Design and operational enhancements for a batch process driven supply chain
Name
45255244-MIT.pdf
Description
Full printable version
Size
6.04 MB
Format
Adobe PDF
Checksum (MD5)
6ae84c352a3b5666f6925a268aed45f8
Author(s)
Horn, James Ryan, 1972-
Advisor(s)
Stephen C. Graves and Gregory J. McRae.
Alternative Title
Batch process driven supply chain
Date Issued
2000
Publisher
Massachusetts Institute of Technology
Abstract
Film manufacturing at Eastman Kodak involves large-scale batch steps dictated by both technical and economic factors. Large-scale batch processes can lead to an unresponsive and wasteful supply chain. This thesis explores supply chain design and operational improvements that can mitigate the effects large-scale batch steps have on the overall performance of the supply chain. Specifically, the thesis investigates: 1. The applicability of using customer demand signals to drive upstream production processes. 2. Methods for mitigating effects of long component lead times. 3. Reducing the disparity between scheduling and manufacturing lead times The thesis also describes various simulations created to explore the above issues. These simulations were key discovery tools in finding creative ways to reduce the large-scale batch process effects. The results, respectively, are: 1. The decision to use customer demand signals to drive upstream production processes depends on the operational characteristics of the production process. 2. Provided certain conditions exist, a method, the Second Look Process, can improve supply chain responsiveness in the face of long lead-times. 3. An organization must realize its processes can impose inefficiencies in its supply chain operations; it must take a look at these inefficiencies and balance them with the organizational costs of eliminating them. In light of the constraints large-scale batch processes place on supply chain design and operations, this thesis provides methods and conceptual frameworks within which real bottom-line cost savings can be realized.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering, 2000.
Includes bibliographical references (p. 95).
Subjects
Sloan School of Management.
Chemical Engineering.
MIT Department
Massachusetts Institute of Technology. Department of Chemical Engineering
Sloan School of Management
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