Intended learning outcomes: Describe the production structure, the product module, and the cumulative lead time. Disclose the process plan. and the lead-time offset.
Continuation from previous subsection (1.2.3).
The production structure of a product is the combination of its product structure and the routing sheet for the product itself and for its assemblies and its single parts.
Through combining routing sheets with product structure in production structure, we gain a useful rationale for integration into a structure level, and thus for differentiating an intermediate product from a subsequent, higher structure level.
A production structure level is determined by the arguments shown in Figure 1.2.3.2.
| o | The last operation results in a product module, that is, a semifinished good that can be built into various further products as components. |
| o | The last operation results in a semifinished good that is to be stored. |
| o | The operations are required for a particular process technology. |
| o | The last operation results in an intermediate state that is seen as an object or entity, that is, as a self contained thing or object. |
Fig. 1.2.3.2 Useful rationale for combining operations in a product structure level and thus for differentiating an intermediate product.
Within a production structure level, there is no storage. Components needed for this production structure level are drawn from storage or from the immediately preceding production structure level.
The purchasing lead time is the total time required to obtain a purchased item. Included here are order preparation and release time; the supplier lead time (that is, the amount of time that normally elapses between the time an order is received by a supplier and the time the order is shipped); transportation time; and receiving, inspection, and putting into storage (put away time) ([ASCM22]).
The cumulative lead time, or critical path lead time, is the longest planned length of time to accomplish the value-adding activity in question, with respect to the time to deliver to the customer, the lead time for all production structure levels, as well as the purchase lead times.
Depending on the context, lead time denotes either the cumulative lead time, the lead time required for one production structure level, or the purchasing lead time.
The process plan of a product is the total production structure on the time axis.
The process plan is a very complex business object that shows the cumulative lead time to manufacture a product. Figure 1.2.3.3 serves as an example for a product P.
Fig. 1.2.3.3 Process plan for a product P (detailed structure).
The process plan corresponds, as does product structure, to the way that the workers view customer order processing (their scheme, or natural conception of the process).
Lead-time offset is the period of time of preponing a resource requirement (component or capacity) relative to the completion date of a product, based on the lead time for that product.
For each component, we can calculate the lead-time offset. To do this, the proportion of lead time must be calculated along the corresponding branch of the process structure. Throughout the total working process time, this time period is dependent on batch size.
Course section 1.2: Subsections and their intended learning outcomes
1.2 Business Objects
Intended learning outcomes: Present business-partner, and order-related business objects in detail. Explain product-related, process-related, and resource-related business objects. Produce an overview on rough-cut business objects.
1.2.1 Customer, Supplier: Business-Partner Objects; Order, Customer Order, Procurement Order, Production Order, Overhead Order: Order-Related Business Objects
Intended learning outcomes: Present in detail the order as a business object. Produce an overview on terms such as customer, supplier, business partner, due date, customer order, procurement order, production order, overhead order.
1.2.1b Order Promising, Order Confirmation, Order Status, Order Header, Order Main Section, Order Footer: Order-Related Business Objects
Intended learning outcomes: Produce an overview on terms such as order promising, order confirmation, order status. Differentiate between order positions for items (to be) delivered and labor (to be) performed.
1.2.2 Item, Component, End Product, Assembly, Raw Material, Spare Part, Item Family: Product-Related Objects
Intended learning outcomes: Produce an overview on business objects such as item, specializations thereof (particularly part and component), spare part and item family.
1.2.2b Product Structure, Bill of Material, Product Family, Product Variant, Commonality: Product-Related Objects
Intended learning outcomes: Explain the product structure and the bill of material. Differentiate between a convergent and a divergent product structure. Describe the concepts of product family, product variant, and commonality.
1.2.3 Operation, Operation Time, Setup, Run Time, Routing Sheet, Critical Path, Interoperation Time, Production Lead Time: Process-Related Business Objects
Intended learning outcomes: Present in detail business objects such as operation, setup and run time. Explain the routing sheet, the critical path, interoperation time and the production lead time.
1.2.3b Production Structure, Product Module, Cumulative Lead Time, Process Plan, Lead-Time Offset: Process-Related Business Objects
Intended learning outcomes: Describe the production structure, the product module, and the cumulative lead time. Disclose the process plan. and the lead-time offset.
1.2.4 Employees, Facilities, Workstation, Production Equipment, Work Center, Capacity, Load, Standard Load, Actual Load: Resource-Related Business Objects
Intended learning outcomes: Produce an overview on terms such as employees, facilities, workstations, production equipment, work center, capacity, load, work-center load. Differentiate between standard load and actual load
1.2.4b Work Center Load, Load Profile, Capacity Utilization, Work Center Efficiency, Rated Capacity: Resource-Related Business Objects
Explain the work-center load and the load profile of a work center. Disclose capacity utilization and work center efficiency. Differentiate between rated capacity and theoretical capacity.
1.2.5 Rough-Cut Product Structure, Rough-Cut Work Center, Rough-Cut Operation, Rough-Cut Process Plan: Rough-Cut Business Objects
Intended learning outcomes: Identify reasons and principles for defining rough-cut business objects. Disclose the rough-cut product structure, the rough-cut work center, the rough-cut operation, and the rough-cut process plan. Explain a way to derive a rough-cut process plan from a detailed process plan.
1.2.5b Bill of Resources, Product Load Profile: Rough-Cut Business Objects
Intended learning outcomes: Describe the bill of resources. Explain a way to establish a product load profile from a rough-cut process plan.
