Transcript IE6201: Manufacturing Systems Spring 2006

GaTech / SJTU Dual MS:
IE6201& IE6203
Summer 2008
Instructor: Spyros Reveliotis
e-mail: [email protected]
homepage: www.isye.gatech.edu/~spyros
“Course Logistics”
• My Office Hours: Wednesday 10-11:30am or by appointment
• Course Prerequisites: ISYE 6650 and ISYE 6669
• Grading policy:
– Homework: 0%
– Midterm: 40%
– Final: 60%
– Exams closed-book, with 3 pages of notes for the midterm exam
and 6 pages for the final.
• Reading Materials:
– Course Textbooks:
– IE6201: W. Hopp and M. Spearman, Factory Physics, 2nd or 3rd
ed., McGraw Hill / IRWIN
– IE6203: D. Simchi-Levi, X. Chen and J. Bramel, The logic of
Logistics, 2nd ed., Springer, 2005.
– Course slides and any other material posted at my website or the
GaTech library electronic reserves.
– In general, textbooks will have a complementary role to the
material presented in class.
Course Objectives
(What this course is all about?)
• How to design and operate contemporary
production and distribution systems (and more…)
– A systematic, conceptual exposition of the design,
planning and control problems that arise in the context
of the aforementioned facilities.
– A formal analysis of these problems based on concepts
and techniques borrowed from Deterministic and
Stochastic Operations Research.
– Development of practical guidelines and frameworks
for the design and operation of these systems, that
derive from the aforementioned analysis.
Reading Assignment
• Chapters 0, 6 and 1 from Factory Physics
• Chapter 1 from the Logic of Logistics
Our abstraction of the Production System
• Production System: A transformation process (physical,
locational, physiological, intellectual, etc.)
Inputs
•Materials
•Capital
•Labor
•Manag. Res.
Outputs
Organization
•Goods
•Services
• The production system as a process network
Stage 1
Stage 2
Stage 4
Suppliers
Stage 3
Stage 5
Customers
Productivity:
Basic Organizational Performance Measure
Productivity = Value produced / Input used
= Output / (Labor + Material + Capital + Energy + Miscellaneous)
Remarks:
• Typically both the numerator and the denominator are measured in $$$. If the
output corresponds to actual sales, then productivity measures both
effectiveness (doing the right thing) and efficiency (in the right way).
•From an economic standpoint, major emphasis is placed on the annual
percentage change (hopefully increase) of productivity.
• For the entire US economy, the annual increase in productivity is higher than
2.5% (38% of this increase is due to capital improvements, 10% to labor
improvements and 52% to management improvements).
•For the Chinese economy, this number has been more than 6% lately!
Major Productivity Variables and their
contribution to productivity increase
• Labor
–
–
–
–
Better basic education
Better diet
Better social infrastructure like transportation and sanitation
Better labor utilization and motivation
• Capital
– Steady and well-planned investments on equipment and its timely
maintenance
– Research & Development
– Controlling of the cost of capital
• Management
– Exploitation of new (information) technologies
– Utilization of accumulated knowledge
– Education
Knowledge
Society
Operations Management (OM)
Definition: The study and improvement / optimization of the set of
activities that create goods and services in an organization.
Typical issues addressed:
• Service and product selection and design
• Quality Management
• Process and capacity design
• Facility design
• Facility Location
• Human resources and job design
• Inventory management
• Production planning and control
• Maintenance
• Supply-chain management
Course Outline for IE6201
• Corporate Mission and Strategy and their interconnection to the
supply chain operations
• Workflow Analysis and Control in Contemporary Production
Systems
– The basic workflow structure in Discrete Part Manufacturing
– Manufacturing System layouts
– Flow lines as the preferred layout for discrete-part, repetitive
manufacturing
– Flow line classification: Push vs. Pull, Synchronous vs.
Asynchronous transfer lines, KANBAN and CONWIP-based
production systems
Course Outline for IE6201 (cont.)
• Elements of Queueing Theory
– Little’s law and some other fundamental properties of queueing
systems
– Single-station Exponential models
– Networks of Queues
– The M/G/1 queue and its variations
– The G/G/1 queue
– Multi-server queues
• Factory Physics
– Modeling of asynchronous transfer lines as series of G/G/m queues
– Incorporating operational detractors
– Employing the derived model for ATL diagnosis and design
– Design of synchronous transfer lines: the Assembly Line
Balancing problem
– Modeling and analysis of CONWIP lines as closed queueing
networks
– A unifying framework: the fundamental exchange curves of
manufacturing flow lines and their implications
Course Outline for IE6201 (cont.)
