Antonio Cerra, the general manager, can usually be found strolling around the dining room, suggesting to customers that they look at the menu as a starting point; the kitchen will make to order any dish the customer desires, if it has the ingredients.
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Firth produces: masonry blocks, pavers, retaining wall products and bricks. It can make to order special mixes with specified colours, abrasion-resistance qualities, strengths and mix designs.
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Final Assembly Schedule, often abbreviated as FAS and sometimes referred to as finishing schedule, is a schedule of end items to finish the product for specific customer orders in a make to order (MTO) or assemble-to-order (ATO) environment.
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In ETO, after an order is received, a part of or the whole design starts to be developed. Construction by general contractors and plant construction by engineering companies are categorized as ETO.Leanmanufacture Japan (2019), “Make to Order (MTO)”, Retrieved June 08, 2019.
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The main topics of the LPS Learning Factory are lean production, Industrie 4.0 and resource efficiency. It was established in 2009 by the Ruhr Universität Bochum. Bottle caps, bottle cap holders and various make-to-order products are manufactured on 1800 m². The production environment includes various machine tools, load transports, manual assembly stations, and various industrial robots.
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Computer shop in Paris. Advertised configurations are customizable and assembled upon order Build to Order (BTO: sometimes referred to as Make to Order or Made to Order (MTO)) is a production approach where products are not built until a confirmed order for products is received. Thus, the end consumer determines the time and number of produced products.Leanmanufacture (2019), “Build to order - Inventory Management Model”, Retrieved June 08, 2019.
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Fujitsu Glovia, Inc., is a supplier of enterprise resource planning (ERP) software for discrete manufacturing and a wholly owned subsidiary of Fujitsu Limited. The company is best known for its GLOVIA G2 software. Primary markets for GLOVIA G2 are the OEM and the Tier 1, 2 and 3 manufacturers in a variety of industries, including aerospace and defense, automotive, electronics, capital equipment, make-to-order (MTO), engineer-to-order (ETO) and high- volume manufacturing.
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The difference between the ETO approach to production and make to order products is that engineering original products to order includes the entire design process. In MTO companies typically have a fixed design and specifications to start with. The existing design is followed, even if the customer requests some customization of dimensions or materials. In engineering to meet unique customer orders, designs spring from collaboration with the customer, beginning with a need and a concept.
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Milgrom and Roberts first came on the ideas and applicability of complements when studying an enriched version of the classic news vendor problem of how to organize production that allowed both make to order after learning demand and make to stock (Milgrom and Roberts, 1988). The problem they formulated turned out to be a convex maximization problem, so the solutions were end points, not interior optima where first derivatives were zero. So the Hicks-Samuelson methods for comparative statics were not applicable. Yet they got rich comparative statics results.
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Unlike previous systems, APS simultaneously plans and schedules production based on available materials, labor and plant capacity. APS has commonly been applied where one or more of the following conditions are present: #make to order (as distinct from make to stock) manufacturing #capital-intensive production processes, where plant capacity is constrained #products 'competing' for plant capacity: where many different products are produced in each facility #products that require a large number of components or manufacturing tasks #production necessitates frequent schedule changes which cannot be predicted before the event Advanced planning & scheduling software enables manufacturing scheduling and advanced scheduling optimization within these environments.
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A lead time is the latency between the initiation and completion of a process. For example, the lead time between the placement of an order and delivery of new cars by a given manufacturer might be between 2 weeks and 6 months, depending on various particularities. One business dictionary defines "manufacturing lead time" as the total time required to manufacture an item, including order preparation time, queue time, setup time, run time, move time, inspection time, and put-away time. For make-to-order products, it is the time between release of an order and the production and shipment that fulfill that order.
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It is claimed by the companies selling it that DDMRP has been successfully applied to a variety of environments including CTO (configure to order), MTS (make to stock), MTO (make to order) and ETO (engineer to order) although detailed studies are rare.. The methodology is applied differently in each environments but the five step process remains the same. DDMRP leverages knowledge from theory of constraints (TOC), traditional MRP & DRP, Six Sigma and lean. It is effectively an amalgam of MRP for planning, and kanban techniques for execution (across multi-echelon supply chains) which means that it has the strengths of both but also the weaknesses of both, so it remains a niche solution. Implementations of Demand Driven MRP began in 2002 and there are now multiple case studies and published peer reviewed journal articleswww.demanddriveninstitute.
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The challenge of improving the link between demand and supply has occupied many supply chain specialists in recent years; and concepts such as "demand-driven supply chains" (Demand Driven MRP), and customer-driven supply chains have attracted attention and have become the subject of conferences and seminars. The fundamental attribute of a "demand driven" supply chain is, unsurprisingly, that material movements (or replenishment execution) are directly triggered by demand itself. Those parts of a supply chain that directly responds to orders, such as "make to order" or "assemble to order" are, therefore, "demand driven". "Make to stock" supply chains can also be "demand driven" if individual echelon replenishment quantities are determined by the need to simply replace stock that has been consumed by the immediate downstream activity (i.
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