Transcript 19 ،رايأ 16 1

1
Dr.Kasser Naser Mansour- KAU-KSA
16 ،‫ أيار‬19
‫إدارة‬
‫المشروع‬
‫؟؟ !!‬
‫إستراتيجية‬
‫إنتاجية‬
‫تصميم‬
‫المنتج‪/‬‬
‫الخدمة‬
‫تخطيط‬
‫عمالني‬
‫‪ 19‬أيار‪16 ،‬‬
‫تكنولوجيا‬
‫العمليات‬
‫تخطيط‬
‫إجمالي‬
‫الجدولة‬
‫نظام‬
‫العمل‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫‪2‬‬
‫‪ -1‬عناصر الوقت في النظام اإلنتاجي‬
‫‪ -2‬نموذج الترتيب حسب العملية( تحليل التدفق)‬
‫‪ -3‬نموذج الترتيب حسب المنتج( تحليل الفعالية)‬
‫‪ -4‬تخطيط الطاقة اإلنتاجية‬
‫‪ -5‬أساليب إتخاذ قرار إختيار المنتج‪ /‬الخدمة الجديد‬
‫أسئلة ومسائل‬
‫المراجع‬
‫‪ 19‬أيار‪16 ،‬‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫‪3‬‬
‫ما هي وسائل وأساليب المنظمة للمنافسة بالوقت والكلفة؟‬
‫ماهي وسائل وأساليب السيطرة العمليانية في منظمات األعمال؟‬
‫‪ 19‬أيار‪16 ،‬‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫‪4‬‬
‫فشل إدارة‬
‫الموارد‬
‫البشرية‬
‫‪ 19‬أيار‪16 ،‬‬
‫أعطال طارئة‬
‫في عمل اآللة‬
‫‬‫أعمال الصيانة‬
‫الوقائية‬
‫والطارئة‬
‫الجدولة قصيرة‬
‫األجل‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫مشاكل إدارة‬
‫الخط اإلنتاجي‬
‫تصميم‬
‫محطات العمل‬
‫والمناولة‬
‫ومشكالت تدفق‬
‫المواد‬
‫‪5‬‬
‫وقت‬
‫العملية‬
‫وقت‬
‫العمال‬
‫وقت اآلالت‬
‫والتجهيزات‬
‫‪ 19‬أيار‪16 ،‬‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫‪6‬‬
Layout Planning Questions ‫مسائل تخطيط الترتيب‬
‫قبل أن نتخذ قرار الترتيب المناسب يجب أن نجيب عن األسئلة‬
:‫التالية‬
1. What centers should the layout include?
2. How much space and capacity does each center
need?
3. How should each center’s space be configured?
4. Where should each center be located?
Location Dimensions ‫ابعاد الموقع‬
• The location of a center has two dimensions:
1. Relative location: The placement of a center
relative to other centers.
2. Absolute location: The particular space that
the center occupies within the facility.
How Process Layout ‫كيف يتم ترتيب العملية‬
fits the Operations Management Philosophy
Operations As a Competitive
Weapon
Operations Strategy
Project Management
Process Strategy
Process Analysis
Process Performance and Quality
Constraint Management
Process Layout
Lean Systems
Supply Chain Strategy
Location
Inventory Management
Forecasting
Sales and Operations Planning
Resource Planning
Scheduling
Product Layout
1. Flow of Materials
2. Activity Relationships
Analysis
Input Data and Activities
3. Relationship Diagram
4. Space Requirements
5. Space Available
7. Modifying Considerations
8. Practical Limitations
Search
6. Space Relationship Diagram
10. Evaluation
Selection
9. Develop Layout Alternatives
Absolute Locations vs.
Relative Locations
Original
layout
Frozen
foods
Meats
Dry
groceries
Bread
Vegetables
Revised layout
Frozen
foods
Meats
Dry
groceries
Vegetables
Bread
Four of the absolute
locations have changed but
not the relative locations.
Strategic Issues
•
•
Layout choices can help communicate an organization’s
product plans and competitive priorities.
Altering a layout can affect an organization and how well
it meets its competitive priorities in the following ways:
1.
2.
3.
4.
5.
6.
