Üretim planlama ve kontrol
Production planning and control
- Tez No: 46233
- Danışmanlar: DOÇ.DR. MEHMET TANYAŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 233
Özet
ÖZET Temelde bütün üretim sistemleri ürün veya hizmet oluşturulması için gerekli dönüşüm süreçlerini kapsarlar ve yine temelde bu sistemlerin tasarımı, planlaması, yönetimi ve kontrolünde karşılaşılan problemler ve bunları çözmede kullanılan yöntemler benzerlik gösterirler. Üretim planlama ve kontrol bir üretim yönetimi faaliyeti olup, belli ürünlerin üretilebilmesi için gerekli tüm araçların tesbiti, değerlendirilmesi ve düzenlenmesini içerir. Bu demektir ki; üretim planlaması, hangi ürünün üretileceğini belirtmek, teçhizat ihtiyacını ortaya koymak ve ürünlerin doğru sayılarda ve istenilen zamanlarda yapılmasını sağlayacak çizelgeleri hazırlamak için kullanılan bir ön-üretim faaliyetidir. Üretim planlama ve kontrolün hedefi, kaynak kayıplarını en aza indirgemek ve üretimde en yüksek verimliliği sağlamaktır. En yüksek verimlilik ise, istenilen miktarda ürünü, istenilen zamanda ve kalitede, en iyi ve en ucuz yöntemlerle üretmekle sağlanır. Bu çalışmada ilk olarak üretim sistemleri tanıtılmış, sonra üretim planlama ve kontrol faaliyetleri detaylı olarak incelenmiş en son aşamada ise, yapılan uygulamalı bir örnek ile konuya somut bir nitelik kazandırılmıştır.
Özet (Çeviri)
The concept of production planning is probably best defined by reversing the terms to read“the planning of production”. As used here, it refers to the establishment of policies, procedures, and facilities for manufacturing operations to produce products requuired for the future. It is intimately tied to both capacity planning and product determination (i.e., which products will be manufactured and in what quantities), and is future oriented. It looks ahead to ensure that the inputs consist not only of machinery and raw materials, but of people, skills, control systems', funds, and various types of inventories. In essence, production planning makes sure that everything is available on time to meet the production targets. A manufacturing system is circumscribed by various limiting factors such as market price, quality, delivery requirements, funds availability, and inherent product restrictions (e.g., process times or special storage requirements). Planning must take these into acoount so as to enable task performance within both limitations and objectives. The management functions and resulting decisions necessary to plan and control production are classified in three groups by the length of the planning horizon needed to consider adequately factors relevant to the decision. Long-range decisions involve definition of the product lines, establishment of customer service policies, selection of distribution channels, determination of production and warehouse capacity, and perhaps allocation of that capacity to the different product lines. These decisions are made and reviewed quarterly or annually and require planning horizons of one to five years. Intermediate-range planning is done within the framework of policy and resource constraints resulting from the long- range planning process. Planning horizons of three months to a year time often sufficient. More detail is required in that production and procurement plans. Necessary management functions include forecasting work force planning, and production planning. xiShort-range activities involve scheduling, dispatching and control of production. Decisions involve adjustment of production rates to adapt to forecast errors, material shortages, machine breakdowns, and other certainties; assignment of workers to work stations; determination of priorities and the sequence of production; assignment of work to work stations; use of overtime; and adjustment of in-process inventory levels. Formally these activities may be carried out weekly or daily, but often they are a continuous function of the production control department and line supervision. An essential ingredient for effective planning is a forecasting of the future. Occasionally, it may be possible to project future conditions with great accuracy (e.g., where sales are made under long-term contracts). In other cases, it may only be possible to estimate a number of likely future developments, any one, or even none, of which may come to pass. Frequently, when the future seems very uncertain, managers throw up their hands in frustration, and forecasting becomes a meaningless task. Undoubtedly, if the future were strictly the product of random chance, forecasting would be an unrewarding task. But business firms act upon their environments, thereby removing some of the random elements. Given proper information, they can often predict overall trends inthe economy and in spesific product markets, as well as trends in government legistlation, in supply situations, and in labour movements. Uncertainty usually cannot be eliminated, but it can be substantially reduced. A forecast is an estimate of the level of demand for a product or for several products for some period of time in the future. Therefore, a forecast is basically a guess, but by the use of certain techniques it can be more than just a guess. It can be said that a forecast is an educated guess; certainly, it should contain as little error as is humanly possible. To make a forecast most meaningful, it should be in terms of the units to be planned or scheduled, and it should cover a time period at least as long as the period of time required to make a decision and to put that decision into effect. There is little value, in fact, no value, in making a forecast for such short time interval that effective action cannot be taken. It can be stated with assurance that planned forecasts are more valuable and more accurate than intuitive forecasts. Business management now has a wide rangi of techniques for attacking production control and inventory control problems. These