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Üretim kaynakları planlaması ve optimize üretim sistemlerinin analizi

Analysis of manufacturing resources planning and optimized production technologd2s

  1. Tez No: 66709
  2. Yazar: YEŞİM EMANET
  3. Danışmanlar: DOÇ. DR. MEHMET TANYAŞ
  4. Tez Türü: Yüksek Lisans
  5. Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1997
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
  12. Bilim Dalı: Mühendislik Yönetimi Bilim Dalı
  13. Sayfa Sayısı: 145

Özet

ÖZET Yüksek Lisans Tezi kapsamında hazırlanan bu çalışmada günümüzün değişken koşullarına, hızlı ve zamanında cevap verebilmek amacıyla firmaların uygulamak zorunda oldukları, bilgisayar destekli üretim planlama ve kontrol tekniklerinden özellikle Üretim Kaynaklan Planlaması (MRP II) ve Optimize Üretim Sistemleri üzerinde durularak, bu iki sistemin bir uygulama ile karşılaştırılması ve değerlendirilmesi amaçlanmıştır. Bilindiği gibi son yıllarda baskısını daha da artıran yoğun rekabet ortamında firmalar üretim, dağıtım ve servis kaynaklarını en etkin ve global bir biçimde planlamak zorundadırlar. Bu ise firma düzeyinde ve firmalar arası etkin ve hızlı bir bilgi akışı ve entegrasyonunu gerektirmektedir. Malzeme İhtiyaç Planlaması (MRP), Üretim Kaynaklan Planlaması (MRP E), Dağıtım Kaynaklan Planlaması (DRP), İşletme Kaynaklan Planlaması (ERP) ve Optimum Üretim Teknolojileri (OPT) gibi üretim planlama ve kontrol sistemleri ile firma büyüklüğüne ve ihtiyaçlarına uygun bilgi entegrasyonu ve akışı temin edilebilir. Sözkonusu bu çalışma 7 bölümden oluşmaktadır; İlk bölüm giriş olup, 'Üretim Planlama ve Kontrol" başlıklı ikinci bölümde üretim sistemleri, üretimin planlanması ve kontrolü aşamaları ve üretim planlama ve kontrol faaliyetlerinin organizasyonlardaki öneminden kısaca bahsedilmiştir. Üçüncü bölümde ise Malzeme İhtiyaç Planlaması (MRP) yaklaşımı, girdileri ve çıktıları üzerinde durulmuş, ayrıca sistematiği bir örnekle açıklanmaya çalışılmıştır. Dördüncü bölümde Üretim Kaynaklan Planlaması (MRP II) sistemlerinin gelişimi, sistematiği, özellikleri, uygulama aşamaları proje maliyetleri ve uygulamada karşılaşılan güçlükler üzerinde durulmuştur. Beşinci bölümde ise MRP II sonrasında değişken çalışma koşullarının neleri gerektirdiği ve buna bağlı olarak ihtiyaç duyulan Melez Sistemler, Dağıtım Kaynaklan Planlaması (DRP), İşletme Kaynaklan Planlaması (ERP) ve Optimum Üretim Teknolojileri (OPT) gibi yeni yaklaşımlardan bahsedilmiştir. Altıncı bölümde çalışmanın ana amacı olan MRP II sistemleri ve Optimizasyon sistemlerinin analizi ve karşılaştırılmasına hizmet etmek amacıyla uygulamada kullanılacak PRODSTAR 2 MRP II Sistemi ve PMSIM Optimizasyon Sistemleri tanıtılmış, elde edilebilecek çıktılar örneklenmiştir. Yedinci bölümde ise kalem üretimi yapan bir firma örnek alınarak aynı veri hacminin PRODSTAR MRP II Sistemine ve PMSIM Optimize üretim sistemine girilmesi suretiyle belirlenen değerlendirme kriterleri ışığında bir karşılaştırma ve analiz gerçekleştirilmiştir.

