INTRODUCTION
Prices often vary with each merchandise purchase made during the accounting cycle. This makes it difficult for the accountant to easily calculate the cost of goods sold and the cost of available goods.
comprehensive-aggregate-planning-and-interrelation-of-intermittent-systems-with-mrp-and-jit-kanban-reengineering-philosophyThere are several methods that help the accountant determine the cost of ending inventory. It is recommended to select the one that gives the company the best way to measure the net profit for the economic period and the one that is most convenient for tax purposes.
There are two good systems for calculating inventories, the periodic system and the permanent system. In the periodic system, each time a sale is made, only the income earned is recorded; that is, no entry is made to credit the inventory or purchase account for the amount of merchandise that has been sold. Therefore, inventory can only be determined through a physical count or verification of existing merchandise at the close of the economic period. When merchandise inventories are determined only by physical checking at specified intervals, it is said to be a periodic inventory. This inventory system is the most appropriate for companies that sell a wide variety of items with high sales volume, and a relatively low unit cost; such as supermarkets, hardware stores,shoe stores, perfumeries, etc.
The permanent or continuous inventory system, unlike the newspaper, uses records to continuously reflect the value of inventories. Businesses that sell a relatively small number of products that have a high unit cost, such as computer equipment, vehicles, home and office equipment, etc., are most likely to use a permanent or continuous inventory system.
COMPANY: INGENIERIA PROINGAES
PROINGAES Engineering, arises with the clear objective of providing a complete design and management service for industrial projects. It is presented as an ally in which to be able to trust the global design of a project with the assurance that the most appropriate technical solutions will be provided, integrating mechanical, electrical, pneumatic developments, etc.
PROINGAES carries out flexible installations that allow our clients to reduce their costs, providing special solutions to the needs demanded by the market, especially those that do not meet the standard.
The technical solutions we provide are supported by the most advanced technology, which allows us to optimize design and manufacturing and guarantee the highest reliability of the final project.
PROINGAES Engineering is part of a group of companies that complete a comprehensive service. In this way, several specialized forces with a tradition of know-how join, gaining in flexibility, agility and guarantee when it comes to providing customer service.
In summary, PROINGAES provides a comprehensive service to solve special applications in:
- Automation in assembly lines Handling Maintenance Machines and manufacturing tools Process optimization
Telephone: 943 444 589
Mobile: 699 064 255
Fax: 943 445 350
Address: Pº Ubarburu, 60. Polígono 27
PULLYASM PRODUCT PRODUCTION PROCESS (INTELLIGENT PULLEY SYSTEMS)
MACHINE TOOLS USED IN THE PRODUCTION PROCESS
The company has four CNCs, for product development, each CNC has the following characteristics:
CNC 1: Contains a SAW and a PROFILING MACHINE
CNC 2: Contains a LATHE, MILLING MACHINE, DRILLING MACHINE
CNC 3: Contains a BRUSH, POLISHER and a Flagellation System
CNC 4: Multi-Process Operations
SAWS:
The most widely used chainsaws can be classified into three categories, depending on the type of movement used to make the cut: reciprocating, circular or band. Saws usually have a bench or frame, a screw to hold the piece, a feed mechanism and a cutting blade.
TURNSTILE:
The famous lathe, the oldest and most common rotary machine, holds a piece of metal or wood and turns it while a cutting tool shapes the object. The tool can be moved parallel or perpendicular to the direction of rotation, to obtain parts with cylindrical or conical parts, or to cut grooves. Using special tools, a lathe can also be used to obtain smooth surfaces, such as those produced by a milling machine, or to drill holes in the part.
PROFILING MACHINE :
The roll forming machine is used to obtain smooth surfaces. The tool slides on a fixed piece and makes a first journey to cut protrusions, returning to the original position to carry out the same journey after a brief lateral displacement. This machine uses a single-pointed tool and it is slow, because it depends on the routes that are made forwards and backwards. For this reason it is not usually used on production lines, but it is used in tool and die factories or in workshops that manufacture small series and that require greater flexibility.
BRUSHER
This is the largest reciprocating machine tool. Unlike in profiling machines, where the tool moves on a fixed part, the planer moves the part on a fixed tool. After each swing, the part moves laterally to use another part of the tool. Like the planer, the planer allows vertical, horizontal or diagonal cuts. You can also use several tools at the same time to make several simultaneous cuts.
MILLING MACHINE:
In milling machines, the part comes into contact with a circular device that has several cutting points. The piece is fastened to a support that controls the advance of the piece against the cutting tool. The bracket can advance in three directions: longitudinal, horizontal and vertical. In some cases it can also rotate. Milling machines are the most versatile machine tools. They allow curved surfaces to be obtained with a high degree of precision and an excellent finish. The different types of cutting tools allow to obtain angles, grooves, gears or notches.
