Üretim planlama ve kontrol ile uygulama sonuçlarının değerlendirilmesi
A Tentative study on applied production planning and control
- Tez No: 22058
- Danışmanlar: PROF. DR. ETHEM TOLGA
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1992
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 86
Özet
ÖZET Bu çalışma Endüstri Mühendisliği'nin temel amacının üretim-yönetim sistemlerinde verimliliği ve etkinliği artırmak olduğu fikri üzerine kurulmuştur. Uygulamaya dayalı çalışmada öncelikle Üretim Planlama ve Kontrol yapılmadan önce yapılması gereken Endüstri Mühendisliği çalışmaları ele alınmıştır. Daha sonra üretim planlama aşamaları uygulanmıştır. Konu ele alınırken, birinci bölümde üretim sistemleri hakkın da bilgi verilmekte ve genel hazırlık bilgileri sunulmaktadır. İkinci bölümde, üretim sistemlerinin sistem yaklaşımı ile incelenmesi yapılmıştır. Her disiplini sistem yaklaşımı açısından incelemenin yararı gözönünde tutularak, temel Sistem Analizi kavramları verilmeye çalışılmakta ve sistem yaklaşımıyla Üretim Planlama ve Kontrol kavramı üzerinde durulmaktadır. Üçüncü bölümde ise, Endüstri Mühendisliği'nde üretim planlama ve kontrolün yeri ile üretim planlama ve kontrolden önce yapılması gereken Endüstri Mühendisliği çalışmaları üzerinde durulmaktadır. Dördüncü bölümde ise, elektrolitik bakır sanayinde üretim yapan bir işletmenin, önemli ünitelerinden birisinin üretim planlama açısından ele alınışı hakkında ayrıntılı bilgi verilmektedir. Son bölümde ise, uygulama yapılan ünitenin, mevcut ve geliştirilen durumu için bir karşılaştırma yapılarak, verimlilik açısın dan getirdiği kazançlar ortaya konmaya çalışılmıştır. vii
Özet (Çeviri)
SUMMARY A TENTATIVE. STUDY ON APPLIED PRODUCTION PLANNING AND CONTROL One of the most important problems encountered in production systems is the planning of the production in accordance with the aims and policies of the system. However, planning of the production for different aims gives rise to different production planning prob lems. For example, production planning for the long term is aimed for the planning of the investments for the production systems. Production planning for the medium term is the determination of the amount of production wi thing the medium term. Production planning for the medium term is the planning of the production for every period of the period under consideration. Planning is done by taking the predictions for demond and the capacities of the production system into account. As a result, the amounts of production, man-power, inventory and orders under the waiting list are determined. Generally, the objective of models and methods developed to solve the Production Planning and Control problem is to minimize total costs. In addition to this objective, production systems have different objectives such as; (a) Minimizing backorders, (b) Minimizing idle labor level, (c) Minimizing capital investment in inventory, (d) Minimizing changes in the level of work force, etc. Someone of these objectives sometimes can become the most important or the least important objective for a given production system. Hence, the Production Planning and Control problem must be investigated under multiple objectives. In the first chapter, production function has been defined and characteristics of production systems and differences between production of goods and services have been explained. The best known examples of production systems are business enterprises. Therefore, a classification of types of business enterprises is giver and the industrial type of business enterprise is explained in detail. Main characteristics of industrial production systems have been summarized by reviewing these systems according to a clas sification given for the definition and analysis of systems. Then, reactions of these systems to changes in the environment of system and problems within the system have been explained. Literature vmrelated to components of the environment of production systems has been summarized and the important components have been determined. The interactions of the system with these components are identified as the flows of products, services, money and information. The clas sification of production types used in industrial production systems and their characteristics have been explained. The classification of subystems of industrial production sys tems in literature has been studied and a new classification which is teh most convenient for this study has been proposed. Above mentioned subsystems are: a) Manufacturing and Logistics Subsystem b) Eengineering and Project Management Subsystem c) Sales and Marketing Subsystem d) Finance and Accounting Subsystem e) Personnel, Industrial Relations and Administrative Subsystem The details of this survey are given in Appendix 1. In the second chapter, the importance of production planning and control activities in production systems has been explained. At the beginning of this chapter, production systems have been investi gated by using systems approach and management function is taken as a different subsystem by determining the importance of this function in production systems. Management subsystem is a system in which the strategical and tactical decisions of business enterprises are taken. After the explanation that the production systems have multiple ob jectives, the best known objectives have been summarized. Then, the structural analysis of production system is made. This analysis in dicates the interactions among the subsystems mentioned above. The interactions are determined in the form of the flows of materials, money, work force, machines, energy, information and job orders. It is explained that each subsystem has one or more objectives and these objectives can be changed by the management subsystem when they are necessary. The production planning and control activity belongs to the manufacturing and logistics subsystem. The other main activities of this subsystem are manufacturing, maintenance, quality control, industrial engineering and middle level management. By considering these activities as subsystems of manufacturing and