교수 소개
김태호 (Taeho Kim)
연구실 및 연락처 연구실 : 14 호관 505 호 032-835-8733, [email protected]
교육 미국 Pennsylvania State University 경영학 석사 및 박사 서울대학교 경영학과 학사 및 석사
전공 생산 · 운영관리 , 수리방법론 공급체인 관리 / 물류관리
강의 이슈
강의 Website http://www.niceprof.net
Lecture Page 섹션 아래에 생산관리 섹션
교과서 생산운영관리 , 김태호 외 , McGraw-Hill Korea
강의 체계 이론 강의 LINDO/LINGO, ARENA 등 응용소프트웨어 사용 강의 토론
생산운영관리 소개 (Ch. 1)
현대 기업의 주요 활동
생산운영관리 소개 (Ch. 1)
전세계적인 경제 위기의 원인 월가 시위 유럽의 경제위기
기업의 목표
예시 Steak house 사회적 기업
생산운영관리 소개 (Ch. 1)
정의 Management of systems that create goods or provide services Input-output conversion: 그림 1.2, 표 1.1
Production vs. Operations: 그림 1.3 Differences between them: 표 1.2, 1.3 Trend: 그림 1.4
생산운영관리 소개 (Ch. 1)
생산운영관리의 범위 Forecasting System design Aggregate planning Scheduling Inventory management Quality Mnagement
생산운영관리 소개 (Ch. 1)
생산운영관리의 역사 Industrial revolution: Craft production Scientific management: Time, work Human relations: Motivation and human relations Decision models: Quantitative methods Japanese styles: JIT, TQM, BPR Lean philosophy: e-Biz, SCM
생산운영관리 소개 (Ch. 1)
생산의사 결정 장기설비계획 , 중기총괄계획 , 단기일정계획 Process: Facility, Flow, Layout, Maintenance Capacity: Subcontracts, Expansion Inventory Labor Quality
생산운영관리 소개 (Ch. 1)
생산운영관리의 목표 Cost minimization: Materials, Labor, OHC Quality optimization Due date, place Flexibility
생산전략 (Ch. 2)
경쟁력 Effectiveness of a firm to meet the wants and needs of customers Relative to other firms
실패의 원인 p.42
생산전략 (Ch. 2)
Businesses Compete Using Marketing Identifying consumer wants and needs Pricing Advertising and promotion
Businesses Compete Using Operations Product and service design Cost Location Quality Quick response
생산전략 (Ch. 2)
Strategic hierarchy Mission and goals Strategies and tactics 표 2.1 예제 1 그림 2.1
생산운영 전략 표 2.3 Example of operations strategy: Table 2.2
Definition & Elements of Forecasting (Ch.3)
정의 Judgment of future based on past
Experience and Subject + Science
예측을 활용하는 사례 p.76
Characteristics p.77
Definition & Elements of Forecasting (Ch.3)
좋은 예측의 요소 : p.78 Timeliness Accuracy Reliability Meaningful units, written one Understandability Cost-effectiveness
예측의 절차 P.79
Forecasting Approaches (Ch.3)
Judgmental forecasts
Time-series forecasts
Associative forecasts
Forecasting Methods (Ch.3)
Executive opinions
Salesforce opinions
Consumer surveys
Delphi methodsSurvey to experts repeatedly
Time-series Forecasts (Ch.3)
Variation elements Trend, seasonality, cycles, irregular variations Random variations 그림 3.1
Naïve forecasts
Time-series Forecasts (Ch.3)
이동평균법 단순이동평균법 : 예제 1
가중이동평균법 : 예제 2
그림 3.3, 3.4
1
N
t kk
t
AF
N
1
N
t t k t kk
F W A
Time-series Forecasts (Ch.3)
지수평활법
예제 3: 그림
1 1
11 1
11
(1 )
(1 ) (1 )
t t t
tt k t
kk
F A F
A F
Associative Forecasts (Ch.3)
구성요소 독립변수와 종속변수
선형회귀분석 단순선형회귀분석 ( 그림 3.8)
cy a bx
Trend equation ???
