产能分析PPT

null產能管理 (Capacity Management)產能管理 (Capacity Management)Ahua.liaoOutlineOutline生產環境演變與相關管理工具之關係 製造環境分類 製造規劃及控制系統架構 產能管理相關概念 粗估產能規劃(RCCP) 產能需求規劃(CRP) 投入/產出規劃及控制(I/O Planning & Control) 作業排程(Operation Sequencing) 結論Competitive PriorityCompetitive Priority1950~1960 Cost  1970~1980 Quality  1990~2000 Delivery、Flexibility、Service  Global-wise Competitive PriorityCompetitive Priority手工藝時代大量生產豐田生產系統及時生產系統零庫存生產系統世界級製造成本品質彈性交期192019501960197019801990 2000服務、創新、全球化Planning EvolutionPlanning EvolutionMRPMRP IIERP1970198019902000APS MRP-1960’s and 70’sMRP-1960’s and 70’sMaterial Requirements Planning Master Production Scheduling UnconstrainedDemandSupplyMRP II-1980’sMRP II-1980’sUnconstrained Manufacturing Planning and Control, with manual processes to “close the loop” Capacity Management Financial IntegrationERP- 1990’sERP- 1990’sAn accounting-oriented information system for identifying and planning the enterprise-wide resources needed to take, make, ship, and account for customer orders. [APICS dictionary]The vision of ERP is Evolving to include the Extended EnterpriseThe VisionThe DeliveryMRPMRP IIERPExtended ERPReduced inventory through “infinite” manufacturing planningReduced inventory, fewer stock-outs and accurate financial records through “infinite” manufacturing planning and periodic transaction processing.Customer focused, dynamically balanced enterprise through asset optimization and real-time transaction processing.Customer focused, dynamically balanced value network through asset optimization and real-time transaction processing.MRPMRP IIMRP II (plus)Supply ChainThe vision of ERP is Evolving to include the Extended Enterprise資訊系統之演進資訊系統之演進MRP I -- 1960~1980 生產者導向大量生產 產品以價格及功能取勝生產成本降低 整合：MPS及BOM MRP II -- 1980~1990 消費者導向少樣多量生產 產品以多樣化及高品質取勝生產彈性及消除浪廢 整合：製造、行銷、財務、人事、專案 ERP/SCM -- 1990~ 消費者導向大量客製化 快速反應市場需求 跨地區、跨幣別的即時、整合資訊資訊系統資訊系統資料來源: 資策會MIC IT IS計畫null企業應用軟體演變趨勢E-Business (電子企業環境) ESCM (延伸型供應鏈管理) EERP (延伸型企業資源規畫)E-Commerce (電子商務)SFA (銷售自動化)CRM (客戶關係管理)SCM (供應鏈管理)ERP (企業資源規畫)MRP (物料需求規劃)Payroll (薪資系統)GL (總帳會計)AP (應收帳款系統)AR (應付帳款系統)197019902000EDI (電子資訊交換)Planning (計劃)Scheduling (排程)Distribution (配銷)MRP II (製造需求規劃)HR (人力資源)FMIS (財務系統)1980資料來源：HP簡報nullE-Business Application ArchitectureCustomerEmployeeSupplierE-ProcurementCustomer Relationship ManagementEnterprise Applications IntegrationManufacturing ExecutionManufacturing ControlKnowledge ManagementSupply Chain ManagementEnterprise Resource PlanningSelling Chain Management製造環境分類製造環境分類以製造策略分類 Job Shop (零工型) Repetitive (重複型) Batch (批量型) Flow Shop (流線型) 以產品定位策略分類 Engineering-to-order Make-to-order Assemble-to-order Make-to-stock製造環境製造環境Repetitive productionProductJob shopFlow shopCustomLow volume differentiatedHigh volume differentiatedCommoditySpecialty chemicals and drugsAerospaceIndustrial machineryMachine toolsElectrical and electronicsPaper Containers Brewers Automobile Tire and rubber Steel productsMajor chemicals and drugsOil Steel Forest productsProcessSource: Taylor et al., hy the Process Industries Are Different,?Production and Inventory Management Journal, 1981.One-of-a-kindPERT/CPMMRP; CRPMRP; Line Balancing JIT Manufacturing System ModelManufacturing System ModelBusiness PlanningSales PlanningProduction PlanningMPSMRPDemand ManagementFinance PlanningResource Requirements PlanningRough-Cut Capacity PlanningCapacity Requirements PlanningPurchasingProduction Activity ControlMid TermLong-TermShort-TermInventory ManagementInput/Output ControlCapacity Management in MPS SystemCapacity Management in MPS SystemResource requirements planningRough-cut capacity planningCapacity requirements planningPurchasingMaterial requirements planningMessage to BUY or MAKEProduction activity controlMaster production schedulingProduction planningInput/Output analysisOperation SequencingCapacity Planning and ControlCapacity