs and penalties incurred by delayed demand becomes an essential important task, but one that also depends on the characteristics of this variability. Practical implications -This paper has developed a modelling ...

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“…Unfortunately, all of these frameworks are rooted in the process mapping paradigm, concerned with the static aspects of modelling (Dewhurst et al, 2001). Vernadat (1996) compares modelling to language and this is a useful way of considering the problem.…”

Section: General Modelling Frameworkmentioning

confidence: 99%

In search of a general enterprise model

Dewhurst

Barber²,

Pritchard³

2002

Management Decision

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Many organisations, particularly SMEs, are reluctant to invest time and money in models to support decision making. Such reluctance could be overcome if a model could be used for several purposes rather than using a traditional “single perspective” model. This requires the development of a “general enterprise model” (GEM), which can be applied to a wide range of problem domains with unlimited scope. Current enterprise modelling frameworks only deal effectively with non‐dynamic modelling issues whilst dynamic modelling issues have traditionally only been addressed at the operational level. Although the majority of research in this area relates to manufacturing companies, the framework for a GEM must be equally applicable to service and public sector organisations. This paper identifies five key design issues that need to be considered when constructing a GEM. A framework for such a GEM is presented based on a “plug and play” methodology and demonstrated by a simple case study.

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Towards integrated manufacturing planning with common tool and information sets

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Cited by 14 publications

References 22 publications

Value Stream Mapping in Project Management: A Case Study

Value Stream Mapping in Project Management: A Case Study

Using systems dynamics to evaluate the tradeoff among supply chain aggregate production planning policies

In search of a general enterprise model

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