• Introduction to scheduling theory and batching
– Overview of prevailing practices in sequencing and scheduling
– Dispatching rules: motivation and some basic analytical results
– Some more sophisticated approaches to production scheduling
• Branch & bound based approaches
• The Shifting bottleneck heuristic
• Workload-based dynamic scheduling policies
– Optimized batching policies
• The philosophy of Just-In-Time and its current evolution to Lean
Manufacturing
• Introduction to DES-based models of flexible manufacturing
systems (time permitting)
Course Outline for IE6203
• Corporate Mission and Strategy and their interconnection to the
supply chain operations (same as in IE6201)
• Deterministic and Stochastic Inventory Control theory
– The basic EOQ model and some of its variants
– Replenishment coordinating approaches
– Dynamic Lot Sizing
– Statistical Inventory Control Models
• The News Vendor Model
• The Base Stock Model
• The (Q,r) Model
– An introduction to multi-echelon models
– Integration of Inventory Control with Pricing Policies (time
permitting)
Course Outline for IE6203 (cont.)
• Supply Coordination Models
– Contract Design
• Supply Chain Design and Control
– Classical Hierarchical Production Planning Models based on Timebased Decomposition
– Supply Chain Network Design
– Facility Location
• Vehicle Routing Problems and Models
The major functional units of a modern
organization
Strategic Planning:
defining the organization’s mission and
the required/perceived core competencies
Production/
Operations:
product/service
creation
Finance/
Accounting:
monitoring of
the organization
cash-flows
Marketing:
demand
generation
and
order taking
Examples (borrowed from Heizer & Render)
Fit Between Corporate and Functional
Strategies (Chopra & Meindl)
Corporate Competitive Strategy
Product
Development
Strategy
Supply Chain
or Operations
Strategy
Information Technology Strategy
Finance Strategy
Human Resources Strategy
Marketing
and Sales
Strategy
Corporate Mission
• The mission of the organization
–
–
–
–
defines its purpose, i.e., what it contributes to society
states the rationale for its existence
provides boundaries and focus
defines the concept(s) around which the company can rally
• Functional areas and business processes define their
missions such that they support the overall corporate
mission in a cooperative and synergistic manner.
Corporate Mission Examples
• Merck: The mission of Merck is to provide society with superior
products and services-innovations and solutions that improve the
quality of life and satisfy customer needs-to provide employees with
meaningful work and advancement opportunities and investors with a
superior rate of return.
• FedEx: FedEx is committed to our People-Service-Profit philosophy.
We will produce outstanding financial returns by providing totally
reliable, competitively superior, global air-ground transportation of
high-priority goods and documents that require rapid, time-certain
delivery. Equally important, positive control of each package will be
maintained utilizing real time electronic tracking and tracing systems.
A complete record of each shipment and delivery will be presented
with our request for payment. We will be helpful, courteous, and
professional for each other, and the public. We will strive to have a
completely satisfied customer at the end of each transaction.
Defining the Corporate Strategy
Responsiveness (Reliability; Quickness; Flexibility;
e.g., Dell, Overnight Delivery Services)
Competitive Advantage through which
the company market share is attracted
Cost Leadership (Price;
e.g., Wal-Mart, Southwest
Airlines, Generic Drugs)
Differentiation (Quality; Uniqueness;
e.g., Luxury cars, Fashion Industry,
Brand Name Drugs)
Defining the Corporate Strategy
• Corporate Strategy: The organization’s positioning in terms of
– responsiveness,
– cost leadership and
– product differentiation
requirements, i.e., the sought competitive advantage(s).
• The corporate strategy dictates the detailed strategies for each
functional area (i.e., Operations, Finance, Marketing) but it is also
affected by those areas.
