Üretim kaynakları planlaması
Manufacturing resources planning
- Tez No: 66784
- Danışmanlar: DOÇ. DR. MEHMET TANYAŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 205
Özet
18. yüzyılda başlayan endüstriyel devrimle birlikte üretim teknikleri çok çeşitlilik kazanmış, bugüne kadar üretim ve işletme yönetimi alanlarında birçok yeni kavram ortaya atılmıştır. Günümüzde işletmeler Oliver Wight 'm da belirttiği gibi, - Ne Yapacağız ? - Bunu Yapmak İçin Ne Gerekir ? - Elimizde Ne Var ? - Ne Satın Almamız Gerekir ? sorularına en uygun cevaplan bulmak için yarış halindedirler. Rekabetçi ortam Onları böyle davranmaya itmektedir. Bu soruların üzerine kurulmuş olan Malzeme İhtiyaç Planlama (MRP) ve daha sonra gelişen Üretim Kaynaklan Planlaması (MRP II) günümüzde çok geniş kullanım alanına sahiptir. Günümüzde Tam Zamanında Üretim ( JIT ), Toplam Kalite Kontrol ( TQC ), Bilgisayar Bütünleşik Üretim ( CİM ) gibi pek çok kavram arasında Üretim Kaynaklan Planlamasına düşen bu sistemlerin verimli bir şekilde çalışabilmesi için gerekli planlama faaliyetlerinin yürütülmesidir. Etkili bir planlama ve çizelgeleme sistemi olmadan bu yeni kavramlar tam anlamıyla başarıya ulaşamazlar. İşletmenin boyutlan ne olursa olsun karşılaşılan sorunlar temelde aynıdır. Bunların giderilmesindeki en önemli araç da etkin bir planlamadır. MRP II sistemlerinin 1990larda ulaştığı boyut olan İşletme Kaynaklan Planlaması ( ERP ) bu birçok bölgede, muhtemelen farklı konularda faaliyet gösteren firmalara dönük bir planlama sistemidir. Her alt üretim birimi kendi çapında MRP II uygulamaları gerçekleştirirken işletme genelinde de elde edilen bulgular ERP sistemi ile bir araya getirilerek bütünsel bazda gelişme için planlar yapılmaktadır. Bu Yüksek Lisans Tezi beş bölümden oluşmaktadır. Giriş bölümünde kısaca günümüzde işletmelerin içinde bulunduğu ortam ve yeni akımlar anlatılmıştır. İkinci bölümde Üretim Planlama ve Kontrol yaklaşımı anlatılmaktadır. Üçüncü bölümde Üretim Kaynaklan Planlaması felsefesi detaylı olarak açıklanmış, Ana Üretim Programı, Ürün Ağaçlan, Malzeme İhtiyaç Planlama, Kapasite İhtiyaç Planlama ve Dağıtım Kaynaklan Planlaması anlatılmıştır. Dördüncü bölümde İşletme Kaynaklan Planlaması hakkında bilgi verilmiştir. Beşinci ve son bölümde ise Bir ERP paketi olan SAP R/3 sistemi tanıtılmakta ve bu sistemi uygulayan Türk Elektrik Endüstrisi A. Ş.' deki uygulamalardan söz edilmektedir. XI
Özet (Çeviri)
Since the Industrial Revolution beginning in the 18th century, the production techniques have been considerably diversified and many new concepts on production and enterprise management have been appeared up to now. As Oliver Wight stated, nowadays companies are seeking the most effective answers to the following questions as they feel the pressure of the competitive environment : What do we have to do ? What do we need to do this ? What have we got on hand ? What do we have to purchase ? Materials Requirement Planning (MRP) based on these questions and Manufacturing Resources Planning (MRP It) which was developed on it, have found a wide area of use nowadays. 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. The role of Manufacturing Resources Planning among new concepts such as Just In Time Production (JIT), Total Quality Management (TQM) Computer Integrated Manufacturing (CJM) is to carry on the planning activities in order that these could work efficiently. Without an effective planning and scheduling these contemporary concepts could not be successful due to following reasons :. There is no advantage in producing wrong products even in most effective way.. The high quality goods are not profitable as they remain long time in inventories.. Reducing the lot sizes and setup times as a result of hard working would not be as (valuable) as expected, if“what to produce and the correct time to produce”is unknown. xuThe main benefit of MRP II is being a tool for controlling all resources of a company, some additional benefits of MRP II systems are as follows;. improved in customer service. reduced work-in-process level,. reduced lead times. reduced purchasing costs,. increased efficiency,. increased utilisation 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 utilisation 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.. 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 n 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.. 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. Manufacturing Resources Planning, as a system that aims to plan simultaneously and effectively manpower, capacity and financial resources besides the material needs, provides many advantages to prevent lots of problems from happening and to overcome them by means of the "what... if' simulation technique which is a useful way of previewing possible problems and taking precautions against them. It should by now be very clear that MRPII is not simply a technical matter. MRP II is a strategy for integrated business planning and control. Only top management can create an environment in which MRPII can be implemented successfully, and sustained thereafter. Top managers must take a proactive role, changing the way they manage the business and accepting the constraints that MRP II places upon their freedom of action. Top managers who can combine this dynamic commitment to MRP II with a belief in total quality as their overriding concern will see their Xlllcompanies achieve true and sustained excellence. The story of MRP II has been one of continuing evolution. The original bill of material processors led the way to material requirements planning. MRP in turn developed into closed loop MRP, forming the framework around which integrated business systems were subsequently designed. In recent years IBS software has steadily accumulated more functionality and moved into new business areas. While this was happening computers changed from big, slow, centralised mainframes into low cost PCs and multi-user mid-range systems. Batch systems were replaced by on-line processing. Proprietary software is now beginning to give way to open systems, while