Özet (Çeviri)

SUMMARY“”Stiff global competition, lack of effective planning capability and more demanding customers are just a few of the many challenges that all firms face. To meet challenges ahead and remain competitive, all firms have to plan their resources effectively and maintain the rapid flow of and integration of information within the firm and also for overall subsidiaries. Today all modern firms are competing for delivering what the customer wants - on time, speedily and at a competitive price. To meet this challenge, companies have to be constantly focused on reducing costs and cutting lead times. At this point, effective planning of three major factors of manufacturing; material, manpower and machine, and therefore production planning and control techniques become interesting. Until I960' s all production planning and control activities were managed by classic and manual methods. By development of massive data handling capabilities of computers, in 1960 's Material Requirements Planning (MRP) System was developed as an inventory control system in America. Material requirements planning is the system that uses bill of materials, item master, inventory, open order data and master production schedule information to calculate net and time-phased requirements for all items. Briefly, MRP is a system to find answers of following questions: 1. What will we produce and how much? 2. In order to produce these what are the requirements? 3. What is our inventory position for which product? How much do we have on- hand? 4. How and when will we supply these requirements? From this perspective MRP is a powerful technique for planning and controlling inventory. In 1970's, other production planning and control functions have been added to MRP systems like purchasing, releasing work orders, shop floor control, capacity planning, shipments and this system was called“Closed-loop MRP”. Purchasing system determines when and which items need to be ordered from suppliers from calculation of MRP. After releasing work orders, manufacturing processes are finished. Shop floor control system maintains to enter actual production information to the system as a feedback. By this way MRP can run using actual data. xiCapacity planning determines future requirements for labor, machine, tool and other resources, and capacity planning system controls both current and planned manufacturing activities, and routing information to project requirements for capacity. Also closed-loop MRP system deals with delivery preparation and shipments. In 1979 simulation and financial issues were added to closed-loop MRP systems and Manufacturing Resource Planning (MRP II) was emerged. MRP n is a tool for managing, predicting and controlling a company's resources and then- operating investments. Expand on the original concept of material requirements planning, MRP II involves the broader functions such as simulation of all plans and finance management as well as inventory control, shop floor control, purchasing, master scheduling and capacity planning. The main benefit of MRP II is being a tool for controlling all resources of a company. Some additional benefits of MRP n systems are as follows;. improved in customer service,. reduced work-in-process level,. reduced lead times,. reduced purchasing costs,. increased efficiency,. increased utilization of resources,. reduced labor costs,. low shrinkage rate,. close communication and rapid flow of information in the company. Despite these benefits of MRP II systems, they no longer meet today's companies' needs. Some of the reasons are as follows;. MRP II systems have no ability to plan distribution resources for companies which have many factories in different geographical places.. Since MRP II systems do not use detailed planning rules, they do not focus on utilization of company resources.. MRP II systems use constant preparation times but in actual manufacturing, set-up or preparation times depend on sequence of the operations. In manufacturing if some operations are planned as consecutive operations, second operation's set-up time can reduce.. MRP II systems enables communication and gather all information of the firm in a single database but if your company has many plants in different geographical locations or in different countries, MRP II will not meet the need of integration of all these companies. If the company is multi-national company, overall planning of demands and resources will be very important. Xll. MRP II systems use backward scheduling algorithm for material requirements planning and capacity resource planning. Actually forward and bottleneck scheduling are very necessary for reliable plans as well as backward scheduling.. MRP II systems can cause an increase in backlogs.. MRP II systems can't support hybrid systems of Just-In-Time (JIT) and MRP U. As a result, new approaches have been developed to solve these shortcomings by expanding the functionality of MRP II. These new approaches are Hybrid Systems, Distribution Resource Planning (DRP), Enterprise Resource Planning (ERP) and Optimized Production Technologies (OPT). Approaches to multistage production scheduling can be classified into push and pull systems. MRP U systems are push, JIT systems are pull type manufacturing systems. Both of them have some advantages and disadvantages. Discrete and repetitive manufacturing industries, which have been implementing MRP JJ, also try to implement the set of manufacturing philosophies and techniques such as JIT in