產能管理 (Capacity Management)
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Transcript of 產能管理 (Capacity Management)
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產能管理(Capacity Management)
Ahua.liao
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Outline
• 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
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Competitive Priority
• 1950~1960– Cost
• 1970~1980– Quality
• 1990~2000– Delivery、 Flexibility、 Service – Global-wise
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Competitive 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
1920 1950 1960 1970 1980 1990 2000
服務、創新、全球化
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Planning Evolution
MRP MRP II ERP
1970 1980 1990 2000
APS
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MRP-1960’s and 70’s
• Material Requirements Planning
• Master Production Scheduling
• Unconstrained
Demand Supply
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MRP II-1980’s
• Unconstrained
• Manufacturing Planning and Control, with
manual processes to “close the loop”
• Capacity Management
• Financial Integration
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ERP- 1990’s
• An accounting-oriented information
system for identifying and planning the
enterprise-wide resources needed to
take, make, ship, and account for
customer orders. [APICS dictionary]
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The Vision The DeliveryMRP
MRP II
ERP
Extended ERP
Reduced inventory through “infinite” manufacturing planning
Reduced 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 optimizationand real-time transaction processing.
MRP
MRP II
MRP II (plus)
Supply Chain
The vision of ERP is Evolving to include the Extended Enterprise
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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
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資訊系統
1970年代 1980年代 1990年代 2000年代企業應用軟體 MRP MRP II ERP EERP
應用範圍 部門 工廠 企業 供應鏈資訊系統架構 Mainframe Minicomputer Client/Server Web Computing
需求重點 成本 品質 速度(交期) 協同規劃(彈性)
市場特性 大眾市場 區隔市場 利基市場 一對一少樣大量 多樣少量 多樣大量 大量客製生產模式
產品供給導向 客戶需求導向
資料來源 : 資策會 MIC IT IS 計畫
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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-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 )
E-Commerce( 電子商務 )
SFA( 銷售自動化 )
SFA( 銷售自動化 )
CRM( 客戶關係管理 )
CRM( 客戶關係管理 )
SCM( 供應鏈管理 )
SCM( 供應鏈管理 )
ERP( 企業資源規畫 )
ERP( 企業資源規畫 )
MRP ( 物料需求規劃 )MRP ( 物料需求規劃 )
Payroll ( 薪資系統 )Payroll ( 薪資系統 )
GL ( 總帳會計 )GL ( 總帳會計 )
AP ( 應收帳款系統 )AP ( 應收帳款系統 )
AR ( 應付帳款系統 )AR ( 應付帳款系統 )
1970 1990 2000
EDI( 電子資訊交換 )
EDI( 電子資訊交換 )
Planning ( 計劃 )Planning ( 計劃 )
Scheduling ( 排程 )Scheduling ( 排程 )
Distribution ( 配銷 )Distribution ( 配銷 )
MRP II( 製造需求規劃 )
MRP II( 製造需求規劃 )
HR( 人力資源 )
HR( 人力資源 )
FMIS( 財務系統 )
FMIS( 財務系統 )
1980資料來源: HP簡報
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E-Business Application Architecture
=e-commerceE-business +ERP +SCM+MES/MCS +KM+CRM
Cu
stom
erEmployee
Su
pp
lier
E-P
roc
urem
ent
Cu
sto
me
r Re
latio
nsh
ip M
ana
gem
en
tEnterprise Applications Integration
Manufacturing Execution
Manufacturing Control
Knowledge Management
Supply Chain Management
Enterprise Resource Planning
Se
lling
Ch
ain
Man
ag
eme
nt
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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
種類
數量
1
2
3
4
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製造環境
Repetitive production
Product
Job shop
Flowshop
CustomLow volume differentiated
High volume differentiated Commodity
Specialty chemicalsand drugs
AerospaceIndustrial machinery
Machine tools
Electrical and electronics
Paper Containers Brewers
AutomobileTire and rubberSteel products
Major chemicals and drugs
OilSteelForest products
Proc
ess
Source: Taylor et al., hy the Process Industries Are Different,?Production and Inventory Management Journal, 1981.
