Introduction to Operations Management -...

1

생산운영관리

Process Selection and Facility Layout (Ch.6)

프로세스 선택 및 설비배치

Hansoo Kim (金翰秀)

Dept. of Management Information Systems, YUST

2

이번주 까지 했어야 하는 일들…

생산용량계획 복습

Read Chapter 6 and 6s

3

OM Overview

Class Overview(Ch. 0)

ProjectManagement

(Ch. 17)

StrategicCapacity Planning

(Ch. 5, 5S)

Operations, Productivity,and Strategy

(Ch. 1, 2)

Mgmt of Quality/Six Sigma Quality

(Ch. 9, 10)

Supply ChainManagement(Ch 11)

Location Planningand Analysis(Ch. 8)

Demand MgmtForecasting

(Ch 3)

InventoryManagement

(Ch. 12)

AggregatedPlanning

(Ch. 13)

Queueing/Simulation(Ch. 18)

MRP & ERP(Ch 14)

JIT & Lean Mfg System

(Ch. 15)

Term Project

Process Selection/Facility

Layout; LP(Ch. 6, 6S)

X X X X

4

Key Terms

영어 중국어 영어 중국어

Assembly line 组装线 Line balancing 生产线平衡

Automation 自动化 Numerically controlled(N/C)machines

数控机床

Balance delay 生产线闲置率 Precedence diagram 先后顺序图

Cellular production 单元制造 Process layout 工艺原则布置

Computer-aided manufacturing

计算机辅助制造 Production line 生产线

Computer-integrated manufacturing

计算机集成制造 Product layout 产品原则布置

Cycle time 节拍 Product or service profiling 产品或服务工艺

Fixed-position layout 定位布置 Project 项目

Flexible manufacturing system

柔性制造系统 Robot 机器人

Group technology 成组技术 Technological innovation 技术创新

Intermittent processing 间歇加工 technology 技术

5

학습목표

프로세스 선택의 젂략적 중요성을 설명핚다

프로세스 선택이 조직에 미치는 영향을 설명핚다

기본적인 프로세스 유형을 설명핚다

프로세스 자동화에 대하여 토롞핚다

배치변경의 근거를 알수 있다

제품별 배치와 공정별 배치의 주요 장단점을 학습핚다

갂단핚 라인밸런싱 문제를 푼다

갂단핚 공정별 배치계획을 수립핚다

6

프로세스 선택 및 생산용량의 관계

Process Strategy (Key Aspects)1. Capital Intensity2. Process Flexibility

7

Process Selection Strategy (생산전략, 프로세스 선택)

Process Selection (프로세스 선택)

Deciding on the way production of goods or services will be organized

“제품과 서비스를 어떤 방식으로 생성해 낼 것인가?”에 대핚 방안

Process (프로세스) = Transformation 원자잧에서 제품(혹 서비스)로 변화되는 과정

Objective(목적)

Meet or exceed customer requirements (요구사항)

Meet cost & managerial goals

최소의 비용으로 고객의 요구사항을 극대화 핚다!

Long-term effect (장기적인 영향력이 있다), 젂략적 의사결정 문제

Product & Volume Flexibility, (제품과 생산수량과의 관계)

Costs & Quality (가격과 품질)

8

생각해 볼 문제들…

어떤 종류의 생산(or 서비스)방식이 있을까?

(Which types of process strategy can exist?)

생산(or 서비스)방식을 결정하는데 고려해야 하는 요소들은 어떤 것이 있을까?

Which factors should be considered to select the process strategy?

예제

홍콩반점

건강검짂센타

빙천맥주공장

자동차 조립공장

9

Machining Process (가공시갂)

Process Time (공정시갂) = Setup Time (준비시갂) + Machining Time (가공시갂)

How is the utilization of the Machine?

Machine

S-A-A-A-A-S-B-B-B-B

S-A-S-B-S-A-S-B-S-A-S-B-S-A-S-B

S = Setup Time

장단점?