graphical user interfaces are changing the look and feel of the application software. The world is getting smaller day by day. There is a strong wind of globalisation blowing. The firms that wants to keep themselves in step with this phenomenon are working in a strong competition in order to get gradually increasing market shares and spreading wordlwide. Consequently, appears multinational enterprises that have plants in many geographic areas and so that aim to get easily in local markets. Whatever the scale of the company, the problems faced by the management are originally same and the most effective way of overcoming these problems is planning. Enterprise Resources Planning (ERP), which is the dimension reached in 1990' s by MRP II systems, is a planning system addressed to enterprises having plants in many geographic areas and possibly working in different sectors. In this approach, while each separate plant is performing MRP II applications in local scale, corporate results are consolidated by ERP system and global strategic planning is carried out. The overall objective of ERP is already clear. ERP is not a replacement for MRP n, it is an extension of it for businesses that comprise a number of semi-autonomous units. ERP may be considered as an umbrella strategy in which closed-loop MRP operates at individual unit level, while enterprise-wide integration allows co-ordination of activities between units. The extent to which the hierarchical planning process of MRP II is carried out centrally, rather than locally, will depend on the organisation concerned. ERP software should, however, provide the option for corporate management to co-ordinate planning across multiple sites. ERP is not simply about centralisation of planning, however Decentralisation is also facilitated. Local managers are able to draw upon corporate information to assist them in making decisions within their own units. Remote sales offices and distribution depots can be linked to the system, avoiding any fragmentation of information and control. In order to operate as a true enterprise system, capable of supplying all the business systems needed by a large, multi-site company, ERP needs to satisfy a number of technical criteria. In particular ERP systems should :. be based upon a relational database structure, and support a standard query avlanguage, such as SQL. adopt open standards and be designed around a standard GUI, so that it may be fully integrated with other specialist applications used by the enterprise. be multi-lingual, for companies operating within different countries. incorporate a wide range of business applications, such as personnel systems, preventive maintenance, health and safety data and so on. be suitable for a range of industry types, and not just be targeted at, for example, make-to-order businesses or process companies. This is important since different industry types may exist within a single enterprise. The development of ERP systems will almost certainly be the main preoccupation of the major system suppliers during the mid-1990s. There will be intense competition to win lucrative business from large multi-site companies, although the cost of developing the high specification software will be considerable. Sales publicity will no doubt proclaim the death of MRP n, or at least attempt to consign it to a tactical, local role, rather than a strategic one. To single-site companies, the ERP bandwagon may appear to have little relevance. This view may, however, turn out to be mistaken. There are applications of ERP which even single-site companies should take into account. Some software suppliers will probably attempt to hi-jack the term to suit existing product features, in preference to changing their software. Different perceptions will thus be formed as to what ERP really means. Although it would be satisfying to forestall this potential confusion by producing a complete and incontestable definition of ERP, it is uxirealistic to try The final shape of ERP will only emerge when several of the market-leading software suppliers have launched their new products, and the market has given its verdict. Software developers will concentrate upon ERP as their new marketing opportunity ERP will be important to large, multi-site companies, but it is also relevant to smaller organisations. The aim of ERP is to create enterprise-wide information systems. Multi-company features are one aspect of this, but there are two others. Firstly ERP systems will attempt to provide a very wide range of applications modules within a single integrated framework. Secondly ERP will be based upon the use of truly open systems, so that specialised third party software can be readily integrated with the core system. Both of these features are of importance to CIM. It is not yet dear whether system suppliers will include new engineering and shopfloor modules in their ERP systems, or whether they will concentrate initially upon additional commercial features. Nevertheless the ERP concept does seem to offer hope of more complete CIM products in the future. In the shorter term, the openness of ERP will simplify integration with third party shopfloor systems. This master thesis consists of five chapters. The first chapter summarizes basicly the actual environment that industrial firms are in. XVThe second chapter, The Production Planning and control Systems are mentioned with their essential properties. In the third chapter the Manufacturing Resources Planning approach is discussed in detail. Master Production Scheduling, bill of materials concept, Materials Requirement Planning, Capacity Requirement Planning and Distribution Resources Planning subjects are examined thouroughly with illustrative examples. The fourth chapter concentrates on Enterprise Resources Plannig concepts, taking into account the future of entegrated software systems. The last chapter focusses on SAP R/3 Material Management Module implementation project carried out in Türk Elektrik Endüstrisi A.Ş. XVI
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