International Journal of Production Economics. Oct2009, Vol. 121 Issue 2, p313-322. 10p.
PRODUCT mixes, PRODUCT lines, RAPID prototyping, PRODUCT management, NEW product development, PRODUCTION management (Manufacturing), and PRODUCTION planning
Abstract: In food processing, market demands are increasingly important, resulting in regular introductions of new products, or special offers. Often, such an introduction or promotional effort affects demand of other products or packaging types. Here we study the effect of such correlated demand. More specifically, the aim of this paper is to study the effect of product mix variability and correlated demand in a two-stage food production system. Results from a simulation study show that increasing correlation on the product level results in an increase in average lead times. A slightly smaller effect is seen for correlation on the package level. Similar results are found for average waste. Increased variability amplifies these effects. [Copyright &y& Elsevier]
International Journal of Production Economics. 05/20/99, Vol. 62 Issue 1-2, p1-6. 6p.
MANUFACTURING processes, PRODUCTION planning, PRODUCTION control, PRODUCTION management (Manufacturing), MANUFACTURING cells, and MANAGEMENT
Editorial. The research papers in this special issue of the journal deal with the design and implementation of agile manufacturing (AM). Presentation of strategic frameworks, conceptual and analytical models and case studies focusing on the design, justification, tools/enablers and implementation of AM systems; Papers deal with rapid prototyping, supply chain management, quick response manufacturing, concurrent engineering and rapid partnership formation; Various classes of computerised manufacturing control system with capability to help coordinate and control product; Architecture for the development of manufacturing control systems, called MCSARCH, which has been developed to reduce the effort needed to produce shop floor control systems; Manufacturing processes based on AM are characterized by customer-supplier integrated process for product design, manufacturing, marketing and support services; Agile manufacturing is complementary to quick response, an initiative developed for the textiles, clothing and footwear industry; Ideas adopted by AM including innovative alliances between suppliers, customers and manufacturers in pursuit of value and concepts of technology enabled agility; Success of an AM is to reconfigure the manufacturing cell and to integrate disparate elements contained in cells; Discussion of suitable strategies for the development of AM focusing on virtual enterprise, supply chain management and concurrent engineering.