Maschinen Wissenschaft

+ sequentially / series: -> Spezialist

- easier to manage

- simple material handling

- lower capital requirements

- more efficient operation

- space saving

+ parallel: (Generalist)

- higher mix flexibility

- higher volume flexibility

- less monotony

- greater autonomy (Unabhängigkeit)

Bitcoin, Google Doc (alle Versionen ständig einsehbar). vor allem sinnvoll wenn man seinem Geschäftspartner nicht traut.

Pipeline Markets = Source, Make, Deliver Use

Foundation: Material

Platform Markets = Ecosystem

Foundation: Data

1. IDENTIFY relevant new technologies

2. COLLECT infos about new relevant technology

3. EVALUATE relevant new technology

4. COMMUNICATE result of the technology forecasting

managing the ongoing allocation of resources and activities to ensure that the operations processes are both efficient and reflect customer demand for pruducts and services.

or:

Planning & control is concerned with the activities that attept to reconcile (abgleichen) the demand of the market and the ability of the operations resources to deliver.

Planning determines what is intended to happen at some time in the future. dh im Voraus wenn vieles noch unsicher ist.

control is the process of coping when things do not happen as inteded. Control makes the adjustments that help the operation to achieve the objectives that the plan has set, even when the assumption on which the plan was based to not hold true.

1. WHAT ACTIVITIES should take place in the operation

2. WHEN they should take place

3. WHAT RESOURCES should be allocated to them

1. UNDERSTANDING what is actually happening in the operation

2. Deciding whether there is any significant DEVIATION from what should be happening

3. (If there is deviation) CHANING RESOURCES in order to affect the operations activities.

- Uses aggregated demand forecasts

- Determines (festlegen) resources in aggregaated form

- Objectives are set largely in financial terms

-> more planning than control, will use forecasts of likely demand, OP Mngt will focus mainly on volume and financial targets

- Use partially disaggregateed demand forecasts

- Determines resources and contingencies

- Objectives are set in both  financial and operational terms

-> control gets more detailed than before. It looks ahead to assess the overall demand which the operation must meet in a partially disaggregated manner (eg hospital, emergency will be distinguished from routine operation).

- Uses totally disagregated forecast or actual demand

- Makes inverventions to resources to correct deviations from plans

- Ad hoc consideration of operations objectives

-> individual patients will be identified by name, its more an ad hoc basis

Dependent demand: predict demand with relative certainty bc depends upon some other factors which are known.

-> 5 cars produced= 25 tyres (input tire store in car plant)

Independent demand: It must make decisions on how many and what type of tyres to stock, based on demand forecast (run of best guesses)

-> demand for tires is largely governed by random factors (tire vfitting service)

1. Scheduling: When to do things

-> Gantt Chart

2. Loading: How much to do (Wie viel mache ich aus der mit zur Verfügung stehenden Kapazität)

-> OEE und (un-) begrenzetes Aufladen

3. Sequencing: In welcher Reihenfolge?

-> customer priority, due dat, LIFO, FIFO, longest/shortest operation first

4. Monitoring & Control: Geht es nach Plan oder gibts Abweichungen?

-> Gantt Chart

also called drum

should be the control point of the whole process. some form of communication between the bottleneck and the input to the process is needed to make sure that activities before the bottleneck do not overproduce (calles rope)

.. automates and integrates core business processes such as customer demand, scheduling operations amd ordering items.

-> deckt alles zwischen supplier and customer ab.

1. Trend (S Kurve nach oben)

2. Seasonality (hoch und runter Kurve)

3. Random Variation (keine Rhytmus erkennbar)

input: does vary

output: does not vary in its nature

1. Capacity: the output an operation can deliver in a defined unit of time

2. Design capacity: the theoretical capacity of an operation that one of its technical designers had in mind when they commissioned it

3. Effective Capacity: capacity of an operation after planned losses are accounted for (eg maintenance with IT)

4. Actual Output: after both planned and unplanned losses (eg breakdowns)

the activity of understanding the nature of an operations supply and demand and of copying with any differences between them. It aims to meet the needs of customers while maintaining the effeciency of the operations resources.

