Structuring the Information Base on Production Losses in the Conditions of Effective Production Management

Author(s):  
Viktor P. Kuznetsov ◽  
Igor E. Mizikovsky ◽  
Ekaterina P. Garina ◽  
Elena V. Romanovskaya ◽  
Natalia S. Andryashina
2019 ◽  
Vol 252 ◽  
pp. 05006
Author(s):  
Agata Biniek ◽  
Agnieszka Terelak-Tymczyna

This paper lays the theoretical foundations for the characterisation the course of processes in production engineering by means of computer tools, with the focus on the essence and benefits resulting from the use the programmes in question. The main objective of this study is to employ a selected computer tool for modelling, analysing and simulating a selected product manufacturing process to identify areas in the process that require improvement. The work involved the Tecnomatix Plant Simulation programme, in which the existing production process was modelled. The created model was used to simulate the runtime of the production lot, identify bottlenecks and analyse production losses, such as: waiting, stocks, and unnecessary transport. The conducted analysis has produced an outcome in the form of methods for eliminating identified production losses and modifying the model. The simulations were subsequently carried out on a modified model, which allowed determining the level of improvement of the assumed indicators, e.g. order completion time, set-up time, waiting time, stocks. The selected tool served not only as a means to visualising the course of the manufacturing process but also enabled us to optimise and improve it. The article presents the possibilities of using simulation programmes to identify and eliminate waste in production processes. In addition, the conclusions show not only the results of the simulations but also the most important benefits resulting from the use of this type of tools in production engineering, in particular in lean production management.


1984 ◽  
Vol 16 (1) ◽  
pp. 173-182 ◽  
Author(s):  
Gregory D. Hanson ◽  
Neil R. Martin ◽  
John B. Flynn

AbstractThe effects of several production/management, price and risk factors upon channel catfish profitability are analyzed with a multiperiod mixed-integer linear programming model. Factors analyzed include pond size and optimal stocking rates, alternate levels and trends in catfish prices, pond production losses and level of family consumption withdrawals. Model results indicate that channel catfish offer the potential to significantly increase farm rates of return while providing an avenue of intensive farm growth, without expanding the land base of the farm. However, the long range financial success of the firm was very sensitive to several of the management and risk factors examined.


1935 ◽  
Vol 14 (7) ◽  
pp. 410
Author(s):  
F. Allen ◽  
F. Pearson ◽  
George Still ◽  
R.H. Youngash ◽  
E.T. Cooke ◽  
...  

2018 ◽  
Vol 2 (2) ◽  
pp. 49-63 ◽  
Author(s):  
Sergio Gallego García ◽  
Rayco Rodríguez Reyes ◽  
Manuel García García

Abstract Designing, changing and adapting organizations to secure viability is challenging for companies. Researchers often fail to holistically design or transform organizations. Thus, the aim of this study is to propose a holistic approach how organizations can be designed, changed or managed considering also its implications to production management following lean management principles. Hereby the Viable System Model was applied. This structure can be applied to any kind of structured organization and for its management with goals to be achieved in modern society; however focus of the research is the cluster of manufacturing and assembly companies. Goal of the developed organizational model is to be able to react to all potential company environments by taking decisions regarding organization and production management functions correctly and in the right moment based on the needed information. To ensure this, standardized communication channels were defined. In conclusion this proposed approach enables companies to have internal mechanisms to secure viability and also in production to reduce necessary stocks, lead times, manpower allocation and leads to an increase of the service level to the final customer.


2019 ◽  
Vol 15 (5) ◽  
pp. 798-816
Author(s):  
A.V. Leonov ◽  
◽  
A.Yu. Pronin ◽  

2020 ◽  
Vol 16 (11) ◽  
pp. 2103-2123
Author(s):  
V.L. Gladyshevskii ◽  
E.V. Gorgola ◽  
D.V. Khudyakov

Subject. In the twentieth century, the most developed countries formed a permanent military economy represented by military-industrial complexes, which began to perform almost a system-forming role in national economies, acting as the basis for ensuring national security, and being an independent military and political force. The United States is pursuing a pronounced militaristic policy, has almost begun to unleash a new "cold war" against Russia and to unwind the arms race, on the one hand, trying to exhaust the enemy's economy, on the other hand, to reindustrialize its own economy, relying on the military-industrial complex. Objectives. We examine the evolution, main features and operational distinctions of the military-industrial complex of the United States and that of the Russian Federation, revealing sources of their military-technological and military-economic advancement in comparison with other countries. Methods. The study uses military-economic analysis, scientific and methodological apparatus of modern institutionalism. Results. Regulating the national economy and constant monitoring of budget financing contribute to the rise of military production, especially in the context of austerity and crisis phenomena, which, in particular, justifies the irrelevance of institutionalists' conclusions about increasing transaction costs and intensifying centralization in the industrial production management with respect to to the military-industrial complex. Conclusions. Proving to be much more efficient, the domestic military-industrial complex, without having such access to finance as the U.S. military monopolies, should certainly evolve and progress, strengthening the coordination, manageability, planning, maximum cost reduction, increasing labor productivity, and implementing an internal quality system with the active involvement of the State and its resources.


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