Fatih GÜNDÜZ 030060144 7th week Answers (Part 1)

FAS (Final Assembly Schedule) : (Previous)

This refers to a schedule of finished goods in a make-to-order or assemble-to-order environment, It is sometimes referred to as finishing achedule. The FAS is prepared to suit customer orders as costrained by the availability of material and capacity. FAS schedules the operations required to complete the product from subassemblies and components that are stocked to the end-item level. FAS may be stated in terms of customer orders or end product items.

(Encyclopedia of production and manufacturing management, P.M. Swamidass, p.205)

FAS (Final Assembly Schedule) : (New)(Better)(Assembly System)

A schedule for the respond to order (RTO) customer interface of a manufacturing process.

For assembleto order (ATO), make the order (MTO), and RTO products, the Master Production Schedule (MPS) is a materials plan for longer-leadtime materials, subassemblies, and components that are kept in anventory until customer orders arrive. The MPS. therefore, is a statement of a longer term plan for longer-leadtime inventoried materials based on a demand forecast. MRP uses this MPS to create a detailed materials plan that schedules the manufacturing and purchasing activities needed to support the materials plan for these master-scheduled items.

In contrast, the Final Assembly Schedule (FAS) is a short-term materials plan based on actual customer orders. The final assembly process might include assembly or other finishing operations, such as adding accessories, labeling, and packing. The push-pull boundary seperates items that are in the MPS and the FAS.

(The Encyclopedia of Operations Management: A Field Manual and Glossary, Arthur V. Hill, p.134)

Flexible Systems : (Previous)

Leading-edge firms are coming to understand requirements for volume and product flexibility. Some have had experience in repetitive manufacturing applications of JIT and are moving into nonrepetitive applications. An example is a telecommunications equipment manufacturer, which began JIT in its high volume telephone handset operations. The firm had a limited number of high-selling models; in two years its inventory turns were tripled, work in process was reduced by 75 percent, failure rates in manufacturing were cut in half, and setup times fell 50 percent. Thereafter, the firm turned to its low-volume telecom systems plant, where more than 150 basic circuit boards were manufactured, and every end item was somewhat of a custom order. The company learned it needed to go back to the basics of JIT - product engineering, process engineering, and the whole person concept - to successfully implement JIT for its nonrepetitive products.

The firm developed cellular designs, began cellular manufacturing with freat flexibility, and cross trained people with an emphasis on being able to handle volume surges in the telecom systems plant. MRP was still used for overall planning, but far fewer transactions were processed by the hidden factory of indirect labor. In the first six months, first pass yields improved 27 percent, work in process fell 31 percent, and manufacturing cells under JIT hit 100 percent of schedule. The people then helped out other parts of the company that were behinde schedule.

(Manufacturing Planning and Control For Supply Chain Management, T. E. Vollmann, pages321-322)

  

Flexible Systems : (New)(Better)(Manufacturing System)

Flexible Systems can produce a variety of products, with changeable volume and mix, on the same system. However flexible systems consists of expensive, general-purpose computer numerically controlled (CNC) machines and other programmable automation. Because of single tool operation of the CNC machines, flexible systems throughput is much lower than that of a DML. The combination of high equipment cost and low throughput makes the flexible systems cost per part relatively high. Therefore, the flexible systems production capacity is usually lower than that of dedicated lines as depicted in Fig. 9.4.

(The Global Manufacturing Revolution: Product-Process-Business Integration, Yoram Koren, p.232)

Vane anemometer : (Previous)

The sensor for the deflecting or swinging vane anemometer (Velometer) consist of a light weight vane positioned in a regtangular duct and mounted on a balanced taut-band suspension. Air from the probe passes through the instrument, striking the vane and causing an angular deflection that is proportional to air velocity. The cross sectional area of the tunnel in which vane moves expands, providing increased clearance at high velocities.

(William A. Burgess,Michael J. Ellenbecker,Robert D. Treitman,Ventilation for control of the work envirement, 2. edition page 68)

Vane anemometer : (New)(Better)(Measurement Tool)

Measurement of low velocity air such as a natural breeze or in a ventilating duct, is done by anemometers. In principle, a vane anemometer is a windmill. Ordinarily, eight vanes made of thin aliminium alloy are connected to a spindle mounted on jewelled bearings, offering negligible friction. The assembly is mounted consentrically on a short cylindrical housing (see Fig. 20.3). Air flowing past the vanes couses rotation of the spindle at rates propartional to the air speed.

The rotation of the spindle is registered on a clockwork devices included in the assembly.the indicator on the clockwork runs for a fixed period, usually a minute, and the average velocity over the measuring period can be estimated from the meter reading. Some versions of the vane anemometer are available with a technogenerator coupled to the spindle. A DC voltage proportional to the air speed is read off the generator. An improved method of measuring the anemometer rotation would be to use a contactless tachometer or a stroboscope.

(Fluid Mechanics 2Nd Ed A. K. Mohanty)