Process Engineering
Part Routing and Process Design [1]
Route Sheet
Operation Number[2]
Work Center[3]
Work  Description[4]
Set-Up[5]
Unit Run[6]
Labor Grade[7]
Engineering Change Management[8]
Engineering Change Control[9]
Immidiate Replacement [10]
Time Phased Replacement [11]
Interplant Requirements [12]
Resource Bills [13]
Available Capacity[14]
New Product Introduction Management[15]
[1]
Enas refaat:
This topic covers two associated subjects.  Process design which covers the decision on "where, how, and with what" the product is to be manufactured. A part routing documents the agreed "where" the product  is to be made, in the correct sequence of operations.  It can also state the standard time allowed and the labor grade for each operation.
[2]
Enas refaat:
A sequential number allocated to put the operations in the correct manufacturing sequence.
[3]
Enas refaat:
A code to indicate the work center at which the work is to be carried out
[4]
Enas refaat:
A very simple description is provided to indicate the work that will be carried out at the work center
[5]
Enas refaat:
The time taken to prepare the machine to be able to produce the product 
[6]
Enas refaat:
The time it takes to produce one, once the set-up has been completed.  If there is a batch quantity of 100 the time taken would be 100 times the time provided in this field.
[7]
Enas refaat:
Most systems provide on the rout sheet a labor grade field which allows you to indicate the class of labor being used to perform that operation.  There is a "look-up"  table which indicates the financial rate  per labor grade so that calculations of cost can be made by using the table which cross refers the grade to a financial rate.  In addition of these standard fields , software packages may provide extra fields to provide more facilities.
[8]
Enas refaat:
Our bills of material are an essential part of an MRP system. It is in the bill that we define what our products are.  In any on-going business, our produts will be continually changing in some form or other and so it is essential that we have an organized procedure for implementing changes.
The whole question of the oganization of engineering changes brings two questions to mind. First who authorizes the change and secondally, who implements the change.
[9]
Enas refaat:
This is the text book  approach to managing engineering and bill of material changes, and it works. The concept of this approach is that a senior man in the organization chairs the enginering change order board.  He then has beneath him a group of departmental heads on the board.  The engineering change note controller is usually a clerck who does'nt need great technical knowledge of the products. Anyone can request a change, but the rules are that with any request for a change, the full documentation backup must be provided.  the engineering change note controller then sends copies of each proposed change to each of the department heads on the engineering change order board.  At the change note meeting, each member is expected to have prepard answers for each change note theyhave received.  Thus a decision can be made in an organized manner.
[10]
Enas refaat:
This is normally used for a safty problem on a high failurer problem with our cusomers, so it is decreed that no more product is to be moved out of the factory untill the changes are encated.  To do this the part number to be phased out has today's date put in the out field, the new part is added to the bill with today's date. MRP will then plan from today on for the new part to be applicable.  If there id insufficient stock, the kits will not be complete from the stores and we will have to wait untill the material has been obtained before we can continue with the build program. This is obviouslly only used in severe cases.
[11]
Enas refaat:
This ia a normal way of implemeting a change. After investigating the change itself, it is found that we want to use up a certain amount of our existing stock. As the new item will only be available after purchase order have been placed, it is decided to implement the chage at some date in the future.  That date is important as the part that is to be phased out will have that date put in the "outfield"  and the new part will be added with the future date entered in the "in-field".  MRP will now plan for the exsiting part to be continued to be used for kitting up to that date and will then plan for the new part from that date on, and not use the old part any longer.
[12]
These are typically demands from one division of a company on another.
They can either be components, sub-assemblies or finished products.  When divisions operate an MRP system, it is not unsusal for a planned order release from the customer division to be entered directly into the "supplier" divisions's system.
[13]
Enas refaat:
A bill of resources is defined as a listing of a required capacity and key resources needed to manufacture one unit of a selected item or family.  Rough-cut capacity planning uses these bills to calculate the approximate capacity requirements of the master production schedule.  Resource planning may use a form of this bill.
[14]
Enas refaat:
The amount of capacity available is stored in the work center file or resource file. The question that arises is, what is the realistic capacity in standard hours available.  A theroritical number is not much use in the real world, and the term used for the practical capacity is demonstrated capacity .
[15]
Enas refaat:
When new products are being developed it is important that the launch is well coordinated. Too often the schedule launch date has to be revised due to the development project running late.  If marketing are not in regular contact with developemnent and manufacturing, they could well organize the launch with the special advertising before product is even available.  To prevent this the project and launch should be an item on the agenda at the sales and operations planning meeting