Seri imalat yapan bir işletmede üretim planlama ve kontrolü
Başlık çevirisi mevcut değil.
- Tez No: 75275
- Danışmanlar: DOÇ. DR. COŞKUN ÖZKAN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 159
Özet
ÖZET Günümüzün modern işletmelerinin tümünde kaçınılmaz olarak“üretim planlaması ve kontrolü”işlevi vardır. Üretim sistemlerinin büyüklüğü, karmaşıklığı, işletme içi koordinasyon ve işletmenin çevreye olan bağlılığı, üretim planlama ve kontrolünü vazgeçilmez kılmaktadır. Bu işlev gelecekteki üretim faaliyetlerinin veya miktarlarının düzeylerini ve sınırlarını belirlemeyi sağlar. Hangi mamulün ne zaman ve hangi iş istasyonlarında işlem görerek üretileceği, üretim programlarında belirlenir. Üretim planlan bağlayıcı olmadıklarından değiştirilebilirken, üretim programlan zorunluluk olmadıkça değiştirilemez. Üretim planlamasının yapılması bazı alt işlevlerin yerine getirilmesi ve temel bilgilerin elde edilmesine bağlıdır. Bunlar işyeri düzeni, makina ve insangücü kapasitesi, malzeme, satış tahminleri, stok kontrol, metod geliştirme, zaman standarttan gibi planlamaya temel olacak faaliyetlerdir. Bu bilgilere dayanılarak üretime ilişkin planlar hazırlanır. Üretimin gerçekleştirilebilmesi için gerekli hammadde ve yanmamullerin en uygun fiyatla, istenilen yer ve zamanda hazır bulundurulmalan gerekecektir. Bu sağlandıktan sonra eldeki makina ve işgücü ile üretime geçilecek ve belirlenecek saydı sürede, en düşük maliyetle istenilen kalitede üretim yapüacaktır.
Özet (Çeviri)
SUMMARY PRODUCTION PLANNING AND CONTROL IN A CONTINUOUS PRODUCTION FIRM Production planning is the job of setting the limits or levels of manufacturing operations in the future. Arriving at a production plan requires that business management make a number of important decisions. Some of these include deciding what the general size of the labor force will be during the period planned end if hiring campaigns or layoffs are necessary, when these will be setting plant and equipment capacities where these are flexible and setting the desired or objective levels for inventory control. Production planning sets the framework within which detailed schedules and inventory-control schemes must operate. Production planning is specifically concerned with the future, with layout of production operations to meet future anticipated sales with facilities which in some eases may not even yet exist. The plan may cover a few months or several years. Typically, in a well-designed control system, production plans may be drawn simultaneously and in possibly different degrees of detail for varying periods in the future. For example: 1. Plans covering the next several months or year may be used to set labor budgets and inventory goals. 2. Plans covering, say, five years may be used to govern capital-equipment budgeting for increased capacity. 3. Plans covering, say, five to fifteen years may be used to govern plant construction and product development. Production plans are designed to fix some or all of the characteristics of manufacturing and distribution operations that are assumed given in more detailed planning or control. Thus the objective of production planning is to arrive at statements about the general characteristics -the framework- of manufacturing operations during the period planned. This framework should be designed to meet recognized company goals filling customers' requirements to the extent they can be foreseen, meeting obligations to employees and the community for the stable operations and minimizing total costs. The costs in this case include facilitiy and capital costs, including such costs as equipment capacity and inventory costs, costs of labor turnover and costs of setting up multishift operations. Production planning methods have two important uses that need to be distinguished. One is direct planning, i.e., drawing up production plans to be followed, subject to costs that have been estimated and policies that have been agreed on, with XIrespect to finances, customer service, and labor stability. These plans can be used to decide where extra capacity is needed and to set manufacturing operations. The other important function of these planning techniques is to give business management guides for use in setting the basic policies themselves. Business management often must make judgement about qualitative factors they find difficult to weigh. One method of helping to make these judgements is to lay out plans under alternative assumptions about policy decisions, to make clear the impact on capacity and labor requirements, customer service, and financial needs, of alternative decisions in judgement areas. For example, when forecasts of future demand are subject to error, as they usually are, it may not be easy to decide how far to go in building plant and inventories to meet demands. Showing the plant and inventory requirements and costs under alternative decisions ad the possible final outcomes will not eliminate the risk or the need for decision, but it may help management arrive at a sound judgement, knowing the potential gains and losses associated with alternative decisions. Production-planning methods can also help direct research and engineering effort to bottleneck or critical manufacturing areas where models and improvements might yield substantial payoffs in manufacturing economy. Goal. We substantiate a systematic and methodical approach to production planning and control. The result is a Reference Model for Production Planning and Control Systems' which allows us to develop integrated and flexible PPCS. We define an as a system that can accept production targets, and manufacturers products accordingly, provided that it is supplied with the resources needed to manufacture these products. The systematic approach to PPCSs differs from approaches that address planning and control problems in isolation. These latter approaches do not define or validate the control problems in terms of the relevance of the objectives and constraints in the context of the overall system. These approaches may therefore not lead to performance and flexibility improvements of an PPCSs as a whole. It is difficult to develop an integrated PPCSs because an PPCSs is concerned with many problems that are poorly understood in terms of their interrelationships. Inventory control, product design, scheduling, process planning, robot control, transport control, layout design, and product inspection, for example, are related to each other in several ways. Hence, the effect of a specific activity on the performance and flexibility of the entire PPCSs can hardly be assessed. In addition to the requirements that an PPCSs be an integrated system, we require that an PPCSs be flexible. This implies that the PPCSs can easily be prepared to operate in new