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Optimized production technology software download

Optimized production technology software download

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See our Privacy Policy and User Agreement for details. � OPT - Optimized Production Technology by�Arthur Santos 15475�views� Teoria das restricoes by�nilsonjunior2012 21967�views� MRP, MRP2 and ERP system in supply . by�Saad Munami 32787�views� SWOT ANYLISIS by�Razin de Rafael 5316�views� What makes up a marketing intellige. by�Jeet Parekh 259�views� What makes up a marketing intellige.

by�Sameer Mathur 584�views Optimized Production Technology�1.OPT Material From:�The Goal� and �The Race� By Goldratt and Fox�2.OPT (Optimized Production Technology)A computer based management system used forproduction planning and scheduling, seeking thegoal of throughput maximization through thefollowing:� Balanced flow, not capacity� Minimization and /or elimination of bottlenecks� Variable lot sizesAlso know as: �Theory of Constraints��3.OPT PhilosophyThe Goal: To Make MoneyMeasures:1.

Net Profit2. Return on Investment3. Cash Flow�4.OPT Operational Measures1. Throughput The rate at which goods are sold2. Inventory Any raw materials, components, and finished goods that have been paid for but not sold3. Operating Expenses The cost of converting inventory into throughput � Direct or indirect labor � Energy � Capital facilities�5.How to Achieve The GoalBy the following: � Increasing throughput � Decreasing inventory � Decreasing operating expenses�6.OPT Key � �Identify Bottlenecks�Bottleneck: A point of storage in themanufacturing process that holds down theamount of product that a factory can produce.The basic approach is to identify bottlenecks, andconcentrate on keeping them 100% busy, then findways to increase throughput at the bottleneck,subject to demand.�7.Troops Analogy (I)� Spreading troops mean high inventories (e.g.

work in process). Closely packed troops mean lower inventories.�8.Troops Analogy (II)� Rearranging the soldiers reduces spreading. By putting the slowest soldiers at the front and the fastest ones in the rear. � Good Idea, but may be impossible to put the slowest operation into the first operation�9.Troops Analogy (III)� Put Drummers in front row to set the pace and sergeants urge the soldiers to close any gaps.

� Sergeant is the expeditor and drummer is the material management system assisted by a computer�10.Troops Analogy (IV)� �If a worker doesn�t have anything to do, let�s find him something to do.� � This mentality will cause workers to work at their own paces.�11.Troops Analogy (V)� The causes of excess inventories is when each worker works with full capacity.�12.Troops Analogy (VI)� Does the drum beat according to the constraints of the plant or according to some unrealistic assumptions .

Like: � Infinite capacity � Predetermined lead times � Fixed, constant batch sizes�13.Troops Analogy (VII)� Tie the rows of soldiers together to limit the spreading of the inventories.

� The Invention of Henry Ford �The assembly line � Dr. Ohno from Toyota � The Kanban system�14.Troops Analogy (VIII)� Synchronized manufacturing assembly lines and kanbans. � Predetermined inventory buffers (either limited by space or number of cards) regulate the rate of production for assembly lines and kanban system.

� �Stop working when the buffer is filled!� � The work is synchronized, inventory is low. But any significant disruption will cause the entire system to stop.�15.Troops Analogy (IX) The drum is held by the excess capacity of the gating operations Result:� Inventory is high� Current throughput is protected� Future throughput is in danger�16.Troops Analogy (X) The drum is held by marketing demands Result:� Inventory is low� Current throughput is in danger� Future throughput is increased�17.Troops Analogy (XI)� To prevent spreading, tie weakest soldier to the front row.� To protect overall pace, provide some slack in the rope�18.� The Capacity Constraint Resource (C.C.R) should dictate the schedule based on market demand and its own potential.� The schedule for succeeding operations (including assembly) should be derived accordingly.� The schedule of preceding operations should support the time buffer and thus be derived backwards in time from the C.C.R schedule�19.Synchronized Manufacturing � Locating the ConstraintsFirst step toward synchronized manufacturingis to identify the constraints.A Capacity Constraint manifests itself in allof the major business issues.An analysis of the major business issues canbe used to identify the capacity constraintresource (CCR�s)�20.Synchronized Manufacturing � Beating the DrumEnsure maximum throughput throughforward scheduling of the C.C.R.�s.Due dates give us the first, rough sequence,but the sequence must be modified underany one of four conditions��21.Synchronized Manufacturing � Four Complicating Conditions� Different lead times from capacity constraint resources to due dates� One capacity constraint resource feeding another one� Set up at a capacity constraint resource� A capacity constraint resource feeding more than one part to the same product�22.Synchronized Manufacturing � Locating the Time Buffer� Concentrate protection not at the origin of a disturbance, but before critical operations� Inventory of the right parts in the right quantities at the right times in front of the right operations give high protection� Inventory anywhere else is destructive�23.Ten Rules of OPT1.

