Production-control system

Burrell, G.R. Key Design Parameters of a Computer Production Control System. paper prevented at 22nd Annual Technical Meeting of the Pet.. Sac. of CTM. Banff, Alta.. June 2-4,1971,... 

Machines with direct impact on product quality (autoclaves, sterilizing units, labeling system, weighing system, production control system, facility control system, etc.)... 

The input to the system will most probably be a 3D model fix>m a CAD database. The model contains not only the shape and dimensioning information, but also the tolerances and special features. The process plan can be routed directly to the production-planning system and production-control system. Time estimates and resource requirements can be sent to the production-planning system for scheduling. The part program, cutler location (CL) file, and material-handling control program can also be sent to the control system. 

During testing, many design items are evaluated, including the design s functionality, the durability and workability of the materials, the availability of the fabrication methods required, and the product control systems. 

Push and pull systems Production control systems are often described as push, where decisions are based on forecasts, or pull, where decisions are based on actual demand. A demand-driven supply chain is an example of a puU system. Many organizations try to move from push to pull decision making. 

Kim, I., and Tang, C.S. 1997. Lead Time and Response Time in a Pull Production Control System. European Journal of Operational Research 101(3), 474-485. 

Various dedicated transaction processing systems have been successfully used in these areas for a dozen or so years. Companies often use production control systems, material flow and transport management systems, financial and accounting systems, HR and payroll systems. 

In order to accomphsh these tasks, the operator will require training above and beyond that which is available on the job. The following recommendations are to be viewed as consecutive and incremental. Each level builds on the next, leading to the ultimate goal of an informed, productive control system manager. 

We run our factories as if only two resources were of any importance labor and materials. Everything else is pigeonholed into something called overhead. In reality, labor is often less than 10 percent of the value-added cost component of the products we manufacture. Materials are typically between 30 and 60 percent. Overhead is left with from 30 to as much as 80 percent of the value-added cost component. If the goal of our factory is profitability, would it seem more reasonable to strive for a 10 percent improvement in labor or in overhead Overhead is the answer, of course. Then why do Western production control systems like MRP stiU emphasize labor efficiency measurements We are not focusing on the most critical resource. 

In developing countries, manufacturing facilities such as T and N need to establish company goals and objectives before a management or production control system is selected. For example, the United States assumes that its get rich philosophy appeals to everyone, whereas in the case of T, family time is more important than money. Consideration needs to be given to a number of factors, including... 

Principles and Design of Production Control System By Scheele, Westerman, Wlmmert. 

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