Production Planning

Manufacturing flexibility is currently one of the key trends within the automotive industry. In this context, the determination of the optimal degree of flexibility represents a complex decision problem. First of all this article clarifies chances and modes of operation of flexibility in the automotive production. Manufacturing flexibility can be used both to counter short- and medium-term market fluctuations and as a strategic approach to realize long-term costs advantages. Subsequently different aspects which have to be considered within the strategic planning are commented on in detail. The contribution clarifies that the planning of optimal flexibility requires an integrated planning approach.

Global companies need a valid decision basis. The choice of a specific location is still not a standard decision within companies, but a mostly data-driven and finally strategic decision on top management level. The challenge there is to combine all single aspects according costs, qualitative and quantitative chances and risks to a conclusive picture. The decision process of production site management is an important strategic task, where as its quality can be significantly improved by using dedicated instruments.

The presented survey results aim to show an overview about the existing demand volatility and capacity flexibility in German manufacturing companies of the machining industry. Besides the consideration of logistical aspects regarding flexible capacities, cost aspects for accounting impacts of capacity options were taken into account. The result of the survey clarifies that the capacity options in companies seem to be sufficient. The cause of logistical problems due to demand volatility is located in insufficient methods for production monitoring.

Today, excellence in production planning and control (PPC) is not only critical for the success of enterprises it is rather a strategic factor of competitiveness. Particularly in job shop manufacturing lot sizing is a vitally important function of PPC, due to its influence on the necessary positioning between manufacturing efficiency on the one hand and flexibility on the other hand. The article shows by example of a project of the IFA and the proIng GbR in cooperation with an automotive components supplier, that the development of a concept for effective an efficient lot sizing requires in addition to the selection of the suitable method a logistical analysis and classification of the products.

Mastering high product variance and life cycle dynamics of demand can be an important competitive advantage in assembly. The main lever to this is a smart structuring of capacities and their assignment to assembly resources, such as lines, stations etc. The true benefit of this lever is hardly exploited due to poor support by established design methodologies. The article presents possible approaches to structure capacities in assembly and shows their exemplary use in practice.

Current information technologies like bar codes or transponders offer an enormous potential to logistics of producing companies. But with these technologies the provision of information on processes or components along the value-adding chain is neither possible in real-time nor consistently. Future components should be able to store information on themselves, so that additional transponders are no longer required. This opens up new possibilities for a real-time production planning and control as well as for the segmentation and planning of factories.

The production 2020 must live up to a variety of expectations - lean, efficient processes, maximum flexibility and a high degree of adaptivity are in the focus. These expectations result in new, complex planning requirements for production systems. The actual strong fragmented and inhomogeneous information architecture has to be transferred into an integrated concept, generating an overall view on business processes, methods and systems. Furthermore the planning process must be designed flexible and adaptive. Thus a fast reaction to fast changing boundary conditions and requirements can be guaranteed. This article gives practical design recommendations, how to plan the future of production.

Although the relocation trend has slightly decreased during the last five years, nowadays more companies plan to shift abroad in the near future. In particular small- and medium-sized companies plan the relocation of parts of their value chain. The disadvantage of the German location can only be compensated by a combination of cost optimization and an increase of productivity. A systematic procedure and the application of sophisticated evaluation tools support the company in its process of decision making. Considering the type of business, guidelines for competitive value chain management can be developed.

The present article reports the results of a methodical approach to the implementation of the Digital Factory in the aircraft industry. At first the initial conditions are surveyed with regard to selected company departments. Subsequently an application concept for integrating computer aided tools in production planning processes is presented and assessed. Eventually, in order to achieve an optimal introduction of the Digital Factory, the main organisational challenges are debated.

Contrary to a make-to-stock production where standard products are manufactured based on sales forecasts the assembly or manufacturing of final products in a make-to-order production starts only after an appropriate customer order has been made. The reason may be, e.g., a high number of product variants that would lead to unacceptable high inventories if pre- or semi-products were stored at all production stages. In such a situation it is often difficult to determine reasonable due dates for new incoming customer orders. A workable solution approach with short computation times can be established by a reactive planning based on a list scheduling.