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Books on the topic 'Production control Inventory control Manufacturing resource planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

1971-, Smith Chad, and Orlicky Joseph, eds. Orlicky's material requirements planning. 3rd ed. New York: McGraw-Hill, 2011.

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2

Orlicky, Joseph. Orlicky's material requirements planning. 2nd ed. New York: McGraw-Hill, 1994.

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3

Landvater, Darryl V. World class production and inventory management. Essex Junction, Vt: Oliver Wight Publications, 1993.

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4

Landvater, Darryl V. World class production and inventory management. 2nd ed. New York: Wiley, 1997.

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5

World class production and inventory management. New York: Wiley, 1993.

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6

The executive's guide to successful MRP II. New York: Wiley, 1993.

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7

Patrick, Le Roy, and Tierney Liam, eds. Manufacturing planning and control: Beyond MRP II. London: Chapman & Hall, 1996.

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8

Handbook of MRP II and JIT: Strategies for total manufacturing control. Englewood Cliffs, N.J: Prentice Hall, 1993.

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9

W, Edson Norris, ed. Gaining control: Capacity management and scheduling. Essex Junction, VT: O. Wight Ltd. Publications, 1990.

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10

Correll, James G. Gaining control: Capacity management and scheduling. 2nd ed. New York: John Wiley, 1999.

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11

Blazejak, Jack. Quality resource planning: How to integrate and automate your quality management system. Frankfort, Ill: Elemental Publications, 1998.

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12

Rohde, Volker. MRP II und Kanban als Bestandteile eines kombinierten PPS-Systems. Fuchsstadt: R.F. Wilfer, 1991.

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13

Integrating Kanban with MRPII: Automating a pull system for enhanced JIT inventory management. Portland, Or: Productivity Press, 1997.

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14

Quality management system implementation: A handbook for product development companies. Boca Raton, Fla: CRC Press, 2005.

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15

Class A ERP implementation: Integrating Lean and six sigma. Boca Raton, FL: J. Ross Publishing, 2005.

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16

A, Neff Susan, ed. MRP: Integrating material requirements planning and modern business. Homewood, Ill: Business One Irwin, 1992.

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17

Build to order: The road to the 5-day car. London: Springer, 2008.

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18

Planning Stability in Material Requirements Planning Systems. Springer, 2002.

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19

Planning Stability in Material Requirements Planning Systems. Springer, 2011.

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20

Wight, Oliver W., and Oliver Wight. Manufacturing Resource Planning: MRP II: Unlocking America's Productivity Potential Revised Edition. Wiley, 1995.

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21

Wight, Oliver W. Executive's Guide to Successful Mrp II. Oliver Wight Ltd Pub, 1994.

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22

Higgins, P., P. Le Roy, and L. Tierney. Manufacturing Planning and Control - Beyond MRP II. Springer, 1996.

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23

Ptak, Carol, and Chad Smith. Demand Driven Material Requirements Planning. Industrial Press, Incorporated, 2018.

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24

Christensen, R. T. Chris, and Steven A. Melnyk. Back to Basics: Your Guide to Manufacturing Excellence (St. Lucie Press/Apics Series on Resource Management). CRC, 2000.

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25

Gaining Control. New York: John Wiley & Sons, Ltd., 2007.

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26

Berry, William L., Thomas E. Vollmann, and D. Clay Whybark. Integrated Production and Inventory Management: Revitalizing the Manufacturing Enterprise (Business One Irwin/Apics Library of Integrative Resource Management). McGraw-Hill Professional Publishing, 1992.

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27

Herbert, Kevin, and James G. Correll. Gaining Control: Managing Capacity and Priorities (Oliver Wight Manufacturing). 3rd ed. Wiley, 2006.

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28

Herbert, Kevin, and James G. Correll. Gaining Control: Managing Capacity and Priorities. Wiley & Sons, Incorporated, John, 2007.

