| Finite Capacity Scheduling
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| | hard to fight waving sticks when B-1
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| by Gerhard Plenert PhD and Bill
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| | Bombers are flying overhead; because by
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| KirchmeirI met Gerhard and talked with
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| | the time you see them it is too late.
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| him for an hour at a customers office of
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| | Saddams army never had a chance since we
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| one of our franchisees in Reno NV, which
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| | had logistically won the war before it
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| specializes in antique car restoration
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| | started. Many battles in history, even
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| and maintenance. Gerhard was in the
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| | our own civil war was about train tracks,
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| waiting room reading what may have been
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| | supply and troops moving and feeding
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| Steven Hawkins, so we began talking.
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| | armies. The South had factories but
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| Imagine my surprise to find he had worked
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| | found it hard to match the output of the
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| with so many great companies in the early
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| | North. Larger Armies more guns, better
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| computer days and with the automotive
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| | stabilized currency. Innovation helped
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| industry and many other heavy Equipment
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| | when they changed the bullets and
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| Industries. Well since I had him there
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| | muskets, which could shoot farther with
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| for 1 hour, I barraged him with questions
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| | better accuracy yet within months both
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| from converting Space Energy (radiation
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| | sides had all the same technology. In
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| and different light spectrums into energy
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| | WWII Germans were working on the hydrogen
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| for our planet), to taking his methods to
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| | Bomb and so were we, at least Einstein in
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| the service industry. He too barraged me
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| | his letter to the president indicated he
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| with questions on franchising, and later
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| | believed they were working on it when he
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| we talked about the status of expert and
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| | asked for funding of the Manhattan
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| we both laughed when we found out we were
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| | Project.Innovation in Manufacturing is
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| both published in our fields of
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| | important it helped Pirelli and Firestone
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| expertise. He admitted to writing books
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| | and a few other tire manufacturers
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| about his subject so I ordered one and it
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| | increased production and leap frogged
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| shocked me that it was $55.00 plus tax,
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| | other technologies. But in the end they
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| after reading it, I was shocked that so
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| | all had the new technology and the real
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| much information on the reality of
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| | problem was who could build the most
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| efficiency had ever been compiled in one
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| | using the same technology. Cold War
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| place.First off I would like to say that
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| | days, we simply out spent and bluffed our
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| this book is not just for Manufacturing
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| | way into winning the cold war. We may
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| Executives. I believe this book should
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| | have to do this again. We and the
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| be read by our Military for infantry
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| | Russians both had the technology, and the
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| Logistics and moving forces into a
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| | resources, yet our great economic machine
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| hostile area for possible future
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| | was too powerful, probably due to the
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| engagement. It should be read by NASA
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| | productivity derivative of a capitalistic
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| who occasionally has missed appointments
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| | society vs. a communist one. Even though
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| with Asteroids or launches. As NASA
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| | none of the last three paragraphs were in
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| learns how to attain multi-dimensional
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| | the book, it is necessary to further
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| space travel it will be imperative to be
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| | point out why this book is so
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| a the right place at the right time and
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| | important.Another great quote in the
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| to jump dimensions of space time
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| | book;Behold the turtle who only makes
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| otherwise it does not appear that travel
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| | progress when he sticks his neck out.I
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| beyond the speed of light will occur in
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| | believe that FCS is the solution to
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| our life time. Computers are here to
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| | DaimlerCryslers dilemma in Europe. Many
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| stay and they can help us streamline
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| | countries there and their citizens favor
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| efficiency and allow all business models
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| | a customized car like a Dell computer
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| to work in real-time. The new way of
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| | delivered in less than 30 days. Not the
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| manufacturing will be FCS and not
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| | one size fits all car, which has been
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| Infinite Scheduling Backwards Pass
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| | Fords answer to profit taking in Europe.
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| (ISBP). Many aspects of this book dealt
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| | Tomorrow and todays new demands are for
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| with the implementing of such a system
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| | zero inventory and immediate delivery
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| and also with the reality of change and
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| | with maximum efficiency; this can all be
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| the fear and roadblocks by conventional
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| | achieved with FCS. It also can work in
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| wisdomers.Great Quote;Newtons Law to
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| | training of new Army recruits, Navy
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| manufacturing;For every expert with a
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| | pilots, and third world dictators. I
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| perfect solution there is an equal and
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| | believe car wash guys can easily
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| opposite expert with a perfect
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| | implement such a training version of FCS
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| solution.Now, there in lies the problem.
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| | even though no one has ever done it
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| How to get there. We all want the same
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| | before. I also believe that we can
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| results in government, we want utopia. In
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| | deliver real time services to our
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| Economics we want stabilization, in
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| | customers and allocate the necessary
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| manufacturing we want the ultimate
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| | resources without wasting by GPS
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| efficiency. So in US governments we have
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| | tracking, real time scheduling changes,
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| Democrats, Republicans and now we have
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| | labor, supplies, equipment and crews.