One-of-a-kind PERT/CPM
MRP; CRP
MRP; Line BalancingJIT
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Manufacturing System Model
Business Planning
Sales Planning
Production Planning
MPS
MRP
Demand Management Finance Planning
Resource Requirements Planning
Rough-Cut Capacity Planning
Capacity Requirements Planning
PurchasingProduction
Activity Control
Mid
Term
Lon
g-
Term
Sh
ort-
Term
Inventory Management
Input/OutputControl
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Capacity Management in MPS System
Resourcerequirements
planning
Rough-cutcapacity planning
Capacityrequirements
planning
Purchasing
Material requirements
planning
Message toBUY or MAKE
Production activity control
Master production scheduling
Productionplanning
Input/Outputanalysis
OperationSequencing
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Capacity Planning and Control
Priority
Capacity
Planning Control
PPMPSMRP
RRPRCCPCRP
Input/OutputControl
OperationSequencing
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Capacity Definition
• The 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]
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Capacity Management
• The 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 control
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Work Center and Load• Work 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]
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Wight’s Funnel
CAPACITY
LOAD
OUTPUT
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Capacity and Load [APICS]
Capacity Load
( 每一作業之 Setup 及 run times)
工程研發工單PM
重工工單
計劃工單
已發放工單
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, Other
Capacity Planning Terms
LoadLoad
AvailableAvailable
WeekWeek
Hours per Hours per resourceresource
Capacity Utilization Scenarios
LoadLoad AvailableAvailable
LoadLoad
AvailableAvailable LoadLoad
AvailableAvailable
BalancedBalanced UnderloadedUnderloaded OverloadedOverloaded
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Determining Capacity Available
• Demonstrated (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 ×efficiency
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6% 6%
62%
13%
13%Breaks
R. Maintenance
Run Time
Un-utilized butscheduled time
Setup Time
Utilization
Actual time used (run and setup)
Scheduled time intended for productionUtilization =
A measure of how intensively a resourceis being used….
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Utilization
Example:
Breaks: 20 minutes per shiftRoutine maintenance: 10 minutes per shiftRun time charged: 6 hoursSetup time: 0.5 hour
Utilization =
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Efficiency
• A measure of how closely predetermined standards are achieved.
Actual output (standard hours earned)Standard output expected (scheduled)
efficiency =
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EfficiencyExample:
Work center: 3 machines, two 8-hrs shifts, five days a weekBreakdown: 12 hrs per week
Utilization =
records indicate that the work center produced an average of 250.8 sta. Hours of output.Efficiency =Capacity =
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Capacity DeterminationShift per Day
Machines or Work Stations
Hours per Shift
Days per Week
Utilization
Efficiency
= Standard Hours per Week
Ex: Shifts = 3Shift Length = 8 hrs5 Days per WeekNumber of Machines = 6Machine Utilization = .8Efficiency = .9
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Rough-Cut Capacity Planning
• The 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
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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方法。
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RCCP Procedure
• Converting 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 items
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Routing for Product X
Product XSEQSEQ Work CenterWork Center UsageUsage
OP 1 1 OP 1 1 0.1 hrs/pc0.1 hrs/pcOP 2 2OP 2 2 0.5 hrs/pc 0.5 hrs/pc
1 2 43 8765
PERIODS
Planned Order Released
Product X
100 50 80 100 40 60 90
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Routing for Assy-01
Assy-01
1 2 43 8765
PERIODS
Planned Order Released
Assy-01
SEQSEQ Work CenterWork Center UsageUsage
OP 1 2 OP 1 2 0.2 hrs/pc0.2 hrs/pcOP 2 3OP 2 3 0.8 hrs/pc 0.8 hrs/pc
100 50 80 200 180 40 60 90
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Resource Load Profile
Work Center 2
0
50
100
150
200
250
1 2 3 4 5 6 7 8
Period
Load
Others
Assy-01
Pro X
Capacity
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BOM for FG
階層 零件 數量/母項 說明 0
1
2
2
100
110
121
122
1
2
6
10
FG
subassembly
component A
component B
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Item Master Files for FG
Item OrderQuantity
On Hand On Order DueDate
Lead Time Allocated
100110121122
L4L400
24006000
0500
15002500
250400
24006000
7/37/107/107/10
1 week2 weeks3 weeks4 weeks
0000
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Routing Files for FG
Parts WorkCenter
Setup Time/Lot Run Time/Piece
