Thesis (M.B.A.)--Naval Postgraduate School, December 2003. / "MBA professional report"--Cover. Thesis advisor(s): Kevin Gue, Kenneth Doerr. Includes bibliographical references (p. 27). Also available online.

This thesis develops and presents a new remanufacturing MRP time-phased scheduling algorithm utilizing a critical path concept, as in the project management field, for incorporation into remanufacturing production planning MRP calculations. The algorithm automates the remanufacturing lead time allowance calculation for child subassemblies and component parts in the form of Stack Time, and as such creates a linkage between the parent remanufacturing routing operation to which a remanufactured subassembly or component part is allocated for further processing, and the parent routing operation from which it is disassembled. This new MRP scheduling algorithm is optimal for calculating the total planned production time of remanufacturing production routings, and is appropriate for even large, complex, multilevel BOM structures.

El tema de este trabajo de suficiencia profesional es la comparación de la Planificación de Requerimientos de Materiales Guiada por la Demanda del Mercado (DDMRP por su nombre en inglés: Demand Driven Material Requirements Planning), con los métodos de planificación tradicionales. De esta forma, la pregunta de investigación propuesta apunta a conocer si la DDMRP tiene un mejor desempeño que las técnicas de Planificación de los Materiales (MRP por su nombre en inglés: Material Requirements Planning), MRPII (por su nombre en inglés: Material Requirements Planning II) y Kanban. La presente investigación está guiada por tres objetivos, cada uno desarrollado en un capítulo aparte: el primero de ellos identifica los tipos de métodos de planificación y control de materiales y sus características; el segundo propone las ventajas y desventajas de la implementación de los métodos de planificación y control de materiales (Kanban, MRP, MRP II y DDMRP); y el tercero enumera los factores que contribuyen al éxito o fracaso de los métodos de planificación y control de materiales (Kanban, MRP, MRP II y DDMRP). Finalmente, se presentan los resultados, las conclusiones a las que se ha llegado y las recomendaciones. / The subject of this professional sufficiency paper is the comparison of Demand Driven Material Requirement Planning (DDMRP) with traditional planning methods. Thus, the research question posed refers to knowing if DDMRP has a better performance than MRP, MRPII and Kanban techniques. This research is divided into three objectives; the first one identifies the types of materials planning and control methods and their characteristics; the second develops the advantages and disadvantages of implementing materials planning and control methods such as Kanban, MRP, MRP II and DDMRP; and the third objective lists the factors that contribute to the success or failure of materials planning and control methods such as such as Kanban, MRP, MRP II and DDMRP. Finally, the results, conclusions reached and recommendations are presented. / Trabajo de Suficiencia Profesional

In this study, various material handling methods are investigated and analyzed within a case company, a dishwasher manufacturer. The aim is to optimize order planning and lot size determination while reducing material handling costs and capital tied up in inventory. With the help of the analysis, suggestions have been formulated to achieve these objectives without compromising lead times. The focus of the study are the three highest-value parts of a certain product at the company. The items are found and selected by implementing an ABC-classification for the mentioned product and selecting the top three components in the A-category. The parts are the pre-assembly of the machine, the tank and the hood.  From the results of the study it is recommended to implement a lot size of four for pre-assembly, three for the tank and four for the hood, based on the Economic Order Quantity (EOQ) principle. For the pre-assembly it is suggested to use a two-bin system to plan new orders for enhanced material management efficiency. For the tank component, Material Requirements Planning (MRP) is suggested for planning new orders, utilizing the revised lot size of three for optimal inventory management. For the hood component, it is recommended to adopt the same approach as the tank to plan new orders. These recommendations offer a systematic approach to material management, aligning with the overarching goals of cost reduction and reduced tied up capital in inventory within the dishwasher manufacturing process. / I denna studie undersöks och analyseras metoder för materialhantering hos ett fallföretag som tillverkardiskmaskiner. Målet med studien är att optimera orderplanering och avgörandet av partistorlekar för attsänka materialhanteringskostnader och bundet kapital i inventarier. Med hjälp av analyserna har förslagformulerats för att nå dessa mål, utan att kompromissa med ledtider. Studiens fokus ligger på de tre delarna med högst värde till en viss produkt på fallföretaget. Delarna hittasgenom en implementering av ABC-klassificering där de tre komponenterna överst i A-kategorin väljs.Delarna är förmonteringen, tanken och huven. Från studiens resultat är det rekommenderat att implementera en partistorlek på fyra enheter för delenförmontering, tre för tanken och fyra för huven, baserat på Economic Order Quantity (EOQ). Förförmonteringen föreslås det att använda ett two-bin system för att planera nya ordrar för ökad effektivitetinom materialhanteringen. För tanken rekommenderas att använda Material Requirements Planning(MRP) för att planera nya ordrar. Den uppdaterade partistorleken tillåter effektivare lagerhantering. Förhuven rekommenderas samma metod för att planera nya ordrar som för tanken. Rekommendationernatillhandahåller en mer systematisk materialhantering som går i linje med målen att sänkamaterialhanteringskostnader och bundet kapital i lager inom tillverkningsprocessen för diskmaskiner.