applications, with different product portfolios, production volumes, or production costs. Approach. We discuss the development of an integrated and flexible PPCSs. As a prelude to the actual development, we select a development strategy. We first have to describe an PPCS as a black box, from the perspective of a commercial department that outlines production targets and budgets to the PPCS. The systems view is important because it specifies the external functionalty of the system we intend to develop. XIIThe inherent complexity of an PPCS forces us to begin its development at a high level of abstraction, where we consider its functionality rather than its physical implementation. Further, we have to decompose the black box PPCS into PPCS components that can be understood with more ease. We adopt a two-pronged technique to decompose the PPCS. On the one hand, we analyse the interactions of the PPCS ad its environment. This serves to identify the tasks executed by the PPCS to process and generate the information exchanged in the interactions. On the nother hand, we apply 'seperation of concerns'. This means that relatively independent subtasks of an PPCS are assigned to separate PPCS components. This leads to relatively independent components that can be considered as distinct entities in the context of the entire PPCS and therefore can be understood more easily. The top-down analysis, which starts from the black box PPCS and derives a structure of interacting PPCS components with the above described decomposition tecniques, can lead to integrated and flexible PPCS. Before attempting to design a flexible PPCS, which can honour requests to change its product portfolio, production volumes, or production costs, we design an inflexible PPCS., which has fixed product portfolio, production volume, and production costs. Inflexible PPCS. We apply the decomposition strategy step by step. In each step, we identify PPCS components which have to be decomposed further in a subsequent step. Each decomposition requires an analysis of such problems as:. the control of inventory levels to be able to quickly dispatch products while keeping inventory costs low,. the scheduling of operations;. the coordination of machines to execute operations;. the determinations of the trajectories of joint of machines;. the servoing of joints; and. related feed back tasks. We analyse which information is required to solve the problems, which information can be supplied by other components, which information can be neglacted, which problems are relatively independent, etc. This analysis and the application of the separation of concerns maxim guide the decomposition process. We also describe real- life scenarios and show how the PPCS components can play a role in these scenarios. The result of the decomposition is the 'Reference Model for PPCSs. A Reference Model for PPCSs describes an organisation of functional components of an PPCS independent of and without reference to any physical means with which it may be implemented. This organisation has two aspects: structure and global tasks. A structure identifies components that co-operate by exchanging information to affect mutual behaviour. A global task characteristics a component's essential mission, its domain of responsibility. XlllA reference Model for PPCSs serves two purposes. First, to obtain an abstract specification of the PPCS as a basis for the detailed design of the functional components. Second, to provide those who wish to discuss PPCSs with a reference for a common terminology and concepts. Flexible PPCS. It appears that the tasks of the components of an inflexible PPCS, as defined by the Reference Model, are constrained by some parameters. They depend on the product portfolio, production capacity, or production costs, or, in other words, on the application of the PPCS. The application changes slowly in comparison with the production targets. The parameters can therefore be viewed as given constraints during the time a components of an inflexible PPCS execute orders. However, they may change over a longer period of time in a flexible PPCS. We therefore replace the black box description of an inflexible PPCS with a black box description of a flexible PPCS. Subsequently we implement the flexible PPCS a system that executes the control tasks, the PPCS Executor, and by a system that generates the application-specific parameters, PPCS Management. PPCS Management can provide the PPCS Executor with the application-specific parameters and thus prepare it to operate in changed applications. When loaded with the information specific for a particular application. PPCS Executor can execute the tasks of an inflexible PPCS in that particular application. The PPCS Executor and PPCS Management are inherently complex system. We have to consider them at a high level of obstraction and have to decompose them to reveal their internal organisation. It appears that the PPCS Executor can be decomposed rather easily: its internal reflects the structure of the inflexible PPCS. To decompose PPCS Management, we analyse the interactions of PPCS Management with the PPCS Executor and the commercial department and apply the separation of concerns technique. The decomposition requires analysis of suchproblems as: feasibility analysis of production targets; product design; machine design; process planning; development of control procedures; maintenance; monitoring, etc. The result of the decomposition is a Reference Model of PPCS Management. Application. Both, the Reference Model PPCS and PPCS Management, are indispensable mile stones in developing an integrated PPCS. They define components of the total, complex, PPCS, and meanwhile allow us to keep sight of the relationship between the separate components and between the components and the PPCS as a whole. XIVThe Reference Models are also indispensable milestones on the way towards flexible PPCS. The effected decompositions are based on the analysis of a wide variety of practical applications and are therefore valid for these applications. Morover, PPCS Management, which serves to realise general applicability, has been analysed in considerable detail The Reference Models can be used as:. blue prints to compare existing PPCS with the idealised PPCS defined by the models;. top-level specification for the development of systems that execute planning and control tasks; and. a definition of constraints and objectives for planning and control algorithms. The development of planning and control algorithms within the framework of Reference Model could result in a coherent suite of planning and control algorithms. These will further contribute towards integrated manufacturing control. XV
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