logistics subsys tem, the interactions among these second level subsystems are studied. At the end of this chapter, the basic characteristics of model building are given and the models and methods developed in order to solve pro duction planning and control problems have been briefly explained. IXIn this study, production planning and control is explained with the system approach. So, there is some information about system analysis. System is a group of things or parts related or combined in such a way as to form a unified or complex whole. The word of“system”can be used almost in every area of life, nowadays. But, its meaning is different for every part. The definition, members, importance and principles of system analysis are explained in chapter four. Strategy can be defined as the situation that a company wants to reach in a certain time. The process of strategic planning consists of two stages: 1. Development of the strategy 2. Description of the periods and costs of stages necessary for the realisation of the strategy. In Planning, system approach begins with the evaluation of the strategic planning as the main frame. Strategic plans are objective but not detailed. The plan which determines long term targets does not include options to reach these targets. However, within the frame of long term targets short and medium term targets can also be determined. In other words, the strategic plan comprises main elements which are fundamental in the preparation of the two short term plans;“Development Plan”and“Operationl Plan”. Development plan covers expansion and growth of the business. Operational plan, on the other hand, sets the targets of operational activities for a period of one year. When system approach within the frame work of planning process is analysed, it will be seen quite clearly that studies under taken throughout the planning process depend on the availability and assessibility of critical inputs. In no enterprise, without necessary information system and inputs derived from it, such a plan can successfully be prepared. The information used in the planning can be classified as: 1. Environmental information, 2. Information related to competition conditions, 3. Information at the level of the enterprise. Planning starts with the acquisition and analysis of informa tion about production resources and the products to be produced.In order to reach the targets which are set as a result of the evaluation of these inputs, resource utilisation activities are determined in a comprehensive program. In other words, production plan sets subsequent targets for various production sections as time intervals determined previously. Reaching these subsequent targets results in the accomplish ment of the final goal which is the main target. Operations are carried out in an order and according to the details which set pre viously in the production plan. On the other hand, control initiates and supervise the opera tions with the aid of acquired information and feedback systems. At the stage of controlling, it may be necessary to make certain changes and rearrengements in subsequent targets in order to quarantee a success in the final target. A demand report is a prerequisite in every production planning operation, since this can have significant effects on production capa-.city and production scheduling. There are three main terms according to the periods covered. Long term, medium term and short term. Long term planning covers a period of one to five years. It basically depends on technological evaluation and has major effects on global business policy. Long term planning is not covered in this study dueto the fact that the decisions of high level management and management tendencies are the major criteria in setting long term planning. Medium term planning (main planning), on the other hand, covers a period of one to twelwe months and short term planning (detailed plan) covers operations to be carried out immediately. The operations of the main production planning mainly establish the speed and capacity of production, necessary man power, volume of the completed products, and analyse the need for overtiming and the need for subcontracting. Three major decisions are taken in the planning of operations: - Determination of the operations necessary, - Determination of the job stations in which operations take place, XI- Determination of the order of operation. In the third chapter, the importance of production scheduling in Industrial Engineering and Industrial Engineering studies which mus be done before production scheduling. In the fourth chapter, a deteiled analysis of production, planning and control of copper wire producing company is made. The usage of the systems approach for the solution of the problems under consideration necessitates the close investigation of teh system to which the system belongs. Therefore, the production system should be investigated from the points of systems elements, environment, purposes, interior and exterior interactions. These approaches which form the operational form of the system approach and the first phases of the systems analysis are collected in the first part of this study, taking the representative unit (Electroly sis Unit) under analysis. The problem of planning for medium term is a problem pertaining the planning and control system of the produc tion. Therefore, the role of the production planning and control in the production system has been determined. The next phase of the systems analysis is the formation of the systems model complying with the real purposes of system. The problem will also be handled by taking the representative unit into account. The last chapter is devoted to the comparison of the developed state with the existing one. The amounts of production, man power are taken into account when comparison is made for efficiency. At the end of the study, the improvements of the existing system achieved by planning and control and the way they form a basis for the calculation of new investment capacity are exhibited. XII
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