Scheduling Manufacturing Operations

2152 Words9 Pages
ABSTRACT

Without true finite capacity scheduling, any implementation for manufacturing execution, whether it is ERP, SCM, or MES, cannot realize the goal of enterprise efficiency and agility. All aspects of OM for manufacturing execution fall behind the lead of FCS, which is the bridge between planning and execution. Real tangible return on assets rests with FCS.

INTRODUCTION

Integrating a diverse collection of resources to accomplish a goal is an issue that has faced humankind since the first city arose and food and services needed to be provided to the populace. The modern challenge for operations management (OM) is the speed and volume that data is presented to OM systems. This explosion of data holds the promise of efficiency
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WHAT WAS OLD IS NEW AGAIN

As mentioned in the introduction, operations management has been, and remains, one of the greatest organizational challenges throughout history. OM arises from the need to coordinate diverse resources to meet the needs of a complex system. The concept of the plan-execute-control model, a “discovery” made by analysts in the late 1990’s, appears in the historical records of systems management, one of the earliest mentions circa 4th century BC in China. One of the more versatile models in modern systems management appeared in 1977 as a result of a joint effort between Dr J.S. Lawson of the Naval Electronic Systems Command and Dr. Paul Moore of the Naval Postgraduate School. Figure 2 shows the Lawson-Moore model, adapted by the author for general resource management.

SENSE is the collection of raw data or other collateral information about the observed environment. PROCESS takes the data through the inference hierarchy, integrating data within the context of the tasks required of the managed resources. The situation as best can be determined with the resources is then compared to the DESIRED STATE. The DESIRED STATE is the result of planning, which drives the allocation of resources to tasks. The plan exists in generalities, except for enterprises where goals are achieved with simple tasks assigned to few or
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