DRILLING AND DRILLING MACHINES:
Drilling and boring machines are used to open holes, to modify or adapt them to a measurement, or to grind or grind a hole to achieve an accurate measurement or a smooth surface. There are drills of different sizes and functions, from portable to radial drills, to multi-head drills, automatic machines or long drilling machines. Drilling involves increasing the width of an already drilled hole. This is done with a single point rotary cutting tool, placed on a bar and directed against a stationary part. Drilling machines include gauge drills and horizontal and vertical drilling mills.
RECTIFIERS
Grinders are machine tools equipped with precision grinding wheels and suitable systems to hold, position, rotate or move the part in order to fine-tune it to the desired size, shape and finish. The grinding wheel is mounted on a shaft driven by a motor, which makes it rotate at about 30 meters / second. Grinding machines are usually classified according to the shape of the piece to be refined, the clamping mode and the structure of the machine. The four types of precision grinders are point grinders, pointless grinders, internal grinders, and surface grinders.
POLISHER
Polishing is the removal of metal with a rotating abrasive disc that works like a cutting mill. The disc is made up of a large number of grains of conglomerate abrasive material, in which each grain acts as a tiny cutting tool. With this process very smooth and precise surfaces are achieved. Since only a small part of the material is removed with each pass of the disc, the polishers require very precise regulation. The pressure of the disc on the part is selected with great precision, therefore fragile materials can be treated in this way that cannot be processed with other conventional devices.
BASIC FUNCTIONALITIES OF MRP
As mentioned above, the logic of MRP is simple, although its complexity lies in the number of items to be managed and the levels of material explosion that are available. MRP works based on two basic parameters of production control: times and quantities. The system must be capable of calculating the quantities of finished products to be manufactured, the necessary components and the raw materials to be purchased in order to satisfy the independent demand. Additionally, when doing this you must consider when to start processes for each item in order to deliver the full quantity on the committed date. To obtain production and purchasing schedules in terms of times and quantities, the MRP performs five basic functions:
- Net requirements calculation Lot size definition Time lag Explosion of materials Iteration
Planned orders: These are the work or purchase orders obtained from the MRP calculations. Typically, an order will include components from multiple orders or requirements, corresponding to multiple customers.
Explosion of materials: It is the structural part of the MRP that executes its fundamental concept: linking dependent demand with independent demand. It does this by means of the bill of materials for each finished product, by means of which all the components of an article are related in a logical order of assembly to form a finished product. Thus, each net requirement for a high-level item generates gross requirements for lower-level components.
PRODUCT STRUCTURE
CODING POLICY
- 2 digits for production level 4 digits for description 3 digits for consecutive
LIST OF MATERIALS WITH INVENTORY CONTROL POLICY
Inventory Policies
- Continuous Review Policies: The inventory level is continuously reviewed in each transaction such that T = If the inventory level, I, is less than the reorder point, R, a quantity of items equal to Q = Imax - R is ordered. This policy is represented as (Q, R) and is called a fixed reorder quantity policy. A special case is when R = Imax, in such a way that it is ordered every time inventory is used, and the quantity to be ordered is equal upon retirement. This policy is the stock base where Imax is the stock base. An item has independent demand when it is not related to that of another, and therefore it must be forecast.
Comes from a production process with considerable variability, the MRP model will not be the most recommended. The MRP, given the problems described, is best applied to articles with high movement, high frequency and low variability. However, this is not a sufficient condition, but rather a necessary condition for the MRP to function properly.
JUSTIFICATION OF THE MASTER PLAN
- Through the analysis of alternatives, I can develop production plans until I choose the most convenient one. I make use of the Costs, that is, I determine the Unit Costs that are important due to the quantities of raw material that my suppliers supply me and I can have control of each one. They are derived from my MRP I, with my inventory control policy that is being handled in my company. Manufacture for Inventory: It is manufactured in large batches, satisfying inventory customers. The MPS base unit is the bottom line. The stability of the MPS is important to improve productivity and reduce costs, especially in an increasingly dynamic environment. The tools used to provide stability to the MPS are handling thefirm planned orders, frozen periods and time barriers for changes. Firm Planned Order: It is one whose times and quantities do not change unless the programmer decides, after analyzing the implications. I can make an evaluation of each plan that has been proposed, where the costs are quantified, and the best thing is that it depends on each strategy Since there are strategies that I should develop or use an Outsourcing. The use of these orders is useful to cushion the constant changes in the market. The trial and error method consists of elaborating and paying for several production plans, and choosing the one with the least cost, for It is convenient for my company to use it. The solution of this method is generally not optimal, although they are always feasible, and in my company it suits me because of the analysis of operations research has provided me with experience.