The subject of the master’s thesis is the implementation of ICT product in logistic department of enterprise which uses the lean production. The current situation is analyzed the analysis of enterprise economic status is provided and Lean Manufacturing-oriented logistics ICT products are described. The two leading ICT products which could help to optimize the logistics processes are compared, the system requirements and bottlenecks expected are determined.

由於大環境的改變，公司間的競爭越來越激烈；顧客對新產品的需求也因為新技術的出現日益增加。為了因應全球化競爭及產品生命週期縮短的大環境，迅速及優異的新產品發展成為公司重要的競爭優勢。為了強化公司的競爭優勢，新產品發展已成為一重要議題。本論文著重於研究改善新產品發展的過程，探討影響新產品發展的關鍵因素，尤其是生產與研發間的關係。 本論文分為五個部分，第一章探討新產品發展的概念及基礎理論，說明新產品發展從單一功能政策進化為今日的跨功能性政策的一環。第二章對影響新產品發展的關鍵因素做詳盡介紹，說明跨功能性的整合將會是新產品發展成功的關鍵方法。第三章仔細討論研發與製造間的關係，並將兩者的角色由傳統的分別為單一部門功能的觀點打破，且將產品的設計與製程均視為新產品發展的重要功能，試圖詮釋將單一個人╱部門的知識與成功的新產品發展連結的可能性。第四章將探討知識傳遞的限制、知識管理及組織學習的基本理論。第五章將介紹重要的管理上、組織上及技術上的支援工具，並希望藉由這樣的分析能夠瞭解新產品開發過程中各關鍵因素間的關係。第六章將介紹實務上所使用的新產品開發觀念，這部分的資料是由個案訪問而來，選了三家不同產業具國際營運的公司為例，對實務做驗證。最後，提出一新產品開發的「最佳實務」，包括了重新定義新產品開發過程中的功能，並提出一良好管理新產品開發的建議。 / Nowadays the competitions among companies become more and more fierce due to the dramatic change of competitive environment. The demands of new products are accelerated by the emerging new technologies. The rapid and excellent new product development (NPD) has become a great strategic advantage to be accommodated to the global competition with shorter product life cycle. In order to enhance the competitive advantage, improving NPD has become a vital issue for companies. This thesis focuses on improving the NPD process. Factors influencing the NPD process are discussed in detail, especially the interface between R&D and production. The thesis is divided into five parts, starting with a general view on NPD in the first chapter. There it will be shown, how NPD has changed over the last decades from a traditional approach of functional-development to a cross-functional process today. Factors influencing this effective collaboration are presented in chapter two. In chapter three, the interface between R&D and production is directly scanned. It will be distinguished between the individual knowledge bases of the different departments. Process and product knowledge can be identified as the parts to be matched and will be illustrated. Consequently, the possibilities of linking those knowledge bases during NPD are shown. Chapter four will focus on the limitations of knowledge transfer and the fundamentals of knowledge management and organizational learning will be presented. In chapter five, supportive organizational, managerial and technological tools will be analyzed. The multiple views on NPD assure that all factors influencing the process are analyzed and proven according to their leverage on the process. In chapter six, currently used NPD concepts are outlined. The information presented was gathered through interviews carried out at globally operating companies who have technological centers and production sites in Sweden. To avoid focusing on NPD practices in an industry, the companies were chosen according to their product lines and customer segments. The final part will present best practices in NPD. This includes reconsidering all the discussed aspects and presenting a recommendation about how to organize NPD superiorly.

