生產(chǎn)與運作管理 15 其它先進(jìn)生產(chǎn)方式

1、生產(chǎn)與運作管理 15 其它先進(jìn)生產(chǎn)方式15 其它先進(jìn)生產(chǎn)方式（Advancement in Production Planning and Scheduling ）151.1 最優(yōu)生產(chǎn)技術(shù) ( Optimized Production Technology, OPT )15.92 敏捷制造( Agile Manufacturing, AM )15.3 計算機集成制造系統(tǒng)（Computer Intergrated Manufacturing System, CIMS）15.1 Optimized Production TechnologyIntroduction：The most prevale

2、nt approach in the production planning is based on the concept of material requirement planning (MRP). The release time is obtained by shifting the expected output time back along the time scale by a period of the estimated average lead time; The release quantity is derived by dividing the expected

3、output by the estimated average product yield. MRP-based methods have three major drawbacks: The lead time not only needs to be pre-specified but also is assumed to be static over the entire planning horizon;The capacity is assumed to be infinite, which means the derived production planning may not

4、be realized;The production system is made nervous. Little adjustment in MPS changes the due date, requiring the recalculation of MRP.Theory of Constraints (TOC)-IntroductionThe theory was first described by Israels physicist Dr. Eliyahu M. Goldratt in his book The Goal as a way of managing the busin

5、ess to increase profits in 1980s . TOC is a proven method that can be used by existing personnel to increase throughput (sales), reliability, and quality while decreasing inventory, WIP, late deliveries, and overtime. Successful organizations also adopt TOC to help make tactical & strategic deci

6、sions for continuous improvement. The Theory of Constraints is based on the premise that:“Every real system, such as a business, must have within it at least one constraint. If this were not the case then the system could produce unlimited amounts of whatever it was striving for, profit in the case

7、of a business.” Dr Eli GoldrattTOC-IntroductionOPT系統(tǒng)的基本原理(Basic Principle of OPT System)OPT系統(tǒng)的基本概念瓶頸(Bottleneck)非瓶頸(Non-bottleneck)能力約束資源(Capacity- Constrained Resources)能力的平衡和物流的平衡 ( Capacity Balance and Material Flow Balance) 企業(yè)目標(biāo) (Business Goal) 企業(yè)業(yè)績衡量標(biāo)準(zhǔn) ( Business Performance Evaluation Criteria

8、) 生產(chǎn)流程的基本控制方法(Basic Control Method to Production Process) OPT Based on TOC基于TOC理論的OPT技術(shù) 能力的平衡和物流的平衡具體含義各階段能力相等(每一階段可完成的產(chǎn)品數(shù)量相等) 所完成的產(chǎn)品數(shù)是以平均工時計算能力的利用率各個階段平衡 企業(yè)內(nèi)部業(yè)績評價標(biāo)準(zhǔn)財務(wù)評價凈利潤(Net profit, NP)投資收益率(Return on investment, ROI)現(xiàn)金流(Cash Flow, CF)運營標(biāo)準(zhǔn)有效產(chǎn)出（單位時間生產(chǎn)的售出的產(chǎn)品：產(chǎn)銷率，Throughput, T）庫存成本（Inventory, I）運營費用

9、（Operating Expenses, OE）不區(qū)分直接、間接成本評價企業(yè)的標(biāo)準(zhǔn)從企業(yè)內(nèi)部擴展到企業(yè)生態(tài)系統(tǒng) 企業(yè)生態(tài)系統(tǒng)的含義組織結(jié)構(gòu)分散的網(wǎng)絡(luò)供應(yīng)商、分銷商、外包公司、相關(guān)產(chǎn)品的生產(chǎn)商或服務(wù)商、技術(shù)提供商等 不同于傳統(tǒng)的價值鏈 與公司未來發(fā)展密切相關(guān)的各類組織 包括許多傳統(tǒng)價值鏈外的公司，外包公司、融資機構(gòu)、技術(shù)提供商、互補產(chǎn)品制造商等、監(jiān)管機構(gòu)、媒體 網(wǎng)絡(luò)對企業(yè)產(chǎn)品制造和交付的影響 作用與反作用的關(guān)系企業(yè)共生互利的關(guān)系使消費者受益，同時其生態(tài)系統(tǒng)具有集體競爭優(yōu)勢公司行動會影響整個商業(yè)網(wǎng)絡(luò)的健康狀況，這種狀況最終會影響企業(yè)的業(yè)績 OPT系統(tǒng)的九條原則1 追求物流的平衡(Material