Utilization and activation of a resource are not the same � Activation is what should be done Utilization is what can be done �100% utilization of a non-bottleneck is wasteful.�2. The level of utilization of a non-bottleneck is determined not by its own potential but by some other constraint in the system.�24.Ten Rules of OPT (Cont.)3.

An hour lost at a bottleneck is an hour lost for the total system.4. An hour saved at a non-bottleneck is just a mirage.5. Bottlenecks govern both the throughput and inventory in the system.6. The transfer batch may not and often should not be equal to the process batch.7. The process batch should be variable, not fixed.�25.Ten Optimized production technology software download of OPT (Cont.)8. Capacity and priority should be considered simultaneously, not sequentially.9.

Balance flow, not capacity.10. The sum of local optima is not equal to the global optimum.Recommended Clipping is a handy way to collect and organize the most important slides from a presentation. You can keep your great finds in clipboards organized around topics. Start clipping No thanks. Continue to download. How do leading manufacturers optimize production resources and processes to satisfy customers and cut costs?Quintiq's intelligent production planning software gives manufacturers the competitive edge � with Quintiq you can avoid common obstacles to profitability such as high inventory levels, poor delivery performance, low yield, and excessive waste.Achieve new levels of efficiencyShift your focus from merely reducing costs to creating value and strengthening your competitive advantage.

Equip yourself with the planning tools and techniques to produce the highest possible throughput with the lowest possible inventory, while ensuring high quality and delivery performance.Quintiq's production planning solution is the product of our collaboration with several customers over several years. Every implementation leads to improvements and new features that can be adapted to suit your business processes. We selected Quintiq for their state-of-the-art software technology and in-depth understanding of our business processes.

We have already recorded great business results thanks to the implementation of Quintiq's APS solution in Constellium rolling mills over the years. Quintiq is clearly a reliable partner in supply chain planning and production optimization solutions. Quintiq is an enabler for excellent results.

It allows you to measure many KPIs and drive improvements in the critical ones. The iterative development process was key to Novelis owning the system. Quintiq has exceeded our expectations every step of the way. Powerful support for every planning horizon:Achieve new levels of efficiency with Quintiq's supply chain planning & optimization softwareQuintiq's production planning software is an intelligent planning & optimization solution that enables planners to optimize production plans through its intuitive planning interface, real-time KPI-focused reporting tools and state-of-the-art automated planning capabilities.Managers, planners and those on the shop floor gain full visibility and control over the entire production process � from long-range supply chain design and optimization to production scheduling.

Quintiq software supports the following planning activities and time windows: Update plans in real time to align them with the realities of your day-to-day operations.� Re-optimize schedules on the go to reflect unanticipated events such as machinery breakdowns� Enable communication between planners and the shop floor for plans that remain accurate and up to date In the days prior to execution, match specific resources and employees to orders, and revise plans to reflect the current state of operations.� Update plans to reflect any backlog of orders� Optimize against all resource-specific constraints such as cleaning and set-up times� Allow for emergency maintenance with minimal disruption and cost Prepare for the weeks and months ahead, adding an additional level of detail to the decisions made in the long-term planning stage.� Analyze your supply chain and plan according to KPIs� Match specific orders with capacity� Determine lead times and delivery dates� Plan optimal inventory levels and optimize capacity� Plan routine maintenance for minimal disruption and cost Collaborate with management, sales and operations to plan for the coming years.

Base plans on clearly presented overviews of demand, capacity and performance history.� Assess, align and allocate capacity and sales budgets� Explore feasible channel mixes� Simulate what-if scenarios such as a change in demand� Design and optimize your entire supply chain What can I do to prevent this in the future?If you are on a personal connection, like at home, you can run an anti-virus scan on your device to make sure it is not infected with malware.If you are at an office or shared network, you can ask the network administrator to run a scan across the network looking for misconfigured or infected devices. An application of the OPT principles and some simple scheduling rules without the sophisticated OPT software in a four-stage capacity constrained flow shop is demonstrated by using a medium-sized battery factory as a case study.

The throughput and inventory performances of OPT policy are evaluated and compared with those of push and pull policies by using a simulation study. The performances of OPT are attractive. Although, the OPT policy has relatively low inventory level, it can still maintain relatively high throughput rate. Error 403We're sorry, but we could not fulfill your request for/industry-solutions/manufacturing-simulation-software on this server.An invalid request was received from your browser.

This may be caused by a malfunctioning proxy server or browser privacy software.Your technical support key is: b2a5-0ddc-1756-6707You can use this key to fix this problem yourself.If you are unable to fix the problem yourself, please contact kristine at and be sure to provide the technical support key shown above.

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