Fundamentals Of Production Planning And Control by Stephen N. Chapman

Fundamentals Of Production Planning And Control

byStephen N. Chapman

Paperback | March 1, 2005

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This focused book concentrates on planning and control; it answers the question: “what parts of operations management do we really need to know?” It does not bog the reader down with details, but allows them to concentrate on fundamental principles, such as the development and application of software solutions, inventory management, and lean production concepts.   Topics include: forecasting, sales and operations, scheduling, materials requirements, capacity management, production control, “partnering” activities, and system integration. An excellent handbook for operations managers, production control workers, inventory control employees, and those involved in supply chain, logistics, and materials management.

About The Author

Robert Seacord began programming (professionally) for IBM in 1982 and has been programming in C since 1985, and in C++ since 1992. Robert is currently a Senior Vulnerability Analyst with the CERT/Coordination Center at the Software Engineering Institute (SEI). He is coauthor of Building Systems from Commercial Components (Addison-Wesle...
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Details & Specs

Title:Fundamentals Of Production Planning And ControlFormat:PaperbackDimensions:288 pages, 9.2 × 7 × 0.8 inPublished:March 1, 2005Publisher:Pearson EducationLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:013017615X

ISBN - 13:9780130176158

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Software systems become legacy systems when they begin to resist modification and evolution. However, the knowledge embodied in legacy systems constitutes a significant corporate asset. Assuming that these systems still provide significant business value, they must then be modernized or replaced. This book describes a risk-managed approach to legacy system modernization that applies a knowledge of software technologies and an understanding of engineering processes within a business context.AudienceModernizing Legacy Systems: Software Technologies, Engineering Processes, and Business Practices should be useful to anyone involved in modernizing a legacy system. For a software engineer, the book should help you understand some of the larger business concerns that drive a modernization effort. For a software designer, this book should help you understand the impact of legacy code, coupled with incremental development and deployment practices, on design activities. For a system architect, this book explains the processes and techniques that have failed or succeeded in practice. It should also provide insight into how you can repeat these successes and avoid the failures. For an IT manager, this book explains how technology and business objectives influence the software modernization processes.In particular, the book should help you answer the following questions: When and how do I decide whether a modernization or replacement effort is justified? How do I develop an understanding of the legacy system? How do I gain an understanding of, and evaluate the applicability of, information system technologies that can be used in the modernization of my system? When do I involve the stakeholders, and how can I reconcile their conflicting needs? What role does architecture play in legacy system modernization? How can I estimate the cost of a legacy system modernization? How can I evaluate and select a modernization strategy? How can I develop a detailed modernization plan?Organization and ContentModernizing Legacy Systems: Software Technologies, Engineering Processes, and Business Practices shows how legacy systems can be incrementally modernized. It uses and extends the methods and techniques described in Building Systems from Commercial Components Wallnau 01 to draw on engineering expertise early in the conceptual phase to ensure realistic and comprehensive planning.This book features an extensive case study involving a major modernization effort. The legacy system in this case study consists of nearly 2 million lines of COBOL code developed over 30 years. The system is being replaced with a modern system based on the Java 2 Enterprise Edition (J2EE) architecture. Additional challenges include a requirement to incrementally develop and deploy the system. We look at the strategy used to modernize the system; the use of Enterprise JavaBeans, message-oriented middleware, Java, and other J2EE technologies to produce the modern system; the supporting software engineering processes and techniques; and the resulting system.Chapter 1 provides an introduction to the challenges and practices of software evolution. Chapter 2 introduces the major case study in the book. Chapter 3 introduces the risk-managed modernization (RMM) approach, which is elaborated in Chapters 4 through 17 and illustrated by the case study. At the beginning of Chapters 4 through 17, we provide an activity diagram of RMM as a road map to the chapter. Chapter 18 provides some recommendations to help guide your modernization efforts, although these recommendations cannot be fully appreciated without reading the main body of the book.Throughout this book, we use the Unified Modeling Language (UML) to represent architecture drawings and design patterns. A brief introduction to UML is provided in Chapter 6.Updated information, events, and news related to Modernizing Legacy Systems: Software Technologies, Engineering Processes, and Business Practices can be found at 0321118847P01242003

Table of Contents

1. Overview of Planning and Control

Manufacturing versus Service Operations. Customer Influence in Design. Process Categories. Order Winners and Order Qualifiers. BUsiness Environment Issues. Process Analysis and Informaiton Flows. General Information Flows. Book Structure.

2. Forecasting Fundamentals

Fundamental Principles of Forecasting. Major Categories of Forecasts. Forecast Errors.

3. Sales and Operations Planning

Purpose of Sales and Operations Planning.  General Design of Sales and Operations Planning.  Approaches to Sales and Operations Planning. Strategies for S & OP. Discussion: A Simple Example. Qualitative Issues. Some Business Environment Issues.

4. The Master Schedule

Background and Links to the SOP. Master Schedule Horizon. Time Fences. Sources of Demand. Basic Methodology. Impact of Product Environment. Available-to-Promise Logic. Planning Options in and ATO Environment. The Two-Level Master Schedule. Some Notes on the Master Scheduling Responsibility. Demand Management Overview. Elements of Demand Management.

5. Inventory Management

Basic Concepts of Inventory. Categories of Inventory. The Basic Inventory Lot Sizing Model-Economic Order Quantity (EOQ). Basic Independent Demand Inventory Reorder Models. Inventory Control.

6. Material Requirements Planning

Background and Fundamental Concepts. Bills of Material. The MRP "Explosion". Other MRP Issues. Potential MRP Challenges. Enterprise Resource Planning (ERP). Business Environmental Issues.

7. Capacity Management

Capacity Definitions. Rough-cut Capacity Planning.  Capacity Requirements Planning (CRP). Input/Output Control. Capacity Measures. General Approach the Capacity Management.

8. Production Activity Control

General PAC Information and Data. Prioritizing Work. Scheduling. Loading. Corrective Actions.

9. Lean Production and JIT

Fundamental Concepts. Some Impacts on Capacity. The Pull System. Kanban. Using the Kanban System for Process Improvement. Master Scheduling and Lean Production. Are MRP and JIT Compatible?

10. Theory of Contraints and Drum-Buffer-Rope

Fundamental Principles of the Theory of Constraints. Understanding and Managing the Constraint. Improving the Process using TOC Principles. Impacts on Operations Strategy. General Types of Constraint Causes. Logistics and Theory of Constraints.  Scheduling and the Theory of Constraints.  Mutiple Time Buffers. Control Points and Batches.  Major Steps in Using Drum-Buffer-Rope.

11. "Partnering" Activities- Purchasing and Distribution

Purchasing Information Issues. Purchasing Responsibility for Material Procurement. Distribution Requirement Planning.  Using BOD. DRP in a Lean Production "Pull" Environment.

12. System Integration and Implementation

General System Design and Selection. "Push", "Pull", or Somewhere in Between. General Implementation Approaches.