Tam zamanında üretim sistemleri ve bir grup teknolojisi uygulaması
Just in time manufacturing and an application of group technology
- Tez No: 46361
- 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: 100
Özet
ÖZET Sektörel rekabet şartlarının ağırlaştığı günümüz ekonomisinde, dünya çapında bir şirket olmak için modern üretim sistemlerini kullanmak bir zorunluluk haline gelmiştir. Öncelikle üretim sistemleri geleneksel ve çağdaş olmak üzere iki başlık altında toplanmıştır ve bu sistemler kısaca tanıtılmıştır. Üçüncü bölümde tam zamanında üretim sisteminin gerekleri ortaya konmuştur. Tam zamanında felsefesinin tanımı, toplam kalite yönetiminin, toplam verimli bakımın, sistem içindeki önemi, küçük parti hacimleri ile çalışmanın, işletmeye kazandıracakları anlatılmaktadır. Sisteme esneklik kazandırmak amacıyla hazırlık sürelerinin azaltılması ve bunun için sistemde yapılması gereken değişikliklerin neler olduğu anlatılmaktadır.Tam zamanında felsefesinin temellerinden olan grup teknolojisi ve grup teknolojisine geçiş süreci ve zorlukları anlatılmıştır. Bu bölümün bir başka konusu da iş yüklerinin düzgünleştirilmesinin, eğitimli ve nitelikli isçilerin, fabrikada odaklaşmanın, tam zamanında felsefesi için ifade ettiği şeylerdir. Üçüncü bölümün ana konularından birisi de kanban sistemi ve işleyişidir.Son olarak da tam zamanında üretim sisteminde satınalma ve nakliye işlemlerinin diğer sistemlerden farklı olarak nasıl gerçekleştirilmesi gerektiği anlatılmaya çalışılmıştır. Dördüncü bölümde tam zamanında üretim sistemiyle toplam kalite yönetiminin ve çalışanların katılımının dünya kalitesinde bir üretime ulaşmak için nasıl entegre edilmesi gerektiği, bu geçiş sürecinin zorlukları ve sonunda ortaya çıkacak faydalar anlatılmaya çalışılmıştır. Sonraki bölümde ise uygulama yapılan fabrika, organizasyonel yapısı, ürün yelpazesi ve ürünlerindeki çeşitlilikleriyle tanıtılmaya çalışılmıştır. Son bölümde ise tam zamanında üretime geçişin ana adımlarından biri olan grup teknolojisi çalışması yer almaktadır. MACE yöntemi kullanılarak yapılan uygulama öncesi yöntem anlatılmış, parçaların fabrika içindeki taşıma sürelerini azaltacak ve çeşit sayısı yüksek olan bir ürün grubuna hizmet verecek yerleşim şekli ortaya konmuştur. Sonuç olarak, tam zamanında üretime geçmek için en önemli noktalardan birisi yönetimin bu felsefeye tam olarak inanmasıdır. Yine, yönetim bilmelidir ki, başlangıçta çok yüksek gibi görünen eğitim ve uygulama maliyetleri, uygulama sonunda çok büyük kazançlarla geri dönecektir. Sayılabilir kazançların yanında, çalışanların tatmini, yüksek moral ve iş sadakatinin artışı gibi sayılamayan kazançlar da sağlanmaktadır. En önemlisi, üretimde mükemmeliyeti yakalamak, en iyi rekabet silahlarından birisidir. Vİİİ
Özet (Çeviri)
SUMMARY Just in Time Manufacturing and An Application of Group Technology in these days, competitiveness is the most important point for a firm in the international market. So for being povverful against other firms, we must use modern production techniques. First of ali production systems are classified and these systems are explained. The classification of these systems are like this: a)Traditional Production Systems b)Modern Production Systems Considering the flow of the production, traditional systems are classified as; job shop production, flow snop production, project type production and continuous production. in this chapter these production systems and some advantages and disadvantages of them are explained briefly. The modern production systems explained in this chapter are, celi manufacturing systems and group technology, flexible manufacturing systems, computer integrated manufacturing systems, MRP II and just in time. Group technology is used to identify the product families. The parts in a family has a similar view and has similar operations. For these families of products different cells of machines and hardvvare are organized and these parts' operations are finished in that celi. The celi team vvorkers may have more variety in their work by operating different type of machines ör equipment in the celi. in the cells the inventory level is controlled and quality control activities have been done by the celi staff. And the maintenance of the machines in the cells are easier. The group technology makes the work flow simpler. And by the group technology operations the set-up times reduce. Although group technology has some disadvantages, it is a good production system, if the product families are grouped right. We can say that the most vvidely used and successful computer based production system is MRP II. By the data of the bili of materials that is created on ix.the computer system and by the connected modules, management of the movements of all the parts becomes possible. MRP II is based on all the data flow in the firm. And by using these data MRP II creates models for production planning, production and finance. The goal of this system is minimizing the inventory and scraps and using the maximum capacity, and maximizing the quality. When operations are perfectly managed, customers are served exactly on time and no idle inventories