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Bilgisayar destekli kapasite ihtiyaç planlaması

Capacity requirement planning supported by computer and an application

  1. Tez No: 39902
  2. Yazar: HAMZA ERİŞ
  3. Danışmanlar: DOÇ.DR. ORHAN KURUÜZÜM
  4. Tez Türü: Yüksek Lisans
  5. Konular: Mühendislik Bilimleri, İşletme, Engineering Sciences, Business Administration
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1994
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Belirtilmemiş.
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 152

Özet

ÖZET Kapasite kavramı oldukça değişik şekilde yorumlan maktadır. Değişik kaynaklarda çeşitli kapasite kavram ları tarif edilmekte ve her bir kaynak değişik kapasite ler tanımlamaktadır. Kapasite Türkçe Literatürde 'birim kudret', 'üretim gücü1 gibi tanımlamalarda genel kapasi te anlayışına uygun olarak“... bir istihsal ünitesinin mevcut makina ve techizatıyla, muayyen bir zaman süresi içinde meydana getirebileceği mal miktarı”şeklinde ta nımlanmaktadır. Bütün kapasite planlamalarının hedefi, ihtiyaç du yulan kapasite ile eldeki kapasite miktarının birbirine eşit hale getirmeye çalışmaktır. Bu işlemler yapılırken ekonomik maliyetin seçilmesi ana amaçtır. Kaba kapasite planlama (KKP), malzeme ihtiyaç plan lama (MÎP) ve ana üretim programlamadan (AÜP) verileri alarak eldeki kapasite miktarının yeterli olup olmadığı nı inceler, kapasite fazlalığını ve eksikliğini bulur, tlave kapasiteye ihtiyaç varsa düzeltmenin maliyetini hesaplar. Kapasite ihtiyaç planlama (KÎP), ana üretim proğ- ğramlamayı destekler ve bu üretim programının başarılma sı için çalışır. Eğer üretim programı başarılamayaçak olursa, üretim programı başarılabilecek şekilde değişik liğe uğratılmaktadır. KÎP, kapasitenin icra pozisyonunda devreye girmek tedir. Çünkü, bir hafta önceki kapasite miktarının bir hafta sonra, değişik nedenlerden dolayı -duruşlar, is- karta, yeniden elden geçirme, işçi devamsızlığı vb. -aynı kapasite miktarı yakalanamaz. Bu durumda daha önce tes limi kararlaştırılmış siparişlerin daha geç bir tarihe atılmasına veya müteahhid, vardiya gibi ek seçenekler devreye sokmak sureti ile ek kapasite yaratarak, sipari şi zamanında teslim etme yoluna gidilebilir. Bu çalışmadaki KÎP programı, MÎP ve AÜP den veri a- lış verişleri düşünülerek, bu planlara destek olacak şe kilde hazırlanmıştır. KÎP programı, verilen bir ana ürün miktarının ihtiyaç duyduğu kapasite miktarı ile elde bu lunan kapasite miktarını karşılaştırır, kapasite hareke ti miktarını verir. KÎP, icra pozisyonunda aktif olarak göreve katılır, kapasite dar boğazlarını belirterek bu nokta veya iş merkezindeki kapasitenin ne kadar aşıldı ğını yüzde olarak verir. Ayrıca KÎP, üretimi gerçekti- rilecek olan ana ürün içindeki parçalardan hangisinin öncelik sırasına sahip olduğu ve bu öncelikten doğan za man farkını vermektedir. VI

Özet (Çeviri)