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| CHADs. In Economics we have Friedman and
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| | There is no difference fundamentally
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| Keynes. In manufacturing it use to be
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| | between labor at a manufacturing facility
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| Deming and TQM vs. the old way of
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| | and labor on a job site or multiple jobs
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| thinking. Today it is finite capacity
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| | sites for that matter. A computer does
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| scheduling (FCS) with software scenarios
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| | not cry when you add perimeters and does
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| vs. other systems we have been taught,
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| | not need more food or coffee to run by
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| such as Material Requirements Planning
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| | the seat of its pants. It is not an
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| (MRP). Supply Chain Management (SCM),
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| | emotional issue, it just is. Likewise a
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| Schedule Based Manufacturing (SBM),
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| | computer can calculate many equations
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| Enterprise Resource Planning (ERP) all of
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| | simultaneously, many can easily do 10,000
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| which may appear to be viable on first
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| | possibilities per second. Still want to
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| glance and work for a limited purpose if
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| | play chess with a computer? So does that
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| all things are equal. However it does
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| | mean the death of the entrepreneur?Does
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| not appear that in the history of our
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| | that mean the Howard Hughes days of
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| Planet all things have ever been equal.
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| | innovation and flying by the seat of your
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| In theory maybe, yet even on the most
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| | pants are done forever? No there will
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| level of playing fields, they are skewed
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| | always be prototypes, with no parts
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| in one way or the other, by size, weight,
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| | available yet, but what it does mean is
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| strength, materials, wind, etc. There is
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| | that the entrepreneur can see his dreams
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| always a variable or a gray area (thank
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| | come to fruition better because they may
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| god otherwise attorneys would all be out
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| | actually make a profit. Does it mean
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| of work eyh?). Incidentally god did not
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| | that there will be no more defective
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| make attorneys, otherwise they would
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| | units? No, there will always be
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| still be arguing if Adam and Eve should
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| | defective parts from manufacturers who
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| receive belly buttons, and with no
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| | rely on sub parts, which are not built in
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| supreme court yet established to kick it
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| | the same way. In Taiwan many company
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| back to a lower court the human race
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| | have experienced up to 35% more
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| would never have come to be, during those
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| | productivity by only changing to the
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| last days before the rest. Or maybe god
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| | methodology of Finite Capacity
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| got so tired of dealing with attorneys he
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| | Scheduling. So for America to complete
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| had to rest.The book went into detail the
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| | its productivity without affecting its
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| cost to expedite a job, and to deliver on
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| | bottom line we simply produce more with
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| promises made by sales staff to acquire
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| | the same amount of labor and
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| the order, which were impossible
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| | manufacturing abilities. Think of it.
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| considering all the other promises, which
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| | Even if the dollar is strong a shit we
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| were to be scheduled simultaneously.
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| | can still sell for less because we are
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| This caused over time and accidents and
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| | producing more with the same fixed base
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| problems with compliance issues with many
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| | costs. This means we can beat everyone
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| agencies and still did not get all the
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| | still.Let the innovators innovate and the
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| jobs done so the customer base was in
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| | manufacturing Schedulers schedule using
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| constant attrition. In wartime you need
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| | FCM systems and we will increase our
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| to expedite everything and one of the
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| | output and win, even if we are all using
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| reasons that we beat the Germans was
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| | the same secrets stolen from our
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| because we built 96,000 aircraft to their
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| | scientific communities. The book refers
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| 30,000 that last year of the war. It was
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| | to Peter Drucker who stated that the true
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| not that we had better aircraft. They
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| | measure of productivity is the output per
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| had equally brilliant minds on their
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| | unit of time given the finite resources.
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| side, and a hell of a head start. We of
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| | Yes I believe this to be and have always
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| course had the desire to win. And we had
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| | said the money is in the time and not the
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| the manufacturing and the resources as
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| | completed job.This should be obvious to
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| Germany was running out of everything.
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| | anyone who has bid a job to low and later
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| Charles Lindbergh warned us on his visit
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| | completed the job quicker than
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| of the Luftwaffe and their incredible
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| | anticipated due to a new method of
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| planes and weapons of war that the
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| | operation discovered upon commencing of
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| Germans already had pre-war (many called
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| | the job. Sometimes it takes a few times
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| him a NAZI sympathizer, which is hard
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| | to see how to actually do the work and
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| argue, but we should have still listened.
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| | then refine the technique, in actuality
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| He was definitely enthralled with their
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| | you are performing manual Finite Capacity
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| innovations). It truly was the
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| | Scheduling even though it is the most
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| manufacturing and the great American push
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| | elementary part of the actual FCS model.
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| to move mountains that won us the war.
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| | Now add jobs, labor, and resources to the
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| Everyone participated and helped in the
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| | equation and then try to factor in all
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| war efforts. Breaking the backs of the
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| | the materials and times the materials,
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| Germans was not easy, breaking their
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| | soaps, supplies, etc are needed and what
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| manufacturing abilities and running them
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| | do you have? A complex mess, which
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| out of resources is what helped almost as
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| | requires lots of thought and time.
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| much as the actual fighting. It will be
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