10、Flow Balance)， 而不是能力平衡(Capacity Balance ) 能力平衡指生產(chǎn)系統(tǒng)的各種能力、負(fù)荷均衡。具體含義為: 各階段能力相等(每一階段可完成的產(chǎn)品數(shù)量相等) 所完成的產(chǎn)品數(shù)是以平均工時計算 能力的利用率各個階段平衡 物流平衡指實現(xiàn)物流的同步化 物流平衡指實現(xiàn)物流的同步化 (Synchronization) Synchronization)，時間銜接，數(shù)量配套 2 在瓶頸資源上損失一小時，就使整個系統(tǒng)損失一小時在瓶頸工序前設(shè)置質(zhì)量檢查站( Quality Inspection Station)在瓶頸工序前設(shè)置緩沖環(huán)節(jié)( Buffer)加大瓶頸設(shè)備的生產(chǎn)批量 (Proc

11、ess Batch)，減少瓶頸設(shè)備的調(diào)整(Setup)次數(shù) 減少調(diào)整的絕對時間 OPT系統(tǒng)的九條原則3 非瓶頸資(Non-bottleneck Resources)的利用程度由瓶頸資源(bottleneck Resources) 的能力來決定4 在非瓶頸資源上節(jié)省時間是沒意義的5 瓶頸控制了整個生產(chǎn)系統(tǒng)的庫存量和流程6 對瓶頸工序的前導(dǎo)工序( Previous Procedure)和后續(xù)工序(Subsequent Procedure)應(yīng)采用不同的計劃方法7 運輸批量不一定等于加工批量(Production Lot Size) 8 各工序的加工批量是可變的9 作業(yè)計劃應(yīng)該在考慮了整個系統(tǒng)的資源約

12、束條件之后，再進(jìn)行安排 DBR - Drum Buffer RopeDrum Buffer Rope (DBR) is a planning and scheduling solution derived from the Theory of Constraints (TOC). The fundamental assumption of DBR is that within any plant there is one or a limited number of scarce resources which control the overall output of that plant.

13、 This is the “drum”, which sets the pace for all other resources. In order to maximize the output of the system, planning and execution behaviors are focused on exploiting the drum, protecting it against disruption through the use of “time buffers”, and synchronizing or subordinating all other resou

14、rces and decisions to the activity of the drum through a mechanism that is akin to a “rope”. bufferdrumropeTOC-the Steps for ImplementationStep 1:Identify the systems constraint(s)Step 2:Decide how to exploit the systems constraint(s)Step 3:Subordinate everything else to the above decisionStep 4:Ele

15、vate the systems constraint(s)Step 5:If in the previous step, a constraint has been broken go back to step 1, but do not allow inertia to become the systems constraintTOC- Types of Constraint:A constraint is anything in an organization that limits it from moving toward or achieving its goal. There a

16、re two basic types of constraints: physical constraints and non-physical constraints. A physical constraint is something like the physical capacity of a machine.A non-physical constraint might be something like demand for a product, a corporate procedure, or an individuals paradigm for looking at th

17、e world. THE MARKETCAPACITYRESOURCESSUPPLIERSFINANCEKNOWLEDGE OR COMPETENCEPOLICYTOC- Applications1. Production Planning and Scheduling2. Distribution and Supply Chain3. Financial Management4. Marketing5. Strategic Planning6. Project ManagementTOC-the Principles of Applying TOC in Production Schedul

18、ingFactory production rate is production rate of bottleneck work center;Most of the buffer WIP should be waiting at bottleneck;Bottleneck implies certain amount of idle time at other work stations;Important to regulate bottleneck workload; other work centers should serve the bottleneck, not optimize

19、 themselves.TOC-Capacity and Bottlenecks in ProductionCapacity is defined as the available time for production (excluding maintenance and other downtime)A bottleneck (constraint) is defined as any resource whose capacity is less than the demand placed upon itA non-bottleneck is a resource whose capa

20、city is greater than the demand placed on itA capacity-constrained resource (CCR) is one whose utilization is close to capacity and could be bottleneck if it is not scheduled carefullyTOC- An Example in Semiconductor ManufacturingThe pipe represents the production line, and its width represents the

21、maximum flow rate or capacity at various process steps. SEC fabs were designed so that the photo machines are the bottlenecks, and other machines have surplus capacity. Thus the pipe in the figure narrows at each photo step. When all the machines are up and the process is in control, the photo machi

22、nes are the bottlenecks, and the largest concentrations of WIP is at those points.Fab ProcessPhotoLayer j-1PhotoLayer jPhotoLayer j+1PhotoLayer j+2WiplevelWIP between photo steps at normal time TOC- An Example in Semiconductor Manufacturing PhotoLayer j-1PhotoLayer jPhotoLayer j+1PhotoLayer j+2Fab P

