OM05_ProcessSelectionLayout.ppt

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1 ! 생산용량계획복습! Read hapter 6 and 6s Process Selection and Facility ayout (h.6) 프로세스선택및설비배치 Hansoo Kim ( ) Dept. of Management Information Syste ms, YUST 1 2 OM Overview X X X X lass Overview (h. 0) Mgmt of Quality/ Six Sigma Quality (h. 9, 10) Operations, Productivity, and Strategy (h. 1, 2) Queueing/ Simulation (h. 18) Project Management (h. 17) Supply hain Management (h 11) Strategic apacity Planning (h. 5, 5S) ocation Planning and nalysis (h. 8) Process Selection/ Facility ayout; P (h. 6, 6S) JIT & ean Mfg System (h. 15) Key Terms ssembly line ine balancing utomation Numerically controlled(n/) machines alance delay Precedence diagram ellular production Process layout omputer-aided manufact uring omputer-integrated man ufacturing Production line Product layout ycle time Product or service profiling Demand Mgmt Forecasting (h 3) ggregated Planning (h. 13) Inventory Management (h. 12) MRP & ERP (h 14) Term Project Fixed-position layout Project Flexible manufacturing sy stem Robot Group technology Technological innovation 3 Intermittent processing technology 4

! 프로세스선택의전략적중요성을설명한다! 프로세스선택이조직에미치는영향을설명한다! 기본적인프로세스유형을설명한다! 프로세스자동화에대하여토론한다! 배치변경의근거를알수있다! 제품별배치와공정별배치의주요장단점을학습한다! 간단한라인밸런싱문제를푼다! 간단한공정별배치계획을수립한다 Process Strategy (Key spects) 1. apital Intensity 2.

2 ! 프로세스선택의전략적중요성을설명한다! 프로세스선택이조직에미치는영향을설명한다! 기본적인프로세스유형을설명한다! 프로세스자동화에대하여토론한다! 배치변경의근거를알수있다! 제품별배치와공정별배치의주요장단점을학습한다! 간단한라인밸런싱문제를푼다! 간단한공정별배치계획을수립한다 Process Strategy (Key spects) 1. apital Intensity 2. Process Flexibility 5 6 Process Selection Strategy (, )! Process Selection ( 프로세스선택 ) " Deciding on the way production of goods or services will be organized " 제품과서비스를어떤방식으로생성해낼것인가? 에대한방안 " Process ( 프로세스 ) = Transformation! 원자재에서제품 ( 혹서비스 ) 로변화되는과정! 어떤종류의생산 (or 서비스 ) 방식이있을까? (Which types of process strategy can exist?)! 생산 (or 서비스 ) 방식을결정하는데고려해야하는요소들은어떤것이있을까? Which factors should be considered to select the process strategy?! Objective( 목적 ) " Meet or exceed customer requirements ( 요구사항 ) " Meet cost & managerial goals " 최소의비용으로고객의요구사항을극대화한다!! ong-term effect ( 장기적인영향력이있다 ), 전략적의사결정문제 " Product & Volume Flexibility, ( 제품과생산수량과의관계 ) " osts & Quality ( 가격과품질 ) 7! 예제 " 홍콩반점 " 건강검진센타 " 빙천맥주공장 " 자동차조립공장 " 8

Machining Process ( ) Process Selection ( 프로세스선택 ) Machine! Process Time ( 공정시간 ) = Setup Time ( 준비시간 ) + Machining Time ( 가공시간 )! How is the utilization of the Machine?