their operations. The need to manage MRP U and JIT together results in a hybrid system and hybrid systems combine advantages of both systems. While JIT systems has the advantage of providing visual information on the loading conditions of the work center, MRP U systems have all relevant information such as material requirements, work in process levels, customer demands is stored in a central computer and maintain a centralized control and a coordination among the work centers. In a hybrid controlled manufacturing system, some work centers are selected as key work centers and MRP U sends work order to be produced to these selected work centers. Then these work centers demand input quantity from previous work center. So material flow is controlled by JIT approach between selected work centers. By this way not only last work center but also some previous work centers can have demand information. By using today's MRP JJ systems none of the firms can plan distribution resources. Distribution resources planning is a very important concept especially for companies which have many plants in different places. DRP can simply be defined as the implementation of MRP scheduling logic to the delivery and transportation management of inventory. Most of the multinational companies must have the ability to control several geographically dispersed manufacturing and distribution organizations simultaneously. Enterprise Resources Planning (ERP) systems have the capability on running multiple plants concurrently and the capability of overall planning of all demands. Optimized Production Technologies (OPT) was originally sold as a software package and later became an entire production control philosophy based on xiiibottleneck management and finite-capacity scheduling. OPT is considered a better and more credible methodology than MRP II and JIT in controlling complex factories. It is also known as Theory of Constraints (TOC). OPT suggests a set of general productivity principles which are listed as follows;. Balance flow, not capacity.. The level of utilization of a non-bottleneck is determined not by its own potential but by some other constraints in the system.. Utilization and activation of a resource are not synonymous.. An hour lost at a bottleneck is an hour lost of the total system.. An hour saved at a bottleneck is just a mirage.. Bottlenecks govern both throughput and inventory in the system.. The transfer batch may not, and many times should not, be equal to the process batch.. The process batch should be variable, not fixed.. Schedules should be established by looking at all constraints simultaneously. Lead times are the result of a schedule and cannot be predetermined. This thesis which is called“Analysis of Manufacturing Resources Planning and Optimized Production Technologies”attempts to analyze and compare MRP II and optimization systems using PRODSTAR 2 MRP II software and PMSIM Optimization systems. First chapter is the introduction chapter. In the second chapter, manufacturing systems, their classifications, production planning and control systems are described. Production planning involves the evaluation of production inputs (labor, machine, material etc.) to achieve desired goals. Production control involves the corrective actions taken when the actual output varies from the desired one by bringing the actual output in line with the planned output. Chapter three concentrates on one of the fundamental concepts, Material Requirements Planning, MRP which was mentioned above. In the fourth chapter, development of Manufacturing Resource Planning Systems and its logic are mentioned. Then it focused on implementation of MRP n xivprojects, and reasons of failure. Also difference of MRP II systems, their modules and implementation costs of them are other concepts that were discussed. In the fifth chapter, the basic concepts of new approaches and reasons of need of them are introduced. These new approaches are Hybrid Systems, Distribution Resource Planning (DRP), Enterprise Resource Planning (ERP) and Optimized Production Technologies (OPT). As a case study, two products; PRODSTAR 2 and PMSIM, are introduced in the sixth chapter. PRODSTAR 2 MRP II System is selected as a representation of MRP II systems and PMSIM is for optimization systems. Both systems are presented by their reports and outputs. PRODSTAR 2 makes production management accessible to companies concerned about the rational use of their product resources and who search for the best equilibrium between the following three conflicting aims;. reduction of financial costs, hence of the inventory levels,. productivity gains of large production runs,. improvement of the customer service level, hence increase in the inventory of finished goods. PMSIM is a powerful PC-based tool for production planning helping you find an optimal balance between;. keeping delivery times,. short lead times for independent orders and linked order networks, that is the material flow,. High utilization of resource capacity - especially bottleneck resources. PMSIM contributes most in manufacturing and service companies that deal with a large number of operations competing for available resources. These resources can be machines, tools, process equipment and personnel. In the last chapter, a system was designed to compare both products by assumption of some criteria. Then outputs of both systems; PRODSTAR 2 and PMSIM with same input were evaluated and compared. XV

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