运营管理06.ppt
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运营管理06.ppt
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生产与运作管理生产与运作管理生产与运作管理生产与运作管理ProductionandOperationsProductionandOperationsManagementManagement第六章第六章生产能力与计划生产能力与计划CapacityandPlanningCapacityandPlanning2第六章生产能力与计划(CapacityandPlanning)生产计划(ProductionPlanning)生产能力与需求管理(CapacityandDemandManagement)总量计划(AggregatePlanning)3第一节生产计划(ProductionPlanning)生产计划:
根据企业计划(businessplan)和一定时期的具体需求、考虑现有的可用生产能力的约束编制而成的关于如何生产的计划,即对生产作业活动作出的统筹安排。
规定了一定计划期内生产或提供产品或服务的品种、质量、数量和进度。
关系到顾客需求的满足、企业计划、营销计划和财务计划的实现;是供应、劳动人事、成本计划的一个重要依据;决定着生产资源的利用程度。
4生产计划体系的三维结构个人班组工段车间工厂公司系列产品部件零件工序年季月旬周日班生产时间生产对象生产单位6PlanningHorizonsToday3Months1year5yearsPlanningHorizonShort-rangeplansJobassignmentsOrderingJobschedulingDispatchingIntermediate-rangeplansSalesplanningProductionplanningandbudgetingSettingemployment,inventory,subcontractinglevelsAnalyzingoperatingplansLong-rangeplansR&DNewproductplansCapitalexpensesFacilitylocation,expansionResponsible:
Operationsmanagers,supervisors,foremenResponsible:
OperationsmanagersResponsible:
Topexecutives7生产计划序列公司战略和政策经济、竞争和政治形势市场需求预测制定生产和规模战略确定总量能力的需求规定具体产品的进度企业计划总量生产计划主生产进度计划详细生产进度计划指导日常生产作业活动规定各级零部件的进度物料需求计划MRP8第二节生产能力与需求管理(CapacityandDemandManagement)生产能力定义(DefiningCapacity)生产能力管理(ManagingCapacity)需求管理(ManagingDemand)9DefinitionofCapacityCapacity:
DesignCapacity:
EffectiveCapacity:
RatedCapacity(Anticipatedoutput):
ThemaximumoutputofasysteminagivenperiodThetheoreticalmaximumoutputthatcanbeachievedunderidealconditionsTheoutputexpectedtoachieveThemaximumactualoutputofaparticularfacility10生产能力(Capacity)生产系统在一定期间、一定条件下,将投入转换为产出的最大数量水平。
可用生产或提供的产品和服务的数量表示,也可用投入的资源的数量表示。
条件发生变化(技术革新、熟练程度提高,劳动组织改变、启用新设备、设备效率降低等),生产能力也相应变化。
11设计生产能力(DesignCapacity)在理想条件下可获得的最大的生产能力(maximumoutput)。
设备不发生故障、原材料供应充分、生产系统满负荷运行、生产计划组织良好等。
通常作为生产能力的最大极限或约束,是确定具体生产能力的一个参考值。
由生产系统中的设备数量、工作时间和产出率决定。
12有效生产能力(EffectiveCapacity)期望获得的生产能力(Expectedoutput)。
在最大生产能力的基础上,考虑到具体的产品组合、一定的生产进度计划方法、设备维修和一定的质量要求等因素,作出相应的扣除而得到的生产能力。
13Measureofplannedcapacityusageofafacility,workcenter,ormachineUtilizationExpectedcapacityCapacityPlannedhourstobeusedTotalhoursavailable=Utilization14额定生产能力(RatedCapacity)实际可获得的或实际可用的生产能力(ActualOutput)。
在有效生产能力的基础上,考虑到实际生产中可能出现的由于管理、技术上的失误、工人的缺勤或怠工、停电停水、待料和废品等造成的工作时间损失等因素,作出相应扣除而得到的生产能力。
15MeasureofhowwellafacilityormachineisperformingwhenusedEfficiencyActualoutputEffectivecapacityActualoutputinunitsStandardoutputinunitsAverageactualtimeStandardtime=Efficiency16生产能力度量(MeasuringCapacity)设计生产能力设备(或人力)数量工作天数每天班数每班工作小时数(每小时产出量)有效生产能力利用率最大生产能力额定生产能力效率有效生产能力利用率效率设计生产能力17某厂有3条相同的生产线,利用率为80,效率为90;每周工作7天,每天3班,每班8小时。
如果生产一种产品,每条线每小时的产量都为120件,则:
最大生产能力3(738)12060480(件周)有效生产能力806048048384(件周)额定生产能力904838443546(件周)如果生产多种产品,则:
最大生产能力3(738)504.00(小时周)有效生产能力80504403.20(小时周)额定生产能力90403.2362.88(小时周)例:
生产能力计算18需求管理(ManagingDemand)影响外部的需求,使其与一定的内部生产能力相平衡。
(1)改变价格(ChangingPrice)
(2)促销(VaryingPromotions)(3)延迟交货(BackOrdering)(4)提供互补产品(Offeringcomplementaryproducts)19生产能力管理(ManagingCapacity)改变或调整企业内部的生产能力,使其与一定的外部需求相平衡。
(1)改变人力数量(VaryingWork-ForceSize)