Planning and ControlPriorityCapacityPlanningControlPP MPS MRPRRP RCCP CRPInput/Output ControlOperation SequencingCapacity DefinitionCapacity DefinitionThe rate at which work is withdraw from the system. The highest reasonable output rate which can be achieved with the current product specifications, product mix, work force, plant, and equipment. [APICS dictionary]Capacity ManagementCapacity ManagementThe function of establishing, measuring, monitoring, and adjusting limits or levels of capacity in order to execute all manufacturing schedules. [APICS dictionary] Include capacity planning capacity controlWork Center and LoadWork Center and LoadWork Center A specific production facility, consisting of one or more people and/or machines, which can be considered as on unit for purposes of capacity requirements planning and detailed scheduling. [APICS dictionary] Load The amount of scheduled work ahead of a manufacturing facility, usually expressed in terms of hours of work or units of production. [APICS dictionary] Wight’s FunnelWight’s FunnelCAPACITYLOADOUTPUTCapacity and Load [APICS]Capacity and Load [APICS]CapacityLoad(每一作業之Setup 及 run times)加班及外包考慮人員, 設施,之 available hours 及 Time Efficiency Rate減項 Breaks, Downtime, Rework Absenteeism, Daily, Maintenance, OtherCapacity Planning TermsCapacity Planning TermsLoadAvailableWeekHours per resourceCapacity Utilization ScenariosCapacity Utilization ScenariosLoadAvailableLoadAvailableLoadAvailableBalancedUnderloadedOverloadedDetermining Capacity AvailableDetermining Capacity AvailableDemonstrated (Measured) Capacity the average recent output actually achieved , is figured from historical data is defined as average output, not max output Rated (Calculated) Capacity available hours ×utilization ×efficiencyUtilizationUtilizationActual time used (run and setup) Scheduled time intended for productionUtilization =A measure of how intensively a resource is being used….UtilizationUtilizationExample: Breaks: 20 minutes per shift Routine maintenance: 10 minutes per shift Run time charged: 6 hours Setup time: 0.5 hour Utilization = EfficiencyEfficiencyA measure of how closely predetermined standards are achieved.Actual output (standard hours earned) Standard output expected (scheduled)efficiency =EfficiencyEfficiencyExample: Work center: 3 machines, two 8-hrs shifts, five days a week Breakdown: 12 hrs per week Utilization = records indicate that the work center produced an average of 250.8 sta. Hours of output. Efficiency = Capacity = Capacity DeterminationCapacity DeterminationShift per Day  Machines or Work Stations  Hours per Shift  Days per Week  Utilization  Efficiency = Standard Hours per WeekEx: Shifts = 3 Shift Length = 8 hrs 5 Days per Week Number of Machines = 6 Machine Utilization = .8 Efficiency = .9Rough-Cut Capacity PlanningRough-Cut Capacity PlanningThe need for long planning horizons and the lack of specific, accurate data for many important factors make RCCP techniques more practical than detailed calculations A capacity plan should not be deferred; rough-cut approaches are very practical Bill of Resource (Bill of Labor)Bill of Resource (Bill of Labor)資源清單(BOR; BOL)乃針對製造料件或零件群時，所需之主要關鍵資源的產能需求條列。 不是為了作為途程(Routing)用途。 只是一種估計特定料項所需產能的。RCCP ProcedureRCCP ProcedureConverting units of product in the MPS to standard hours of work in individual centers To accumulate in each period in the MPS the total hours of work required to produce all products scheduled in that period no LT offsetting no lot-sizing no significant changes in inventories of itemsRouting for Product XRouting for Product XProduct XSEQ Work Center Usage OP 1 1 0.1 hrs/pc OP 2 2 0.5 hrs/pc 12438765PERIODSPlanned Order ReleasedProduct X100 50 80 100 40 60 90Routing for Assy-01Routing for Assy-01Assy-01SEQ Work Center Usage OP 1 2 0.2 hrs/pc OP 2 3 0.8 