Increasing customer satisfaction and sales at a retail store.
Facilitating the flow of materials and information.
Increasing the efficient utilization of labor and equipment.
Reducing hazards to workers.
Improving employee morale.
Improving communication.
Performance Criteria
•
•
•
•
•
•
•
•
•
Customer satisfaction
Level of capital investment
Requirements for materials handling
Ease of stock picking
Work environment and “atmosphere”
Ease of equipment maintenance
Employee and internal customer attitudes
Amount of flexibility needed
Customer convenience and levels of sales
Types of Layouts
• Flexible-flow layout: A layout that organizes resources
(employees) and equipment by function rather than by
service or product.
• Line-flow layout: A layout in which workstations or
departments are arranged in a linear path.
• Hybrid layout: An arrangement in which some portions of the
facility have a flexible-flow and others have a line-flow layout.
• Fixed-position layout: An arrangement in which service or
manufacturing site is fixed in place; employees along with
their equipment, come to the site to do their work.
A Flexible Flow Layout
A job shop has a flexible-flow layout.
Grinding
Forging
Lathes
Painting
Welding
Drills
Office
Milling
machines
Foundry
‫• المسألة هنا هي مسألة تكاليف( النقل والمناولة)‪ ،‬وطرائق‬
‫حلها هي‪:‬‬
‫‪ -1‬طريقة المخططات البسيطة‬
‫‪ -2‬طريقة تحليل تتابع العملية‬
‫‪ -3‬طريقة تحليل العبء في المسافة المقطوعة‬
‫‪ -4‬طريقة التحليل بستخدام الحاسب‬
‫‪ 19‬أيار‪16 ،‬‬
‫‪Dr.Kasser Naser Mansour- KAU-KSA‬‬
‫‪16‬‬
17
Absolutely Necessary
Especially Important
Important
Ordinary Closeness O.K.
Unimportant
Undesirable
A
E
I
O
U
X
A and X > E > I > O > U
O
A
X
E
18
19
Layout Design ‫تصميم الترتيب‬
•
Three concepts:
– Layout Evaluation
– Layout Construction
– Layout Improvement
•
What to use as input data?
:‫ثالثة مفاهيم‬
‫تقييم الترتيب‬
‫تشكيل الترتيب‬
‫أهمية الترتيب‬
‫ماذا نستخدم بيانات كمدخالت؟‬
– Relationships – closeness ratings ‫عدد العالقات المغلقة بين األقسام والشعب وأماكن العمل‬
• Subjective
• May take long time to prepare
– Flow data
‫تدفق البيانات‬
• Objective
• May not be very stable
•
How to Evaluate the Layout Plans? – Objective Function ‫كيف نقيم خطط الترتيب‬
– Distance Based
– Adjacency Based
20
Layout Evaluation ‫تقييم التريتب‬
An Algorithm
‫عملية التقيم تقارن بين خطط جيدة وآخر‬
‫قائم سيء‬
s = g (X )
:‫نطور نموذج كما يلي‬
َ
–Adjacency-based scoring (Komsuluk Bazli Skorlama)
6
• Based on the relationship chart and
diagram
Max
s   wi X i
i 1
• Xi is the number of times an adjacency i is satisfied, i=A, E, I, O, U, X
• Aldep uses (wi values) A=64, E=16, I=4, O=1, U=0, and X=-1024
• Scoring model has intuitive appeal; the ranking of layouts is sensitive to the
weight values. Layout “B” may be preferred to “C” with certain weights but
not with others.
• Therefore, the specification of the weights is very important.
• The weights wi can also be represented by the flow amounts between the
21
adjacent departments instead of scores assigned to A, E, I, O, U, X.
1
Example
1
2
Receiving
E
Milling
U
Press
3
5
I
E
U
U
Screw Machine
4
O
O
I
U
Assembly
Plating
E
1
2
U
3
4
I
Shipping
U
U
U
A
7
I
O
I
6
U
5
6
7
2
1
2
3
4
5
6
7
3
4
5
6
7
I
E
O
I
4+1
=5
U 16+4+0 =20
O U 1+0
=1
----
A
64
E 16
Total Score
U
3
7
U
2
E
=64
=16
106
4
Shipping
Milling
Screw
Machine
E
I
I
Press
O
6
Plating
A
5
Assembly
O
1
Receiving
22
1
2
Receiving
E
Milling
Press
U
4
5
I
E
U
U
Screw Machine
Assembly
3
O
O
I
U
Plating
1
2
U
3
4
I
E
Shipping
U
U
U
A
7
I
O
I
6
U
Exercise: Find the score of the layout shown
below. Use A=8, E=4, I=2, O=1, U=0 and X=-8.