(2)改变工作时间(VaryingWorkingHours)(3)改变库存(ChangingInventoryLevels)(4)外包(Subcontracting)20第三节总量计划(AggregatePlanning)总量计划的要求(RequirementsofAggregatePlanning)总量计划的策略(StrategiesofAggregatePlanning)总量计划的方法(MethodsofAggregatePlanning)21ProvidesthequantityandtimingofproductionforintermediatefutureUsually3to18monthsintofutureCombines(aggregates)productionOftenexpressedincommonunitsExample:
Hours,dollars,equivalents(e.g.,FTEstudents)Involvescapacityanddemandvariables总量计划定义(DefiningAggregatePlanning)22总量计划要求(AggregatePlanningRequires)LogicaloverallunitformeasuringsalesandoutputsForecastofdemandforintermediateplanningperiodintheseaggregateunitsMethodfordeterminingcostsModelthatcombinesforecastsandcostssothatplanningdecisionscanbemade23总量计划关系(RelationshipsoftheAggregatePlan)AggregateScheduleforProductionPriorityPlanning&SchedulingDemandForecasts,ordersMasterProductionScheduleMRPDetailedWorkSchedulesPlantCapacityExternalCapacityInventoryOnHandRawMaterialsAvailableWorkForceMarketplaceandDemandResearchandTechnologyProductDecisionsProcessPlanning&Decisions24MeetdemandUsecapacityefficientlyMeetinventorypolicyMinimizecostLaborInventoryPlant&equipmentSubcontract总量计划目标(AggregatePlanningGoals)25总量计划策略(AggregatePlanningStrategies)PureStrategieschanginginventorylevelsvaryingworkforcesizebyhiringorlayoffsvaryingproductioncapacitythroughovertimeoridletimesubcontractingusingpart-timeworkersbackorderingduringhighdemandperiodsMixedstrategyCombines2ormoreaggregateschedulingoptions26LevelschedulingstrategyChaseschedulingstrategy总量计划策略(AggregatePlanningStrategies)LevelStrategyChaseStrategyProductionequalsdemandProductionrateisconstant27Graphical&chartingtechniquesPopular&easy-to-understandTrial&errorapproachMathematicalapproachesTransportationmethodLineardecisionruleManagementcoefficientsmodelSimulation总量计划方法(AggregatePlanningMethods)28输入数据(InputData)
(1)预计数据:
各期需求预测值,计划期初、末的库存量,人力数量,生产率水平等等。
(2)约束数据:
最大的正常时间生产能力,最大的加班时间生产能力,最大的库存能力,最大的外包生产能力,最大的录用或辞退的人力数量,最小的正式人力数量,最小的库存水平(保险库存量)等等。
(3)费用数据:
正常工资率,加班工资率,录用或辞退费用率,库存维持费用率,延期交货费用率,外包费用率,生产率变动费用率等等。
29图表法(TheGraphicalApproach)ForecastthedemandforeachperiodDeterminethecapacityforregulartime,overtime,andsubcontracting,foreachperiodDeterminethelaborcosts,hiringandfiringcosts,andinventoryholdingcostsConsidercompanypolicieswhichmayapplytotheworkersortostocklevelsDevelopalternativeplans,andexaminetheirtotalcostsExampleExampleMonthExpectedDemandProductionDaysDemandperDay19002241270018393800213841,200215751,500226861,10020556,200124$5$10$5$7$1,000$1,5001.680010unitsBeginninginventoryperworkerperworkerhoursperunithoursperdayperunitpermonthperunitperhourperunitEndinginventoryBeginningworkforceworkersunitsCostofincreasingworkforceCostofdecreasingworkforceLabor-hourstoproduceaunitWorkhoursInventorycarryingcostSubcontractingcostAveragepayrateOvertimepayratePlan1:
Plan1:
Produce50unitsperdayWorkforceneeded10workersMonthExpectedDemandWorkforceRegulartimeProductionOvertimeProductionSub-contractingEndingInventory01001900101,10000200270010900004003800101,0500065041,200101,0500050051,500101,1000010061,100101,000000Total6,2006,200001,850MonthRegulartimelaborOvertimelaborSub-contractingEndingInventoryIncreasingproductionDecreasingproductionTotal1$8,800$0$0$1,000$0$0$9,8002$7,200$0$0$2,000$0$0$9,2003$8,400$0$0$3,250$0$0$11,6504$8,400$0$0$2,500$0$0$10,9005$8,800$0$0$500$0$0$9,3006$8,000$0$0$0$0$0$8,000Total$49,600$0$0$9,250$0$0$58,850Plan2:
Plan2:
Produce38unitsperdayWorkforceneeded7.6workersMonthExpectedDemandWorkforceRegulartimeProductionOvertimeProductionSub-contractingEndingInventory010.0019007.6838062027007.6686014038007.680000041,2007.68000400051,5007.68380662061,1007.676203380Total6,2004,72401,4760MonthRegulartimelaborOvertimelaborSub-contractingEndingInventoryIncreasingproductionDecreasingproductionTotal1$6,705$0$619$0$0$3,571$7,3242$5,486$0$143$0$0$0$5,6293$6,400$0$0$0$0$0$6,4004$6,400$0$4,000$0$0$0$10,4005$6,705$0$6,619$0$0$0$13,3246$6,095$0$3,381$0$0$0$9,476Total$37,790$0$14,762$0$0$3,571$52,552Plan3:
Plan3:
Production=DemandVaryingworkforceMonthExpectedDemandWorkforceRegulartimeProductionOvertimeProductionSub-contractingEndingInventory010.0019008.290000027007.870000038007.680000041,20011.41,20000051,50013.61,50000061,10011.01,100000Total6,2006,200000MonthRegulartimelaborOvertimelaborSub-contractingEndingInventoryIncreasingproductionDecreasingproductionTotal1$7,200$0$0$0$0$2,727$9,9272$5,600$0$0$0$0$606$6,2063$6,400$0$0$0$0$238$6,6384$9,600$0$0$0$3,810$0$13,4105$12,000$0$0$0$2,208$0$14,2086$8,800$0$0$0$0$3,955$12,755Total$49,600$0$0$0$6,017$7,526$63,14334三种方案比较(ComparisonoftheThreePlans)PlanRegulartimelaborOvertimeProductionSub-contractingEndingInventoryIncreasingproductionDecreasingproductionTotal1$49,600$0$0$9,250$0$0$58,8502$37,790$0$14,762$0$0$3,571$52,5523$49,600$0$0$0$6,017$7,526$63,14335Amathematicallybasedaggregateplanningmodelrequiresconsiderable:
timeproblemdefinitionmodeldevelopmentmodelverificationmodelapplicationexpertisepeoplewhounderstandtheproblempeoplewhounderstandboththemodelingprocess,andthespecificmodelmoneymoneytopayforalloftheaboveoftenrequiresfundingforseveralpeopleforseveralmonths!
数学法(MathematicalMethods)36线性规划法一般线性规划模型(LinearProgrammingModel)运输模型(TransportationModel)将一些总量计划问题转化为运输问题:
在一定的正常、加班、外包生产能力的约束下,求得使总相关费用最小的各期的正常、加班、外包生产量。
37一般线性规划模型DecisionVariablestmonthinworkedhoursovertimeofNumberOtmonthforctedsubcontraunitsofNumberCtmonthofendtheatbacklogged/outstockedunitsofNumberStmonthofendtheatInventoryItmonthinproducedunitsofNumberPtmonthofbeginningtheatofflaidemployeesofNumberLtmonthofbeginningtheathiredemployeesofNumberHtmonthforsizeWorkforceWtttttttt38ObjectiveFunctionTtttttttttTttTttTttTttTttTttTttTttTttTttTttTttTttTttTttTtthCgPfSeIdLcHbOaWhCgPfSeIdLcHbOaWTCctingsubcontraandmaterialsofCosthCgPMCstockoutandinventoryholdingofCostfSeIISlayoffandhiringofCostdLcHHLcostlaborOvertimebOOcostlabortimeRegularaWR11111111111111111一般线性规划模型39ConstraintssconstraintlimitOvertimehWOsconstraintbalanceInventoryDCPSISIsconstraintCapacity/jOiWPsconstraintlayoffandhiring,Workforce,LHWWtttttttttttttttt111一般线性规划模型40一般线性规划模型例41例:
运输模型加班11804021664031944041804010元/件15元/件4元/件/月9999元/件/月124件80件期末库存:
延迟交货费用:
正常时间生产费用:
加班时间生产费用:
库存费用:
期初库存:
160160160160月份需求预测(件)最大生产能力(件)正常月2月3月4月期终库存04812161正常1014182226月加班15192327312正常999910141822月加班9999151923273正常99999999101418月加班999999991519234正常9999999999991014月加班9999999999991519月2月3月4月期终库存合计生产能力剩余能力124000012412401正常566000011616044月加班00000040402正常010605401601600月加班00000040403正常00154601601600月加班004000404004正常000120401601600月加班000040404001801661941808080092412418016619418080800Minz=8176期初库存合计生产需
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