6-10

다양성 (Variety) How much

유연성 (Flexibility) What degree

산출량 (Volume) Expected output

Job Shop

(잡샵)

Batch

배치프로세트

Repetitive

반복프로세스

Continuous

연속프로세스

Process Selection(프로세스 선택)

프로세스 유형

잡샵 (Job shop)

소규모, 다품종 소량생산, 단속적처리과정,

다양핚 소규모 일감, 각각 처리방법이 다름

범용장비, 숙렦공에 의핚 높은 유연성

철공소, 병원 등

뱃치프로세스 (Batch)

중규모, 중품종 중량생산, 단속적처리과정,

잡샵 보다는 다양하지 않음, 중갂정도의 숙렦공

빵집, 멀티플렉스 영화관, 항공사등

반복프로세스 (Repetitive)

산출량이 많은 표준제품에 유리

장비의 유연성 요구는 제핚적, 인력의 숙렦도가 높지 않음,

생산라인, 조립라인 으로 불리운다.

자동차, 컴퓨터 조립, 젂자제품 조립산업 등.

연속프로세스 (Continuous)

표준화된 연속적 산출물을 대량으로 생산

연속적 생산 (액체, 분말 형태의생산), 제품의 다양성이 매우 적고, 대량생산에 유리 (소품종 대량)

젂문성에 따라 필요핚 인력의 수숙렦도가 범위가 넓다

석유화학제품, 철강, 설탕, 밀가루등

11

프로세스 유형(Types of Process)

12

잡샵 뱃치 반복/조립 연속

산출물의특징

(주문형) 개별화 제품이나서비스

반 표준화제품이나 서비스

표준화제품이나 서비스

고 표준화제품이나 서비스

장점 매우 다양핚일감을 처리핛수 있음

유연성 저 원가대량소요충족

매우 높은 효율 고도로 놓은 수요충족

단점 저속제품당 고원가, 계획과 스케쥴이 복잡함

제품당 중갂정도 원가스케쥴링이중갂 정도

저 유연성높은 고장 비용

매우경직다양성 결여, 높은 변경비용, 매우 높은고정비용

제품/서비스 프로세스

활동/부문 잡샵 뱃치 반복 연속 프로젝트

원가추정 어려움 어느정도 쉬움 쉬움 쉬움 갂단~복잡

단위원가 높음 중갂 정도 낮음 낮음 매우높음

사용 장비 범용 범용 젂용 젂용 다양함

고정비 낮음 중갂정도 높음 매우높음 다양함

변동비 높음 중갂정도 낮음 매우높음 높음

노동력 숙렦도 높음 중갂정도 낮음 낮음~높음 낮음~높음

마케팅 능력을 강조/판매

능력과 중갂정도의 표준화 제품과 서비스를강조.

표준화 제품과서비스를 강조/판매

표준화 제품과서비스를 강조/판매

능력을 강조/판매

스케줄링 복잡 중갂정도 복잡 일상적/쉬움 일상적/쉬움 복잡함,변경이잦음

공정잧고 높음 높음 낮음 낮음 다양함

14

Volume and Variety of Products

다양성

물량

연속프로세스

응급실

정유공장

베이커리

PC 조립반복프로세스

뱃치프로세스

잡샵

15

기술의 영역(Area of Technology)

Machine technology Automatic identification systems (AIS) Bar-code, RFID

Process control Vision system Robot Automated storage and retrieval systems

(ASRS) Flexible manufacturing systems (FMS) Computer-integrated manufacturing (CIM)

16

FMS에 의한 생산라인의 개념도

1

23

45

6

7

8

17

FMS 예

18

자동창고

중앙관제실

공구저장소

공구무인반송차

머시닝센터

작업물 무인운반차

준비작업장

차팔렛트 반송컨베이어라인

FMS 예

세정실

19

FMS 예

20

21

Types of Robot

Cylindrical

Polar

Cartesian

Joint Arm

22

FMS Machine

23

ASRS (자동창고)

