Daily production planning

The production scenarios considered here were derived from a representative daily production and uniformly contained 12 batches in order to be able to compare the different plant setups. Each production plan demanded a production of 6 batches of 200 kg and 6 batches of 500 kg. 

Planning of continuous processes faces a similar problem structure except that the batch size is not limited by technological restrictions. Beside production planning, the planning of logistical activities needs to be involved. Since (operational) production planning typically focuses on one production site, intra-site transports (which are typically based on the pipeline mode) need to be considered but also inter-site transports or customer deliveries are of importance in daily business in some cases. 

Stocks of all necessary raw materials and other inputs shall be monitored on a daily basis. Production planning engineers must know every day how long the available stocks will last to mn the plant as per (current rates of production) the product mix. The reorder point for replenishment (the lowest stock level) of these items shall be clearly known with automatic warning available. 

Each resource category would be guided by an appropriate methodology and time interval for updating the plan. Physical assets, for example, might be replanned at yearly intervals while production plans are replanned hourly, daily, or weekly. 

Line planning A detailed line planning with daily production targets for the production line is prepared. In most cases line planning is made after discussions with the production team and industrial engineers. 

Sales and operations planning (S OP) It is derived from MRP and includes new product planning, demand planning, supply review, to provide weekly and daily manufacturing schedules and financial information. Also see MRPII. S OP is further explained in Chapter 18 (see Figure 18.2). 

Short term to meet day-to-day demand as it unfolds. Here, Mercedes makes weekly production plans to meet specific customer orders. There may be numerous changes that affect achievement of the medium-term plan. These include changes in customer demand, facility problems and supplier shortages. The short-term plan helps managers to decide what corrective actions are needed to resolve such problems, and would be refreshed daily or weekly. 

Those with type 1 diabetes mellitus produce insulin in insufficient amounts and tiierefore must have insulin supplementation to survive Type 1 diabetes usually has a rapid onset, occurs before die age of 20 years, produces more severe symptoms tiian type 2 diabetes, and is more difficult to control. Major symptoms of type 1 diabetes include hyperglycemia, polydipsia (increased thirst), polyphagia (increased appetite), polyuria (increased urination), and weight loss. Treatment of type 1 diabetes is particularly difficult to control because of the lack of insulin production by die pancreas. Treatment requires a strict regimen tiiat typically includes a carefully calculated diet, planned physical activity, home glucose testing several times a day, and multiple daily insulin injections. 

As sketched out initially, simulation can be used at different points in time of a production system lifecycle and with a different scope (see Figure 2.1). Considering the lifecycle and the scope, the three case studies described in this section may be classified differently, from supply chain to plant level and from planning to daily operation. 

Copper production is quite a complex process to plan and to schedule due to the many process interdependencies (shared continuous casters and cranes, emission level restrictions, limited material availability, to name a few). This makes it very difficult to foresee the overall consequences of a local decision. The variability of the raw material has alone a significant impact on the process, various disturbances and equipment breakdowns are common, daily maintenance operations are needed and material bottlenecks occur from time to time. The solution that is presented here considers simultaneously, and in a rigorous and optimal way, the above mentioned aspects that affect the copper production process. As a consequence, this scheduling solution supports reducing the impact of various disturbance factors. It enables a more efficient production, better overall coordination and visualization of the process, faster recovery from disturbances and supports optimal... 

Operational planning ensures the optimum utilization of existing assets and efficient execution of the decisions taken in strategic and tactical planning. The time horizon covered is up to one year with daily or weekly intervals. Typical decisions include detailed production scheduling and distribution scheduling. 

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