5
6
7
3
Press
7
Shipping
1
Receiving
6
Plating
2
Milling
4
Screw
Machine
5
Assembly
23
Layout Evaluation (cont’d)
–Distance-based scoring (Mesafe Bazli Skorlama)
• Approximate the cost of flow between activities
• Requires explicit evaluation of the flow volumes and costs
m 1
Min
m
s    cij Dij
i 1 j i 1
• cij covers both the i to j and the j to i material flows
• Dij can be determined with any appropriate distance metric
–Often the rectilinear distance between department centroids
• Assumes that the material flow system has already been specified
(cij=flow required* cost /flow-distance)
• Assumes that the variable flow cost is proportional to distance
• Distance often depends on the aisle layout and material handling
equipment
24
Layout Evaluation – Distance Based
Scoring
Exampl
e
Initial Layout
Flow Data
From/To
A
B
C
D
A
1
2
4
B
2
1
1
C
4
1
0
D
4
3
2
-
Total Cost
Distance Data
From/To A B C D
A
- 40 25 55
B
40 - 65 25
C
25 65 - 40
D
55 25 40 -
From/To
A
B
C
D
Total
A
40
50
220
310
B C D Total
80 100 220 400
65 75 180
65 80 195
25 0
245
170 165 375 1020
25
Layout Evaluation –
Distance-Based Scoring
–Distance-based scoring
–Impact of aisle layout and direction of travel
A
B
C
D
26
Warehouse Layouts
Out-and-back Pattern
• The most basic warehouse layout is the out-and-back pattern. The
numbers indicate storage areas for same or similar items.
Storage area
7
2
4
Dock
6
5
5
3
5
5
1
Aisle
7
2
4
4
Storage area
Warehouse Layouts Zone System
Zones
Zones
Control
station
Shipping
doors
Click to add title
Tractor
trailer
Tractor
trailer
Feeder
lines
Feeder
lines
Overflow
Office Layouts ‫تخطيط المكتب‬
•
Most formal procedures for designing office layouts try
to maximize the proximity of workers whose jobs
require frequent interaction.
•
Privacy is another key factor in office design.
•
Four common office layouts:
1. Traditional layouts
2. Office landscaping (cubicles/movable
partitions)
3. Activity settings
4. Electronic cottages (Telecommuting)
Line Flow Layout
A production line has a line-flow layout.
Station 1
Station 2
Station 3
Station 4
Group Technology (GT)
• Group Technology (GT) is an option for
achieving line-flow layouts with low-volume
processes; this technique creates cells not
limited to just one worker and has a unique
way of selecting work to be done by the cell.
• The GT method groups parts or products with
similar characteristics into families and sets
aside groups of machines for their production.
Before Group Technology
Jumbled flows in a job shop without GT cells
Lathing
L
L
Milling
L
L
M
Drilling
M
M
D
D
D
D
M
Grinding
L
L
L
L
Receiving and
shipping
M
M
Assembly
A
A
A
A
G
G
G
G
G
G
Applied Group Technology
Line flows in a job shop with three GT cells
L
L
M
L
G
M
Assembly
area
A
Cell 2
Cell 1
Receiving
D
G
A
G
Cell 3
L
M
D
Shipping
Designing
Flexible-Flow Layouts
• Step 1: Gather information
– Space requirements by center
– Available space
– Closeness factors: which centers need to be located close to one
another.
• Closeness matrix: A table that gives a measure of the relative
importance of each pair of centers being located close
together.
• Step 2: Develop a Block plan: A plan that allocates space and
indicates placement of each department.
• Step 3: Design a detailed layout.