between operations, we can call this waste free ideal as Just In Time. One of the JIT techniques, called kanban.has been formally recognized as an inventory timing machine. The general meaning of kanban is a communication signal. The narrow meaning is card. The objective of flexible manufacturing system is to incorporate many individual automation concepts and technologies into a sign production system. The system has automatic storage and retrieval systems, automatic material handling systems, robots, numerically controlled machining tools, group technology and a hierarchical computer control system. And by this system many types of products can be produced easily. The Flexible Manufacturing Systems have types that can produce different amounts and types of products. In the system the first step is the design step, second is programming CNC's, third is programming the robots and then the production. If the Flexible Manufacturing Systems are automated more, the integration of these processes are more. Again in this chapter Computer Integrated Manufacturing system and the modules of Computer Integrated Manufacturing are explained. Computer Integrated Manufacturing includes computerized works at all steps of the production.The modules of Computer Integrated Manufacturing are these: CAE Computer Aided Engineering CAD Computer Aided Design CAPP Computer Aided Process Planning PPC Production Planning and Control FMS Flexible Manufacturing System FAS Flexible Assembling System MIS Management Information System CAMP Computer Aided Maintenance Planning In the third chapter the musts for the JIT are explained. The importance of Total Quality Management and Total Productive Maintenance in the JIT system are explained.We must work with little amounts in production and purchasing, to reduce inventory bills. And we must reduce the set-up times for the production. For this reduction we must use multipurpose equipment that will be suitable for all products, we must prepare special systems for changing the molds of the machines. We must use group technology for grouping the products and machines as it is explained above. The workers will see the ending of the production and this will make them proud. And all the workers must be educated well about their work. Because they must be responsible for stopping the production if they see a mistake in the operation. If they are well educated and if they like their work, they will own the work and the products and this will reduce the mistakes. And an other part of the JIT system is the kanban system. This system works by the production and movement cards and the containers. There are some different cards for extraordinary positions. If the amount of the cards are calculated truly, there will be no work in progress waiting for the next operation. There are six main rules of kanban system. All the workers and the suppliers must obey these rules. These rules are explained in this chapter. JIT also has a different purchasing and transportation policy than the traditional systems. In this system the suppliers have some more responsibilities. For example there is no acceptable percentage of defects. In the forth chapter the integration of just in time manufacturing, total quality control and employee involvement for 'World Class Manufacturing' is explained. There is an example about implementation of just in time manufacturing at the Display Products Division of CalComp in this chapter. The steps of the implementation are explained at this chapter. The step of area choosing for the pilot projects is very important, because these pilot projects will be the samples for future implementation. When choosing pilot areas for JIT implementation, management must be careful not to tackle too large an area. Projects initially perceived to be simple often turn out to be quite simple. Other important steps of the implementation are training and involvement of the employees. As we know no one is familiar with the production process than the operators who perform them. So they are the most important people in the process of elimination of the waste by changing the processes into a better way. As a result in this example, there were many impressive results on the total cycle time, supplier base, scraps, reworks at all the parts of the corporation. They have many difficulties in the implementation, but they saw that manufacturing excellence was the best competitive weapon of firm. XIIn the fifth chapter there is information about the factory where the application of the project exercised on. In this chapter organizational structure of the factory, layout of the plant and the specifications of the products are described. The SUTEM Plant of Türk Elektrik Endüstrisi Co. has a capacity of producing 250.000 three phase electrical motors and 100.000 single phase electrical motors in a year. This plant has types of products over 1.000. In the sixth chapter there is an application of group technology in the plant. The machines are grouped to form cells by MACE (Machine Component Cell Formation) method. The parts are grouped in families. And by using Hollier-Wild Method