Associative Forecasts (Ch.3)
다중선형회귀분석
예 . 대형마트판매액 예측
Excel template: 표 3.3
1 1 2 2 ...c n ny a b x b x b x
Control of Forecasts (Ch.3)
측정 : 예제 11평균절대편차
평균제곱편차
1
| |T
t tt
A FMAD
n
2
1
( )
1
T
t tt
A FMSE
n
Control of Forecasts (Ch.3)
통제 Tracking signal: 예제 12
-4 < TS < +4
1
( )T
t tt
A FTS
MAD
Control of Forecasts (Ch.3)
Control limit
예측정보의 활용 : 표 3.4
:0
: 0
LCL z MSE
UCL z MSE
z is determined by the significant level predetermined by researcher.
90% z=1.65, 95% z=1.96, 99% z=2.58
Roles & Reasons of Design (Ch.4)
Roles Translation of customer wants and needs Refinement of existing products and services Development of new products and services
Reasons Reading in p.140 Economy, Social and Demographic factors, Political and legal factors,
Competitions, Costs and availability, Technology
Value Analysis & Objectives of Design (Ch.4)
가치분석 Examination of the function of parts and materials 표 4.1, Newsclip in p.147
목적 Customer satisfactions Operational capability
Issues in Design (Ch.4)
Legal, ethical, and environmental issues Product liability
제품수명주기 그림 4.1
표준화 Computers, Car wash Standardization of parts Customerization
Issues in Design (Ch.4)
Mass customization Delayed differentiation: Dining room furniture set Modular design
Reliability 표 4.3
Robust design
Issues in Design (Ch.4)
Degree of newness Modification, Expansion, Clone, Brand-new
Cultural differences Reading in p.159
Global in design
Engineering in Design (Ch.4)
Concurrent engineering Simultaneous development Getting designers and engineers together from scratch Reasons Difficulties
CAD/CIM
Remanufacturing
Component commonality
QFD (Ch.4)
An approach that integrates the voice of customer into product
and service development Cell phone
Based on matrices Data collection matrix: 그림 4.2 The house of quality: 그림 4.3 Analysis of the house of quality: 그림 4.4
Kano Model (Ch.4)
그림 4.6A, 4.6B
Must-have characteristics Refrigerator line length
Expected characteristics Tire life
Excitement characteristics Light
생산 용량 계획 (Ch.5)
Design capacity vs. effective capacity 표 5.1 Efficiency vs. utilization: Template
유효 용량 결정 요인 표 5.2
공정 소요 : Template Accurate forecast, standard processing time/unit, # of machines needed
생산 용량 계획 (Ch.5)
Make or Buy?: Outsourcing Produce a good by itself or buy it from outside Available capacity, expertise, quality Nature of demand, cost, risk
Right before construction… Flexibility, product life cycle, bottleneck, capacity chunks, smoothing, optimal
operating level…
생산 용량 계획 (Ch.5)
Cost-volume analysis: 그림 5.6 예제 3: Template Step fixed costs: 그림 5.7
재무 분석 Cash flow, present value
Process Types (Ch.6)
의미 그림 6.1
주요 문제 Variety in products and services Degree of equipment flexibility Expected volume
Process Types (Ch.6)
Job shop Small scale Low volume of high variety goods Intermittent processing General purpose equipment and skilled workers Die shop, hospitals
Process Types (Ch.6)
Batch Moderate scale Moderate volume of moderate variety goods Intermittent processing General purpose equipment and somewhat skilled workers Bakeries, cinemas, airlines, icecream, books etc.