JUSTIFICATION OF THE PROGRAMMING MODEL
- This programming model is used because my production system for the production of Pulleys is an intermittent system so I cannot use dispatch rules The Trapezoid and Palmer method is implemented due to the production with N orders and M machines, since There are several machines such as milling machines, grinding machines, lathes, etc., for the development of my product, which is POLEAS. I must take into account that there is no efficient method that provides an exact solution. These are rules that determine what work to process as this is available sequentially in time, instead of assuming that all jobs are available. The sequence that minimizes the criterion is the one in which the jobs are ordered from the shortest time to the longest.This sequence also minimizes the average wait time and the mean lateness. When jobs have different priority or weight, the goal may be to minimize the weighted average flow time. The higher the index value, the job is The most important is the concept of priority in the work.It is convenient for me to use a Gantt chart, to see the time of my activities, of each process, so it is an optimal method (in my case) for the manufacture of PULLEYS.of each process, so it is an optimal method (in my case) for the manufacture of PULLEYS.of each process, so it is an optimal method (in my case) for the manufacture of PULLEYS.
COMPREHENSIVE AGGREGATE PLANNING
The company wishes to establish the production plan for the PULLYASM product, "Intelligent pulley systems"
| MONTH | Demand |
| January | 2,000 |
| February | 2,500 |
| March | 2,000 |
| April | 3,000 |
| May | 2,000 |
| June | 2,000 |
The Engineering Department of the factory, delivers to Ing. Ivan Escalona, the following reports, which involve the production capacity, cost of each raw material used:
| Desired Inventory as of December 31 | 3000 | pcs |
| Normal Time Production | 150 | pc / day / shift |
| Overtime Production | twenty | pc / day / shift |
| Maquila Capacity | 4,000 | pc / month / max |
| Safety Inventory | 300 | pc / Period |
| Scarcity Cost | $ 500.00 | pc |
| Hiring Cost per shift | $ 600.00 | Worker |
| Dismissal cost | $ 850.00 | Shift / worker |
| Workforce | $ 42.00 | worker / day |
| Variable costs | $ 5.00 | pc |
| Insurance Expenses | $ 2.63 | pc / month |
| Storage Expenses | $ 1.84 | pc / month |
| Capital Cost | $ 0.85 | pc / month |
| Pully cost | $ 5.00 | pc |
| Cost of Electricity and Rent Storage | $ 8.56 | pc / month |
| Alumnium Cost | $ 26.35 | pc |
| Pulley Cost | $ 25.00 | pc |
| Packaging Cost | $ 5.00 | pc |
| Maquila Cost | $ 200.00 | pc |
| Freight and haulage | $ 500.00 | c / v |
| Washer Cost | $ 1.50 | pc |
| Triangle Cost | $ 2.35 | pc |
| Nut Cost | $ 0.35 | pc |
| Braquet cost | $ 0.68 | pc |
| Number of Workers in the plant | 25 | PER TURN |
PLAN No. 1
Establish a production plan where, the first 3 months (January, February and March) work with two shifts, and the next three, work with a shift and overtime, make up the first three months, overtime is paid double.
PLAN No. 2
Establish a production plan where, the First Month an extra hour was worked, from February to April 3 shifts and the rest with two shifts.
Justification of the implementation of the Alternative Analysis Method to determine the PMS in the company.
- It is a program for the production of final products or product options. It constitutes the tool through which the customer's orders receive the shipment date, defining the commitment. It is the basis for the manufacturing budget.
PRODUCTION CAPACITY (NORMAL TIME PRODUCTION - PTN)
| MONTH | Production | Days | 1 shift | 2 shifts | 3 shifts |
| daily | working days | ||||
| January | 150 | twenty-one | $ 3,150.00 | $ 6,300.00 | $ 9,450.00 |
| February | 150 | 18 | $ 2,700.00 | $ 5,400.00 | $ 8,100.00 |
| March | 150 | twenty | $ 3,000.00 | $ 6,000.00 | $ 9,000.00 |
| April | 150 | 19 | $ 2,850.00 | $ 5,700.00 | $ 8,550.00 |
| May | 150 | twenty-one | $ 3,150.00 | $ 6,300.00 | $ 9,450.00 |
| June | 150 | twenty | $ 3,000.00 | $ 6,000.00 | $ 9,000.00 |
PRODUCTION CAPACITY (PRODUCTION IN OVERTIME - PTE)
| MONTH | Production day | Days lab | 1 shift | 2 shifts | 3 shifts | |||