100 1 30 min 2.5 min110 2
110 min15 min
0.75 min0.50 min
121 312
15 min25 min15 min
0.30 min0.25 min0.25 min
122 2313
25 min30 min75 min30 min
0.75 min0.15 min0.50 min0.75 min
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Work Center Master Files
WorkCenter
Available(min)
Utilization Efficiency PlannedQueue
123
2,4002,4002,400
100%100%100%
100%100%100%
4 days4 days4 days
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MPS for Part 100
Week1 2 3 4 5 6 7 8 9 10 11 12
Quantity 250 200 250 150 200 300 150 250 200 200 250 200
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RCCP-Process Time Computation
Part Opn. LS SU Run Process Qty/FG Total WC100 1 200 30 2.50 2.650 1 2.650 1110 1 400 10 0.75 0.775 2 1.550 2110 2 400 15 0.50 0.538 2 1.076 1121 1 2400 15 0.30 0.306 6 1.836 3121 2 2400 25 0.25 0.260 6 1.560 1121 3 2400 15 0.25 0.256 6 1.536 2122 1 6000 25 0.75 0.754 10 7.540 2122 2 6000 30 0.15 0.155 10 1.550 3122 3 6000 75 0.50 0.513 10 5.130 1122 4 6000 30 0.75 0.755 10 7.550 3
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RCCP-BOR Computation
Part LS SU Prcess Run Qty/FG Total WC WCtotal
100 400 15 0.5 0.538 2 1.076 1122 6000 75 0.5 0.513 10 5.130 1121 2400 25 0.25 0.260 6 1.560 1100 200 30 2.5 2.650 1 2.650 1 10.416121 2400 15 0.25 0.256 6 1.536 2110 400 10 0.75 0.775 2 1.550 2122 6000 25 0.75 0.754 10 7.540 2 10.626122 6000 30 0.15 0.155 10 1.550 3122 6000 30 0.75 0.755 10 7.550 3121 2400 15 0.3 0.306 6 1.836 3 10.936
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Rough Cut Capacity Requirements
WeekWork Center 1 2 3 4 5 6 7 平均
123
260426572734
208321252187
260426572734
156215941640
208321252187
312531883281
156215941640
223222772343
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RCCP
0
500
1000
1500
2000
2500
3000
3500
1 2 3 4 5 6 7
WC1
WC2
WC3
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RCCP
A11 A12
A22A21
WC1
WC2
P1 P2
B11 B12
B22B21
P1
P2
M1 M2
C11 C12
C22C21
WC1
WC2
M1 M2
RCCP
MPSBOR
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Backward and Forward Scheduling
OP NOP N-1OP 1 ………
Forward scheduling
Backward scheduling
Order Due Date
Order Start Date
OP N-1
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Infinite and Finite Loading
Infinite
Finite
Capacity
Capacity
0
50
100
150
200
Period
Load
Load 104 120 180 130 97 125 110 150
1 2 3 4 5 6 7 8
0
50
100
150
200
Period
Load
Load 110 120 120 120 105 120 110 120
1 2 3 4 5 6 7 8
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CRP Definition• The 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]
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Capacity Requirements Planning
CapacityRequirements
Planning
CapacityRequirements
Planning
Planned orders Planned orders Released ordersReleased orders
RoutingRouting Work centerWork center
Work center load reportWork center load report Revised schedule Revised schedule
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Manufacturing Order and Routing
• Manufacturing 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]
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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 Calendar
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Lead Time
• Manufacturing LT– queue, setup, process, wait, move
• Average Q– (SU+RT)1+(SU+RT)2+…+(SU+RT)n
queue setup process wait move
1 2 n W/C……..
WIP
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Expected Queueing Time
Activation
QueueingTime
0.8 0.84 0.88 0.92 0.96 1.00
Assumption: M/M/1queueing systemE(Q) = a/[s(a-s)] ; a: ave. arrival rate ; s: ave. service rateActivation = a/s
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A Revised Definition of Capacity Available
• Capacity 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 work
UTILIZATION
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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 orders
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Load Determination
• Open 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 quantity
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Data Requirements for CRP
• Valid 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 occurrences
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MRP for FG
料件 100
固定期間訂購; 訂購期間: 1; 前置時間: 1
期間 0 1 2 3 4 5 6 7
毛需求排程到貨預估在手量計劃核發
250 200 250 150 200 300 150 250
料件 110
固定數量訂購; 訂購數量: 400; 前置時間: 2
期間 0 1 2 3 4 5 6 7
毛需求排程到貨預估在手量計劃核發
400
料件 121
固定數量訂購; 訂購數量: 2400; 前置時間: 3
期間 0 1 2 3 4 5 6 7
毛需求排程到貨預估在手量計劃核發
2400
料件 122
固定數量訂購; 訂購數量: 6000; 前置時間: 4
期間 0 1 2 3 4 5 6 7
毛需求排程到貨預估在手量計劃核發
6000
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CRP Computation
• Setup 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
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Planned Order Releases
WeekPart 1 2 3 4 5 6 7100110121122
200400
24006000
250400
00
150500
24000
200400
06000
300400
24000
150400
24000
250400
00
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Setup Time Matrices for FG
週零件 1 2 3 4 5 6 7
WC1 100110121122合計
3000030
301525070
3015075120
301525070