Process Types (Ch.6)
Repetitive Somewhat large scale High volume of standardized goods Repetitive processing Slightly flexible equipment and lowly skilled workers Assembly lines: Automobiles, pencils, automatic car wash
Process Types (Ch.6)
Continuous Largest scale High volume of nondiscrete, highly standardized goods Continuous processing No flexible equipment and various skilled workers Refinery, steel, sugar, Internet
표 6.1, 그림 6.2, 표 6.2
Process Types (Ch.6)
자동화 Machinery that have sensing and control devices that enable it to operate
automatically CAM N/C machines CIM Flexible automation
Facility Layout (Ch.6)
Configuration of departments, work centers, and equipment Substantial investments Long term commitment Significant impact on cost and efficiency
Facility Layout (Ch.6)
Objectives Smooth flow of work, material, and information Attainment of product quality Use of workers and space efficiently Avoidance of bottleneck Minimization of production cost and time Elimination of wastes
Facility Layout (Ch.6)
Product layouts: 제품별 배치 For repetitive processing Standardized processing operations Smooth, rapid, high volume flow Standardized layout arranged according to a fixed sequence of tasks 그림 6.4, 6.5
Facility Layout (Ch.6)
Preventive maintenance Advantages and disadvantages: p.226 U 자형 배치
Facility Layout (Ch.6)
Process layouts: 공정별 배치 For nonrepetitive processing Intermittent flexible processing Functional grouping and machine shop General-purpose equipment 그림 6.7 Advantages and disadvantages: p.229
Facility Layout (Ch.6)
Fixed position layouts Construction sites
Cellular layouts Process layout consisting of cells Cell processes items that have similar requirements Each cell is a miniature of product layouts 표 6.3
Line Balancing (Ch.6)
Approach Precedence relationship: 선후관계도
그림 6.10
Cycle time calculation
Minimum workstation number
day
day
TPTCT MaxCT
TDP Mi n CT
min
TPTN
CT
Line Balancing (Ch.6)
Assignment # of workstations and total idle time
Efficiency
Post review: Reduction of cycle time etc.
ws
TPTE
N CT
Line Balancing (Ch.6)
Line balancing procedure: 표 6.5
예제 2
Solution illustration 예제 2 Line balancing_ex2.lg4
Process Layouts (Ch.6)
Relative positioning of the departments to available locations
Examples Department store Hospital
Large number of possible assignments Factorial scale
Process Layouts (Ch.6)
Criteria Ability to satisfy a variety of processing requirements Material oriented systems Customer oriented systems Minimization of traveling cost, time, or distance
Quantitative approach Cost or distance 예제 3: 표 6.6, 6.7 Big example: Hospital example
Process Layouts (Ch.6)
Qualitative approach Closeness ratings Muther grid: criteria 예제 4
Location (Ch.8)
Global locations Facilitating factors Benefits Disadvantages Risk 표 8.3
Location (Ch.8)
요인 평가법 Identification of factors Determination of weights Summation Decision
예제 2
1
, 1, 2,...,m
j i iji
S W F j n
Location (Ch.8)
무게 중심법 Taking on account of existing facilities, Transportation distance, Transportation
volume For distribution centers
그림 8.1, 예제 3 ,i i i i
i i
i ii i
xQ yQx y
Q Q
Location (Ch.8)수송모형
Network location Selection of a site to minimize the transportation cost among alternative sites Demand sites and supply sites 예제: Figure 8S-3, Lingo: Transportation_Table8S-1
Aggregate Planning (Ch.13)
중기 생산용량 계획 2-12 months 표 13.1 그림 13.1
Big picture approach A group of an entire product line All models of televisions
Aggregate Planning (Ch.13)
Inputs outputs 표 13.2
Demand options Pricing Promotion Back order: Animation in p.551 New demand
Aggregate Planning (Ch.13)
Capacity options Hire and lay off workers Overtime/ Slack time Part-time workers Inventories Subcontracting
Level capacity strategy vs. Chase demand strategy 그림 13.2 Comparison: 표 13.3
Aggregate Planning (Ch.13)
시행착오법 (Trial-and-error techniques) 6 basic assumptions in p. 559 표 13.4 예제 1 예제 2 Excel templates
Aggregate Planning (Ch.13)
수송모형에 기초한 기법 A kind of transportation model Transportation between time periods not spaces 표 13.5 예제 3: 표 13.6, Template
선형계획모형에 기초한 기법 Minimization of the sum of labor and inventory costs coping with demands Allowances for lay-off and subcontracting Allowance for inventory Ratio of overtime to regular labor
Aggregate Planning (Ch.13)
Model
1
1
1
[ ]
. .
