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Presentation
Presentation
Acquisition of knowledge in the production area and how production planning and control is organized in light of the Lean/Just-in-Time philosophy, seeking to reconcile productivity with quality.
This module aims to discuss the production of small batches and how to keep stocks of finished products and those in the process of being manufactured at minimum levels, responding quickly to changes in market demand.
It is also relevant to understand how to balance production lines of static workstations and work cells (static and mobile workstations, respectively), as well as the implementation of a synchronization system between workstations (Kanbans) and the dimensioning of economical manufacturing lots when setup costs are very high.
This module is relevant to the study cycle as it is related to the transversality of the concepts covered and its importance for production and services.
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Class from course
Class from course
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Degree | Semesters | ECTS
Degree | Semesters | ECTS
Bachelor | Semestral | 5
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Year | Nature | Language
Year | Nature | Language
3 | Mandatory | Português
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Code
Code
ULHT41-13556
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Prerequisites and corequisites
Prerequisites and corequisites
Not applicable
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Professional Internship
Professional Internship
Não
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Syllabus
Syllabus
1. Production Control. Launch and control of operations. Feasibility control. Control load and priority combination. Collection of production data. Work distribution board.
2. Stock management. Costs in Stock Management. Spare models for stock. Continuous review model. Periodic review model. Performance of a stock management system.
3. Project planning (single articles). PERT / CPM techniques. Gantt's picture.
4. Just-in-Time Production. Origin, concepts and applicability.
5. Flow production. Uniform programming of operations. Programming of mixed models with time delays setup equal and unequal. Sequencing in rows.
6. Kanban control. Combination of MRP and KANBAN techniques.
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Objectives
Objectives
1. Select suitable models for managing independent sourcing materials
Determine the adequate management parameters for each reference; evaluate management performance through indicators.
2. Estimate the durations and costs of activities in a project
Schedule its performance using CPM and PERT techniques; determine the likelihood that a cost date or budget will be exceeded; determine the optimal economic duration of a project; efficiently level the load of activities throughout a project.
3. Organize production in accordance with the Just-in-Time operating philosophy, which seeks to reconcile productivity with quality.
4. Produce in small batches to keep finished and finished product stocks to a minimum and respond rapidly to changing market demand.
5. Balance a production line of static workstations and a work cell (static and mobile jobs, respectively).
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Teaching methodologies and assessment
Teaching methodologies and assessment
Priority will be given to the use of programming software for planning and production control, such as the MRP-II (use of the Python programming language).
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References
References
- Assis, R. (2002). Planeamento e Controlo da Produção, Lisboa, Coleção Modulform, Edições IEFP/ISQ.
- Buffa, E. and Sarin, R. (2007). Modern Production/Operations Management, 8th ed., John Wiley & Sons
- Coimbra, E. (2009). Total Flow Management: Achieving Excellence with Kaizen and Lean Supply Chains, Kaizen Institute
- Pinedo, M. (2012). Scheduling: Theory, Algorithms and Systems, 4th ed, Springer. ISBN 978-1-4614- 2361-4
- Stevenson, M., Hendry, L., Kingsman, B. (2005). A review of production planning and control: the applicability of key concepts to the make-to-order industry. International journal of production research, 43(5), 869-898
- Ivanov, D., Dolgui, A. (2020). A digital supply chain twin for managing the disruption risks and resilience in the era of Industry 4.0. Production Planning & Control, 1-14
- Rosin, F., Forget, P., Lamouri, S., Pellerin, R. (2020). Impacts of Industry 4.0 technologies on Lean principles. International Journal of Production Research, 58(6), 1644-1661
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Office Hours
Office Hours
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Mobility
Mobility
No