hrs/pc 100 50 80 200 180 40 60 90nullResource Load ProfileWork Center 205010015020025012345678PeriodLoadOthersAssy-01Pro XCapacityBOM for FG BOM for FG Item Master Files for FGItem Master Files for FGRouting Files for FGRouting Files for FGWork Center Master FilesWork Center Master FilesMPS for Part 100MPS for Part 100RCCP-Process Time ComputationRCCP-Process Time ComputationRCCP-BOR ComputationRCCP-BOR ComputationRough Cut Capacity RequirementsRough Cut Capacity RequirementsRCCPRCCPRCCPRCCPRCCPMPSBORBackward and Forward SchedulingBackward and Forward SchedulingOP NOP N-1OP 1………Forward schedulingBackward schedulingOrder Due DateOrder Start DateOP N-1Infinite and Finite LoadingInfinite and Finite LoadingInfiniteFiniteCapacityCapacityCRP DefinitionCRP DefinitionThe function of establishing, measuring, and adjusting limits or level of capacity The process of determining in detail the amount of labor and machine resources required to accomplish the tasks of production [APICS Dictionary]Capacity Requirements PlanningCapacity Requirements PlanningCapacity Requirements PlanningPlanned orders Released ordersRoutingWork centerWork center load reportRevised schedule Manufacturing Order and RoutingManufacturing Order and RoutingManufacturing Order (Work Order) A document, group of documents, or schedule identity conveying authority for the manufacture of specified parts or products in specified quantities. [APICS dictionary] Routing A set of information detailing the method of manufacture of a particular item. It includes the operations to be performed, their sequence, the various work centers to be involved, and the standards for setup and run (times). [APICS dictionary] Inputs Needed for CRP Inputs Needed for CRP Open Order File Planned Order Releases Routing File operations to be performed sequence of operations work centers to be used possible alternate work centers tooling needed at each operation standard times: setup times, run times Work Center File move time, wait time, queue time Shop CalendarLead TimeLead TimeManufacturing LT queue, setup, process, wait, move Average Q (SU+RT)1+(SU+RT)2+…+(SU+RT)n WIPExpected Queueing TimeExpected Queueing TimeActivationQueueing Time0.8 0.84 0.88 0.92 0.96 1.00Assumption: M/M/1queueing system E(Q) = a/[s(a-s)] ; a: ave. arrival rate ; s: ave. service rate Activation = a/sA Revised Definition of Capacity AvailableA Revised Definition of Capacity AvailableCapacity available = Time available  Efficiency  Availability  Activation Availability 1- the fraction of time down due to machine breakdown and/or absenteeism Activation 1- the fraction of down due to lack of workUTILIZATIONHow Load Is Determined?How Load Is Determined?The production plan long range rate of production The MPS drive MRP MRP generate planned orders released (open) orders CRP (capacity requirements planning) calculates std hours required, by W/C, by time period, based on planned and open ordersLoad DeterminationLoad DeterminationOpen Orders (from order file status file maintained by production control) order due date order quantity operations completed operation remaining MRP-planned Order Releases ( from MRP’s output) planned order release date planned order receipt date planned quantityData Requirements for CRPData Requirements for CRPValid due dates on all released and planned orders Up-to-date routings and processing information Accurate standards for setup and processing time A scheduling program to handle all operations A loading program to assign work to time periods Standard queue allowances for all work centers Estimates of load due to unplanned occurrencesMRP for FGMRP for FGCRP ComputationCRP ComputationSetup time computation for planned order Run time computation for planned order Setup time computation for open order Run time computation for open order