A heuristic for inventory management of slow-moving items

Abstract. The traditional approach in the study of inventory systems is to give more importance to items whose demands are either large or very difficult to forecast, discounting the importance of inventory items with small demand. The objective of this paper is to present a simple and practical heuristic to the slow-moving items problem. First we provide insight into previous work in this area and also give a brief outline of classical models in stochastic inventory theory. Then we present the proposed approach and detail the heuristic. We summarize the paper with an analysis of the simulation results and finish with the conclusions that are drawn from the results.     

Production control for just-in-time tool-and-die manufacturing

The strategy to implement production control varies in different types of manufacturing systems. We address the issue of production control in unit-based manufacturing systems where the production batch size of the final product is one or two, the product is custom designed and is made up of numerous individual components with similar process routeings lor special machine tools, turbines, boilers, tool-and-die, injection moulding equipment, custom fabrication, etc. We have developed algorithms to generate master production schedules in this particular domain of manufacturing systems using the concept of workgroups. We show how a Kanban-based JIT shopfloor control and purchasing system can be implemented in such systems in tandem with an inventory management system by utilizing the concept of demand lists. We also propose a model for practical implementation of production control in this domain. The methodology is illustrated at a tool-and-die plant where a CIM software is used to apply the JIT-based production control. Preliminary results show a significant reduction in lead times. We try to show the relationship between research and industrial applications of productions of production control and how to bridge the gap between them.     

AN ANALYSIS OF PURCHASING COSTS AS THE NUMBER OF PRODUCTS‘ COMPONENTS IS REDUCED

Product design efforts in recent years have focused on standardization and simplification of the product structure. It has been widely argued that savings, tangible and intangible, can be realized by simplifying the product design. In this study, we examine this belief and show that other issues like flexibility of process and design are important as well. We demonstrate that having process flexibility, e.g., of producing a product in two different ways, using two different product structures (as opposed to one), is advantageous with respect to components purchasing costs. This result is in contrast with the notion of standardization since the variety of components in the flexible design is increased. Properties of savings in purchasing costs associated with the use of this flexible design are provided.