Üretim yönetimi ve kontrolü MRP ve MRP II
Manufacturing management and control, MRP and MRP II
- Tez No: 39901
- Danışmanlar: PROF.DR. ÜMİT ŞENESEN
- Tez Türü: Yüksek Lisans
- Konular: Mühendislik Bilimleri, İşletme, Engineering Sciences, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1993
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 135
Özet
ÖZET Dünyadaki bir çok ülkede, işletmelerin önemli sorunlarından biri üretimin etkin bir şekilde deneti enmemesidir. Üretimin dengesiz gelişmesi, standartlaşma olmaması, malzeme ihtiyaçlar ının iyi planlanmaması; stokların maliyetinin artmasına dolayısı ile sermayenin verimli kullanılamamasına yol açmaktadır. Firmaların piyasadaki rekabetleri, maliyetlerin büyük bir kısmını oluşturan envanterlerin azal ti laması çalışmaları tedarik düzeyine kadar inmiştir. Başlangıçta envanterlerin etkin bir şekilde kullanılması ve siparişlerin miktar ve zamanlarının ayar 1 anmasına yönelik birtakım düşüncelerin Bilgisayar yardımı ile çözümlenmesi MRP (Material Requirements Planning) 'yi oluşturmuş tur. Kapasite, operasyonların takibi ve maliyet gibi unsurların MRP ile birleştirilmesi, üretimin çok daha etkin kontrolünü sağlayarak İmalat Kaynak Planlaması (MRPII Manufacturing Resour ces Planning) adını almıştır. Son yıllarda ülkemizde de kullanımı yaygınlaşan MRPII, imalatın Bilgisayar destekli olarak, üretimin tüm safhalarını operasyonlar bazında takip edebilme olanağı sağlamaktadır. Bunun gerçekleştirilmesi ancak Kapasite Planlaması, Atelye Kontrolü, Maliyet Muhasebesi, Malzeme İhtiyaç Planlaması ve Stok Yönetimi gibi modüllerin sağladığı olanaklarla mümkün olabilmektedir. Bu modüllerin ortak bir veritabanını kullanacak şekilde ayarlanması ile; Üretim Bölümünün yanısıra Finansman, Satmalına ve Satış Bölümlerinin de bu bilgilerden yararlanma ve koordinasyonlu bir şekilde çalışma olanağı elde edebilmektedir. -vm-
Özet (Çeviri)
MANUFACTURING MANAGEMENT AND CONTROL, MRP AND MRPII SUMMARY In todays competitive marketting conditions, companies must fallow a serious manufacturing policy to control production flow to minimize the production costs and to supply their customers orders on the due dates. By means of their high working rates and with relational data base structure, using computers in this field is more advantagious. Manufacturing has been described as the primary source of all wealth in the world. It has clearly been the cornerstone of the great economic growth in Western society. But it has become a very difficult process to control. That's largely because of the way manufacturing operations have evolved over the years. Every department within the manufacturing company was doing its own job with little regard for the other departments. Until the development of the computer and specif i caly the advanced MRPII software that runs on these computers, there was no cost effective way to coordinate the maltitude of efforts required to keep the modern factory working efficiently. Manufacturing systems and metods developed in recent years are being developed in the way to profit maximum advantige from computers. Its best example is the MRPII (Manufacturing Resources Planning) system which keeps manufacturing under control in every phase and every operation level, and can make planning to these purpose. In these study; the definition of MRPII system, its purpose and application is described and it is tried to show the difference of MRP System, desribing the knowledge of manufacturing and also various system related to manufacturing..IX-In the first part, the planning phase of production system has been described. These part as general include tactical planning an control of manufacturing. A tactical production plan is sometimes called an aggrega te plan, resource requirement plan or a rough cut resource plan. This tactical plan is used to determine the impact of planned production on key resource considerations such as the work force levels, overtime requirements, machine capacity limitations. A tactical production plan also begins with a sales fore cast. The forecast may be a detailed as the master schedule, but most likely it is only as detailed as necessary to accomplish the purpose just stated. Normally the forecast detail for tac tical planning is by product group, subdivided by each major finishing process. Often a forecast is developed by major prod uct groupings and is later subdivided into subgroups. It is top down forecast rather than a forecast developed by adding the individual pieces. A tactical production plan developed from the forecast rel ates to a manufacturing unit, not a business unit. A tactical plan may bring together similar products that may be sold to different markets. Tactical production plans are mostly built around bottleneck operations and finishing or final assembly operations. This rough cut tactical production plan can be used in the analysis of the demend forecast and inventory requirements on machine capacities and crewing requirements as wel as probable overtime and machine loading needed to avoid critical limitation later. In practice, the final master schedule may modifay the plan as actual production performance and demand are evaluated. Rough cut material requirements calculated from the plan are passed on to the purchasing department, which allocates and makes commitmens to suppliers after the sourcing is determined. In many instances, multiple plants are affected by the tactical production plan when one plant suplies another. The MRP developed by the using plant can become the basis for the production plan for the supplier plant. Obviously, where multi ple plants produce the same products, the tactical production -x-may begin as a master plan, divided futher into tactical prod uction plans for each separate plant, allocating production requirements or territory assignments or both, in order to equalize and optimize the production loads among plants. A master production schedule (MPS) differs from a tactical production plan in that it is a