| January | twenty | twenty-one | $ 420.00 | $ 840.00 | $ 1,260.00 | |||
| February | twenty | 18 | $ 360.00 | $ 720.00 | $ 1,080.00 | |||
| March | twenty | twenty | $ 400.00 | $ 800.00 | $ 1,200.00 | |||
| April | twenty | 19 | $ 380.00 | $ 760.00 | $ 1,140.00 | |||
| May | twenty | twenty-one | $ 420.00 | $ 840.00 | $ 1,260.00 | |||
| June | twenty | twenty | $ 400.00 | $ 800.00 | $ 1,200.00 | |||
| Maquila Capacity | 4,000 | pc / month / max | ||||||
| ECONOMIC RESOURCES | |||
| PTN = | MO + MP + GI | ||
| RAW MATERIAL | $ 66.23 | pc | |
| WORKFORCE | $ 10.50 | pc | |
| INDIRECT EXPENSES | $ 5.00 | pc | |
| PRODUCTION COST IN NORTH TIME. | |||
| WORKFORCE | $ 260.00 | ||
| RAW MATERIAL | $ 66.23 | ||
| INDIRECT EXPENSES | $ 5.00 | ||
| Total: | $ 331.23 | pc | |
| PRODUCTION COST IN OVERTIME | |||
| WORKFORCE | $ 132.46 | ||
| RAW MATERIAL | $ 66.23 | ||
| INDIRECT EXPENSES | $ 5.00 | ||
| Total: | $ 203.69 | pc | |
| COST TO KEEP | $ 13.88 | pc / month | |
| CONTRACT COST. | $ 15,000.00 | turn | |
| DISMISSAL COST | $ 21,250.00 | turn | |
| MAQUILA COST | $ 200.00 | pc |
PLAN No. 1 AND COST OF PLAN 1
| MONTH | Inv. initial | Production in TN | Maquila | Production in TE | Demand | Inventory | Scarcity |
| January | 3,000 | 6,300 | 2,200 | - | 2,000 | 300 | |
| February | 100 | 5,400 | 1,800 | - | 2,500 | 300 | 4500 |
| March | 100 | 6,000 | 3,000 | - | 2,000 | 300 | |
| April | 100 | 2,850 | $ 380.00 | 3,000 | 300 | 3200 | |
| May | 150 | 3,150 | $ 420.00 | 2,000 | 300 | ||
| June | 150 | 3,000 | $ 400.00 | 2,000 | 300 | 3200 | |
| 3,600 | 26,700 | 7,000 | 1,200 | 13,500 | 1,800 | 10,900 |
| COST OF PLAN Nº1 | |
| PTN | $ 8,843,841 |
| PTE | $ 244,428 |
| MAQ | $ 1,400,000 |
| CM | $ 24,984 |
| IT IS | $ 5,450,000 |
| CONTR | $ 30,000 |
| DISMISSAL | $ 42,500 |
| FREIGHT | $ 500 |
| $ 16,036,253 |
PLAN No. 2 AND COST OF PLAN 2
| MONTH | Inv. initial | Production in | Maquila | Production in | Demand | Inventory | Scarcity |
| Normal Time | Extra time | Security | |||||
| January | 3,000 | 3,150 | 600 | $ - | 2,000 | 1,000 | |
| February | fifty | 8,100 | 700 | $ - | 2,500 | 100 | |
| March | 100 | 9,000 | 800 | $ - | 2,000 | 100 | |
| April | 150 | 8,550 | - | $ - | 3,000 | 75 | |
| May | 100 | 6,300 | - | $ - | 2,000 | fifty | |
| June | fifty | 6,000 | - | $ - | 2,000 | fifty | 2500 |
| 3,450 | 41,100 | 2,100 | - | 13,500 | 1,375 | 2,500 |
| COST OF PLAN Nº2 | |
| PTN | $ 13,613,553 |
| PTE | $ - |
| MAQ | $ 420,000 |
| CM | $ 19,085 |
| IT IS | $ 1,250,000 |
| CONTR | $ 30,000 |
| DISMISSAL | $ 42,500 |
| FREIGHT | $ 500 |
| $ 15,375,638 |
SELECTION OF THE MOST SUITABLE PLAN:
Each plan will be analyzed taking into account the following parameters, considering the operational advantages and disadvantages:
| FORMULA | Plan No. 1 | Plan No. 2 | Difference | |
| Unit Cost of the Plan | 574.78 | 374.10 | 200.67 | |
| Unit Cost of the alternative | 1,336.35 | 1,182.74 | 153.61 | |
| Service level | 89% | 96% | -7% | |
| Inventory management | 26.50 | 43.2 | 16.73 | |
| Use of Extra Time | 10% | 0% | 10% | |
| Staff turnover | 200% | 67% | 1.33 | |
| Maquinla Risk | 58% | 16% | 42% | |
| Total cost | $ 16,036,253 | $ 15,375,638 | $ 660,615.00 | |
| Demand Satisfied | 12000 | 13000 |
It will work properly and without problems as long as the installed capacity in its restriction process is considerably higher than the demand it meets. Otherwise, the basic assumption of infinite capacity is broken and the plans from an MRP will hardly be feasible in reality. So if your company is about to implement MRP or has operated with it for a while and has not had the expected results, evaluate once again if it is what your manufacturing system needs to meet current market needs.
Observing the difference between Plan Nº 1 with respect to Plan Nº 2, it is convenient to implement PLAN Nº2
PLANNING AND PROGRAMMING OF PRODUCTION SYSTEMS BY PROCESS
TRAPEZE AND PALMER METHOD
JUSTIFICATION:
- There is no efficient method that provides an exact solution. These are rules that determine which job to process by making it available sequentially over time, rather than assuming that all jobs are available. The concept of priority in jobs is handled.