Gather Information
Example :
Office of Budget Management
Space Requirements
Department
Current Block Plan
Area Needed (ft2)
3,500
2,600
2,400
1,600
1,500
3,400
1. Administration
2. Social services
3. Institutions
4. Accounting
5. Education
6. Internal audit
15,000
Total
3
6
4
100'
1
2
150'
5
3
6
4
Closeness Matrix
100'
1
2
5
150'
Example 8.1
Office of Budget Management
Trips between Departments
Department
1. Administration
2. Social services
3. Institutions
4. Accounting
5. Education
6. Internal audit
1
2
3
4
5
6
—
3
6
5
6
10
—
8
1
1
—
3
9
—
2
—
1
—
Departments 1 and 6 have the most interaction.
Departments 3 and 5 have the next highest.
Departments 2 and 3 have next priority.
3
6
4
Proposed Block Plan
100'
1
2
5
150'
First put departments 1 and 6 close together
Next put departments 3 and 5 close together
Then put departments 2 and 3 close together
6
2
3
100'
1
4
150'
5
Applying the
Weighted- Distance Method
• Weighted-distance method: A mathematical model used
to evaluate flexible-flow layouts based on proximity
factors.
• Euclidean distance is the straight-line distance, or
shortest possible path, between two points.
• Rectilinear distance: The distance between two points
with a series of 90 degree turns, as along city blocks.
Distance Measures
Euclidian Distance
dAB =
(xA – xB)2 + (yA – yB)2
Rectilinear Distance
dAB = |xA – xB| + |yA – yB|
Calculating the WD Score
Example 2
:
Load Distance Analysis
Current Plan
Proposed Plan
Dept Closeness Distance
Distance
Pair Factor, w
d
wd Score
d
wd Score
1,2
1,3
1,4
1,5
1,6
2,3
2,4
2,5
3,4
3,5
4,5
5,6
© 2007 Pearson Education
3
6
5
6
10
8
1
1
3
9
2
1
1
1
3
2
2
2
2
1
2
3
1
2
3
6
15
12
20
16
2
1
6
27
2
2
ld = 112
2
3
1
2
1
1
1
2
2
1
1
3
6
18
5
12
10
8
1
2
6
9
2
3
ld = 82
Designing
Line-Flow Layouts
• Line balancing is the assignment of work to stations in a line
so as to achieve the desired output rate with the smallest
number of workstations.
– Work elements are the smallest units of work that can be performed
independently.
– Immediate predecessors are work elements that must be done before
the next element can begin.
– Precedence diagram allows one to visualize immediate predecessors
better; work elements are denoted by circles, with the time required
to perform the work shown below each circle.
Line Balancing
Example 8.3
Green Grass, Inc., a manufacturer of lawn & garden equipment,
is designing an assembly line to produce a new fertilizer spreader,
the Big Broadcaster. Using the following information, construct a
precedence diagram for the Big Broadcaster.
Work
Element
A
B
C
D
E
F
G
H
I
Time Immediate
Description
(sec) Predecessor(s)
Bolt leg frame to hopper 40
None
Insert impeller shaft
30
A
Attach axle
50
A
Attach agitator
40
B
Attach drive wheel
6
B
Attach free wheel
25
C
Mount lower post
15
C
Attach controls
20
D, E
Mount nameplate
18
F, G
Total
Line Balancing
Green Grass, Inc.
D
B
244
40
30
E
C
F
25
50
I
G
© 2007 Pearson Education
20
6
A
40
H
15
18
Desired Output and
Cycle Time
• Desired output rate, r must be matched to the staffing
or production plan.
 Cycle time, c is the maximum time allowed for work on a unit at
each station:
1
c=
r
Designing
Line-Flow Layouts
• Line balancing is the assignment of work to stations in a line
so as to achieve the desired output rate with the smallest
number of workstations.
– Work elements are the smallest units of work that can be performed
independently.
– Immediate predecessors are work elements that must be done before
the next element can begin.
– Precedence diagram allows one to visualize immediate predecessors
better; work elements are denoted by circles, with the time required
to perform the work shown below each circle.
Line Balancing
Example 8.3
Green Grass, Inc., a manufacturer of lawn & garden equipment,
is designing an assembly line to produce a new fertilizer spreader,
the Big Broadcaster. Using the following information, construct a
precedence diagram for the Big Broadcaster.