, 1, 2,...,
0
0
0
0
T
R t O t S t H t F t I tt
t t t t
t
t
t t t t
t t
t
t t t t
t
Min TC C R C O C S C H C F C I
s t
R H F R t T
H
F
P R O S
O aR
S
I P I D
I
최대채용가능량
최대해고가능량
최대하청가능량
최고요구재고량 최대재고가능량
:Objective function
:Labor
:Output including subcontracting
:Inventory
Aggregate Planning (Ch.13)
계획수립기법 비교 표 13.7
Solution illustration Transportation_Aggregate planning.lg4 LP_Aggregate.lg4
Aggregate Planning (Ch.13)
선형계획모형에 기초한 기법 Minimization of the sum of labor and inventory costs coping with demands Allowances for lay-off and subcontracting Allowance for inventory Ratio of overtime to regular labor
Aggregate Planning (Ch.13)
Model
1
1
1
[ ]
. .
, 1, 2,...,
0
0
0
0
T
R t O t S t H t F t I tt
t t t t
t
t
t t t t
t t
t
t t t t
t
Min TC C R C O C S C H C F C I
s t
R H F R t T
H
F
P R O S
O aR
S
I P I D
I
최대채용가능량
최대해고가능량
최대하청가능량
최고요구재고량 최대재고가능량
:Objective function
:Labor
:Output including subcontracting
:Inventory
Aggregate Planning (Ch.13)
계획수립기법 비교 표 13.7
Solution illustration Transportation_Aggregate planning.lg4 LP_Aggregate.lg4
Inventory
정의
성격과 중요성
기능과 목적
주문량 결정 : EOQ
가정 단지 1 가지 제품만 포함 연간 수요가 알려져 있음 제품 사용률이 일정함 리드타임은 변하지 않음 한번 주문량은 한번의 배달에 완료됨 규모의 경제에 의한 할인은 없음
주문량 결정 : EOQ
매번 Q만큼의 주문이 이루어질 때 총 재고비
By differentiation w.r.t. Q
SQ
DH
QTC
2
H
DSQ
Q
DSH
dQ
dTC 2,0
22
2 경제적 주문량 : EOQ
주문량 결정 : EOQ예
수요: 9,600 tires, 유지비용: $16/tire, 부족비용: $75 경제적 주문량:
연간 주문횟수:
주문 주기:
30016
75960022
H
DSQ
32300
9600
Q
D
yearD
Q
32
1
9600
300
Inventory Management: Reorder Point (Ch.12)
When to order
Information Demand rate, lead time Variability of demand and lead time Policy on degree of stock-out risk
Inventory Management: Reorder Point (Ch.12)
Constant demand & constant lead timeEq. 12-10
Variable demand & constant lead timeEq. 12-13
Constant demand & variable lead timeEq. 12-14
Variable demand & variable lead timeEq. 12-15
Inventory Management: Reorder Point (Ch.12)
예제 9
Lead time demand: 그림 12.14
Fixed quantity vs. fixed interval 그림 12.15
Scheduling: Introduction (Ch.16)
Assignment of available capacity time to jobs
Short term planning Which job will take machine time Subject to facility plan and aggregate plan Final and most constrained planning Different among process types
Scheduling: Flow Shop (Ch.16)
Based on process design
One line, one product No scheduling problem
One line, multi products Batch/Lot production Set-up time Examples: Electronics, Chinese restaurants, etc.
Scheduling: Job Shop (Ch.16)
Only required workstation
Small lot, multiple products
Three stages Loading Sequencing Detailed scheduling
Scheduling: Loading (Ch.16)
Assignment of jobs to machines No sequence of jobs 그림 16.1
Forward loading Assigning jobs from current time point to future time Due date and production requirement
Scheduling: Loading (Ch.16)
Backward loading Assigning jobs from due time point to current time point
Gantt chart Visual aid for loading and scheduling 그림 16.2
Scheduling: Sequencing (Ch.16)
Work order Efficiency and due date
Priority rules FCFS/LCFS SPT EDD STR: ST=Remaining time till due – remaining work time Emergency rule = Remaining time till due/remaining work time