TAKING THE MANUFACTURING ORDERS OF OUR MRP, WE HAVE
| Code | Description | Amount Released | Date | Action |
| 00PULL001 | PULLYASM | 1 Order of 3000 | September | Manufacturing Order Issued |
| 01CUER005 | PULLY BODY | 2 Orders of 2000 | September | Manufacturing Orders Issued |
| 02PULI006 | PULLY SUP AND INF. | 1 Order of 2000 | September | Manufacturing Order Issued |
| 03BRAQ008 | BRAQUET WITH PULLEY | 1 Order of 2000 | September | Manufacturing Order Issued |
| Machine | CNC 1 | CNC 2 | CNC 3 | CNC 4 | ROUTE | |||
| Order | one | two | 3 | 4 | F1 | F2 | F1 - F2 | |
| A - PULLYASM | 5 | 6 | 4 | two | 1-2-3-4 | twenty | 14 | 6 |
| B - PULLY BODY | 8 | 3 | 3 | two | 1-2-3-4 | 22 | 10 | 12 |
| C - LOWER PULLY | one | one | 5 | 6 | 1-2-3-4 | 8 | 18 | -10 |
| D - BRAQUET | 3 | two | two | one | 1-2-3-4 | 10 | 6 | 4 |
PROGRAMMING BY PALMER
| Machine | CNC 1 | CNC 2 | CNC 3 | CNC 4 |
| Order | ||||
| C - LOWER PULLY | one | one | 5 | 5 |
| D - BRAQUET | 3 | two | two | one |
| A - PULLYASM | 5 | 6 | 4 | two |
| B - PULLY BODY | 8 | 3 | 3 | two |
GANTT CHART FOR SEPTEMBER
| CNC1 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC2 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC3 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC4 | C | D | TO | B | ||||||||||||||||||||||||||
| one | two | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | eleven | 12 | 13 | 14 | fifteen | 16 | 17 | 18 | 19 | twenty | twenty-one | 22 | 2. 3 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | |
| Total Process Time = 25 days | ||||||||||||||||||||||||||||||
| Total Time of the CNC Process 1 = 17 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 2 = 20 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 3 = 23 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 4 = 25 days | ||||||||||||||||||||||||||||||
| Total Time of Stoppages = 67 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 1 = 13 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 2 = 18 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 3 = 16 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 4 = 20 days | ||||||||||||||||||||||||||||||
| Total number of stops = 11 stops | ||||||||||||||||||||||||||||||
| Total Number of CNC Stops 1 = 1 stop | ||||||||||||||||||||||||||||||
| Total number of CNC stops 2 = 4 stops | ||||||||||||||||||||||||||||||
| Total number of CNC stops 3 = 3 stops | ||||||||||||||||||||||||||||||
| Total Number of CNC Stops 4 = 3 stops |
DELIVERY SCHEDULE BY PALMER:
| Order | Delivery Date: |
| A - PULLYASM | September 21st |
| B - PULLY BODY | September 25th |
| C - LOWER PULLY | September 12 |
| D - BRAQUET | September 13th |
KEYSTONE PROGRAMMING
| Machine | CNC 1 | CNC 2 | CNC 3 | CNC 4 |
| Order | ||||
| C - LOWER PULLY | one | one | 5 | 5 |
| D - BRAQUET | 3 | two | two | one |
| A - PULLYASM | 5 | 6 | 4 | two |
| B - PULLY BODY | 8 | 3 | 3 | two |
GANTT CHART FOR SEPTEMBER
| CNC1 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC2 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC3 | C | D | TO | B | ||||||||||||||||||||||||||
| CNC4 | C | D | TO | B | ||||||||||||||||||||||||||
| one | two | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | eleven | 12 | 13 | 14 | fifteen | 16 | 17 | 18 | 19 | twenty | twenty-one | 22 | 2. 3 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | |
| Total Process Time = 25 days | ||||||||||||||||||||||||||||||
| Total Time of the CNC Process 1 = 17 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 2 = 20 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 3 = 23 days | ||||||||||||||||||||||||||||||
| Total CNC Process Time 4 = 25 days | ||||||||||||||||||||||||||||||
| Total Time of Stoppages = 67 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 1 = 13 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 2 = 18 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 3 = 16 days | ||||||||||||||||||||||||||||||
| Total CNC Stop Time 4 = 20 days | ||||||||||||||||||||||||||||||
| Total number of stops = 11 stops | ||||||||||||||||||||||||||||||
| Total Number of CNC Stops 1 = 1 stop | ||||||||||||||||||||||||||||||
| Total number of CNC stops 2 = 4 stops | ||||||||||||||||||||||||||||||
| Total number of CNC stops 3 = 3 stops | ||||||||||||||||||||||||||||||
| Total Number of CNC Stops 4 = 3 stops |
DELIVERY PROGRAM BY TRAPEZE:
| Order | Delivery Date: |
| A - PULLYASM | September 21st |
| B - PULLY BODY | September 25th |
| C - LOWER PULLY | September 12 |
| D - BRAQUET | September 13th |
The method that should be used to schedule the orders is shorter, "in this case the time is the same, so any method is ideal"
Just in Time, Kanban, Benchmarking and Reengineering applied to me
THE JUST IN TIME (JUST IN TIME) APPLIED TO MY PERSON
- This is achieved by reducing the total process time, making possible a high response capacity of my personal and work activities. Be more punctual in my activities and respond quickly, concisely and accurately. Work well, without defects since in my professional or personal life this brings me problems Arriving on time (arriving 15 minutes to the place I have to go, for example: school) Finally, the total implementation process is strongly supported by the active participation of all company personnel in improvement activities, which contribute to raising their morale (at school, in the family, at work) Unitary production and management at the rhythm of cycle time is made feasible through the availability ofmultifunctional operators, an adequate equipment distribution, and the standardization of operational work routines. Perform my personal chores with a cycle rhythm that meets personal needs and fulfillment in my home Eliminate unnecessary tasks or activities which do not enforce my personal goals such as doing school or home work, correctly, using a schedule of pocket the queues can schedule activities in a fixed time. The assurance of a production without defects Just in Time is carried out through the implementation of the concept of "Autonomation".