24

AGV (무인운반차)

25

AGVS (무인운반차 시스템)

http://www.steinbockus.com/AGVs/animation.gif

26

Computer Integrated Manufacturing(CIM)

27

Facility Layout Design

28

Facility Layout (설비배치)의목적 Develop an economical layout which will meet the

requirements 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)============================== 사내물류비용의 최소화 제품과 서비스 품질 확보가 용이하도록 공갂의 효율적 활용 노동력의 효율적 활용

불필요핚 움직임을 최소화함

병목현상을 완화 제조 및 서비스 시갂 단축 시설의 안젂성

29

설비배치 (Facility Layout)란?

Location or arrangement of everything within & around buildings부서, 작업장, 장비의 공간적 구성을 의미

Objectives are to maximize Customer satisfaction

Utilization of space, equipment, & people

Efficient flow of information, material, & people

Employee morale & safety

30

설비배치의 종류

제품별 배치 (Product-oriented layout)

공정별 배치 (Process-oriented layout)

고정위치 배치 (Fixed-position layout)

사무실 배치 (Office layout)

소매점 배치 (Retail layout)

창고 배치 (Warehouse layout)

제품별 배치(Product Oriented Layout)

제품별 배치 (Product Oriented Layout) 표준프로세스들을 사용하여 많은 양의 흐름을 원할하고 신속하게

흐르게 하는 배치

Layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow

31

Used for Repetitive or Continuous Processing

32

제품별 배치 (Product Oriented Layout) 장단점

장점 Lower variable cost per unit (낮은 변동비)

Lower but more specialized labor skills(낮은 수준의 젂담적 노동)

Easier production planning and control(생산계획 및 통제의 용이성)

Higher equipment utilization (70% to 90%)(설비의 높은 가동율)

단점 Lower product flexibility (제품 종류가 핚정)

More specialized equipment (젂용설비)

Usually higher capital investment (높은 초기투자비용)

33

공정별 배치(Process Oriented Layout)

L

L

L

L

L

L

L

L

L

LM

M

M

M

D

D

D

D

D

D

D

D

G

G

G

G

G

G

A A AReceiving andShipping Assembly

Painting Department

Lathe DepartmentMilling

Department Drilling Department

GrindingDepartment

P

P

공정별 설비배치(Process Oriented Layout)

다양핚 처리요구를 다룰수 있는 배치

공정이 유사핚 설비들을 모아서 배치함

Facilities(설비) are organized by process

Similar processes are together

Example: All drill presses are together

Low volume, high variety products

(다품종 소량)

‘Jumbled’ flow (뒤범벅 흐름)

34

35

공정별 설비배치의(Process Oriented Layout)장단점

장점 Greater product flexibility

(다양한 제품을 생산)

More general purpose equipment(범용성이 높은 설비 사용)

Lower initial capital investment(낮은 초기 설비 투자)

단점 High variable costs (높은 변동비)

More highly trained personnel (다기능공)

More difficult production planning & control (생산계획 및 통제의 어려움)

Low equipment utilization (5% to 25%) (낮은 설비 효율성)

36

Emergency Room Layout(Process-Oriented Layout)

E.R. beds Pharmacy Billing/exit

E.R.Triage

room

Patient B - erratic

pacemaker

Patient A -

broken leg

Hallway

37

Steps in Developing aProcess-Oriented Layout

1 Construct a “from-to matrix”

2 Determine space requirements for each department

3 Develop an initial schematic diagram

4 Determine the cost of this layout

5 By trial-and-error (or more sophisticated means), try to improve the initial layout

6 Prepare a detailed plan that evaluates factors in addition to transportation cost

38

Cost of Process-Oriented Layout

j department and i department

between load a move cost to C

j department toi department

from moved loads ofnumber X

sdepartment individual ji,

sdepartmentor

centers work ofnumber totaln where

CX cost Minimize

ij

ij

n

1i

n

1j

ijij

39

Interdepartmental Flow of Parts

1 2 3 4 5 6

1

2

3

4

5

6

50 100 0 0 20

30 50 10 0

20 0 100

50 0

0

40

Possible Layout 1

AssemblyDepartment

(1)

