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Cause and Effect Diagrams

The cause and effect diagram is a graphical-tabular chart used to list and analyze the potential causes of a given problem. It is not really a statistical tool in the sense of the preceding tools.  Because of its characteristic appearance, the cause and effect diagram is also known as a tishbone diagram. In application, the cause and effect diagram
is developed by a quality team. The team then attempts to determine which causes are most consequential and how to take corrective action against them.


Gıoover, Automation, Production Systems and CIM. P.672

Primary& Secondary Manufacturing

Industry consist of enterprices and organizations that produce and/or supply goods and/or services. Industries can be classified as primary, secondary and tertiary. Primary industries are those that cultiative and exploit natural resources, such as agricultire and mining. Secondary industries convert the outputs of the primary industries into producs. Manufacturing is the principal activity in this category, but secondary industries also include construcrion and power utilities.

Gıoover, Automation, Production Systems and CIM. P.28


Material Indices
A material index is a combination of material properties which characterizes the performance of a material in a given appliacation.

Michael. F. Ashby, Materials Selection In Mechanical Design.P. 70

Aggregate plan

      Aggregate planning is a high-level corporate planning activity. The aggregate production plan indicates production output levels for the major product lines of the company. The aggregate plan must be coordinated with the plans of the sales and marketing departments. Because the aggregate production plan includes products that are rurrently in production, it must also consider the present and future inventory levels of those products and their component parts. Because new products currently being developed will also be included in the aggregate plan. the marketing plans and promotions for current products and new products must be reconciled against the total capacity resources available to the company.

         The production quantities of the major product lines listed in the aggregate plan must he converted into a very specific schedule of individual products, known as the master productionschedule (MPS).lt is a list or the products to be manufactured, when they should  be completed and delivered, and in what quantities. The master schedule must be based on an accurate estimate  of demand and a realistic assessment of the company's production capacity.  Products included in the MPS divide into three categories: (1) finn customer orders, (2)forecasted demand, and (3) spare parts. Proportions in each category vary for different companies, and in some cases one or more categories are omitted. Companies producing assembled products will generally have to handle all three types. In the case of customer orders for specific products, the company is usually obligated to delivery the item by a particular date that has been promised by the sales department. In the second category. production output quantities are based on statistical forecasting techniques applied to previous  demand patterns, estimates by the sales staff. and other sources. For many companies, forecasted demand constitutes the largest portion of the master schedule. The third category 

consists of repair parts that will either be stocked in the company's service department or sent directly to the customer. Some companies exclude this third category from the master schedule since it does not represent end products.

       The MPS is generally considered to be a medium-range plan since it must take into 

account [he lead times to order raw materials and components, produce parts in the factory and 

then assemble the end products. Depending on the product. the lead times can  range from several weeks 10 many months; in some cases. more than a year. The MPS is' usually  considered to he fixed in the near term. This means that changes arc not allowed within  6 week honzon because of the difficulty in adjusting production schedules within such a short pet-rod. However. schedule adjustments are allowed beyond 6 weeks to cope with  changing demand patterns or the introduction of new products.Accordingly, we should 

note that the aggregate production plan is not the only input to the master schedule. Other inputs that may came the master schedule to depart from the aggregate plan include new customer orders and changes in sales forecast over the near term.

Gıoover, Automation, Production Systems and CIM. P 798-800