KANBAN APPLIED ON MY PERSON
- Control the flow of materials to carry out my domestic tasks, for example, have an order and a fixed place of materials such as soap, to carry out household activities… The system works with cards or Kanbans to label my things to have a better order, for For example, label my notebooks for each subject, to know where, which subject notebook I am using at that moment.The flow of the Kanbans is from the final processes to the initial ones, originating the process of pulling personal activities and household duties. I have a control, so as not to get confused in what I am using. This system is very important in my life, I must label those products that are harmful such as rat poison, acids, because yes No they are labeled someone can take them by accident or mistake the product and something undesirable happen.
BENCHMARKING APPLIED ON MY PERSON:
- Obtain both descriptive and numerical data of the variables to be evaluated and subsequently analyze them in depth, since I must be analytical in my decisions and in what I do in my daily life, since this depends on a better personal development Identify the benchmarkthat can be selected considering only a group of variables of interest. However, it is best to select the one with the best overall performance, since it is clear that some variables are conditioning factors of success reflected in others, in my personal life for important activities Determine my BRENCHA, this gap can offer an opportunity improvement (the benchmark has a superior performance), null or parity (no important differences are registered) or positive (which would indicate that the performance of the company is superior to that of the benchmark, every day we must improve, never stagnate since this It will help me to develop better and achieve my work successes and personal tasks.Now recalibrate the benchmarks. This is necessary since industry practices are constantly changing, so if you want to lead the company towards excellence, the established goal must always be the highest level of performance in the industry in which it operates, this It also applies to my daily life. To the extent that the company and the people that compose it commit to continuously developing a process such as benchmarking, it can be considered as a strategy to obtain and improve competitive advantage.
REENGINEERING
* I can apply Reengineering in Evaluation and Motivation:
From individual to team performance.
From compensation based on range of control to that based on contribution to customer satisfaction.
Performance evaluation by supervisor to that carried out by the team.
* In Beliefs and Behaviors:
My boss pays me for team performance.
My job doesn't matter to make a difference.
Financial to operational approach.
Watch out for number one, we're in this together.
Success by building empires toward achievement by performance.
Tomorrow will be the same as today and nobody knows what will happen tomorrow, but it will not be the same as today.
Conclusions:
The MRP considers the gross requirements, obtained from the Master Production Plan (MPS) for the finished products, and the requirements obtained from a previous MRP run for the components. They have the inventory available and any work in progress currently on the floor. Thus, the result is what the system really requires to produce and / or buy to satisfy the demand in the required time.
The purpose is to supply the components and materials to support the manufacturing. The emphasis is on minimizing inventory by scheduling exact vendor requirements at the required times. The MRP will work properly and without problems as long as the installed capacity in its restriction process is considerably higher than the demand it serves. Otherwise, the basic assumption of infinite capacity is broken and the plans from an MRP will hardly be feasible in reality.
In aggregate comprehensive planning, the trial and error method consists of developing and costing several production plans, and choosing the least cost one. The solution of this method is generally not optimal, although they are always feasible.
Nervousness in the system: Given the structure of the MRP algorithm, it is easy to induce drastic changes with very small variations in the gross requirements. For example, given a feasible MRP run, if demand changes slightly, an infeasible plan may be obtained. This problem is commonly solved by using frozen planning periods.
In the graph, we try to make an analogy in which a company is compared with a pipe with encrustations (scale or residues that reduce its diameter). In this tube, money is put in on the left side (via inventories, improvements, investments, etc.) and only the money generated by the company comes out on the right side (via the sale of its products or services). In the case of the tube (and assuming a constant pressure, remember that the tube is only an imperfect analogy), no matter how much water we try to put in through the left side, the amount of water that can come out through the right side depends only on the narrowest part of the tube and not the total amount of scale it has; in fact if we do some cleaning of the tube and we do not get to remove the incrustation that causes the greater tightness, all the work will be in vain.