detailed, item-by-item schedule of finished products. It represents what a plant plans to prod uce, expressed in specific configurations of products or styles or colors or finishes. It specifies the dates on which the material is required and the exact quantity to be produced. The master schedule is usually subdivided in weekly, rather then monthly, time increments. It is generally developed for each specific manufacturing organization where final determination of the finished product is established. A tactical production plan and an MPS complement each other. The tactical production plan is used to set the output level that must fit within the MPS. After the specific items to be produced are verified, the MPS is used to verify that the aggregate tactical production plan will cover the demend as it currently appears. In Part II, some of lot sizing techniques has been described. In recent years, the traditional interest in the classic problem of the economic order quantity (EOQ) has shifted to lot sizing in environment of discrete period demands of MRP systems, which express demand for inventory items in descreate time series fashion, by computing time phased gross and net requirements. The mosst widely recognized approches to lot sizing are as follows: 1. Fixed order quantity, 2. Economic order quantity (EOQ), 3. Lot for lot, 4. Fixed period requirements, -xi5. Period order quantity (POQ), 6. Least unit cost (LUC), 7. Least total cost (LTC), 8. Part periot balancing (PPB). The first two of the above are demand rate oriented; the others are called discrete lot sizing techniques, because they generate order quantities that equal the net requirements in an integral number of consecutive planning periods. In Part III, MRP system has been described. MRP is simply a formalization of the informal system known to every plant. It uses the computer in the following ways: 1. To run a master schedule against automated bills of material to determine which materials are needet to make the product and cheks the invent ory to see if this material is on hand. 2. If the material is not on hand or on order, it establishes the due date and releases a purchase requisition or shop work order. 3. If ther is an open order for the material, it will reevaluate the due date and tell the planner if the due date needs adjusting. This procedure is a formal system that predicts shortages just as an expediter might try to do, but it looks far enough ahed to allow something to be done to prevent the shortages. Material requirements planning systems are uniquely appli cable to manufacturing. MRP is generally inappropriate for distribution or warehousing businesses that deal with finished items. It is, however, a superior inventory management tool in manufacturing environments that deal with assembled products. -xnMRP's applicability is determined by the nature of the demend of the inventory items being considert. The independent/dependent demand principle serves as a guideline for determining which inventory management technique - order point or requirements planning - shold be used in a given situation. The principle states that inventories of independent demand should be replen ished using order points, but inventories of dependent demand item should be calculated within the framework of an MRP system. Companies interested in utilizing MRP need: 1. A realistic master schedule, 2. Accurate bills of material, 3. Accurate inventory record files, In Part IV, there are informations about Shop Floor Control, Capacity Planning and MRPII. Capacity Planning allows production control to identify capacity bottlenecks, resource constraints and backlog problems before they occur. It pinpoints potential and real loading problems at“key”or critical work centers, and provides information for better scheduling, routing, lead time managenent and manpower planning. The Shop Floor Control give production management accurate timely, and concise information on jobs, work-in-process, and production activety. Shop Floor Control support detailed planning and scheduling, with options 4o plan and report on a schop order basis or on a production schedule basis. It high light production problems before and after they occur, and the system gives manegement control over the material, scheduling, capacity, utilatization and efficiency functions which are critical in any production operation. MRPII put together developed MRP elements to create finan cial s profit. MRPII system composed financial and manufacturing information of the business in MRP system. So its provide same information to all manufacturing activities. ?xm-
Benzer Tezler
- Üretim planlama ve kontrolu MRP II ve bir MRP II uygulama çalışması
Manifacture planning and control munifacture resouce planning (MRPII) and an application study of MRPII
OSMAN EGE
Yüksek Lisans
Türkçe
1992
Endüstri ve Endüstri Mühendisliğiİstanbul Teknik ÜniversitesiPROF. DR. ATAÇ SOYSAL
- Üretim kaynakları planlaması (MRP II) ve yan sanayi maliyet analizi ve kontrolü sistemi
Manufacturing resources planning (MRPII) and vendor firms cost analysis and control system
SERKAN SANCAN
Yüksek Lisans
Türkçe
1997
Endüstri ve Endüstri Mühendisliğiİstanbul Teknik ÜniversitesiEndüstri Mühendisliği Ana Bilim Dalı
DOÇ. DR. TUFAN VEHBİ KOÇ
- Malzeme ihtiyaç planlaması (MIP) ve üretim kaynakları planlamasının (ÜKP) üretim planlama ve kontrol faaliyetleri üzerindeki etkileri: Ankara bölgesindeki KOBİ'ler üzerinde bir uygulama
Effects of material requirement planning (MRP) and manufacturing resource planning (MRP II) on the control activities: A practice on the SMEs in the Ankara region
ÖMER ASAL
- İmalat kaynakları planlaması
Manufacturing resources planning
SAADET YILDIZ
Yüksek Lisans
Türkçe
1992
Endüstri ve Endüstri Mühendisliğiİstanbul Teknik ÜniversitesiPROF. DR. AHMET FAHRİ ÖZOK
- Production planning in Textile industry
Başlık çevirisi yok
FULYA BODUR
Yüksek Lisans
İngilizce
1989
Endüstri ve Endüstri MühendisliğiBoğaziçi ÜniversitesiYRD. DOÇ. DR. GÜLAY BARBAROSOĞLU