the places of the machines in the cells are found. By using group technology the material handling reduced, quality increased, feedback became on time and efficiency increased. The transportation time which can't be shown in the standard time of the products decreased and the production planning and control became easier and more efficient. The problems of the production are seen on time and they are solved before a large amount of the parts produced with the problem. A corollary to the Just In Time philosophy is that nothing is produced until it is needed. This corollary represents the foundation of a“pull”type production system. A pull system requires a way of knowing when additional parts need to be produced. In a manufacturing cell, this system may be visible in the process; operators can see when additional parts are needed, due to the close proximity of the subsequent production stage.ln other areas, signals for production may be required. Just In Time is an approach for improving overall productivity and eliminating waste. It provides for the cost effective production and delivery of only the necessary quantity of parts at the right quality, at the right time and at the right place. The benefits of Just In Time are; Work-ln-Progress reduction, Increased flexibility, Lower inventories, Increased productivity, Lower overheads, XIIReduction in break even points, Improved quality due to more visible and timely feedback, Improved employee morale as a result of increased responsibility and input to the process. Another benefit of Just In Time is in preparation for automation projects. Without IT implementation, automation can simply automate those wasteful, non-value adding operations which currently exist in the process.The key to successful automation is ensuring that waste is first eliminated and that all processes targeted for automation are thoroughly proven to be reliable. Implementing JIT philosophy may require a substantial change of thinking of top management; for example utilizing the creative abilities of all employees. The potential payback is enormous and the cost to implement is relatively small. Continuous improvement and the elimination of the waste provide the keys to becoming more competitive. The greatest benefit of resulting lower inventories flows from eliminating the causes or needs for inventory (poor quality, lengthy lead times, much material handling) rather than direct savings from lower inventory levels. JIT is not an add on to the existing style of management.lt can be achieved only as a result of fundamental change in management thinking and industrial cultural values. IT is only one element or goal which will be the outcome of a concept which can harness the resources of everyone on the payroll to work towards making their company the best in its business. The concept behind this achievement is known as Company-wide Quality Improvement. Company-wide Quality Improvement is fundamentally different from previous Western concepts of management and is not to be confused with quality assurance or quality control. These are both part of Company-wide Quality Control but so are many other concepts. It has nearly the same meaning with Total Quality Control Concept. And when we integrate Just In Time with Total Quality Control and Employee Involvement the results will be greater. And our firms will go further on the way of World Class Manufacturing. While considerable progress can be made towards the achievement of JIT, it nevertheless represents a long-term goal. As with 'zero defects' the end objective is desirable, but it is a goal to be aimed at not in the expectation that it will be achieved but,rather, that all norms will be swept aside and improvement, however small, will always be possible. As a result Just In Time Manufacturing is a modern production system that eliminates the waste in the factory. For the success of the implementation, management must really believe this system and they must know that all the costs Xlllof the implementation will return with higher benefits. Especially the training costs will seem high, but this step is the key step of all the implementation process and as I said before the rewards of Just In Time Manufacturing far outweigh the difficulties. XIV
Benzer Tezler
- Esnek üretim sistemleri ve Türkiye uygulaması
Flexible manufacturing systems and applications in Turkey
ÖZDEN BEYAZIT
- Küreselleşme hareketleri içinde işyeri düzenlemesi ve bir matematiksel model
Plant layout in the globalization activity and a mathematical model
MUSTAFA ÇELİK
Doktora
Türkçe
1999
EkonometriDokuz Eylül ÜniversitesiEkonometri Ana Bilim Dalı
PROF. DR. ŞEVKİNAZ GÜMÜŞOĞLU
- Tam zamanında üretim sisteminin diğer üretim sistemleriyle karşılaştırılması ve Türk otomotiv sektöründe uygulanabilirliği
Comparing just-in-time manufacturing system with the other manufacturing systems and is applicability in Turkish autotomotive sector
NEDİM ÇENELİ
- Siparişe dayalı üretim hücrelerinin modellenmesi ve metal sektöründe bir uygulama
Modeling the manufacturing cells which is based on make to order and application on metal sector
NEDRET ERBOY