To achieve an increase in the generation of profits, it is necessary to locate the Critical Restriction and act on it, in such a proportion that when the time comes when the Restriction is moved, it is no longer convenient to continue making improvements to this site, since now it is That determines the generation of profits is another part of the system.
In the application of the JIT, the total implementation process is strongly supported by the active participation of all company personnel in improvement activities, which contribute to raising their morale, with the application of the KANBAN, BENCHAMRKING I can be competitive, in my personal and work life, being competitive refers to the relative position of the company in the market measured by its participation and level of profitability, which ensure its long-term viability.
REFERENCES AND WEB LINKS - JOBS OF INDUSTRIAL ENGINEERING (UPIICSA - IPN)
- INTRODUCTION TO INDUSTRIAL ENGINEERING
www.gestiopolis.com/recursos/documentos/fulldocs/ger1/introalaii.htm ENGINEERING OF WORK METHODS
www.monografias.com/trabajos12/ingdemet/ingdemet.shtml ENGINEERING OF WORK MEASUREMENT
http: / /www.monografias.com/trabajos12/medtrab/medtrab.shtml MEASUREMENT ENGINEERING: STANDARD TIME APPLICATIONS
www.monografias.com/trabajos12/ingdemeti/ingdemeti.shtml METHOD ENGINEERING: PRODUCTION ANALYSIS 1
http: // www.monografias.com/trabajos12/andeprod/andeprod.shtml ENGINEERING OF METHODS: ANALYSIS OF PRODUCTION 2
www.monografias.com/trabajos12/igmanalis/igmanalis.shtml ENGINEERING OF METHODS: WORK SAMPLING
www.monografias.com/trabajos12/immuestr/immuestr.shtml STANDARD TIME MANUAL
www.gestiopolis.com/recursos/documentos/fulldocs/ger/mantiemesivan.htm PLANT DISTRIBUTION AND MATERIAL HANDLING
http: //www.monografias.com / trabajo12 / distpla / distpla.shtml FOUNDATIONS OF THE ECONOMY OF QUALITY SYSTEMS
www.gestiopolis.com/recursos/documentos/fulldocs/fin/fundelacal.htm SALARY PAYMENTS: SALARY AND INCENTIVE PLAN IN INDUSTRIAL ENGINEERING
www.gestiopolis.com /recursos/documentos/fulldocs/rrhh/pagosal.htm QUALITY CONTROL - ITS ORIGINS
www.monografias.com/trabajos11/primdep/primdep.shtml QUALITY CONTROL - SHEWHART CONTROL GRAPHICS
http: //www.monografias. com / trabajo12 / concalgra / concalgra.shtml MARKET RESEARCH
www.monografias.com/trabajos11/invmerc/invmerc.shtml PLANNING AND CONTROL OF PRODUCTION - FORECASTS
www.monografias.com/trabajos13/placo/placo.shtml INVESTIGATION OF OPERATIONS - LINEAR PROGRAMMING
http: // www.monografias.com/trabajos13/upicsa/upicsa.shtml OPERATIONS INVESTIGATION - SIMPLEX METHOD
www.monografias.com/trabajos13/icerodos/icerodos.shtml
OPERATIONS INVESTIGATION - NETWORKS AND PROJECT MANAGEMENT
www.gestiopolis.com /recursos/documentos/fulldocs/ger1/iopertcpm.htm PLANNING
AND CONTROL OF PRODUCTION: BALANCING OF ASSEMBLY LINES: MIXED AND MULTI-MODEL LINES
www.gestiopolis.com/recursos/documentos/fulldocs/ger1/pcplinen Yhtm PLANNING PRODUCTION CONTROL - LINE BALANCING
www.gestiopolis.com/recursos/documentos/fulldocs/ger1/pycdelapro.htm COMPUTER-ASSISTED
MANUFACTURING http://www.monografias.com/trabajos14/manufaccomput/manufaccomput.shtml CHIP START-UP MANUFACTURING PROCESSES
http: //www.monografias.com / trabajo14 / manufact-industr / manufact-industr.shtml INTRODUCTION TO MACHINE TOOLS
www.monografias.com/trabajos14/maq-herramienta/maq-herramienta.shtml THEORY OF RESTRICTIONS
www.gestiopolis.com /recursos/documentos/fulldocs/ger1/tociem.htm LEGISLATION AND MECHANISMS FOR INDUSTRIAL PROMOTION
www.monografias.com/trabajos13/legislac/legislac.shtml THEORY OF THE COMPANY
www.monografias.com/trabajos12/ empre / empre.shtml NON-DESTRUCTIVE TESTING - ULTRASOUND
www.gestiopolis.com/recursos/documentos/ fulldocs / ger1 / disultra.htm DIFFICULTIES IN THE QUALITY CERTIFICATION ISO STANDARDS
www.gestiopolis.com/recursos/documentos/ fulldocs / ger1 / difiso.htm BASIC ENGINEERING SCIENCES - Atom
http: // www.monografias.com/trabajos12/atomo/atomo.shtml University Physics - Classical Mechanics
www.monografias.com/trabajos12/henerg/henerg.shtmlUPIICSA - Industrial Engineering
