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Production and Provision of Services
Published in Titus De Silva, Integrating Business Management Processes, 2020
Batch production is used when an organisation has a range of standard products in quantities not large enough to adopt continuous production. Batches of various products are manufactured according to demand and held in stock for future use. In order to avoid “out of stock” situations, organisations using batch production have to depend on accurate forecasting and ensure effective utilisation of capacity and other resources. Batch production facilities incur lower costs of production and lower investments in plant and machinery. Resources are better utilised, and there is the flexibility to accommodate a number of products and services. Limitations of batch production are (a) complex material handling and production planning due to frequent changes in production and (b) higher set-up costs and higher levels of in-process stock.
Step 2
Published in Mark C. DeLuzio, Flatlined, 2020
There are other real-life analogies I like to use to show how we would never accept things in our “real,” personal life that somehow are acceptable to us in the business realm. For example, when you have a backyard barbeque, do you make the hamburgers, then the hot dogs, or do you grill both at the same time? If customers want all the products you make—like they naturally would at a BBQ—your production schedule must match, as closely as possible, your customer-demand schedule. When you batch production, long changeover times cause delays in lead times, resulting in poor on-time delivery performance and excess inventories.
Waste Elimination
Published in Gisi Philip, Sustaining a Culture of Process Control and Continuous Improvement, 2018
Unevenness in production volumes is primarily the result of two situations: variation in production scheduling and uneven workloads (or work pace) in production. Batch processing is one cause for unevenness. Large batch production is intended to maximize the utilization of resources while minimizing production costs. Unfortunately, this can negatively impact an operation’s flexibility in response to rapidly changing customer demands. A logical response to limited flexibility in meeting customer demands is to build buffers in order to compensate for an inability to quickly set up equipment in reaction to continuously changing production requirements. This response can actually exacerbate fluctuations in production volume due to the “bullwhip”1 effect that results in waste from producing and storing inventory and potential losses driven by excess and obsolescence. Although often overlooked by management teams, significant variations in production can be a major contributor to unevenness and operational waste.
Transients in flexible manufacturing systems with setups and batch operations: Modeling, analysis, and design
Published in IISE Transactions, 2021
Mengyue Wang, Hongxuan Huang, Jingshan Li
In many flexible manufacturing systems, setup times are non-negligible during a product switch (Zhao, Li, Huang, and DeCroix (2017); Zhao et al. (2018)). To reduce production losses due to setups, batch production to group the same type of products into a lot is often carried out. Since different types of products need to be delivered to the customers within a typically short time period, the batch size cannot be too large, which needs to be controlled and optimized so that the demands of all product types can be satisfied to prevent loss of profit and customers in the long term (Jamal et al. (2004); Quadt and Kuhn (2007); Cárdenas-Barrón (2008); Williams and Naumann (2011); Bouslah et al. (2013)). Therefore, designing and scheduling production batch size and sequence to ensure a desired customer satisfaction rate become critical.
Optimal cost design of flow lines with reconfigurable machines for batch production
Published in International Journal of Production Research, 2020
Olga Battaïa, Alexandre Dolgui, Nikolai Guschinsky
Batch production is often used in low-volume diversified manufacturing context which is gaining more and more importance due to the major trend of product customisation. A batch is a set of different parts that are manufactured together, it means that all the parts of the same batch follow the same manufacturing path, but each part receives its own operations (Dolgui, Levin, and Rozin 2019). In reconfigurable manufacturing systems, operating modules of machines can be adapted for each batch. However, it is preferable to not use equipment reconfigurations for the parts of the same batch. Therefore, the batches are constituted in the way that the processing of the parts within the same batch will not require any equipment reconfiguration. The reconfiguration is only realised if needed between two different batches. In this paper, we consider a design problem for a reconfigurable manufacturing system for batch production. The design objective is to decide which modules will be used for each batch of products at which machine as well as which will be the general layout of the manufacturing system.
An integrated lean and green approach for improving sustainability performance: a case study of a packaging manufacturing SME in the U.K.
Published in Production Planning & Control, 2019
Sonal Choudhary, Rakesh Nayak, Manoj Dora, Nishikant Mishra, Abhijeet Ghadge
Improving environmental performance along with maintaining operational efficiency and cost-effectiveness are some of the key challenges affecting the future competitiveness of many manufacturing SMEs (Moorthy et al. 2012). The challenge is even more, when such firms use batch production system. In a batch production system, small quantities of product/output are processed in the same step as before proceeding to the next process step in batch (Parthanadee and Buddhakulsomsiri 2014). Such a production system is used by numerous SMEs in many industries, as it caters to the requirement of production process or nature of products, which define the technology used and other demands. Additionally, it requires low capital investment compared with continuous production lines, which often involve automatic machines and conveyors. However, as this system is manually operated, it comprises a large number of non-value added activities that affect both environmental performance and operational efficiency (Parthanadee and Buddhakulsomsiri 2014). The non-value added activities can be considered as ‘waste’ as they are not adding any value in the operational process, supply chain or to customers (Whicker et al. 2009).