3 Machining Process ( ) Process Selection ( 프로세스선택 ) Machine! Process Time ( 공정시간 ) = Setup Time ( 준비시간 ) + Machining Time ( 가공시간 )! How is the utilization of the Machine? S-----S---- S--S--S--S--S--S--S--S- S = Setup Time 장단점?! 다양성 (Variety) " How much! 유연성 (Flexibility) " What degree! 산출량 (Volume) " Expected output Job Shop ( 잡샵 ) atch 배치프로세트 Repetitive 반복프로세스 ontinuous 연속프로세스 (Types of Process)! 잡샵 (Job shop) " 소규모, 다품종소량생산, 단속적처리과정, " 다양한소규모일감, 각각처리방법이다름 " 범용장비, 숙련공에의한높은유연성 " 철공소, 병원등! 뱃치프로세스 (atch) " 중규모, 중품종중량생산, 단속적처리과정, " 잡샵보다는다양하지않음, 중간정도의숙련공 " 빵집, 멀티플렉스영화관, 항공사등! 반복프로세스 (Repetitive) " 산출량이많은표준제품에유리 " 장비의유연성요구는제한적, 인력의숙련도가높지않음, " 생산라인, 조립라인으로불리운다. " 자동차, 컴퓨터조립, 전자제품조립산업등.! 연속프로세스 (ontinuous) " 표준화된연속적산출물을대량으로생산 " 연속적생산 ( 액체, 분말형태의생산 ), 제품의다양성이매우적고, 대량생산에유리 ( 소품종대량 ) " 전문성에따라필요한인력의수숙련도가범위가넓다 " 석유화학제품, 철강, 설탕, 밀가루등 11 산출물의특징 장점 단점 잡샵 뱃치 반복 / 조립 연속 ( 주문형 ) 개별화제품이나서비스 매우다양한일감을처리할수있음 저속제품당고원가, 계획과스케쥴이복잡함 반표준화제품이나서비스 유연성 제품당중간정도원가스케쥴링이중간정도 표준화제품이나서비스 저원가대량소요충족 저유연성높은고장비용 고표준화제품이나서비스 매우높은효율고도로놓은수요충족 매우경직다양성결여, 높은변경비용, 매우높은고정비용 12

제품/서비스 프로세스 Volume and Variety of Products 활동/부문 잡샵 뱃치 반복 연속 프로젝트 원가추정 어려움 어느정도 쉬움 쉬움 쉬움 간단~복잡 단위원가 높음 중간 정도 낮음 낮음 매우높음 사용 장비 범용 범용 전용 전용 다양함 고정비 낮음 중간정도 높음 매우높음 다양함 변동비 높음 중간정도 낮음 매우높음 높음 노동력 숙련도 높음

4 제품/서비스 프로세스 Volume and Variety of Products 활동/부문 잡샵 뱃치 반복 연속 프로젝트 원가추정 어려움 어느정도 쉬움 쉬움 쉬움 간단~복잡 단위원가 높음 중간 정도 낮음 낮음 매우높음 사용 장비 범용 범용 전용 전용 다양함 고정비 낮음 중간정도 높음 매우높음 다양함 변동비 높음 중간정도 낮음 매우높음 높음 노동력 숙련도 높음 중간정도 낮음 낮음~높음 낮음~높음 마케팅 능력을 강조/판 매 능력과 중간정 도의 표준화 제 품과 서비스를 강조. 표준화 제품과 서비스를 강조/ 판매 표준화 제품과 서비스를 강조/ 판매 능력을 강조/판 매 다양성 응급실 잡샵 베이커리 뱃치프로세스 P 조립 반복프로세스 정유공장 연속프로세스 스케줄링 복잡 중간정도 복잡 일상적/쉬움 일상적/쉬움 복잡함,변경이 잦음 공정재고 높음 높음 낮음 낮음 다양함 물량 14 FMS에 의한 생산라인의 개념도 (rea of Technology)! Machine technology! utomatic identification systems (IS) " ar-code, RFID Process control Vision system Robot utomated storage and retrieval systems (SR S)! Flexible manufacturing systems (FMS)! omputer-integrated manufacturing (IM)!!!!

5 FMS 예 FMS 예 중앙관제실 자동창고 공구저장소 차팔렛트 반송 컨베이어라인 공구무인반송차 머시닝센터 세정실 작업물 무인운반차 17 준비작업장 18 FMS 예 19 20

6 Types of Robot FMS Machine! ylindrical! Polar! artesian! Joint rm SRS ( ) GV ( ) 23 24

GVS ( ) omputer Integrated Manufacturing (IM) http://www.steinbockus.com/gvs/animation.