techniques have been developed over a period of many decades. Since World War II, a combination xiiof influences has led to rapid development of these methods to cover a broad variety of production and inventory planning problems. Production planning and logistics problems have received the greatest amount of attention of all classes of business-management problems in the course of development of industrial operations research since 1950. Universities and other research groups have shown a greatly expanded interest, since World War II, in the development of new quantitative method for studying industrial problems, and much of this attention has been focused on production planning problems. These methods include techniques from simple graphical methods to more complex numerical techniques for planning production operations in the face of seasonal demand and for adjusting operating levels to reflect demand fluctuations. Scheduling, on the other hand, is more specific, and less oriented to the future. Scheduling accepts current conditions (available machinery, manpower, and materials, etc.) and provides a detailed path for utilizing these facilities to achieve immediate production objectives. The principal function of production scheduling is to obtain a smooth, timely flow of product through manufacturing steps. It starts with the specification of what to make, from customer orders or from the operation of the inventory control system. It includes the loading of items to be made into manufacturing centers, and covers the dispatching of manufacturing instructions to operating centers. Often, the more specific a schedule is, the better it can be used as a production control device. The objectives of the scheduling function are to prevent unbalanced use of time among departments and work centers, to keep labor on hand employed, and to meet established lead times. The scheduling methods used are closely allied to the production planning and inventory control methods used. These methods determine the resources available for scheduling. On the other hand, the lead times which the scheduling system permits in turn have a strong influence on inventory stocks and policies. In essence, a schedule is a detailed statement of how, when, and where specific resources are going to be employed to produce specified outputs or results. At this level of detail, the schedule is often inseperable from the control system. Although production control is treated in another section, it is important to note that the division between planning, scheduling and control is artificial, and made here only xiiifor pedagogical convenience. Much of the value of production plans and schedules is lost if procedures do not exist to provide information feedback how well are plans functioning?, how well is the schedule being adhered to? These are important inputs, not just because they permit measurement of planning and scheduling abilities, but also because they provide early warning of deviations and permit corrective action at early stages. They also provide useful managerial development tools, and valuable information for future planning efforts. The need for adequate production planning should be readily apparent, especially in situations where long lead times are required to change production capabilities. Requirements of rare workforce skills, of imported equipment or raw materials, or of expanded plants or facilities can often severely reduce a company's ability to meet changing market conditions. Unless considerable advance planning is done, a firm may find itself with unsufficient productive capabilities, or with an oversupply of obsolete finished goods. This study consists of six main chapters introducing the production planning and control system in detail. The second chapter introduces production systems. In this chapter, general structure of production systems and the detailed classifications of industrial production systems have been given. The product life process and different product strategies used in every stages of this process have been introduced. Additionally, the productivity and efficiency concepts in production systems have been explained. The third chapter introduces the production planning and control system as a whole. In this chapter, the stages of production planning and control and the activities in each stage have been introduced in general features. The place of production planning and control department in organizational structure and its relationships with the other departments have been explained. The fourth chapter is the shortest chapter in this study. It includes long-range planning in general terms. The fifth chapter introduces intermediate-range planning. In this chapter, first of all, sales forecasting cocept and the forecasting techniques have been explained since it is the starting point for all kinds of production planning xivactivities. Then, the techniques for determining of the master production plan have been introduced. It has been stated that the requirements to be able to apply the master plan determined are calculated at the end of intermediate- range planning. Lastly, the control and revision activities of the master production plan determined and being applied have been explained. The sixth chapter introduces short-range planning and control. In this chapter, the steps required to form the master production schedule have been explained in detail. In addition, production control activities have been introduced, as well. Lastly, the seventh chapter is an exercise chapter. In this chapter, firstly, the cosmetics industry has been introduced. Then, with an example study for production planning and control, which is done in KOPAŞ Kozmetik Paz. ve San. A.Ş., the thesis has been completed. I wish this study helps to my friends who will search on production planning and control topic. xv
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