Work
Element
A
B
C
D
E
F
G
H
I
Time Immediate
Description
(sec) Predecessor(s)
Bolt leg frame to hopper 40
None
Insert impeller shaft
30
A
Attach axle
50
A
Attach agitator
40
B
Attach drive wheel
6
B
Attach free wheel
25
C
Mount lower post
15
C
Attach controls
20
D, E
Mount nameplate
18
F, G
Total
Line Balancing
Green Grass, Inc.
D
B
244
40
30
E
C
F
25
50
I
G
© 2007 Pearson Education
20
6
A
40
H
15
18
Theoretical Minimum
Theoretical minimum (TM ) is a benchmark or goal for the
smallest number of stations possible, where total time
required to assemble each unit (the sum of all workelement standard times) is divided by the cycle time. It
must be rounded up
Idle time is the total unproductive time for all stations in the
assembly of each unit.
Efficiency (%) is the ratio of productive time to total time.
Balance Delay is the amount by which efficiency falls short of
100%.
Output Rate and Cycle Time
Example.4
Green Grass, Inc.
• Desired output rate, r = 2400/week
Plant operates 40 hours/week
r = 2400/40 = 60 units/hour
 Cycle time, c = 1/60
= 1 minute/unit
= 60 seconds/unit
1
r
Calculations for
Example.4 continued
Theoretical minimum (TM ) - sum of all work-element standard
times divided by the cycle time.
TM = 244 seconds/60 seconds = 4.067
It must be rounded up to 5 stations
Cycle time: c = 1/60 = 1 minute/unit = 60 seconds/unit
Efficiency (%) - ratio of productive time to total time.
Efficiency = [244/5(60)]100 = 81.3%
Balance Delay - amount by which efficiency falls short of 100%.
(100 − 81.3) = 18.7%
Line Balancing
c = 60 seconds/unit
TM = 5 stations
Efficiency = 81.3%
Big Broadcaster
D
B
H
40
20
30
S3
S1
A
S2
40
C
50
F
25
E
6
Cumm
Station Candidate Choice Time
Idle
Time
S1
A
A
40
20
S2
B,C
C
I
50
10
S3
B,F,G
E,F,G
B
18
F
30
55
30
5
G
15
The goal is to cluster the work elements
into 5 workstations so that the number of
work-stations is minimized, and the cycle
time of 60 seconds is not violated. Here
we use the trial-and-error method to find
a solution, although commercial software
packages are also available.
Green Grass, Inc.
Line Balancing Solution
D
B
30
S3
S1
A
S2
40
C
40
© 2007 Pearson Education
20
E
S4
6
S5
F
25
50
c = 60 seconds/unit
TM = 5 stations
Efficiency = 81.3%
H
I
G
15
18
Other Considerations
In addition to balancing a line, managers must also consider
four other options:
1. Pacing: The movement of product from one
station to the next as soon as the cycle time has
elapsed.
2. Behavioral factors of workers.
3. Number of models produced: A mixed-model
line produces several items belonging to the
same family.
4. Cycle times depend on the desired output rate,
and efficiency varies considerably with the cycle
time selected.
NL8. En produkt består av 9 st detaljer (D1D9) vilka monteras ihop enligt strukturen
nedan:
D1
D2
A
D3
E
D4
B
D5
D6
C
D7
D8
D9
G
F
D
Tiderna för att utföra monteringsoperationerna
är enl. följande:
M1, Delmontering D1, D2 och D3: 12 min
M2, Delmontering D4 och D5: 20 min
M3, Delmontering A och B: 10 min
M4, Delmontering D6 och D7: 8 min
M5, Delmontering D8 och D9: 16 min
M6, Delmontering C och D: 22 min
M7, Slutmontering E och F: 16 min
a) Åskådliggör de olika stegen i monteringen
enligt strukturen i ett precedensdiagram
(nätverk). Kalla monteringsaktiviteterna M1,
M2, ..., M7.
b) Minimera antalet monteringsstationer om
cykeltiden tillåts vara högst 28 min. Använd
"längsta operationstid först"
c) Bestäm balanseringsförlusten.