www.monografias.com/trabajos12/hlaunid /hlaunid.shtml Mechanical Tests (Destructive Tests)
www.monografias.com/trabajos12/pruemec/pruemec.shtml Classical Mechanics - One-dimensional movement
www.monografias.com/trabajos12/moviunid/moviunid.shtml Chemistry - Course of UPIICSA Physicochemistry
www.monografias.com/trabajos12/fisico/fisico.shtml Biology and Industrial Engineering
www.monografias.com/trabajos12/biolo/biolo.shtml Linear Algebra - UPIICSA Exams
http: //www.monografias.com / jobs12 / exal / exal.shtml Electricity Laboratory Practices (UPIICSA)
www.monografias.com/trabajos12/label/label.shtml UP Chemistry Laboratory Practices
www.monografias.com /trabajos12/prala/prala.shtmlProblemas de Física by Resnick, Halliday, Krane (UPIICSA)
www.monografias.com/trabajos12/resni/resni.shtmlBioquimica
www.monografias.com/trabajos12/bioqui/ bioqui.shtml Code of Ethics
www.monografias.com/trabajos12/eticaplic/eticaplic.shtml University Physics - Oscillations and Harmonic Movement
www.monografias.com/trabajos13/fiuni/fiuni.shtml Chemical Production - The world of plastics
http: / /www.monografias.com/trabajos13/plasti/plasti.shtml Plastics and Applications - Practical Case at UPIICSA
www.monografias.com/trabajos13/plapli/plapli.shtml Industrial Psychosociology
www.monografias.com/ Obras13 / psicosoc / psicosoc.shtml Legislation for Industrial Promotion
www.monografias.com/trabajos13/legislac/legislac.shtml Published Works of Pneumatics in Industrial Engineering UPIICSA compressed air
www.monografias.com/trabajos13/ compresi / compresi.shtml Pneumatics and Industrial Engineering
www.monografias.com/trabajos13/unointn/unointn.shtml Pneumatics: Generation, Treatment and Air Distribution (Part 1)
www.monografias.com/trabajos13/genair/genair.shtml Pneumatics: Generation, Treatment and Air Distribution (Part 2)
www.monografias.com/trabajos13/geairdos/geairdos.shtml Pneumatics - Introduction to Hydraulic Systems
www.monografias.com/trabajos13/intsishi/intsishi.shtml Circuit Structure Hydraulics in Industrial Engineering
www.monografias.com/trabajos13/estrcir/estrcir.shtmlNeumática e Hidráulica - Power Generation in Industrial Engineering
www.monografias.com/trabajos13/genenerg/genenerg.shtmlNeumática - Valves Pneumatics (applications in Industrial Engineering) Part 1
www.monografias.com/trabajos13/valvias/valvias.shtmlNeumática - Pneumatic Valves (applications in Industrial Engineering) Part 2
www.monografias.com/trabajos13/valvidos/valvidos.shtmlNeumática e Hidráulica, Valves Hidráulicas in Industrial Engineering
www.monografias.com/trabajos13/valhid/valhid.shtmlNeumática - Auxiliary Pneumatic Valves (Applications in Industrial Engineering)
www.monografias.com/trabajos13/valvaux/valvaux.shtml Engineering Problems Industrial in Pneumatics (UPIICSA)
www.monografias.com/trabajos13/maneu/maneu.shtml Electrovalves in Control Systems
www.monografias.com/trabajos13/valvu/valvu.shtmlNeumática e Ingeniería Industrial
www.monografias.com/trabajos13/unointn/unointn.shtml Structure of Hydraulic Circuits in Industrial Engineering
www.monografias.com/trabajos13/estrcir/estrcir.shtml Energy
savings http: //www.monografias. com / jobs12 / ahorener / ahorener.shtml
Published Work of Law of the Atoyac School Center
- Notions of Mexican Law
www.monografias.com/trabajos12/dnocmex/dnocmex.shtml Notions of Positive Law
www.monografias.com/trabajos12/dernoc/dernoc.shtml Civil Family Law
http: // www.monografias.com / trabajo12 / derlafam / derlafam.shtml Amparo judgment
www.monografias.com/trabajos12/derjuic/derjuic.shtml Patrimonial crimes and Professional Responsibility
www.monografias.com/trabajos12/derdeli/derdeli.shtmlIndividual Employment Contract
www.monografias.com/trabajos12/contind/contind.shtml The Family in Mexican Civil Law
www.monografias.com/trabajos12/dfamilien/dfamilien.shtml The Family in Positive Law
www.monografias.com/trabajos12/dlafamil/dlafamil.shtml Article 14 and 16 of the Constitution of Mexico
www.monografias.com/trabajos12/comex/comex.shtml Individual
Guarantees http: //www.monografias.com / trabajo12 / garin / garin.shtml The Family and Law
www.monografias.com/trabajos12/lafami/lafami.shtml
