Üretim kaynakları planlaması
Başlık çevirisi mevcut değil.
- Tez No: 68909
- 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: 212
Özet
Günümüzde işletmeler belli bir pazar payını elde etmek için kıyasıya rekabet halindedir. Bu rekabet ortamı firmaları verimliliklerini artırmaya zorlamaktadır. Bu noktada MRP II sistemleri işletmelere maliyetleri düşürmek, işlemleri hızlandırmak, envanter düzeylerini azaltmak, işgücü verimliliğini arttırmak gibi pek çok alanda fayda sağlamaktadır. Yüksek Lisans Tezi kapsamında hazırlanan bu çalışma günümüzün değişen koşullarına, hızlı ve zamanında cevap verebilmek amacıyla firmaların uygulamak zorunda oldukları, bilgisayar destekli üretim planlama ve kontrol tekniklerinden özellikle Üretim Kaynakları Planlaması (MRP II) ve MRP II'nin önemli modüllerinden Malzeme İhtiyaç Planlaması (MRP) modülü üzerinde durulmuştur. Tez çalışmamın Giriş Bölümünden sonraki ikinci bölümde üretim planlama ve kontrolün yararları, aşamaları, üretim sistemleri, üretim sistemleri çeşitleri, satış planlaması ve envanter kontrol sistemleri üzerinde durulmuştur. Üçüncü bölümde malzeme ihtiyaç planlaması yaklaşımı.amaçları, girdileri, çıktıları, felsefesi, modülleri anlatılmış ve sistematiği bir ömek ile açıklanmıştır. Dördüncü bölümde üretim kaynakları planlaması yaklaşımı, ilkeleri, kapasite ihtiyaç planlaması, modülleri, MRP II'ye geçiş aşamaları, MRP II eğitimleri, yazılım seçimi ve MRP II'nin faydaları anlatılmıştır, Tez çalışmamın son bölümü olan uygulama bölümünde PHILIPS San A.Ş.'deki MRP programının modülleri açıklandıktan sonra, halen üretimi süren üç adet ürün seçilerek satış planlamasından malzeme siparişi vermeye kadar tüm planlama faaliyetleri adım adım MRP programın ekran ve yacıcı raporlarından örnek verilerek anlatılmıştır. Ayrıca dinamik programlama mantığına kullanan Wagner-Whitin Algoritması ile MRP sonucunda ortaya çıkan malzeme ihtiyaçları için en iyi sipariş planı hesaplatılmıştır ve klasik yöntem ile bu yöntemin maliyet karşılaştırması yapılmıştır.
Özet (Çeviri)
Manufacturing in nineties has changed in variety of vvays and the goal has become to automate and integrate the activities at ali levels of a production system. This would bring strategic advantages such as reduced lead time, faster responses to constantly changing customer demands, flexibility to quickly adapt to dynamic market conditions, instantaneous and accurate communication vvith customers and suppliers. These advantages have become increasingly vital to manufacturing enterprises in the area of global competition. As the intemational competition increases, finding global markets and producing globally accepted products gain importance, This globalization process brings the requirement to consider the concepts of strategic design, resources management, financial management and information technology vvithin the same framevvork. Any future development conceming these should be foreseen in advantage. in the history, when human beings started to produce, first they did not need such complex systems, it did not take long, because in order to produce more they built vvorkshops and factories. As the production gets more complex and confusing, it was seen that ali the phases of production could not be managed by only öne vvorker and division of labor become compulsory. At this point, to be able to manage the whole production cycle, öne should plan and organize the vvays sources of his workshop ör factory. Today modem companies are competing for what customers want, they trying to offer them their goods by reduced prices while keeping their profit margin. To do this they try to make factories work more efficient. Improved Inventory Management, Production Planning reduces investment and operational costs. Shift global competition, lack of effective planning capability and more demanding customers are just a few of many challenges that ali firms face. To meet challenges ahead and remain competitive, ali firms have to plan their resources effectively and maintain the rapid flow of any integration of information vvithin the firm and also for ali overall subsidiaries. Until 1960's ali 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 requirement planning is the scheduling logic used to manage the flow of material in manufacturing operations. The efficient flow of material is a majör objective of this drive toward excellence. People vvorking together are the heart of any successful business enterprise today. Material requirement planning is a scheduling technique used by many manufacturing firms as a tool through vvhich people communicate to öne another about the flovv of material. Successful companies realize that it is of primary importance for people using this tool to understand both the technique and their role in its execution, There is a real need for today's businesses, across ali functional lines, to xiiunderstand the workings a material requirements planning system, Once business professionals understand the simple concepts of MRP technique and how its parts work together, they can effectively apply this tool to make their lives easier tomorrow. Material requirements planning is a phase that puts the primary emphasis on the word“planning”. It is, above all else, a planning and scheduling technique. Much confusion surrounds the concept surrounds the concept, however, because the acronym MRP can mean several different things, including material requirements planning,closed-loop MRP, and MRP II in its most restricted forms refers to the mathematical logic used to plan material amounts and to determine the date that those materials are needed. However, anyone in manufacturing will quickly tell you that it is what we actually do with those plans and schedules that determines success. A planning system feeds an executing system, such as shop floor control or production activity control. Success with a planning system is an iterative process. As our plans drive the executing system, conditions begin to change, it is necessary to have a feed back loop to manage the plan. When people are unable to execute