Production Models

These models and simulations have been tagged “Production”.

Insight diagram
Manufacturing MRP Stock Production
Production floor throughput simulation
Chris Magnuson
7
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Capability Roam Perspective Management Production Performance

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

@LinkedIn, Twitter, YouTube

Credit Never Happened/Simulation
Gene Bellinger
9
Controle da Produção e do Estoque
SCM SUPPLY CHAIN MANAGEMENT STOCK & FLOW Production

Controle da Produção e do Estoque

SCM01
Michel Nader
Insight diagram
MRP Manufacturing Production Stock
Alternative to MRP System
Aaron
Insight diagram
Manufacturing Production Stock MRP
Clone of Alternative to MRP System
ryan p
Insight diagram
Manufacturing MRP Stock Production
Clone of Production floor throughput simulation
Andrés Rosito
MRP determines production requirements based on forecasted demand for this week and next week along with the previous weeks stock levels and a safety stock
Stock Production MRP Manufacturing
MRP determines production requirements based on forecasted demand for this week and next week along with the previous weeks stock levels and a safety stock
MRP Run
Aaron
10
Insight diagram
Production
Production Dist
Dan Endersby
​Cílem modelu je pomocí diagramu kauzálních smyček zachytit vztah mezi počtem bezpečnostních analytiků, mírou odhalených kybernetických útoků a zastarání bezpečnostních mechanismů podniku. V tomto zjednodušeném modelu analytici za pomoci dostupných prostředků odhalují bezpečnostní hrozby
Production
​Cílem modelu je pomocí diagramu kauzálních smyček zachytit vztah mezi počtem
bezpečnostních analytiků, mírou odhalených kybernetických útoků a zastarání
bezpečnostních mechanismů podniku.

V tomto zjednodušeném modelu analytici za pomoci dostupných

prostředků odhalují bezpečnostní hrozby a současně pracují na vývoji

nových detekčních mechanismů. Tím je zmenšena míra zastarání,

která dále ovlivňuje vznik nových hrozeb a míru odhalených útoků.

Diagramu stavů a toků: https://InsightMaker.com/article/178624/Security-Operation-Center

Security Operation Center | CLD
Adam Sorfa
Feeding product to a packing Machine. The product is stored in a rotating bin and feed to the screw using a Plough
Production Manufacturing
Feeding product to a packing Machine.
The product is stored in a rotating bin and feed to the screw using a Plough
Packing Screw feed
Aaron
​Cílem modelu je zachytit stav vytíženosti bezpečnostních analytiků v  závislosti na možných událostech, jenž mohou nastat v oddělení  kybernetické bezpečnosti. Model zachycuje události nastalé v řádu  hodin, během chodu oddělení. V tomto zjednodušeném model analytici zpracovávají příchozí  be
Production
​Cílem modelu je zachytit stav vytíženosti bezpečnostních analytiků v 
závislosti na možných událostech, jenž mohou nastat v oddělení 
kybernetické bezpečnosti. Model zachycuje události nastalé v řádu 
hodin, během chodu oddělení.

V tomto zjednodušeném model analytici zpracovávají příchozí 

bezpečnostní incidenty. Ve zbylém čase se věnují vývoji nových 

bezpečnostních opatření. Míra příchodu bezpečnostních incidentů 

závisí na úrovni zastarání organizace, respektive vybavení a 

připravenosti čelit novým kybernetickým hrozbám. Zastarávání

závisí na několika faktorech. V první ředě je ovlivněno přívalem nově

odhalených, či vzniklých zranitelností. Dále je ovlivněnou mírou

vytíženosti pracovníků, kteří ve zbylém čase zranitelnosti odstraňují 

vývojem nových bezpečnostních opatření. Vznik nových zranitelností

je pak ovlivněn faktorem zastarání a počtem hackerů útočících na 

organizaci. V závislosti na míře zastarání, jsou pak hackeři postupně 

odhalováni a chytáni.

Diagram kauzálních smyček: https://insightmaker.com/article/179088/Security-Operation-Center-CLD


Security Operation Center
Adam Sorfa
A production push model of a series hook up of machines in a discrete production environment
Production

A production push model of a series hook up of machines in a discrete production environment

Production push, series machines
Gary Ramages
This is a new company. Designed to produce wooden trays of ash wood that are lightweight and designed to serve a variety of foods. They are very decorative and elegant as well as environmentally friendly. The capacity of the CNC machine is expected to be 120 small and 70 large trays per week. And th
Wood Production
This is a new company. Designed to produce wooden trays of ash wood that are lightweight and designed to serve a variety of foods. They are very decorative and elegant as well as environmentally friendly. The capacity of the CNC machine is expected to be 120 small and 70 large trays per week. And there is currently one employee in each department. The estimated productiworking days.
Manufacture of wooden tray
Marina Veldre
Stock levels based on random sales and a set reorder point
Production Stock
Stock levels based on random sales and a set reorder point
Reorder Point
Aaron
A production push model of a series hook up of machines in a discrete production environment
Production

A production push model of a series hook up of machines in a discrete production environment

Clone of Clone of Production push, series machines
Lakshmi Narasimhan B S
Insight diagram
Stock MRP Manufacturing Production
Clone of Production floor throughput simulation
Adib Sid
A production push model of a series hook up of machines in a discrete production environment
Production

A production push model of a series hook up of machines in a discrete production environment

Clone of Production push, series machines
eric bustos
Controle da Produção e do Estoque
SUPPLY CHAIN MANAGEMENT Production STOCK & FLOW SCM

Controle da Produção e do Estoque

Clone of SCM01
Ravikumar
Insight diagram
Production
My new simulation
Karabo
NL: productie
Production
NL: productie
JvG
Jeroen van Gils
Feeding product to a packing Machine. The product is stored in a rotating bin and feed to the screw using a Plough
Manufacturing Production
Feeding product to a packing Machine.
The product is stored in a rotating bin and feed to the screw using a Plough
Packing Screw feed with bottom cone feed
Aaron
A production push model of a series hook up of machines in a discrete production environment
Production

A production push model of a series hook up of machines in a discrete production environment

Clone of Production push, series machines
Gary Ramages
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Perspective Management Performance Production Capability

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Clone of Credit Never Happened/Simulation
Burke Powers
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Production Perspective Capability Management Performance

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Clone of Credit Never Happened/Simulation
Dante Dias Torio