Develop an economical layout which will meet the requireme nts of: " product design and volume (product strategy) " process equipment

7 GVS ( ) omputer Integrated Manufacturing (IM) Facility ayout Design Facility ayout ( )! Develop an economical layout which will meet the requireme nts of: " product design and volume (product strategy) " process equipment and capacity (process strategy) " quality of work life (human resource strategy) " building and site constraints (location strategy) ============================== " 사내물류비용의최소화 " 제품과서비스품질확보가용이하도록 " 공간의효율적활용 " 노동력의효율적활용! 불필요한움직임을최소화함 " 병목현상을완화 " 제조및서비스시간단축 " 시설의안전성 27 28

8 설비배치 (Facility ayout) 란?! ocation or arrangement of everything wit hin & around buildings 부서, 작업장, 장비의공간적구성을의미! Objectives are to maximize " ustomer satisfaction " Utilization of space, equipment, & people " Efficient flow of information, material, & people " Employee morale & safety! 제품별배치 (Product-oriented layout)! 공정별배치 (Process-oriented layout)! 고정위치배치 (Fixed-position layout)! 사무실배치 (Office layout)! 소매점배치 (Retail layout)! 창고배치 (Warehouse layout) (Product Oriented ayout) Used for Repetitive or ontinuous Processing! 제품별배치 (Product Oriented ayout)! 표준프로세스들을사용하여많은양의흐름을원할하고신속하게흐르게하는배치! ayout that uses standardized processing operations to achieve s mooth, rapid, high-volume flow 31 (Product Oriented ayout)! 장점 " ower variable cost per unit ( 낮은변동비 ) " ower but more specialized labor skills ( 낮은수준의전담적노동 ) " Easier production planning and control ( 생산계획및통제의용이성 ) " Higher equipment utilization (70% to 90%) ( 설비의높은가동율 )! 단점 " ower product flexibility ( 제품종류가한정 ) " More specialized equipment ( 전용설비 ) " Usually higher capital investment ( 높은초기투자비용 ) 32

9 (Process Oriented ayout) (Process Oriented ayout) athe Milling M M Drilling D D D D! 다양한처리요구를다룰수있는배치! 공정이유사한설비들을모아서배치함 M G G M G G Grinding Receiving and Shipping G G D D D D P P Painting ssembly 33 " Facilities( 설비 ) are organized by process " Similar processes are together! Example: ll drill presses are together " ow volume, high variety products ( 다품종소량 ) " Jumbled flow ( 뒤범벅흐름 ) 34 (Process Oriented ayout)! 장점 " Greater product flexibility ( ) " More general purpose equipment ( ) " ower initial capital investment ( )! 단점 " High variable costs ( ) " More highly trained personnel ( ) " More difficult production planning & control ( ) " ow equipment utilization (5% to 25%) ( ) Emergency Room ayout (Process-Oriented ayout) E.R.Triage room Patient - broken leg E.R. dmissions Patient - erratic pacemaker Hallway E.R. beds Pharmacy illing/exit 35 36

10 Steps in Developing a Process-Oriented ayout ost of Process-Oriented ayout 1 onstruct a from-to matrix 2 Determine space requirements for each d epartment 3 Develop an initial schematic diagram 4 Determine the cost of this layout 5 y trial-and-error (or more sophisticated means), try to improve the initial layout 6 Prepare a detailed plan that evaluates fac tors in addition to transportation cost Minimize cost where n = i, j = individual departments X ij total number of or departments X = number of loads moved from department i to department ij = cost to move a load between department i and department n n = i= 1 j= 1 ij ij work centers j j Interdepartmental Flow of Parts Possible ayout Room 1 Room 2 Room 3 ssembly (1) Printing (2) Machine Shop (3) Receiving (4) Shipping (5) Testing (6) Room 4 Room 5 Room