PrintingDepartment

(2)

Machine ShopDepartment

(3)

ReceivingDepartment

(4)

ShippingDepartment

(5)

TestingDepartment

(6)

Room 1 Room 2 Room 3

Room 4 Room 5 Room 660’

40’

41

Interdepartmental Flow Network Showing Number of Weekly Loads

100

50 30

10

50

100

2 3

4 5 6

11

근접운반비 (Adjacent Cost) = $1,

비근접운반비 (Non-Adjacent C.) = $2

Total Cost = 50+200+40+30+50+10+40+100+50 = $570

42

Possible Layout 2

PaintingDepartment

(2)

AssemblyDepartment

(1)

Machine ShopDepartment

(3)

ReceivingDepartment

(4)

ShippingDepartment

(5)

TestingDepartment

(6)

Room 1 Room 2 Room 2

Room 4 Room 5 Room 660’

40’

43

Interdepartmental Flow Graph Showing Number of Weekly Loads

2 1 3

654

10050

30

50

100

근접운반비(Adjacent Cost)= $1,

비근접운반비(Non-Adjacent C.)=$2

Total Cost = 50+100+20+60+50+10+40+100+50=$480

44

Computer Programs to Assist in Layout

CRAFT

SPACECRAFT

CRAFT 3-D

MULTIPLE

CORELAP

ALDEP

COFAD

FADES - expert system

제품 또는 프로젝트는 핚 곳에 있고, 작업자, 물자, 장비가 피요에 따라 움직이는 배치

Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed

위치고정형 배치(Fixed Position Layout)

45

비행기, 선박 등의생산방식

46

셀 생산방식 (Cellular Layout - Work Cells)과 Group Technology

비슷한 작업이 필요한 부품들을 생산하기 위하여 워크스테인션들을 묶어서 셀을 구성한 배치A temporary product-orient arrangement of machines and personnel in what is ordinarily a process-oriented facilities

그룹테크놀로지 (Group Technology)부품들을 설계특성이나 제조 특성에 따라 분류하여, 부품군으로 묶는것

47

Work Cell Floor Plan

Office

Tool RoomWork Cell

Saws Drills

48

Improving Layouts by Moving to the Work Cell Concept

49

Work Cell Advantages

Inventory

Floor space

Direct labor costs

Equipment utilization

Employee participation

Quality

50

사무실 배치 (Office Layout)

Design positions people, equipment, & offices for maximum information flow

Arranged by process or product

Example: Payroll dept. is by process

Relationship chart used

Examples

Insurance company

Software company

51

Relationship Chart (부문상호관계표)

1 President

O

2 Costing U

A A3 Engineering I

O

4 President’s Secretary

12

3

Ordinary closeness:

President (1) &

Costing (2)

Absolutely necessary:

President (1) &

Secretary (4)

4

52

Office Relationship Chart

1 President

2 Chief Technology Officer

3 Engineer’s Area

4 Secretary

5 Office entrance

7 Equipment cabinet

8 Photocopy equipment

9 Storage room

9 Storage room

U

I

I

A

U

O

E

I

O

E

I

O

A

O

A

X

O

U

E

A

I

I

E

U

A

I

I

E

A

X

U

U

O

O

UO

Val. Closeness

A Absolutely necessary

E Especially important

I Important

O Ordinary OK

U Unimportant

X Not desirable

53

소매점 배치 (Retail /Service Layout - Grid Design)

Office CartsCheck-

out

Grocery StoreMeatBread

Milk

Produce

Frozen F

oods

54

Store Layout - with Dairy, Bread, High Drawer Items in Corners

55

창고배치 (Warehouse Layout)

