تکنیک های برای برنامه ریزی و کنترل وابسته به انواع مختلف انعطاف پذیری

The implementation of a particular technique for planning and control of capacities, materials, and other resources for production is strongly dependent on what type of flexibility, in a strategic, tactical, or operations view, is the center of attention. For decision making, two-dimensional visualizations, with the horizontal axis and the vertical axis each representing a certain type of flexibility, have proved practical. This decision aid proves advantageous especially when the decision is made jointly and the reasons for the decision need to be communicated to other persons – in the job shop, for example. The paper presents examples of concepts and techniques for capacity and materials planning, and further areas where the decision aids can be used.

Flexibility is the capability to adapt to new, different, or changing requirements [1]. In the literature, the above very general definition is specialized in various directions: x Various subtypes of flexibility. [2] distinguishes mix flexibility, design changeover flexibility, modification flexibility, volume flexibility, rerouting flexibility, and material flexibility. [3] provides a comprehensive list of types of flexibility; [4] provides a literature review. x Aspects of flexibility that mostly are meant to describe the company. It is common to use adjectives like lean, agile, adaptable, transformable, reconfigurable, changeable, resilient, and the corresponding nouns. The examples that are given for these terms are all quite similar, and they can be understood as flexibility potentials. See here [5], [6], [7], [8], and [9]. The implementation of a particular technique for planning and control of resources for production is strongly dependent on what type of flexibility, in a strategic, tactical, or operations view, is the center of attention. For decision making, two-dimensional visualizations, with the horizontal axis and the vertical axis each representing a certain type of flexibility, have proved practical. Most people can (intuitively) understand logical connections better if they can be represented in two dimensions, on a plane, for example on a piece of paper. Using the visualization, a team in a job shop, for instance, can reach a common understanding, which is a requirement for successful collaboration. The paper presents examples of concepts and techniques for capacity and materials planning.