• Collectively, all these strategies seek to exploit (external) opportunities
and (internal) strengths, neutralize (external) threats, and address
(internal) weaknesses
The operations frontier, trade-offs,
and the operational effectiveness
Responsiveness
Cost Leadership
Differentiation
Factors affecting Corporate Strategy
• External
– Emerging strengths and weaknesses of competitors => new threats
and opportunities, respectively
– New industry entrants
– Development of substitute products
– Development of new technologies
– Legal developments (e.g., environmental concerns and regulations)
– Economic and political developments (e.g., new international
agreements, political crises)
• Internal
– Company politics and restructuring
– Modified relationships with customers and suppliers
– Product Life Cycle
Strategy and Issues during a Product’s Life
(J. Heizer & B. Render, “Operations Management”, Prentice Hall)
Introduction
• Best period to
increase market
share
•R&D engineering
critical
Growth
•Practical to
change price or
quality image
•Strengthen
niche
Maturity
•Poor time to change
image, price or
quality
•Competitive costs
become critical
•Defend market
position
Decline
•Cost control
critical
Sales
Time
• Frequent product
and process
changes
•Short production
runs
•High production
costs
•Limited models
•Attention to
quality
•Forecasting
critical
•Products and
process reliability
•Increase capacity
•Shift towards
product focus
•Enhance
distribution
•Standardization minor product
changes
•Optimum capacity
•Process stability
•Long production
runs
•Little product
differentiation
•Overcapacity in
the industry
•Reduce capacity
and eventually
prune line to
eliminate items not
returning good
margin
The primary “drivers” for achieving
strategic fit in Operations Strategy
(adapted from Chopra & Meindl)
Corporate Strategy
Operations Strategy
Efficiency
Facilities
Responsiveness
Inventory
Transportation
Information
Market
Segmentation
The role of Facilities
• Facilities: The locations where inventory is
– processed and transformed into another state (manufacturing) or
– staged before being shipped to the next stage (warehousing)
• In general, centralization boosts efficiency, while decentralization boosts
responsiveness
• Primary decisions:
– Location
•
•
•
•
•
Proximity to the customer
Proximity to resources
Access to markets (ability to circumvent quotas and tariffs)
Infrastructure
Operational costs and tax incentives
– Capacity
• Capital cost vs. responsiveness
– Operations Methodology for Manufacturing Facilities
• Product vs. functional focus
• Flexible vs. dedicated capacity
– Warehousing methodology
• Storage modes and material flow organization
• Cross-docking
The role of Inventory
• Primary inventory components:
– Raw Material
– Work In Process (WIP)
– Finished Goods
• It exists because of the finiteness of the production and transportation rates
(Little’s Law: I=TH*T)
• Types of Inventory
– Safety Inventory: It is used to deal with the randomness in the experienced
demand; it is set so that it helps the supply chain meet some “service level” (i.e.,
control the probability that no stock-out will be experienced at any replenishment
cycle).
– Seasonal Inventory: It is used to help the supply chain deal with predictable
variability in demand.
– Cycle Inventory: It is incurred in an effort to control the impact of “fixed”
ordering and set-up costs.
– Opportunistic Inventory: Takes advantage of “bargains”.
• Sourcing: Determine the set of suppliers / subcontractors to be used, and
develop the contracts that will govern the relationship.
The role of Transportation
• Transportation: The SC element that moves product between its different
stages.
• Primary decisions:
– Mode(s) of Transportation
•
•
•
•
•
•
Air: fastest but most expensive
Truck: Relatively quick, inexpensive and very flexible mode
Rail: Inexpensive mode to be used for large quantities
Ship: Slowest but often the most economical choice for large overseas shipments
Pipeline: Used (primarily) for oil and gas
Electronic transportation: for goods as music and movies
– Route and Network Selection
– In-house or Outsource to some 3PL provider
The role of Information
• Information exchange is necessary for the most extensive modes of
coordination sought in contemporary supply chains. It allows the supply chain
to improve simultaneously its efficiency and responsiveness.
• Information-related decisions
–
–
–
–
–
Push vs. pull
Extent and modes of information sharing and coordination
Forecasting and Aggregate Planning schemes
Pricing and revenue management policies
Enabling Technologies:
• Electronic Data Interchange (EDI): Enables paperless transactions, primarily for
“backend” operations of the SC.
• The Internet and the WWW.
• Enterprise Resource Planning (ERP): enables transactional tracking and global visibility
of information in the SC.
• Supply Chain Management (SCM) software: decision support tools.
The role of Market Segmentation
• Need to develop different strategies for different geographical or market
segments that align to the preferences and attitudes of the corresponding
customer bases.
• Need to align the provided products and services, as well as the deployed
production and business functions, to the local culture and ethics.
• Supporting practices
– broader product lines
– globalized operations
– (mass-)customization
• Need to manage the resulting complexity.
– Modularity
– Combinatorial customization
– Design for postponement