Manufacturing Lead-Times: A Key Control Factor for the Production/Marketing Integration in Small Component-Manufacturing Firms

  • I. P. Tatsiopoulos
Part of the NATO Conference Series book series (NATOCS, volume 14)


Metals manufacture is a fragmented industry with a few large and many small firms. Large firms like those of the aircraft and heavy automotive industry use a great number of small manufacturing shops as subcontractors for components of their final products. These jobbing component-manufacturing firms, for example engineering shops for machined and fabricated components, foundries etc., are producing entirely according to customers’ specifications, so that no product standardisation is possible. Most of the jobs are for one-piece components released in small batches. The production means have to be flexible enough to suit a great variety of both items and orders.


Lead Time Capacity Utilization Customer Order Capacity Planning Manufacture Lead Time 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Godin, B., V, 1978, Interactive scheduling: Historical survey and state of the art, AIIE TRANSACTIONS, September 1978.Google Scholar
  2. Heinemeyer, W., 1974, “Die Analyse der Fertigungsdurchlaufzeit im Industriebetrieb”, Dissertation, TU Hannover, 1974.Google Scholar
  3. Holstein, W., 1968, Production planning and control integrated, Harvard Business Review, Vol. 46, No. 3, 1968.Google Scholar
  4. Irastorza, J., Deane, R., 1974, A loading and balancing methodology for job shop control, AIIE TRANSACTIONS, December, 1974.Google Scholar
  5. Kettner, H., 1976, “Neue Wege der Bestandsanalyse im Fertigungsbereich”, Deutsche Gesellschaft fuer Betriebswirtschaft, Berlin, 1976.Google Scholar
  6. Kettner, H., Jendralski, J., 1979, Fertigungsplanung und Fertigungssteurung-ein Sorgenkind der Produktion, VDI-Zeitung, 121(1979), No. 9, s.410–416.Google Scholar
  7. Kittel, T., 1981, Entwicklung eines Instrumentariums zur dynamischen Anpassung der Planungsgrundlagen EDV-gestuetzter Fertigungssteuerungssysteme in Klein-und Mittelbetrieb, Projektantrag, Forschungsinstitut fuer Rationalisierung, TH Aachen, 1981.Google Scholar
  8. Malsbender, G., 1980, “BEDEM-Ein dezentral organisiertes Betriebsdatenerfassungssystem auf der Basis von Mikroprozessoren”, Dissertation, TH Aachen, 1980.Google Scholar
  9. Mather, H., Plossl, G., 1978, Priority fixation versus throughput planning, PRODUCTION AND INVENTORY MANAGEMENT, 3rd Qtr., 1978.Google Scholar
  10. Michael, R., 1976, “Datenverdichtung im Bereich der Teilefertigung zur wirtschaftlichen Durchfuerung betriebsspezifischer Simulationen”, Forschungsbericht, Forschungsinstitut fuer Rationalisierung, TH Aachen, 1976.Google Scholar
  11. Plossl, G., Wight, D., 1973, Capacity planning and control, PRODUCTION AND INVENTORY MANAGEMENT, 3rd Qtr., 1973.Google Scholar
  12. Reiter, S., 1966, A system for managing job shop production, The Journal of Business of the University of Chicago, Vol. XXXIX (July 1966), pp. 371–393.Google Scholar
  13. Stommel, H., 1976, “Betriebliche Terminplanung”, De Gruyter, Berlin, 1976.Google Scholar
  14. Swimer, J., 1972, “Interaction between aggregate and detailed scheduling in a job shop”, Technical Report No. 71, Operations Research center, M.I.T.Google Scholar

Copyright information

© Plenum Press, New York 1983

Authors and Affiliations

  • I. P. Tatsiopoulos
    • 1
  1. 1.National Technical University of AthensGreece

Personalised recommendations