23、rocessWiplevelPhoto Layer j+1running outProcess troubleThe case of process or equipment trouble at a non-photo manufacturing area of the fab is depicted by a constriction of the pipe at a non-photo step. If this condition persists, the WIP at a photo machine can become exhausted. A buffer is needed,

24、 proportional to the risk of trouble in that layer. For example, if Layer j of the process experiences more trouble than Layer j+1 the bottleneck step immediately following Layer j should be awarded a larger buffer than the bottleneck step following Layer j+1.WIP between photo steps at disturbance15

25、.2 Agile ManufacturingAgile manufacturing is a method for manufacturing which combine our organization, people and technology into an integrated and coordinated whole.BackgroundGlobal Competition is intensifying.Mass markets are fragmenting into niche markets.Cooperation among companies is becoming

26、necessary, including companies who are in direct competition with each other.Customers are expecting:Low volume productsHigh quality productsCustom productsVery short product life-cycles, development time, and production lead times are required.Customers want to treated and individualsVirtual Enterp

27、risesKey idea is that agility is derived by a group of companies forming a virtual enterpriseVirtual Enterprises - CollaborationIn product designHow to find the other component companies:on-line part retrieval,on-line company specifications (e.g. Allen Integrated Assemblies from Lehigh)working toget

28、her: software to support global team workingCAD/design environments (simple example Autocad 2000i)groupware; email => QuickplaceIn operationsdata transactionssend/receive orders, invoices etc, EDI standards, XMLIntegration with customers & suppliersvisibility of supplier/client systems =>

29、proactive integrationintegrate ERP with customers & suppliers15.3 計算機集成制造系統(tǒng)（Computer Intergrated Manufacturing System, CIMS）3CCustomerCompetitionChangeCIMS功能結(jié)構(gòu)4個功能分系統(tǒng)信息管理分系統(tǒng)產(chǎn)品設(shè)計與制造工程設(shè)計自動化分系統(tǒng)制造自動化或柔性制造分系統(tǒng)質(zhì)量保證分系統(tǒng)2個支撐分系統(tǒng)計算機網(wǎng)絡(luò)分系統(tǒng)數(shù)據(jù)庫分系統(tǒng)CIMS集成的內(nèi)涵系統(tǒng)運行環(huán)境的集成信息的集成應(yīng)用功能的集成技術(shù)的集成人和組織的集成CIM技術(shù)發(fā)展動向Advanced Plann

30、ing and SchedulingMass CustomizationAdvanced Planning and Scheduling APS- Definition: Advanced Planning and Scheduling (APS) is a software system that uses intelligent analytical tools to perform finite scheduling and produce realistic plans.APS- the Four-Part Model AMRs APS ModelEnterprise WidePlan

31、ningAvailable toSupplyPromiseChainPlanningCapable toProductionPromiseScheduling Source: Advanced Manufacturing Research, Inc. APS- Mathematical Technologies Linear Programming Genetic Algorithms Heuristics Constraint Based Programming (CBP)Source: Shires, Nigel, (2005). “Optimization Techniques and

32、Their Application to Production Scheduling ,” White Paper, Preactor International, published on website: /.preactor3/whitepapers.asp.APS-APS/ERP IntegrationThe comprehensive nature of todays APS algorithms drives the need for copious amounts of data-data that typically reside in an ERP system. This

33、means that attaining the full benefits of APS is largely predicted on how well it is integrated with ERP. When done well, both systems benefit.Source: Musselman, K., and Uzsoy, R. (2001), “Advanced Planning and Scheduling for Manufacturing,” in Handbook of Industrial Engineering, 3rd Ed., G. Salvend

34、y, Eds., John Wiley & Sons, New York.APS/ERP IntegrationAPS/ERP IntegrationSource: Musselman, K., and Uzsoy, R. (2001), “Advanced Planning and Scheduling for Manufacturing,” in Handbook of Industrial Engineering, 3rd Ed., G. Salvendy, Eds., John Wiley & Sons, New York.APS- Software Providers

35、 Preactor SAP - Advanced Planner and Optimizer (APO) Oracle - APS Manugistics i2 APS-Preactor APS ScreenshotAPS-SAP-APO ScreenshotMass Customization and its Production PlanningWith the increasing competition in the global market, the manufacturing industry has been facing the challenge of increasing

36、 customer value;More importantly, quality means ensuring customer satisfaction and enhancing customer value to the extent that customers are willing to pay for the goods and services;A well-accepted practice in both academia and industry is the exploration of flexibility in modern manufacturing syst

