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tods5eshoes · Wysłany: Czw 6:42, 10 Mar 2011 Temat postu: bose quiet comfort 7199

What Is The Optimal Lot Size To Conserve Cash, Minimize Production Value & Maximize Customer Service
Heap size means the quantity of units in each production run. Minimizing production costs generally needs higher lot sizes. This is because the cost of machine changeover and machine set-up declines steeply with larger production runs. Meanwhile maximizing client service while conserving money needs smaller ton sizes. Lot size optimization is a collaborative business process comprising numerous "what if" simulations across Production, Finance and Sales. Heap size optimization is greatly assisted by the provision of usable factory productivity knowledge and capacity utilization data. Production,[link widoczny dla zalogowanych], Finance and Sales could then collaborate to determine optimal lot sizes to conserve money, minimize production price and maximize client service.
Each unit of output in a production run that's not immediately on-sold to the client should be funded. Whether or not output is on-sold to the customer immediately, there might - relying on purchasing arrangements - still be surplus materials and intermediate inputs or leftover work-in-process that needs to be funded. The value of inventory funding is either the interest paid to the bank or the come back foregone from investing money into one thing other than inventory.
Therefore will that mean it is best to keep production runs little? Maybe. Factory machines, like vacuum cleaners,[link widoczny dla zalogowanych], return with numerous nozzles and attachments or 'tooling'. Changing-over a product/method/job (I. E. a brand new production run) typically involves adjusting tooling to suit every production run, fitting tooling to machines or otherwise working with tooling to vary inputs and outputs. This can be called machine set-up. Additionally changing-over a product/process/job might need the machines to be cleaned and/or sanitized.
Each production run incurs the cost of changeover (of product/process/job) and price of machine set-up time. The cost of job changeover and machine set-up time will embody part (or, for 24*seven machines, all) of the value of finance and depreciation cost incurred while the machines aren't producing output. The aim is to capture the total value for those machines whereas they're not manufacturing output.
The price of this job changeover and machine set-up is apportioned over the number of units in each production run. If the assembly run is one unit then the cost of changeover and machine set-up must be added to the value of that unit. If the production run is one thousand units then one thousandth of the price of changeover and machine set-up must be added to the price of every unit. If the production run is one thousand thousand units then its one millionth of the price of changeover and machine set-up for every unit. So the unit cost of changeover and machine set-up declines rather dramatically with higher heap sizes.
On the surface the answer looks to be consolidating production runs across producing plants thus every plant produces higher lot sizes less frequently. Then there will be increased specialization and bigger productivity (I. E. lower unit costs) thanks to larger production runs: "several hands build lightweight work. " But you may be constrained by the provision of labor in every producing location. And the risk of concentrating each product across fewer production runs may outweigh the potential cost benefits. And bigger production runs - aggregating several customer orders - are a lot of complicated to schedule than smaller batches, each corresponding to one customer order: "too many cooks spoil the broth. " Conjointly the decreased cost of changeover and machine set-up per unit of output could be a lot of than offset by the increased cost of transportation.
And with larger production runs and factories further away customers might have to attend longer to possess their orders filled. This can be unacceptable - sales revenue is closely tied to client service.
But wait there is more. Particularly the additional resources and additional warehouse space to store unsold output and surplus inputs. Then there's spoilage and obsolescence. If you sew clothes and by the point you finish the assembly run the fashions have changed.... And, to illustrate, here may be a cheese processing graphic.
Thus what precisely is 'client service'? For the aim of this article its 3 things: lead time, Delivery On Time and job tracking. Lead time is the guarantees you make to your customers concerning how long it can take to fill their orders. Delivery On Time is that the extent to that you keep your promises. And job tracking is the extent to that customers are informed concerning changes to the assembly schedule and actual versus promised deliveries. Did I mention client service is that the essential determinant of sales revenue?
Thus if the target is to increase sales revenue the query then becomes a way to decrease lead times, increase Delivery On Time and keep customers informed in real-time. That appears like the topic for one more article for another day. (Also maybe something on in sourcing, transaction value and economies of scope. )
To conclude, smaller production runs are associated with lower money spend and improved customer service whereas larger production runs are associated with lower production costs due to the declining price of machine set-up. Lot size optimization necessitates simulation of numerous production run eventualities drawing on capability utilization data and factory productivity data. MS SQL Server primarily based Production Scheduling and Production Designing Software, integrated with SAP and MS Workplace, enables knowledge sharing and collaborative decision-making across the enterprise.
Methodology:
Make To Order (NOT Make To Stock)
1. Orders from external customers
2. Internal orders for production eg.:
* from SKU re-order triggers
* based on sales forecast
* offer driven
* materials variances
* 3PL generated
-Production schedules based on priority assigned to each order
-Rescheduling to replicate contingencies in supply and demand
1. Variable process routings and order priorities
2. Inputs either variable or fixed:
* Terribly long term: plant variable, labor variable, materials variable
* Future: plant mounted,[link widoczny dla zalogowanych], labor variable, materials variable
* Short run: plant fastened, labor mounted, materials variable
* Very short run: plant fastened,[link widoczny dla zalogowanych], labor fastened, materials mounted
Capability utilization and factory productivity information summarized for heap size optimization
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