CAPACITY REQUIREMENT PLANNING SUPPORTED BY COMPUTER AND AN APPLICATION SUMMARY In the present study, flexiable data base is created for using in capacity requirement plannig solutions. This program can support MRP and MPS. All manufacturing companies, regardless of products and processes, require material and capacity to produce their products. In same companies the process takes one or more raw materials and performs some manufacturing operations to convert the materials to finished goods. Other companies may buy several materials or components and assemble them into finished products. Still others may buy raw materials, convert them to manufactured components, and then assemble the manufactured compo nents with other manufactured and purchased components into subassemblies. These subassemblies may then be assembled with other compenents and subassemblies to make a finished product. In all these cases, it is ne cessary to plan both purchase orders for raw materials or components and manufacturing orders for the manufac turing operations that occur in the production of compo nents, subassemblies, and final assemblies. The capacity required to perform all the manufactu ring operations to make the components, subassemblies, and finished goods scheduled is addressed by several different capacity planning tecniques. Following terms defines capacity : First definition capacity is,“In a general sense [capacity] refers to an aggregated volume of work load. It is seperate concept from prioty.”In the second definition, capacity is,“the highest sustainable output rate which can be ac hieved with the current product specifications, product mix, work force, plant, and equipment.”Two definitions look at capacity different ways. It is important to add to the term capacity some adjectives that define more specif acally which viewpoint is being used. In this VIIstudy, the following terms are used: 1 - Required capacity, 2 - Demonstrated capacity, 3 - Maximum capacity, The goal of capacity planning can best be stated in the following way: Required capacity-Demonstrated capacity=Capacity actions Here, capacity actions can be commented on as fal lows: 1 - Increase or decrease the demonstrated capacity by taking specific aqctions related to the work centers. 2 - Incrase or decrease the capacity requirement by adjusting the schedules. 3 - Do some combination of the above. RCCP is“the process of converting the production schedule into the impact on key resources, such as man hours, storage, standart cost dollars, shipping dollars, inventory levels, etc.”Rough-cut capacity planning (RCCP) is the process of determening if the plan is feasible; it determines whether the organization has suff icent capacity carry out the plan. Although RCCP is more refined than re source requirements planning (RRP), it is called rough- cut because it is less than capacity requirements plan ning (CRP). The rough-cut capacity plan (RCCP) calculates the capacity, often in standart hours, required to achive the MPS. The MPS is a key link inthe manufacturing plan ning and control chain. The MPS interfaces with marke ting, distribution planning, production planning and capacity planning. vinRCCP is integrated with the production planning process. Production plannings has five major functions: 1 - Determine rates of output required for broad categories of products. 2 - Allocated production capacity to products. 3 - Communicate the output goals to the organiza tions. 4 - Authorize resources in terms of material and labor, to support the output goals. 5 - Serve as input to the financial plans. RCCP supports the production planning process by a- nalyzing various alternatives for capacity constraints as well as allocating capacity by product. RCCP is an iterative process of trying to balance the demonstrated capacity with the required capacity. The rough-cut capacity plan is the major report. This steps are fallowed to calculate this report: 1 - Select typical product structure. 2 - Identify the critical resources. 3 - Calculate the product load profile. 4 - Calculate the rough-cut capacity plan. Generating the rough-cut capacity plan requires the establishment of a product-load profile. To build these profiles, a company must first select a typical product structure and identify the critical resources. Many organizations have computerized the calculati on of rough-cut capacity requirements, while others have standart forms and procedures that facilitate manual computations. In any event, the rough-cut capacity requ ired to implement the MPS must be compared to available capacity to determine if any capacity actions are requ ired. Short-range capacity requirements planning (CRP) develops from long-range resource capacity planning (RCP) and medium-range rough-cut capacity planning (RCCP). Both the RCP and the RCCP are estimates, albeit IXoften quite accurate estimates, of resource needs? how ever, they are exact, either in volume or in timing. CRP includes actual lead times and other informations from the materials requirement plan (MRP) and the purhasing plans. Thus, CRP serves as a bridge to link the long- and medium-range capacity planning estimates and opera tions activity control in the execution phase. Short- range CRP takes place in virtually all organizations. In any organization, short-range capacity planning examines operations (activities) planned in the near fu ture to determine the capacity required to carry out these activities in the time periods planned. It then compares required capacity to available capacity. If sufficent capacity is not available, it determines the additional capacity necessary and the possiblty and cost of obtaining it. This cost then is compared to the cost of changing the schedule. Once a final schedule is defined, control plans are established to manage the execution. The MPS and the resulting MRP accomplish the prio rity planning objectives of production inventory manage ment. They determine what items are needed and when they are needed. The RCCP may be used during medium-ran ge planning to identify that there is enough capacity; this information may serve as a basis for choosing ex ternal purchasing, subcontracting, or some other option. The output öf the MRP is the input to the CRP system. Capacity is used in both productive and nonproduc tive ways. Capacity utilized for productive purposes is typically measured in standart hours of output, because standart hours represent a good common denominator. For instance, if a week center produces many different types of products or components, measuring in units of product input or output could be very misleading. If, however, a work center always produces the same product, capacity could be measured in product units. Nonproductive capa city drains include downtime, operator breaks, inspecti on time, delays, absent time, operator inefficiency, scrap, and rework. By measuring in standard hours, the se variables can be excluded from the proces. utilizing standard hours also facilitates having a consistent mea sure between input and output. The capacity requirements planning process provides the answers to the following questions.1 - Is sufficient capacity available to fulfill the capacity requirements plan as derived from the MRP and the MPS ? 2 - If sufficent capacity is not available, what work centers and suppliers have inadequate capacity and how much additional capacity is required by each and when is it required ? 3 - What are the costs to correct capacity short ages ? Is it worth the additional costs, often subcontracting or overtime, to meet the MPS ? CRP determines the capacity required in each work center by time period to produce a given output. The difference between the RCCP and the CRP can oc cur because the RCCP processes often plan by month or week, whereas the MRP and the corresponding (linked) CRP may plan by week, day, or even hours. CRP consist of the fallowing steps: 1 - Obtain the requisite data. 2 - Backward schedule each item on the basis of the MRP. 3 - Compute the required capacity. 4 - Load all capacity centers in accordance with the schedule without considering resource capa city constraints. 5 - Compare capacity requirements to available ca pacity. In spite of developed data base is complex, it is obtained easy input and output. It is used type of record for preventing developed data base files have high record area and arriving at data quickly. Using of developed programs by imaging data, it is obtained results as atable which has amount of machines capacities ( percent ly) for each main product. Develepod program gives the amount of available ca pacity, requirement capacity and capacity actions for each main product and/or total them. XI

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