37、ems to provide quick response to customers with new products catering to a particular spectrum of customer needs;The key to success in the highly competitive manufacturing enterprise often is the companys ability to design, produce, and market high-quality products within a short time frame and at a

38、 price that customers are willing to pay;In order to meet these pragmatic and highly competitive needs of todays industries, it is imperative to promote high-value-added products and services;Mass customization enhances profitability through a synergy of increasing customer-perceived values and redu

39、cing the costs of production and logistics.IntroductionIntroductionMass customization is “producing goods and services to meet individual customers needs with near mass production efficiency”;Mass customization is a new paradigm for industries to provide products and services that best serve custome

40、r needs while maintaining near-mass production efficiency. Contradicted two sides:Mass production demonstrates an advantage in high-volume production;Satisfying each individual customers needs can often be translated into higher value, however, economically not viable;Economic Implication of Mass Cu

41、stomizationMass customization is capable of reducing costs and lead time by accommodating companies to garner economy of scale by repetitions.With flexibility and programmability, companies with low to medium production volume can gain an edge over competitors by implementing MC; Mass customization

42、can potentially develop customer loyalty, propel company growth, and increase market share by widening the product range. Technical challengesThe essence of mass customization lies in the product and service providers ability to perceive and capture latent market niches and subsequently develop tech

43、nical capabilities to meet the diverse needs of target customers;To encapsulate the needs of target customer groups means to emulate existing or potential competitors in quality, cost, quick response;Therefore, the requirements of mass customization depend on three aspects: time-to-market (quick res

44、ponsiveness), variety (customization), and economy of scale (volume production efficiency);Successful mass customization depends on a balance of three elements: features, cost, and schedule.Maximizing reusabilityMaximal amounts of repetition are essential to achieve the efficiency of mass production

45、, as well as efficiencies in sales, marketing, and logistics, which attained through maximizing commonality in design, which leads to reusable tools, equipment, and expertise in subsequent manufacturing;Customization emphasizes the differentiation among products.An important step toward to this goal

46、 is the development and proliferation of design repositories that are capable of creating various customized products;Dynamic stability: a firm can serve the widest range of customers and changing product demands.To achieve mass customization, the synergy of commonality and modularity needs to be ta

47、ckled and needs to encompass both the physical and process domains of design.Product platformThe effectiveness of a firms new product generation lies in: Its ability to create a continuous stream of successful new products over an extended period of time;The attractiveness of these products to the t

48、arget market niches;The essence of mass customization is to maximize such a match of internal capabilities with external market needs;A product platform is impelled to provide the necessary taxonomy for positioning different products and the underpinning structure describing the interrelationships b

49、etween various products with respect to customer requirements, competition information, and fulfillment processes;This implicates two aspects: to represent the entire product portfolio, including both existing products and proactively anticipated ones, by characterizing various perceived customer ne

50、eds, and to incorporated proven designs, materials, and process technologies;Integrated product life cycleMass customization starts from understanding customers individual requirements and ends with a fulfillment process targeting each particular customer,;The time-to-market can be achieved by teles

51、coping lead time;Product realization should simultaneously satisfy various product life cycle concerns, including functionality, cost, schedule, reliability, manufacturability, marketability, and serviceability, to name but a few;The realization of mass customization requires not only integration ac

52、ross the product development horizon, but also the provision of a context-coherent integration of various viewpoints of product life cycle.Design for mass customizationDesign for mass customization (DFMC) aims at considering economies of scope and scale at the early design stage of the product-reali

53、zation process;The main emphasis of DFMC is on elevating the current practice of designing individual products to designing product families;There two basic concepts underpinning DFMC:Product family architecture;Product family design.Understanding DFMCA comparison of modularity and commonalityClass-

54、member relationshipIntegration/relation Product variantsProduct structureProduct differentiationClustering Decomposition Analysis methodSimilarityInteraction Characteristic of measure Instances (members)Type (class)Focused objects Commonality Modularity Issues Variety Leverage: Handling Variety for

55、Mass CustomizationManufacturing and production planningCompetition for mass customization manufacturing is focused on the flexibility and responsiveness in order to satisfy dynamic changes of global markets. The future major trends are:A major part of manufacturing will gradually shift from mass pro

56、duction to the manufacturing of semi-customized or customized products to meet increasingly diverse demands;The “made-in-house” mindset will gradually shift to distributed locations, and various entities will team up with others to utilize special capabilities at different locations to speed up prod

57、uct development, reduce risk, and penetrate local markets;Centralized control of various entities with different objectives, locations, and cultures is almost out of the question now. control systems to enable effective coordination among distributed entities have become critical to modern manufacturing systems. The Price Mechanism of a Market Model“The Goal,” a hugely successful book about an Israeli phy