Üretim kaynakları planlaması
Başlık çevirisi mevcut değil.
- Tez No: 55652
- Danışmanlar: DOÇ.DR. FÜSUN ÜLENGİN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 91
Özet
ÖZET Teknolojinin her alanda büyük bir hızla geliştiği günümüz koşullarında bir yandan üretim işletmelerinin yönetim sistemleri karmaşıklaştıkça bir yandan da bilgi teknolojisinde katedilen ilerleme sayesinde bu koşullara uygun üretim yönetim sistemleri de geliştirilmektedir. Bu gelişme paralelinde bugünün çok fabrikalı, üretim tesislerinin yönetim merkezinden uzak konumlandığı, uluslararası pazarlama ve satış organizasyonlarını kapsayan işletmelerinin ihtiyaçlarını karşılamak üzere geliştirilmiş olan, temelde Üretim Kaynaklan Planlaması kaynaklı, bilgi işlem destekli sistem İşletme Kaynaklan Planlaması Sistemidir (Enterprise Resources Planning - ERP) Çeşitli firmalar benzer özelliklerde, benzer niteliklerde yazılımlar geliştirmekte olduğu için böyle bir yazılım alma aşamasında olan firmalar için doğru seçimi yapmak, bu seçimde doğru karar modelinin kullanmak ta sonuçta beklenen başanya ulaşmakta önemli bir faktörü oluşturmaktadır. IX
Özet (Çeviri)
SUMMARY MANUFACTURING RESOURCES PLANNING The subject of this study is Manufacturing Resources Planning (MRP II). Today, because of the complexity of products and production technologies, all production companies need an integrated, well-developed production management system. Production Management Systems has developed so rapidly since its first signs in 18th century. With general look, the steps bringing Production Management to today's level are: - Experience in Manufacturing 1 776 -Partition of work according to experience 1832 - Scientific Management 1900 - Time and motion studies 1900 - Scheduling 1901 - Human relations 1927 - Mass production 1930 - Operation Researches during World War II 1940 - First Digital Computer applications 1946 - Linear Programming - Computer Applications in Production - CAD / CAM -MRPn TQM FMS CIM Today most of the companies apply not only one of the possible technologies for production management but generally the combination of at least two or three of them in coordination. Possible technologies today are: JIT; the mean of JIT (Just in Time) is to produce at the right time and the right quantity. The main characteristic of the system is being a demand-pull system and not to keep buffer inventory. The aim is to obtain frequent, small shipments of high quality materials just when they are needed. The origin of JIT, the conveyor system that Henry Ford established in the United States inaugurated the era of mass production. After that, no company couldexpect to survive long in modern industry unless using advantage of the new production technologies. The Japanese manufacturers were quick to build their own conveyor based assembly lines, but Japanese demand for automobiles in 1930s, when Toyota started manufacturing cars, was hardly enough to support the scale economies of mass production. Management at Toyota recognized that they would have to find ways to achieve this with small volumes of production. When Toyota Group set up an automobile manufacturing operation in 1930s, Kiichiro Toyoda inherited the challenge of adapting Henry Ford's conveyor system to the modest realities of the Japanese market. Mass production required manufacturers to keep the steps in the production sequence supplied with a diversity of parts. An entire line would grid to a halt ifan employee ran out of needed sub-assemblies at any step in the sequence. To prevent shortages and avoid work-stops, automakers maintained surplus inventories along their production lines, but that was a luxury that manufacturers in Japan could hardly afford, given their tiny volumes of production. So, Kiichiro conceived an idea for providing the different processes in the assembly sequence with only the kinds and quantities of items that they needed and only when they needed them. In this system, each process produces only the kinds and quantities of items that the next process in the sequence needs and just when it needs. TQM; TQM (Total Quality Management) has become the management style of 1990s. It is a continuous improving approach that every person in the company must contribute. On the other hand TQM is an integrated approach to Quality Control. The underlying philosophy of TQM is that, any defects are unacceptable and that effort must be directed at continuous improvement to achieve zero defects. Therefore the major responsibility for Quality Control is placed directly at the department level and primarily at the point of production. Quality improvement encompasses both improving fitness for use and reducing level of defects. Both of these activities must be applied to both inner and outer customers. Reducing level of defects provides multiple benefits: - Lower costs and fewer irritations for users, - Dramatically lower costs for manufacturer, - Improved productivity: more usable product is produced with same resources, - Reduction in inventory to assist JIT concept CİM; CIM (Computer Integrated Manufacturing) is integration of all kinds of manufacturing functions by using the computerized environment. It covers many improved technologies like computer aided design (CAD), computer aided manufacturing (CAM), robotics. It allows all the functions of a business to act as a single coherent system. XIMRP II; MRP II (Manufacturing Resources Planning) is defined in APICS Dictionary as "... a method for the effective planning of all the resources of manufacturing company. Ideally, it addresses operational planning in units, financial planning in dollars and has a simulation capability to answer 'what if questions. It is made up of variety of functions, each linked together: business planning, production planning, capacity requirements planning and the execution system for capacity and priority. Outputs from these systems would be integrated with financial reports, such as the business plan, purchase commitment report, shipping budget, inventory projection in dollars, etc. MRP II is a philosophy that provides the integration of all operations and systems in a manufacturing environment using advanced information technology as far as hardware and software requirements are concerned. To be able to apply MRP II to any firm, the sub-systems of MRP II must also be applied. These are: MPS: This is one of the most vital set of data in manufacturing planning and control. MPS is management's 'handle on the business' by which they authorize all actions of their people involved in manufacturing products and serving customers. MPS drive MRP which in turn develops