CRP load report Planned Order ReleasesPlanned Order ReleasesSetup Time Matrices for FGSetup Time Matrices for FGRun Time Matrices for FGRun Time Matrices for FGCapacity Req. of Planned ReleasesCapacity Req. of Planned ReleasesCapacity Req. by Released OrdersCapacity Req. by Released OrdersCapacity Requirements Plan for FGCapacity Requirements Plan for FGCRPCRPW/C Capacity vs. Average Load W/C Capacity vs. Average Load The formal plan does not include all the load it will be necessary to handle new products not in the current MPS use of alternate routings and processing scrap replenishment and rework operations additional processing needed for any reason record errors resulting in additional material requirements Some of the load must remain in the center to provide the planned standard queueInput/Output ControlInput/Output ControlInput/Output ControlInput/Output ControlInput/Output control is a method to manage queues and work-in-process lead times Input/Output Control ReportDefinitionDefinitionPlanned Input Work expected to arrive by time period based on CRP constraints expressed in standard hours or other common unit of measure Planned Output Work to be reduced by time period to reduce queue, plan output greater than input make capacity available DefinitionDefinitionPlanned Queue Beginning queue + planned input - planned output week ending 06/06 : 300 + 182 - 207 = 275 week ending 06/13 : 275 + 203 - 207 = 271 continuing for each succeeding week Actual Input Work arriving at work center by time period, same unit of measure obtained from reporting systems or manual logs affected by releases to shop, flow from prior operationsDefinitionDefinitionActual Input Work arriving at work center by time period, same unit of measure obtained from reporting systems or manual logs affected by releases to shop, flow from prior operations Actual Output Standard hours produced during each period from reporting systems or manual logs affected by resources, efficiency, workload DefinitionDefinitionActual Queue Begging (or prior period) queue + actual input - actual output week ending 06/06: 300 + 197 -213 = 284 verified periodically to confirm accuracy of input and output data Control measure actual to plan actual output vs. planned output actual output vs. actual input actual input vs. planned inputInput/Output ComparisonsInput/Output ComparisonsActual output  planned output Queues, LT  not enough input? Insufficient capacity? Actual output  planned output may run out of work, excess capacity Actual input  planned input may run out of work feeding w/c behind schedule, late order Input/Output ComparisonsInput/Output ComparisonsActual input  planned input work released early, queue & LT  feeding w/c ahead of schedule Actual output  actual input work released early, queue & LT  not enough capacity Actual output  actual input work released late, may run out of work feeding w/c behind schedule, idle capacity, late orderDispatching RulesDispatching RulesFirst come, first served (FCFS) Earliest Job Due Date (EDD) Earliest Operation Due Date (ODD) Operation start dates Critical ratios (CR) Shortest process time (SPT) Other methodsDispatching RulesDispatching RulesCapacity ManagementCapacity Management製造環境特性製造環境特性特性 Job Shop Repetitive/Batch 產品定位策略 Make-to-order Make-to-stock Engineer-to-order Assemble-to-order 產量 低 高 批量 分攤setup cost 1 Queue, move, wait time 高(70% ~90%) 低 產能 Standard hours Cycle time Routings 變動 固定 Dispatching 複雜 FCFS layout 功能別佈置 產品別佈置 SFC 推式(push) 拉式(pull) Reporting detail 高 低null製造環境比較ConclusionsConclusionsManaging order LTs requires managing both priority and capacity Capacity plans should use the broadest possible product groups that go through similar manufacturing operations Capacity must be adequate to support the MPS and handle additional unplanned demands