AbstractDetailed scrutiny of castings manufscture via an extensive literature survey and discussion with a wide cross-section of people associated with foundries, revealed a real contraction of the industry in terms of gross turn-over. This appears to be associated with adverse suppfier, customer relations plus poor business technique, and, therefore, offers pbtential for an investigation of aspects of management control within the industry.
Since foundries provide a service, it is advocated that the business be based on customer satisfaction, tempered by the necessity to remain economically viable, and since these are primarily achieved by reliable delivery of adequate quality; at the right price, it is suggested that tight production control, backed by financial competence and a good marketing capability are the objectives at which to aim.
Work scheduling is considered the root of any improved system of control, and this is argued in the two case studies selected, these being chosen to represent the wide diversity of casting manufacture. Job sequencing 1 using a simulation model, is developed to cope with the complexity of scheduling job/batch production, whilst a mathematia:al optimization routine is offered to overcome the work centre load balancing difficulties associated with batch/long run production.
Limitations based on inaccuracy of process details with respect to simulation and computation time with respect to mathematical optimization, are found. However, within the confines of the data, simulation modelling is shown to have a beneficial effect on output, stock control and delivery reliability, while restriction to a 'best' solution rather than the optimum, proves the potential of mathematical progranrrning. Both are financially viable and have wide application to the foundry industry in general.
|Date of Award||Sep 1978|
|Supervisor||Trevor Law (Supervisor)|
- management control
- foundry industry
- Job scheduling
- short and long run