In this thesis, capacity-constrained aspects of multi-level, multi-stage productionplanning are investigated. The aim has been to extend Material Requirements Planning Theory (MRP Theory) to cover more general problems dealing with capacity constraints, in particular when non-zero lead times are present and the processes take place in continuous time. MRP Theory deals with multi-level production systems with multiple items taking place either within a discrete or continuous time framework. External demand is considered either deterministic or stochastic. Lead times are assumed to be given constants, and the Net Present Value Principle has been applied as the objective function. The Bill-of-Materials, capturing component as well as capacity requirements, in volume as well as in advanced timing due to lead times, has been described using a generalised input matrix involving Laplace transforms or z transforms. In order to be able to apply Dynamic Programming as a solution method, the system state has been defined and designed in terms of a matrix, in which historical values of cumulative production and cumulative demand are given state variables. A high power computer has been used to calculate solutions to numerical examples. Moreover, this thesis examines the fundamental equations of MRP Theory in order to analyse the possibility to obtain closed-form expressions for the time development of the system, when standard ordering rules of MRP are applied. In addition, capacity-constrained production planning problems and procedures in a paper mill have been surveyed and are presented in the form of a case study.

Thesis (doctoral)--Universität, Magdeburg. / Includes bibliographical references.

La industria del plástico ha presentado un crecimiento continuo desde su creación en los años 50. En el Perú, esta industria ha mostrado un crecimiento de su producción de 4.5% en el 2018, superando a países como Chile y México. Sin embargo, este sector presenta un déficit comercial, debido a que la demanda nacional ha superado la oferta de las empresas, quienes presentan tiempos improductivos causados por tiempos de configuración y desabastecimiento de materia prima. El objetivo del proyecto fue incrementar la utilización de la capacidad de la planta en estudio, pues su nivel de utilización de la capacidad se encontraba 8.5% por debajo del nivel promedio del sector, ocasionando pérdidas equivalentes al 6.43% de las ventas totales del año 2019, asignadas a gastos logísticos, penalizaciones y anulaciones. Por esta razón, se diseñó un modelo de gestión de la producción basado en SMED Integrado (SMED Convencional + 5´S) y sistema DDMRP bajo un enfoque Kaizen, que se validó mediante una simulación en el software Arena. Como resultado del proceso de validación se logró incrementar el nivel de utilización de la capacidad de la planta en un 4.31%, alcanzando un nivel final de 84.86%, debido a la reducción de un 60% de tiempo de setup y un 90.05% de pardas por desabastecimiento. Finalmente, este nuevo modelo que vincula las herramientas mencionadas puede ser replicado en otras empresas del sector manufacturero que presenten el mismo problema. / The plastics industry has shown continuous growth since its creation in the 1950s. In Perú, this industry has shown a growth of its production of 4.5% in 2018, surpassing countries such as Chile and Mexico. However, this sector has a trade deficit due to national demand has exceeded the supply of companies, which have unproductive times caused by set-up times and shortages of raw materials. The project´s objective was to increase the capacity utilization of the plant under study because the current level of utilization of the company's capacity was below 8.5% of the average level of the sector, causing losses equivalent to 6.43% of total sales for the year 2019, assigned to logistics expenses, penalties and cancellations. For this reason, we designed a production control model based on the integrated SMED (Conventional SMED + 5´S) and DDMRP system under a Kaizen approach, which was validated through a simulation in Arena´s software. As a result of the validation process, it was possible to increase the level of plant capacity utilization by 4.31%, reaching a final level of 84.86%, due to a 60% reduction in setup time and a 90% reduction in the stops due to shortages. Finally, this new model that links the mentioned tools can be replicated in other companies in the manufacturing sector that present the same problem. / Trabajo de investigación

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