Limiting Material usage to start next task

[Laser_razor]

Hi,

does somebody can give me a clue how to assign a maximum allowable
material limit to start a new task.

E.g. A Manufacturer is using a workcell where the there are 2 workers,
each 8 hrs on a shift. The total amount of products they can produce
in this workcell are 40 units per day. If they achieved a total of 100
units the task should be closed (end time).
The next task may be easier and they can do now 60 units per day but
the total amount to have the task completed is 234 units..

etc...

Any ideas how to set that up?

I want to monitor units per day processed and man hours required.

thanks

Marcus

 

[Jan De Messemaeker]

Hi,

As I said in an other post, Project has no coupling between material
resources an dthe schedule, alas.
HTH

 

[Laser_razor]

Yup got that. I would love a world of unlimited material available in
manufacturing. May be Microsoft could develop a software driven
replicator for molecular structures, then we would not worry anymore
and produce, produce, produce....

)

 

[Steve House]

As I said in my earlier post, IMHO you're trying to use the wrong tool
for the job. What you describe are the requirements for a production
management tool but that's not Project's role in life. A screwdriver
makes a lousy hammer and a project manager makes a lousy production
manager. The goals of project managment are very different from the
goals of production managment and the fact that both deal in time and
man-hours is purely coincidental.

 

[Jan De Messemaeker]

But let's not forget that Microsoft's production management tool, AXAPTA,
refers to Project whan it comes to workshop scheduling.
Who's the hammer and who's the screwdriver?

 

[Steve House]

Good point. As I see it, project management is closed ended with a
clearly defined end point as its goal and the objective is to reach that
end as efficiently as possible, while production managment is by nature
open ended, you hope demand never goes down and you can continue
producing forever. The fact that the former's goal is closure and the
latter's goal is the antithesis of closure means the two are going in
opposite directions.

 

[Jan De Messemaeker]

Hi,

As I said many times before, most production scheduling is very often
closure driven and is "a project" - there are production examples in the
PMIBOK.