全球运营管理课件new gom3-factory layout.ppt

1,GOM3,OperationsManagementLayout,2,全球运营管理3,运营管理布局,3,4,BasicProductionLayouts,ProcessLayoutProductLayoutGroupTechnology(Cellular)LayoutFixed-PositionLayout,4,基本产品布局,工艺布局产品布局成组技术（蜂窝状）布局固定位置布局,5,LayoutTypes,Foundry,Milling,machines,Lathes,Grinding,Painting,Drills,Office,Welding,Forging,(a)Layoutofajobshop,6,布局类型,铸造厂,铣床,车床加工,碾磨,油漆,钻孔,办公室,焊接,铸造,(a)加工车间布局,7,ProcessLayout,Advantages:generalpurposeandlesscapitalintensivelessvulnerabletochangesequipmentutilizationemployeesupervisionDisadvantages:slowerprocessingrateslostproductiontimeforsetupsmorecapitalandspaceforinventorylongermanufacturingleadtimesmaterialshandlingrequiresvariablepathdevicesproductionplanningandcontrolmoredifficult,8,工艺布局,优势：通用且较少资金耗费比较不易发生变化设备利用员工监督劣势：加工速度较慢装备耗费生产时间库存占用较多资金和空间生产准备时间较长原料装卸要求可变路径装置产品规划与控制更为困难,9,LayoutTypes,10,布局类型,11,ProductLayout,Advantages:fasterprocessingrateslowerinventoriesinfrequentsetupsDisadvantages:riskoflayoutredesignlessflexibilityforlowvolume,dedicatedresourceshavelowutilization,12,产品布局,优势：加工速度更快降低存货安装不频繁劣势布局重新设计的风险灵活性减少因容量小，专用资源利用率低,13,GroupTechnology,(a)JumbledflowsinajobshopwithoutGTcells,14,成组技术,(a)无成组加工单元的加工车间的混乱流程,15,GroupTechnology,(b)LineflowsinajobshopwiththreeGTcells,Cell3,L,M,G,G,Cell1,Cell2,Assemblyarea,A,A,L,M,D,L,L,M,Shipping,D,Receiving,G,16,成组技术,(b)有三个成组加工单元的加工车间的装配线流程,第3单元,L,M,G,G,第1单元,第2单元,装配区,A,A,L,M,D,L,L,M,装船,D,收货,G,17,GroupTechnology,(b)LineflowsinajobshopwiththreeGTcells,Cell3,L,M,G,G,Cell1,Cell2,Assemblyarea,A,A,L,M,D,L,L,M,Shipping,D,Receiving,G,18,成组技术,(b)有三个成组加工单元的加工车间的装配线流程,第3单元,L,M,G,G,第1单元,第2单元,装配区,A,A,L,M,D,L,L,M,装船,D,收货,G,19,34,GroupTechnologyBenefits,1.Betterhumanrelations2.Improvedoperatorexpertise3.Lessin-processinventoryandmaterialhandling4.Fasterproductionsetup,20,成组技术,益处更好的人际关系改进的运营专门技术减少在制品库存和材料装运更快的生产准备,21,35,GroupTechnologyTransitionfromProcessLayout,1.Groupingpartsintofamiliesthatfollowacommonsequenceofsteps.2.Identifyingdominantflowpatternsofpartsfamiliesasabasisforlocationorrelocationofprocesses.3.Physicallygroupingmachinesandprocessesintocells.,22,成组技术从工艺布局过渡,遵循通常步骤将零部件分类。确定零部件族主流模式作为工艺定位或重新定位的基础。将机械和工艺自然分为单元。,23,Example:ProcessFlowAnalysis,AssumethatKingSportsProductsproducesavarietyoftennisracketssequentiallyonfourmachines,andthetimesrequiredoneachmachineforonetypicalracketareshownasfollows:,RawMaterials,MachineAFramer4minutes,MachineBHandler3minutes,MachineCStringer10minutes,MachineDFinisher2minutes,Racket,24,举例:工艺流程分析,假设国王体育用品生产公司用四台机器连续生产不同种类的网球拍,生产一种类型的网球拍在每台上需要的时间如下:,原材料,机器A拍框制作工4分钟,机器B手柄工3分钟,机器C上弦师10分钟,机器D修饰工2分钟,球拍,25,Example:ProcessFlowAnalysis,Throughputtime:4+3+10+2=19minutesCycletimeoftheprocess:10minutes,IfKingiswillingtoinvestinanothermachine,whichtypeshoulditpurchase?,Howmuchmorecanyouimproveifyouhavemoreresources?,26,举例:工艺流程分析,生产时间:4+3+10+2=19分钟流程周期时间:10分钟,假如国王公司想投资购买另一台机器,它应该购买那种类型的机器?,如果你有更多的资源,你能将你的生产效率提高多少?,27,Example:ProcessFlowAnalysis,Rawmaterials2-toncapacity1load/day,TruckA,Parts200cap.,1.5Tons/day,240Parts/day,Storage3500lb.cap.,Storage500cap.,Fabrication20lb/component20component/hr,Assembly20units/hr,PackagingA5cesstime,30Parts/hr,375Lb/hr,15Components/hr,15Units/hr,120Units/day,80Units/day,PackagingB10cesstime,40Units/day,TruckB,ThebottleneckshiftsaroundthefacilityHow?,28,举例:工艺流程分析,原材料装载量两吨，一天一次,卡车A,零件装载量200,1.5吨/天,240零部件/天,储存能力,3500磅,储存能力500,装配20磅/组件20组件/小时,装配20单位/小时,装配A5分钟.流程时间,30零部件/小时,375磅/小时,15组件/小时,15单位/小时,120单位/天,80单位/天,装配B10分钟.流程时间,40单位/天,卡车B,生产瓶颈在设备间的转移怎样转移的?,29,16,Example-LineBalancing,Youvejustbeenassignedthejobofsettingupanelectricfanassemblylinewiththefollowingtasks:,30,16,举例生产线平衡,刚刚分配给你建立电风扇生产线的下列任务:,任务,时间(分),说明,以前任务,A,2,组装构架,无,B,1,安装开关,A,C,3.25,组装电动机外壳,无,D,1.2,安装构架的电动机外壳,A,C,E,0.5,装配扇叶,D,F,1,组装和装配安全格栅,E,G,1,配线,B,H,1.4,测试,F,G,31,17,PrecedenceDiagram,Whichprocessstepdefinesthemaximumrateofproduction?,32,17,优先顺序图,哪个工艺步骤决定最大生产率?,33,18,Thebottleneck,34,18,瓶颈,任务,时间(分),说明,前身,A,2,组装架构,无,B,1,安装开关,A,C,3.25,组装电动机外壳,无,D,1.2,安装架构的电动机外壳,A,C,E,0.5,装配扇叶,D,F,1,组装和装配安全格栅,E,G,1,配线,B,H,1.4,测试,E,G,35,19,Wewanttoassembly100fansperday,Whatdoesthisfigurerepresent?,36,19,我们希望每天装配100台风扇,该数字代表什么?,37,Whyshouldwealwaysroundup?,20,TheMcGraw-HillCompanies,Inc.,1998,Irwin/McGraw-Hill,38,我们为什么总要四舍五入?,20,TheMcGraw-HillCompanies,Inc.,1998,Irwin/McGraw-Hill,39,21,SomeRulesWellFollowforLoadingWorkstations,Primary:Assigntasksinorderofthelargestnumberoffollowingtasks.Secondary(tie-breaking):Assigntasksinorderofthelongestoperatingtime,40,21,给各工作岗位分配工作量应遵循的一些