Bøker av Hans-Peter Wiendahl

1 Introduction.- 1.1 Preface.- 1.2 Changes in the Manufacturing Environment.- 1.2.1 Productivity.- 1.2.2 Flexibility.- 1.2.3 Attractiveness of the Workplace.- 1.3 Shifting Objectives of Manufacturing Control.- 1.4 Scheduling in Practice.- 1.5 The Weak Points of Conventional Manufacturing Control.- 1.6 References.- 2 Conventional Production Scheduling and Control.- 2.1 Abstract.- 2.2 Survey.- 2.3 Lead Time Scheduling and Capacity Scheduling.- 2.3.1 Single Steps in Lead Time Scheduling.- 2.3.1.1 Determining Lead Times.- 2.3.1.2 Interoperation Time Reduction.- 2.3.1.3 Operation Overlapping.- 2.3.1.4 Operation Splitting.- 2.3.2 Single Steps in Capacity Scheduling.- 2.3.2.1 Finite Loading.- 2.3.2.2 Capacity Adjustment.- 2.3.2.3 Capacity Alignment.- 2.4 Evaluation of Conventional Lead Time Scheduling.- 2.5 Requirements for New Methods of Production Scheduling and Control.- 2.6 References.- 3 Lead Time - A Key Term in Manufacturing Control.- 3.1 Abstract.- 3.2 Introduction.- 3.3 Lead Time Components.- 3.4 Simple and Weighted Mean Lead Time at a Work Center.- 3.5 Order Lead Times.- 3.6 Statistical Evaluation of Work Center Lead Times.- 3.6.1 Absolute and Relative Frequency Distribution of Simple and Weighted Lead Time.- 3.6.2 Simple and Weighted Mean Operation Time.- 3.6.3 Simple and Weighted Mean Operation Time Percentage.- 3.6.4 Median of Simple and Weighted Lead Time.- 3.6.5 Standard Deviation of Simple and Weighted Mean Lead Time.- 3.6.6 Coefficient of Variation of Simple and Weighted Lead Time.- 3.6.7 Median, Standard Deviation, and Coefficient of Variation of Simple and Weighted Order Time.- 3.7 Work Center Lead Time in the Shop Calendar.- 3.7.1 Transformation of Throughput Elements.- 3.7.2 Frequency Distribution and Statistical Evaluation in the Shop Calendar.- 3.8 Uncertainty of Measurement and Accuracy of Computed Lead Time Values.- 3.9 Examples of Authentic Lead Time Measurements.- 3.9.1 Work Center Lead Times.- 3.9.2 Operation Lead Times.- 3.9.3 Order Lead Times.- 3.10 References.- 4 The Throughput Diagram - A General, Realistic Model of the Manufacturing Process.- 4.1 Abstract.- 4.2 Historical Evolution.- 4.3 Basic Form of the Throughput Diagram.- 4.4 The Work Center Throughput Diagram and its Basic Data.- 4.4.1 How to Produce a Work Center Throughput Diagram.- 4.4.2 Mean Inventory.- 4.4.3 Mean Time Data.- 4.4.3.1 Mean Range.- 4.4.3.2 Mean Advance Time.- 4.4.3.3 Weighted Mean Lead Time.- 4.4.4 Relationships between Mean Range, Mean Advance Time, and Weighted Mean Lead Time.- 4.4.4.1 Inventory Trend Component of Lead Time.- 4.4.4.2 Sequence Component of Weighted Lead Time.- 4.4.4.3 Short- and Long-Term Relationships between Time Quantities.- 4.4.5 Mean Performance, Mean Capacity, and Mean Utilization.- 4.4.6 Relationships between Mean Inventory, Mean Performance, and Weighted Mean Lead Time.- 4.4.7 Weighted Mean Lateness.- 4.5 Order Throughput Diagram.- 4.5.1 Extended Work Center Throughput Diagram.- 4.5.2 How to Produce the Order Throughput Diagram.- 4.6 References.- 5 Analysis, Monitoring, and Diagnosis of the Manufacturing Flow.- 5.1 Abstract.- 5.2 Manufacturing Flow Monitoring.- 5.3 Manufacturing Flow Analysis.- 5.3.1 Procedure Outline.- 5.3.2 Forms of Evaluation and Representation.- 5.3.3 Representation of the Results.- 5.3.4 General Rules and Possibilities for Improving Manufacturing Flow.- 5.4 A Continuous Monitoring System for Manufacturing Flow.- 5.4.1 Objectives and Concept.- 5.4.2 Example of a Continuous Monitoring System.- 5.4.3 Results and Use of a Continuous Monitoring System.- 5.5 Diagnosis of the Manufacturing Flow in the Throughput Diagram.- 5.5.1 Breaking down Inventories.- 5.5.2 Breaking down Lead Times.- 5.5.3 Measures to be Deduced from Monitoring and Diagnosis Results.- 5.6 Use of Graphics for the Representation of Throughput Diagrams and Key Data.- 5.6.1 Representation of the Results of Manufacturing Analyses.- 5.6.2 Graphics for Medium-Term Manufacturing Flow Monitoring.- 5.7 Implications for Manu...

Das Buch beschreibt in geschlossener Form die Modellierungsgrundlagen der Logistischen Kennlinien für Produktions- und Lagerprozesse sowie ihre mathematische Ableitung und Berechnung auf der Basis betriebsüblicher Daten. Damit werden die wechselseitigen Abhängigkeiten der logistischen Ziele - kurze Durchlaufzeit und hohe Termintreue einerseits und niedrige Bestände und hohe Auslastung andererseits - sowie ihre Beeinflussungsmöglichkeiten deutlich. Logistische Kennlinien stellen damit für viele Fälle eine interessante Alternative zur Simulation dar. Sie erschließen häufig verborgene Potenziale in der Durchlaufzeit und den Umlaufbeständen, ohne dass aufwändige Umstrukturierungen und Investitionen erforderlich sind. Die klare Gliederung in Grundlagen, Werkzeuge und zahlreiche Anwendungsbeispiele aus der variantenreichen Serienfertigung machen das Buch zu einem theoretisch fundierten und praxisnahen Leitfaden zur ständigen Verbesserung der logistischen Qualität von Produktionsunternehmen.