1. Group 1 Ray Quintero, Lei Tian, Jiayin Liu, Morvarid Amirfathi, Rabeeh Sahranavard, Max Tubbs Production Control & Queuing

2. Ray Quintero Production Planning Control & Queuing - Introduction Data Requirements A monitoring system Material, parts, assemblies from start to finished product Organized and Efficient Used in Manufacturing and Customer Service Industries Two Stages - Planning and Implementation & Control Prod. Planning, Master Prod. Schedule, Material Req. Plan Info gathered to create shop orders, release to shop floor Track WIP, performance vs. plan, decide if corrective action reqd. Report efficiency, operation times, order quantities, scrap rate Inputs needed for part production Planning Files > Item Master, Product Structure, Routing, Work Center Master Control Files > Shop Order Master, Shop Order Detail

3. Order Preparation/Scheduling Operation Splitting Manufacturing Lead TimeOperation Overlapping Lei Tian

4. Load Leveling and Scheduling Bottlenecks Load Leveling: Calculating the standard hours of an operation for each order in each time period and adding them together by time period, then the load profile for a work center will be constructed. Scheduling Bottlenecks: The definition of bottlenecks Throughput : When work centers produce more products than the bottlenecks can process, then they should build excess work-in-process. Some bottlenecks principles Six typical circumstances of the bottlenecks Managing bottlenecks a. Setting up a time buffer b. Control the rate c. Increase the capacity d. Change the schedule Jia-Yin Liu

5. Implementing THEORY OF CONSTRAINT Step One: Identify Large accumulations of work-in- process Involved process expeditors Longest average cycle time Equipment which is not keeping up with demand Step Two: Exploit A suitable sized inventory buffer Quality Continuously scheduled constraint Routine maintenance activity Other machines Other companies Step Three: Subordinate and Synchronize DBR Subordinate maintenance Sprint capacity Minimize stops Step Four: Elevate Performance Performance data Sources of lost productivity time Updates and/or upgrades Additional equipment Step Five: Repeat the Process New constraint (back to Step One) Fresh look (back to Step One) Morvarid Amirfathi

6. Control: input/output control priority of orders 1. FCFS 2. EDD 3. ODD 4. SPT maximize order fill rate(OFR) Rabeeh sahranavard

7. Queuing & Conclusion Queuing- coordinating time when people or objects arrive for service - Danish Engineer A.K. Erlang, telephone demand; auto-dialers -Optimum servers to reduce cost -Service industries; hospitals, airports, etc. -Efficiency in arrivals and waiting and serving to keep customers -Competitiveness, Satisfaction, Growth -Mathematical expressions; mean queue length and delay as function of mean arrival and service rates for probability distributions Conclusion- Engineering Management tools, relatively recent, created to -Reduce cost of design and manufacturing, reduce time, increase efficiency, reduce waste, stay competitive and innovative, stay on schedule -Production Control and Queuing are geared more towards the logistics and man hours and control of different process-lines from start to finish. -Importance of planning, scheduling and organizing -All master production schedules mapped out, hours logged, queues analyzed, etc. -Without it many changes and differences and obstacles arrive, causing down-time, wasted time and money, delays, loss of customers and contracts. -Cannot succeed without organization, planning and control. -Natural human attributes, especially engineers, simply a transposition of tools we use in our lives adapted to improve the engineering world. Maxwell Tubbs