1. Maximum level of value-addes activity over a period of time that the process can achieve under normal operating conditions. Level of output = process capability

2. Capacity is in the static, physical sense the fixed volume of a container, or the space in a building, or the seats in a plane -> Inhalt, Raum, Platzzahl

-> capacity mngt = aggregate planning

1. parts of the operation that are operation at their capacity ceiling(Obergrenze)

2. Bottlenecks

3. Bottlenecks define the maximum throughput rate (flow) of a system and therefore the total dynamic capacity of the whole system

4. only by increasing the capacity level of the bottle neck the whole system can be increased

leading demand: build capacity before it is required

lagging demand: build capacity when it is required

1. Climatic

2. Festive

3. Behavioral

4. Political

5. Financial

6. Social

1. Level Capacity: habe konstante Kapazität, ignoriere Nachfrage (geht nur wenn Produkt nicht verderblich)

2. Chase demand: wenn der Kunde keine Wartetoleranz hat oder das Produkt nicht lagerbar ist

3. Demand Managment: Ich beeinflusse die Nachfrage selbst. zb Aktionen vermeiden oder Gegenteil, bei Flugzeug wo Sitze nicht lagerbar sind Aktion anbieten.

1. Work in shifts

2. overtime

3. Temporary labor

4. Hire

5. Subcontract

- An inventory is created to compensate for the differences in timing between supply and demand.

- insurane against uncertainty

- counteract a lack of flexibility

- allows operations to take a dvantage of short-term opportunities

1. Supporting QUALITY objectives: Am Anfang sind Produkte noch unregelmässig, fehlerhaft, daher bildet sich Lager

2. Supporting SPEED Objectives: Kopfsalat: dann bereit haben, wenn es gebraucht wird (vorher anpflanzen)

3. Supporting DEPENDABILITY Objectives: Zuverlässigkeit bei zb Ersatzteilen. Habe ich sie an Lager wenn Kunde bestellt oder muss ichs bestellen

4. Supporting FLEXIBILITY objectives:

5. Supporting COST objectives: mehr kaufen, was zwar Lager generiert dafür aber günstigeren Einkauf

1. Buffer inventory (Schwankungen abfangen)

2. Cycle Inventory (der Reihe nach, zuerst Produkt 1-3 und erst dann kommt wieder Produkt 1)

3. De-coupling inventory (Normale Produktionsbestände, ich produziere in bestimmer Geschwindigkeit)

4. Anticipation inventory (= Voraussehen, eg Christbaumkugeln werden durchs Jahr   produziert und im Nov. geliefert) -> va wo Schwankungen gross aber vorhersehbar

5. Pipeline inventory (Beständie die vom Entstehungsort zum Verbrauchsort unterwegs sind (Erdöl)

.. enable prioritization (eg hospital)

.. gives customers time to chose (fast food)

.. enables efficient use of resources (eg elevator)

.. provide efficient multi-level access (assistant makes appointment for doctor and he calls them up)

.. allow single data-capture

.. Databases of information speed the process (creditcard stored at amazone)

1. Obsolete

2. damaged

3. hazardous to store (gefährlich9

4. storage space

5. duplicated (to many dif. inventories keine Übersicht)

6. administrative and insurance cost

-> ties up working capital

1. Processing costs of order (Administrationskosten bei Materialbestellungen)

2. Quantity discounts (purchasing): Skonto bei grossen Mengen

3. Costs for out of stock (Kunde geht zur Konkurrenz wenn ware fehlt

-> bis hierhin costs will decrease as order size is increased

4. Cost for capital (Working Capital, ich muss Supplier bezahlen bevor Kunde bezahlt)

5. Costs for warehousing (Lagerkosten für Raum Heizung)

6. Risk Costs (item might become obsolete)

7. Costs for inefficiency (stock covers problems)

-> costs will increase as order size is increased

Entweder ich bestelle grosse Menge und bekomme dafür Rabat dafür habe ich dann Lagerkosten und das Risiko dass Ware kaputt geht.