30150045
30152575145
301525070
WC2 100110121122合計
01002535
0100010
01015025
01002535
01015025
0100010
01015025
WC3 100110121122合計
0015015
0003030
0015015
0003030
00153045
0015015
0003030
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Run Time Matrices for FG週
零件 1 2 3 4 5 6 7WC1 100
110121122合計
500000
500
6252006000
1425
375200
030003575
500250600
01350
75020000
950
37520060030004175
625200600
01425
WC2 100110121122合計
03000
45004800
030000
300
0375600
0975
0300
045004800
03006000
900
0300
00
300
0300600
0900
WC3 100110121122合計
00
6000
600
000
900900
00
6000
600
000
21002100
00
600900
1500
00
6000
600
000
21002100
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Capacity Req. of Planned Releases
週1 2 3 4 5 6 7
WC1 530 1495 3695 1420 995 4320 1495
WC2 4835 310 1000 4835 925 310 925
WC3 615 930 615 2130 1545 615 2130
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Capacity Req. by Released Orders
part Workcenter
week Setup time Run timecalculation
Run time Total time
100110110121121122122
1211213
1121212
30101525157530
2502.54000.754000.5
24000.2524000.2560000.5
60000.75
62530020060060030004500
655310215625615
30754530
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Capacity Requirements Plan for FG
週1 2 3 4 5 6 7
WC1 4885 1710 3695 1420 995 4320 1495
WC2 5145 925 1000 4835 925 310 925
WC3 615 5460 615 2130 1545 615 2130
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CRP
0
1000
2000
3000
4000
5000
6000
1 2 3 4 5 6 7
WC1
WC2
WC3
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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 queue
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Input/Output Control
Input RateControl
Output RateControl
Queue(WIP, Load)
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Input/Output Control• Input/Output control is a method to
manage queues and work-in-process lead times
• Input/Output Control ReportWeek Ending: 06/06 06/13 06/20 06/27 07/03 07/10 07/17InputPlanned 182 203 172 178 193 205 208Actual 197 180 168 191 189Cum Deviation 15 -8 -12 1 -3Output Planned 207 207 207 207 207 207 207Actual 213 202 206 210 212Cum Deviation 6 1 0 3 8QueueBegging: 300 hrsPlanned 275 271 236 207 193 191 192 Actual 284 262 224 205 182
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Definition• Planned 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
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Definition• Planned 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 operations
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Definition• 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 operations
• Actual Output– Standard hours produced during each period
• from reporting systems or manual logs
• affected by resources, efficiency, workload
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Definition• Actual 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 input
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Input/Output Comparisons
• Actual 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
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Input/Output Comparisons
• Actual 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 order
Dispatching Rules
• First 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 methods
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Dispatching Rules
Dispatching RuleJob ProcessTime(days)
ArrivalDate
DueDate
OperationDue Date
FCFS EDD ODD SPT
A 4 223 245 233 2 4 1 3
B 1 224 242 239 3 2 2 1
C 5 231 240 240 4 1 3 4
D 2 219 243 242 1 3 4 2
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Capacity Management
PlanningHorizon
Extent TimePeriods
Decisions Techniques
Resourceplanning
(long range)
Beyondone year
MonthlyQuarterly
Yearly
Plant constructionEquipment Proc.
Manpower planning
Grosscalculation
BOL
Operatinghorizon plan
(medium range)
Up toone year
Weekly Manpower transfersWork plan adjustments
Alternate routingMake/Buy
Subcontracting
Capacityrequirements
planning
Execution(short range)
One tofour
weeks
DailyWeekly
Order releaseOvertime
Alternate routingOrder overlapping
OperationsequencingI/O control
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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
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製造環境比較
One-of-a-Kind
Fixed location
Fixed byjob site
Trucks,cranes
Single product
High
Very long
Satellites,construction
PlantOrganization
Routing
MaterialHandling
Product Mix
Amount WIP
Time toManufacture
Examples
Job Shop
Variable byproduct
Functionaldepartments
Fork lifts,tote bins
Many products
High
Variable byproduct
Tools,furniture
Repetitive
Fixed byassembly line
Fixed by line
Conveyors,containers
Similar products
Low
Short
Auto assembly,tires
Flow Shop
Fixed by plant
Fixed by plant
Conveyors,pipelines
Similar products
Low
Short withlong runs
Oil, steel,cement
Source: APICS, CPIM materials 1998
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Conclusions• Managing order LTs requires managing bot
h 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