according to plan, we must consider the options. First and foremost, have we exhausted all possible alternatives to achieve our plan? If so, we must tell the truth to the system and change the plan accordingly. This is called“closing the loop”. We will contrast the steps necessary to complete the execution of the plan with the steps necessary when replanning must be performed. MRP planning is typically used to schedule the flow of materials to and through a manufacturing process. When these plans are accurate and we used them for execution, we are then able to use the materials flow as a base for planning all the company's resources. For example, we can the money required for raw materials by using future purchase expectations. We can calculate capacity required, which extends to labor needs, which extends, in turn, to payroll requirements, we can examine those resourcesthat make some time to modify, such as equipment, space, and energy requirements, so that we can look ahead to an orderly, structured adjustment in these areas. In total, we can extrapolate our material plans into financial plans. When our planning becomes this extensive, this is called MRP II, or manufacturing resources planning. Generally, in the discussions that follow, when we refer an MRP system, we referring to this MRP II concept. We create and maintain the plans the plans with MRP logic, we close the loop as execution progresses, and we use these numbers to run our total business enterprise. Material requirements planing is a 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 system gives the answers of: what we will produce and how much? What are the requirements? What is the inventory level data of products or materials? How and when we will supply the material requirements? For 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, realizing work orders, shop floor control, capacity planning, shipments and this system was called“Closed-loop MRP”. Purchasing module determines that when and which item need to be ordered from suppliers from calculation of MRP. After releasing work orders, manufacturing process 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. XUlCapacity 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 preparations and shipments. in 1979 simulation and financial issues were added to closed-loop MRP systems and Manufacturing Resources Planning (MRP II) was emerged. MRP II is a tool for managing, predicting and controlling a company's resources and their operating investments. Expand on the original concept of material requirements planning, MRP II involves a broader functions such as simulation of ali plans and finance management as well as inventory control, shop floorcontrol, purchasing, master scheduling and capacity planning. The main benefit of MRP II is being a tool of controlling ali resources of a company. The advantages of the MRP II systems are explained as follows:.Development in customer satisfaction..Reduced work-in-process level..Decrease in inventory stocks..Fast data access..Reduced purchasing costs..Decrease in organizational costs..Reduced lead times..Improvement in cash flow and financial plans..Increased communication ability of the organization..Low shrinkage rate..Increased utilization of resources..Uncovered“hidden”capacity..Better cost identification..More efficient use of vvarehouse space..Improved inventory accuracy..Improved operating flexibility..Increased efficiency. in other vvords, MRP II implementation results in reduction in inventory levels, reduction in cost, and it assures timely delivery vvhich is very important from the customer satisfaction point of view. The manufacturing resources planning is philosophy vvhich provides the integration of ali operations and systems in a manufacturing environment using advanced information technology as far as hardvvare and softvvare requirements are connected. The most typical features of manufacturing resources planning can be listed as follows:.it operates on a common database in a top-down system..The database system is integrated with the islands of automation such as robots, CNC workstations and flexible çeliş..Financial functions form an umbrella över ali other MRP II functions..The logic of the system is transparent to ali users..The relational integration of ali functional groups is provided..it is a simulator vvhich ıs intended to answer“what if”questions. XİVThe technology which builds up MRP II system has grown increasingly sophisticated during the past twenty years. In the last decade, information systems were fully integrating manufacturing functions with marketing and financial data containing sufficient information to run an entire company. These financial functions combine with the manufacturing functions. Today, manufacturing resources systems have expanded to address the often neglected functions such as product service, quality control, human resources and so on. This thesis which is called“Manufacturing Resources Planing”aims to explain production planning and inventory control systems, then concentrate on material requirements planning (MRP) and manufacturing resources planning systems. After explaining these concepts, this study attempts to show a planning process step by step by display and print reports of the MRP software in a real company. The application section also includes a lot sizing application on the issues of MRP. In the second section that is named as“Production Planning and Inventory Control”, a general production system is explained and production system classified according to different criterias. Then, production planning concept, sales planning and production planning and control logic, inventory control systems, lot sizing techniques are described. In the third chapter, material requirements planning system is analyzed detaily. First, material requirements planning approach is explained by basic logic, requirements and assumptions, aims. The inputs of the MRP system such as master production schedule, bill of materials, inventory data are mentioned detaily. Also the issues of