11 Interdepartmental Flow Network Showing Nu mber of Weekly oads Possible ayout Room 1 Room 2 Room Painting (2) ssembly (1) Machine Shop (3) 근접운반비 (djacent ost) = $1, 비근접운반비 (Non-djacent.) = $ Total ost = = $570 Receiving (4) Shipping (5) Testing (6) Room 4 Room 5 Room Interdepartmental Flow Graph Showing Numb er of Weekly oads 근접운반비 (djacent ost)= $1, 비근접운반비 (Non-djacent.)=$ Total ost = =$ omputer Programs to ssist in ay out! RFT! SPERFT! RFT 3-D! MUTIPE! OREP! DEP! OFD! FDES - expert system 44

ordinarily a process-ori ented facilities

12 (Fixed Position ayout)! 제품또는프로젝트는한곳에있고, 작업자, 물자, 장비가피요에따라움직이는배치! ayout in which the product or project remains stationary, an d workers, materials, and equipment are moved as needed 셀생산방식 (ellular ayout - Work ells) 과 Group Technology! 비슷한작업이필요한부품들을생산하기위하여워크스테인션들을묶어서셀을구성한배치 temporary product-orient arrangement of machin es and personnel in what is ordinarily a process-ori ented facilities 비행기, 선박등의생산방식! 그룹테크놀로지 (Group Technology) 부품들을설계특성이나제조특성에따라분류하여, 부품군으로묶는것 Work ell Floor Plan Improving ayouts by Moving to the Work ell oncept Saws Drills Office Tool Room Work ell 47 48

Work ell dvantages Inventory Floor space Direct labor costs Equipment utilizati on Employee participa tion Quality

rranged by process or product " Example: Payroll dept. is by process! Relationship chart used!

President 1 O 2 2 osting U 3 Engineering I O 4 President s Secretary 3 Ordinary closeness: President (1) & osting

4 Secretary 5 Office entrance 7 Equipment cabinet 8 Photocopy equipment 9 Storage room 9 Storage room O O X O U E U

13 Work ell dvantages Inventory Floor space Direct labor costs Equipment utilizati on Employee participa tion Quality 사무실배치 (Office ayout)! Design positions people, equipment, & offices for maximum information flow! rranged by process or product " Example: Payroll dept. is by process! Relationship chart used! Examples " Insurance company " Software company Relationship hart ( 부문상호관계표 ) Office Relationship hart 1 President 1 O 2 2 osting U 3 Engineering I O 4 President s Secretary 3 Ordinary closeness: President (1) & osting (2) 4 bsolutely necessary: President (1) & Secretary (4) 51 1 President 2 hief Technology Officer 3 Engineer s rea 4 Secretary 5 Office entrance 7 Equipment cabinet 8 Photocopy equipment 9 Storage room 9 Storage room O O X O U E U I I I I I I U I O O E U E U O U E O U O X I E Val. E I O U X loseness bsolutely ne cessary Especially imp ortant Important Ordinary OK Unimportant Not desirable 52

14 소매점배치 (Retail /Service ay out - Grid Design) Grocery Store Milk read Office arts Meat heckout Produce Frozen Foods Store ayout - with Dairy, read, High D rawer Items in orners 창고배치 (Warehouse ayout)! Design balances space (cube) utilization & handling cost! Similar to process layout " Items moved between dock & various storage areas! Optimum layout depends on! Variety of items stored! Number of items picked n ssembly ine ayout 55 56

ine alancing # 라인밸런싱 : 모든워크스테이션들의작업시간들이비슷하도록요소작업들을워크스테이션들에할당하는절차 # Precedence diagram # Network showing order

workstation # Precedence ycle diagram time example # Network showing order of t asks and restrictions on th

production time available desired units of output (8 hours x 60 minutes / hour) 480 120 = 4 minutes 57 58 #

complete all station s 원자재가들어가서제품이모든공정을마치고나오는시간 59 # ycle time = max time spent at any stati on # Flow time =

