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| Planowanie agregatowe× | SMED× | |
|---|---|---|
| Dziedzina | Zarządzanie operacyjne | Zarządzanie operacyjne |
| Rodzina | Machine learning | Machine learning |
| Rok powstania≠ | 1992 | 1985 |
| Twórca≠ | Wallace, T. F. | Shigeo Shingo |
| Typ≠ | Demand-supply planning framework | Setup time reduction technique |
| Źródło pierwotne≠ | Wallace, T. F. (1992). Sales & Operations Planning: The how-to handbook. Cincinnati: APICS Publications. link ↗ | Shingo, S. (1985). A revolution in manufacturing: The SMED system. Cambridge, MA: Productivity Press. link ↗ |
| Inne nazwy | sales and operations planning, production planning | quick changeover, rapid setup |
| Pokrewne | 5 | 5 |
| Podsumowanie≠ | Aggregate Planning (or Sales & Operations Planning, S&OP) is a collaborative, iterative process that balances demand and supply at a high level—typically grouping products into families and planning over a 3–18 month horizon. Developed formally by Tom Wallace and popularized through APICS, aggregate planning helps organizations align sales forecasts, production capacity, inventory, and workforce to meet demand efficiently while managing costs. It serves as the bridge between strategic business plans and detailed operational execution. | Single Minute Exchange of Die (SMED) is a systematic approach developed by Shigeo Shingo in the 1980s to drastically reduce the time required to changeover equipment from producing one product to another. The methodology, part of the Toyota Production System, aims to reduce setup time to a single-digit minute range (ideally under nine minutes), enabling smaller batch sizes, faster response to customer demand, and improved flexibility in manufacturing. SMED is a cornerstone of lean manufacturing and just-in-time production. |
| ScholarGateZbiór danych ↗ |
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