Design balances space (cube) utilization & handling cost

Similar to process layout

Items moved between dock & various storage areas

Optimum layout depends onVariety of items

stored

Number of items picked

56

An Assembly Line Layout

57

라인 밸런싱 (Line Balancing)

라인밸런싱: 모든 워크스테이션들의 작업시간들이 비슷하도록 요소작업들을워크스테이션들에 할당하는 절차

Precedence diagram Network showing order of tasks and

restrictions on their performance

Cycle time Maximum time product spends at any

one workstation

58

Line Balancing

Precedence diagram

Network showing order of tasks and restrictions on their performance

Cycle time

Maximum time product spends at any one workstation

Cd = production time available

desired units of output

Cycle time example

Cd = (8 hours x 60 minutes / hour)

(120 units)

Cd = = 4 minutes480

120

59

Flow Time vs Cycle Time

Cycle time = max time spent at any station 한 작업물에 대하여 워크스테이션에서 수행하여야 하는 요소작업들의 총소요시간의 상한

Flow time = time to complete all stations원자재가 들어가서 제품이 모든 공정을 마치고 나오는 시간

60

Flow Time vs Cycle Time

Cycle time = max time spent at any station

Flow time = time to complete all stations

1 2 3

4 minutes 4 minutes 4 minutes

Flow time = 4 + 4 + 4 = 12 minutes

Cycle time = max (4, 4, 4) = 4 minutes

61

Efficiency of Line

i

i = 1

ti

nCa

E =

i

i = 1

ti

Cd

N =

EfficiencyMinimum number

of workstations

where

ti = completion time for element i

j = number of work elements

n = actual number of workstations

Ca = actual cycle time

Cd = desired cycle time

62

Line Balancing Process

1. Draw and label a precedence diagram.

2. Calculate the desired cycle time required for the line.

3. Calculate the theoretical minimum number of workstations.

4. Group elements into workstations, recognizing cycle time and precedence constraints.

5. Calculate the efficiency of the line.

6. Stop if theoretical minimum number of workstations on an acceptable efficiency level reached. If not, go back to step 4.

63

Line Balancing

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1

B Cut into strips A 0.2

C Outline fun shapes A 0.4

D Roll up and package B, C 0.3

Desired unit of output : 6,000 units

Available working hour a day : 40 Hrs

64

Line Balancing

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1

B Cut into strips A 0.2

C Outline fun shapes A 0.4

D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

65

Line Balancing

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1

B Cut into strips A 0.2

C Outline fun shapes A 0.4

D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

Cd = = = 0.4 minute40 hours x 60 minutes / hour

6,000 units

2400

6000

N = = = 2.5 workstations1.0

0.4

0.1 + 0.2 + 0.3 + 0.4

0.4

66

Line Balancing

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1

B Cut into strips A 0.2

C Outline fun shapes A 0.4

D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

Cd = = = 0.4 minute40 hours x 60 minutes / hour

6,000 units

2400

6000

N = = = 2.5 workstations1.0

0.4

0.1 + 0.2 + 0.3 + 0.4

0.43 workstations

67

Line Balancing

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1

B Cut into strips A 0.2

C Outline fun shapes A 0.4

D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

68

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

69

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

70

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

B 0.1 C, D

71

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

B 0.1 C, D

2 C 0.0 D

72

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

B 0.1 C, D

2 C 0.0 D

3 D 0.1 none

73

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

B 0.1 C, D

2 C 0.0 D

3 D 0.1 none

A, B C D

Work

station 1

Work

station 2

Work

station 3

0.3

minute

0.4

minute

0.3

minute

74

Line Balancing

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4

N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

B 0.1 C, D

2 C 0.0 D

3 D 0.1 none

A, B C D

Work

station 1

Work

station 2

Work

station 3

0.3

minute

0.4

minute

0.3

minute

E = = = 0.833 = 83.3%0.1 + 0.2 + 0.3 + 0.4

3(0.4)

1.0

1.2

75

안내!

HW (제출하지 않음)

Example 1, 2

Solved Problem 1

76

Good Bye!