15 ine alancing # 라인밸런싱 : 모든워크스테이션들의작업시간들이비슷하도록요소작업들을워크스테이션들에할당하는절차 # Precedence diagram # Network showing order of tasks and re strictions on their performance # ycle time # Maximum time product spends at any one workstation # Precedence ycle diagram time example # Network showing order of t asks and restrictions on th eir performance d = # ycle time # Maximum d = time product (120 units) spe nds at any one workstation d = production time available desired units of output (8 hours x 60 minutes / hour) = 4 minutes # ycle time = max time spent at any stati on 한작업물에대하여워크스테이션에서수행하여야하는요소작업들의총소요시간의상한 # Flow time = time to complete all station s 원자재가들어가서제품이모든공정을마치고나오는시간 59 # ycle time = max time spent at any stati on # Flow time = time to complete all station s minutes 4 minutes 4 minutes Flow time = = 12 minutes ycle time = max (4, 4, 4) = 4 minutes 60

E = where Efficiency i t i i = 1 n a Minimum number of workstations N = i t i i =

number of workstations a = actual cycle time d = desired cycle time 61 1.

alculate the desired cycle time required for the line. 3.

Group elements into workstations, recognizing cycle time and precedence

Stop if theoretical minimum number of workstati ons on an acceptable efficiency

62 WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.

16 E = where Efficiency i t i i = 1 n a Minimum number of workstations N = i t i i = 1 d t i = completion time for element i j = number of work elements n = actual number of workstations a = actual cycle time d = desired cycle time Draw and label a precedence diagram. 2. alculate the desired cycle time required for the line. 3. alculate the theoretical minimum number of workstations. 4. Group elements into workstations, recognizing cycle time and precedence constraints. 5. alculate the efficiency of the line. 6. Stop if theoretical minimum number of workstati ons on an acceptable efficiency level reached. I f not, go back to step WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.1 ut into strips Outline fun shapes D Roll up and package, 0.3 WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.1 ut into strips Outline fun shapes D Roll up and package, 0.3 Desired unit of output : 6,000 units vailable working hour a day : 40 Hrs 0.1 D

17 WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.1 ut into strips Outline fun shapes D Roll up and package, 0.3 WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.1 ut into strips Outline fun shapes D Roll up and package, hours x 60 minutes / hour 2400 d = = = minute 6,000 units D N = = = 2.5 workstations hours x 60 minutes / hour 2400 d = = = minute 6,000 units D N = = = 2.5 workstations 3 workstations 66 WORK EEMENT PREEDENE TIME (MIN) Press out sheet of fruit 0.1 ut into strips Outline fun shapes D Roll up and package, 0.3 REMINING REMINING WORKSTTION EEMENT TIME EEMENTS d = N = 2.5 d = N = D D

18 REMINING REMINING WORKSTTION EEMENT TIME EEMENTS 1 0.3, REMINING REMINING WORKSTTION EEMENT TIME EEMENTS 1 0.3, 0.1, D d = N = 2.5 d = N = D D REMINING REMINING WORKSTTION EEMENT TIME EEMENTS 1 0.3, 0.1, D D REMINING REMINING WORKSTTION EEMENT TIME EEMENTS 1 0.3, 0.1, D D 3 D 0.1 none d = N = 2.5 d = N = D D

19 REMINING REMINING WORKSTTION EEMENT Work TIME Work Work EEMENTS station 1 station 2 station ,, 0.1 D, D D D 0.1 none minute minute minute REMINING REMINING WORKSTTION EEMENT Work TIME Work Work EEMENTS station 1 station 2 station ,, 0.1 D, D D D 0.1 none minute minute minute d = N = 2.5 d = N = D E = 0.1 = D = = 83.3% 3() Good ye!! " "! 75 76

Introduction to Operations Management

Introduction to Operations Management 생산운영관리 Process Selection and Facility Layout (Ch.6) 프로세스선택및설비배치 Hansoo Kim ( 金翰秀 ) Dept. of Management Information Systems, YUST 1 이번주까지했어야하는일들 생산용량계획복습 Read Chapter 6 and 6s 2 OM Overview X X X X Class