plans for all components with dependent requirements. MPS end items are the top of the hierarchy of planning bills of material. MRP: Material Requirement Planning is a system that balances time-phased supply and demand to create accurate material plans. The MPS defines which products to be produced and when. Bill of material defines which row materials or work-in process materials and how many of them will be used per product. The calculations can be done by using MPS and BoM in order to find how many material and which kind will be used.. According to APICS dictionary; MRP is a set of techniques that uses bill of materials, inventory data and master production schedule to calculate requirements for materials. It makes recommendations to release replenishment orders for material. CRP: Detailed capacity plan occurs toward the end of the planning cycle. When MRP has finished its plans, it has planned all manufacturing orders needed to cover MPS. During the processing, the computer examines the due date for each planned order, and back-schedules each according to its routing. To do detailed capacity planning, the computer examines the work content of each manufacturing order for each work center. It also records the day(s) during which this work is to occur. With much arithmetic, the computer develops a complete list of demands on each work center for each day, extending into future as far as MPS goes. The main use of the detailed capacity plan is for fine-tuning. XllWhile today's firms may have more than one plant in geographically different places and also while they have complex distribution channels for sales, new approaches are introduced ; DRP and ERP. DRP: DRP (Distribution Requirement Planning) tries to balance supply, demand and resources between the elements of a distribution network. In distribution systems, which include one or more stocking points between the plant and the customer, the traditional method of replenishment is done with a pull system. Replenishment orders are originated from the distribution centers using an order point system, but DRP is a push system. It extends MRP II approach into the distribution system. In DRP, demand and inventory information in downstream location is sent at frequent intervals to the upstream locations. Decisions on shipments are made at the upstream location. Rather than reacting to current condition, orders are scheduled in advance based on demand forecasts. MRP II coupled with DRP is an integrator of the activities of the entire manufacturing and distribution organization. ERP (Enterprise Resources Planning): In 1990s, companies are located at geographically dispersed sites. Integration within such an environment requires an information technology above MRP II. Basically, ERP is an enterprise-wide planning and control system that will allow the manufacturing company to operate as one global business by coordinating multi-site operating units that are physically dispersed, responding to variable market and business trends. It is basically founded on advanced information technology such as graphical user interfaces, relational data-bases, data repositories and object oriented solutions. When the decision is done to apply MRP II system to the firm, before implementation, there are a few very important point, that must be studied very carefully; - Item-coding structure, -Bill of materials, - Routes, - Data-base structure and design of files, -Need to transfer data to other systems, - The project team to implement the system. Any wrong decision or any wrong chooses among them may cause failure of the implementation. Eczacıbaşı Vitra is one of the production companies of Eczacibaşı Group. Vitra is producing Sanitaryware in two different plants one is in Kartal/istanbul and the other is in Bozüyük/Bilecik. Vitra's products are sold both to domestic market and to USA, England, Ireland, Germany, Austria, Holland, Cyprus, Israel, Australia, New Zealand, Italy and some other countries in foreign market. Vitra's products are stored in two different warehouses in both factories: one for the products to be sold to foreign market, other for the products to be sold to domestic market. Also in both factories Purchasing department has a warehouse where all purchased items are kept till the quality control is done and materials are consumed by the department to use it. X1HProduction line in Vitra includes design, preparation of slip and glaze, molding, casting, firing, retiring, quality sorting and decoration. Vitra's today's information system has been produced by Eczacıbaşı Information Company special to Vitra and works on AS 400, but today's information system is not an integrated system. All departments must use their own data-base. Because of the need for integrated production management system, a decision has been done for an ERP program and its implementation is going on. During decision making among different software, at the beginning there were a lot of alternatives. In the first step the alternatives are reduced to four according to some special but basic needs that must be satisfied. When the alternatives were four, every software was studied in every possible detail and the decision as a result was decision of all departments that would use the software in daily life. In fact, there was no decision making model that had been applied during the selection. But if there would, it would be the Analytic Hierarchy Model. This model is designed in parallel with man's problem solving behavior. The elements are grouped and problem is separated in different parts according to hierarchy defined for them. In our situation, the top level in hierarchy is selecting the best software to satisfy firm's all expected needs. The second level is the needs to be satisfied. They are TOTAL COST, LANGUAGE OF SOFTWARE, SUCCESS in INVENTORY, PLANNING, PRODUCTION and SALES functions and AVAILABILITY TO MAKE CHANGES ON IT, and the third level is the software alternatives that we hope to satisfy our needs. During the calculation, the most important part is to give the real importance point to every element of matrix. (Problem solution is explained in detail in Section 10 of this document) For example we must decide which need is the most important and how is the priority of each need. After calculations are done, one of the softwares is to be more suitable to our firm related with other alternatives. The model to be used in decision making is very important, so the most suitable model must be chosen according to problem to be solved. Otherwise, there may be big problems. XIV
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