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Production systems without MRP: A lean time based design

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  • Barker, RC

Abstract

This paper begins with an assumption that many UK manufacturing organizations are inherently wasteful, with complex production systems divorced from the core task of adding value. This waste can be regarded as untapped potential which exists throughout the total value adding chain. Releasing this potential can greatly improve company performance. By focusing upon value adding activity and non value adding removal, waste, complexity and cost can be reduced progressively to achieve world class competitiveness. A time based value adding framework to direct development and continuous improvement is described. The total conversion chain from raw materials purchase to final goods assembly is examined using this approach. Examples taken from the electrical switchgear industry, operating within a post MRP II environment using Kanban type pull system triggers to control material inputs, illustrate the use and effectiveness of the approach.

Suggested Citation

  • Barker, RC, 1994. "Production systems without MRP: A lean time based design," Omega, Elsevier, vol. 22(4), pages 349-360, July.
    • Handle: RePEc:eee:jomega:v:22:y:1994:i:4:p:349-360
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    Citations

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    Cited by:

    1. Dickens, A. & Baber, C., 2000. "Can support systems adversely affect cell performance?," International Journal of Production Economics, Elsevier, vol. 65(1), pages 43-54, April.
    2. Durmusoglu, M. Bulent & Kulak, Osman, 2008. "A methodology for the design of office cells using axiomatic design principles," Omega, Elsevier, vol. 36(4), pages 633-652, August.
    3. Barker, B. & Barber, K., 1997. "Development of time based frameworks: Manufacturing system analysis and value adding performance," Omega, Elsevier, vol. 25(2), pages 171-179, April.

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