the system, such as releasing planned purchasing and work orders, rescheduling orders are explained. Then, MRP systematic is showed by a an example. Material requirements planning is an advanced technique that analyses current and future manufacturing plans to project an optimum materials plan. Using the ordering policies, lead times and product structure information established in the bill of materials system, the orders and maintained in the material control system, and the schedule coming from master production planning, MRP creates the time phased projection of the firm's component part requirements in relation to available inventory. MRP determines when manufacturing, purchase and subcontract orders should be plased, adjusted, rescheduled or canceled and makes necessary recommendations to ensure that the firm have the right materials on hand when it needs them. In forth section named as manufacturing resources planning, description, basic principles are mentioned. Capacity requirements planning, rough cut capacity planning, capacity requirements planning inputs and process described. The modules and database are analyzed. The ways and advantages of implementing MRP II system are stated. While implementing manufacturing resources system, the role of the project leader, project teams, the role of top management and aducations, are explained. Software decision process is explained and the importance of data integrity is mentioned. MRP II system is evaluated at the end of the section; advantages are stated. In the forth section, essential tasks that must be addressed in an MRP II implementation and some common pitfalls are mentioned. No attempt has been made to propose a universal MRP II implementation plan, since no two companies approach MRP II from the same start point or identical business objectives. Each company must create its own implementation plan, based on its particular needs and resources. XVAny implementation plan that fails to address these issues starts our with a major handicap. Critical tasks are to:. Select the right people for the core project team, especially the project manager, and give them the time and resources to do the job properly.. Prepare a realistic project plan, and stick to it.. Educate everyone in the company, to the appropriate level.. Use the business redesign methodology to initiate specific implementation tasks. Never forget that MRP II means fundamental changes in business.. Train thoroughly.. Manage data integrity.. Measure progress and take corrective action when necessary.. Take advice from someone who has done it before. Implementing MRP II can be a daunting task, but with a sound, adequately researched plan and top management support there is no reason why a company should fail to meet its objectives. In this competitive world, it may well be that a greater business than implementing MRP II is deciding not to implement MRP II. There are few final conclusions to be drawn, particularly for those those managers presently contemplating a move to MRP II, or struggling with a difficult implementation:. MRP II is the only way to achieve real control of the business.. Top managers must become more involved and must learn to run their business through MRP II.. Implementing MRP II is most difficult in undisciplined and divided organizations, but for them the potential benefits are greatest.. MRP II, like most aspects of management, is about people. It can not be achieved without involving everyone in the business. It would be unrealistic torn believe that in the complex and challenging world in which we live, competitive manufacturing could be achieved without effort. For most companies, managing through MRP II is an essential part of maintaining and improving competitiveness. The effort involved is both necessary and worldwhile. It the end section an application is introduced. The sales planning, production planning and purchasing flow in Türk Philips San A.Ş. The aim of the study is to follow up sales, production and purchasing planning process by display and print reports of several planning systems including material requirements system and discussing lot sizing methods. The modules of the MRP program which is written by the Automation and Communication Department of the firm is represented. There are many MRP softwares in the market but I believe that the best way is to get the program written in the company, so you can add new modules or programs only special for your firm easily and fast. In the application section Wagner-Whitin algorithm is used for lot sizing. This technique embodies an optimizing procedure based on a dynamic programming model. The procedure is too mathematically involved to be suitable for a detailed description here. Basically, it evaluates all possible ways of ordering to cover net requirements, in each period of the planning horizon. Its objective is to arrive at the optimum ordering strategy for the for the entire net requirements schedule. XVIThe Wagner-Whitin algorithm does minimize the combined cost of setup and of carrying inventory, and it is used as a standard for measuring the relative effectiveness of the other discrete lot sizing methods. Its disadvantages usually mentioned in the literature, are a high computational burden and the near impossibility of explaining it to the average MRP system users. In the application, the Dynamic Programming module of the software called QS ( Quant System) is used to solving Wagner-Whitin algorithm for suggested net requirements by the MRP system at the end of the planning process at Türk Philips San A.Ş. which is also mentioned in the section. The total cost including setup and stock carrying costs is calculated according to order schedule as issued by Wagner-Whitin algorithm. Also, the total cost is calculated at situation when net requirements are ordered without adjustment. These two methods are evaluated according to setup and inventory carrying costs and the advantage of Wagner- Whitin algorithm in cost saving is stated. XVll
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