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29

Louis, Raymond S. Integrating Kanban with MRPII: Automating a Pull System for Enhanced JIT Inventory Management. Productivity Press, 2005.

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30

Correll, James G., and Norris W. Edson. Gaining Control: Capacity Management and Scheduling, 2nd Edition. Wiley, 1998.

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31

The Oliver Wight ABCD Checklist for Operational Excellence (Oliver Wight Manufacturing). Wiley, 2000.

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32

Neff, Susan A., and Terry Lunn. MRP: Integrating Material Requirements Planning and Modern Business. McGraw-Hill, 1992.

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33

W, Wight Oliver, and Oliver Wight International inc, eds. The Oliver Wight Class A checklist for business excellence. 6th ed. Hoboken, N.J: J. Wiley & Sons, 2005.

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34

W, Wight Oliver, ed. The Oliver Wight ABCD checklist for operational excellence. 4th ed. Essex Junction, Vt: Oliver Wight Publications, 1993.

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35

inc, Oliver Wight International, ed. The Oliver Wight Class A standard for business excellence. 2017.

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36

Parry, Glenn, and Andrew Graves. Build To Order: The Road to the 5-Day Car. Springer, 2008.

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37

Nowak, Dariusz, ed. Production–operation management. The chosen aspects. Wydawnictwo Uniwersytetu Ekonomicznego w Poznaniu, 2021. http://dx.doi.org/10.18559/978-83-8211-059-3.

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Abstract:

The aim of the e-book is to present the theoretical, cognitive and practical aspects of the essence and complexity of operational management in a production company. The presented modern production methods together with the challenges and problems of contemporary enterprises should better help to understand the issues of sustainable development, with particular emphasis on waste. The book consists of six chapters devoted to relevant and topic issues relating to the core business of an industrial enterprise. Chapter 1 The nature of the industrial enterprise is an introduction to further considerations and deals with the essence of the basic aspects of the company. Both popular and less known definitions of an enterprise, its features, functions and principles of operation are presented. An important part of the chapter is the presentation and formulation of strategic, tactical and operational goals. Moreover, the division of enterprises is presented with the use of various criteria and the features of the industrial market, which make it distinct. Chapter 2 The operational management evolution and its role in the industrial enterprise discusses the evolution and concept of production and operational management. The management levels were also presented, indicating their most important functions. An integral part of the chapter is the essence of the production system, viewed through the prism of the five elements. Chapter 3 Functions and role in operations management presents the issues concerning the organization of production processes, production capacity and inventory management. This part also presents considerations on cooperation and collaboration between enterprises in the process of creating value. Chapter 4 Traditional methods used in operational activities focuses on methods such as benchmarking, outsourcing, core competences, JIT, MPR I and MRP II, as well as TQM and kaizen. Knowledge of these methods should contribute to understanding the activities of modern enterprises, the way of company functioning, the realization of production activities, as well as aspects related to building a competitive position. Chapter 5 Modern methods used in production-operations management discusses the less common and less frequently used production methods, based on a modern and innovative approach. In particular, it was focused on: Shop Floor Control and cooperative manufacturing, environment-conscious manufacturing (ECM) and life-cycle assessment ( LCA), waste management and recycling, Electronic Data Interchange (EDI), virtual enterprise, World Class Manufacturing (WCM), Quality Function Deployment (QFD) and House of Quality (HOQ), theory of constraints (TOC), Drum Buffer Rope (DBR), group technology (GT) and cellular manufacturing (CM), Demand Chain Management and competitive intelligence (CI). In the last section discusses: the role of sustainable statistical process control and Computer-Aided Process Planning in context formatting of information management. Chapter 6 Problems of sustainable development and challenges related to production and operations management describes the problem and challenges related to production and operations activities. In particular, attention was paid to the threats related to changes in global warming, the growing scale of waste, or the processes of globalization. It was pointed out that the emerging problem may be both a threat and a chance for the development of enterprises. An integral part of the chapter are also considerations on technical progress, innovation and the importance of human capital in operational activities.

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