A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012.
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| Format: | Thesis |
| Language: | eng |
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Massachusetts Institute of Technology
2012
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| Online Access: | http://hdl.handle.net/1721.1/73414 |
| _version_ | 1811095934555127808 |
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| author | Reveley, Matthew A. (Matthew Aaron) |
| author2 | David Hardt and Roy Welsch. |
| author_facet | David Hardt and Roy Welsch. Reveley, Matthew A. (Matthew Aaron) |
| author_sort | Reveley, Matthew A. (Matthew Aaron) |
| collection | MIT |
| description | Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012. |
| first_indexed | 2024-09-23T16:34:53Z |
| format | Thesis |
| id | mit-1721.1/73414 |
| institution | Massachusetts Institute of Technology |
| language | eng |
| last_indexed | 2024-09-23T16:34:53Z |
| publishDate | 2012 |
| publisher | Massachusetts Institute of Technology |
| record_format | dspace |
| spelling | mit-1721.1/734142022-01-27T21:55:53Z A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment Reveley, Matthew A. (Matthew Aaron) David Hardt and Roy Welsch. Leaders for Global Operations Program. Leaders for Global Operations Program at MIT Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management Sloan School of Management. Mechanical Engineering. Leaders for Global Operations Program. Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012. Page 99 blank. Cataloged from PDF version of thesis. Includes bibliographical references (p. 97-98). A static capacity planning model was developed and tested following a four-phased framework. This model was developed for the purposes of capital planning for capacity requirements at a large aerospace parts manufacturing plant. Implications for capacity planning of the nature of the aerospace industry, as well as the company and plant being studied are discussed, as well as the current state of capacity planning. In phase I of model development, an appropriate modeling solution is selected. In phase II, information is collected from the user base as to the desired user experience and functionality of the model, as well as the parameters that should be considered in it. Phase III involves assessment of the parameters' impact on capacity, and identification of appropriate data sources to feed the model. Additionally, phase III recommends changes to current data structures in order to optimize the balance of model accuracy with minimal incremental resource allocation. In phase IV, the mathematical model is explained, and the user interface is developed. With a working model, the results are validated with the shop floor, identifying gaps in data sources previously unobservable. Following model development and validation, the model is applied to a subset of the shop, and used to develop recommendations for addressing predicted future capacity constraints. Application of the model reveals a blind spot in current heuristics-based planning, where high development loads can lead to immediate capacity constraints, but effects of the experience curve can actually cause this constraint to disappear on its own, without the need for excess equipment purchases. Finally, extensions of the research and lessons learned are discussed, suggesting future project work within the plant studied, as well as elsewhere in the company and in other companies or plants. by Matthew A. Reveley. S.M. M.B.A. 2012-09-27T15:30:37Z 2012-09-27T15:30:37Z 2012 2012 Thesis http://hdl.handle.net/1721.1/73414 810337355 eng M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 99 p. application/pdf Massachusetts Institute of Technology |
| spellingShingle | Sloan School of Management. Mechanical Engineering. Leaders for Global Operations Program. Reveley, Matthew A. (Matthew Aaron) A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title | A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title_full | A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title_fullStr | A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title_full_unstemmed | A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title_short | A capital equipment capacity planning methodology for aerospace parts manufacturing in a high-mix, low volume environment |
| title_sort | capital equipment capacity planning methodology for aerospace parts manufacturing in a high mix low volume environment |
| topic | Sloan School of Management. Mechanical Engineering. Leaders for Global Operations Program. |
| url | http://hdl.handle.net/1721.1/73414 |
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