436 308การออกแบบโรงงานประกอบรถยนต

Automotive Assemble Plant Design

436308 การออกแบบโรงงานประกอบรถยนต (Automotive Assemble Plant Design )คาอธบายรายวชา :

อตโนมตในการประกอบยานยนต การวางแผนการผลตดวยวธการตาง ๆ การวางแผน

: Operations Management, International Student Edition, 9th editionผแตง Stevenson สานกพมพ McGraw-Hillการจดการการผลตและการปฏบตการผแตง Jay Heizer & Barry Render

คาอธบายรายวชา :อตโนมตในการประกอบยานยนต การวางแผนการผลตดวยวธการตาง ๆ การวางแผน

: Operations Management, International Student Edition, 9th editionผแตง Stevenson สานกพมพ McGraw-Hillการจดการการผลตและการปฏบตการผแตง Jay Heizer & Barry Render

1 2 การจดการองคกรและการจดการการปฏบตการ6 การวางผงการผลต9 10 การควบคมคณภาพ11 12 การจดการโซอปทานและการจดการสนคาคงคลง13 14 การจดตารางการผลตและการวางแผนการผลต15 16 การผลตแบบลนและการวางแผนงาน

การวดประสทธภาพการผลตและ KPIs ในการผลต

1 2 การจดการองคกรและการจดการการปฏบตการ6 การวางผงการผลต9 10 การควบคมคณภาพ11 12 การจดการโซอปทานและการจดการสนคาคงคลง13 14 การจดตารางการผลตและการวางแผนการผลต15 16 การผลตแบบลนและการวางแผนงาน

การวดประสทธภาพการผลตและ KPIs ในการผลตการบานและกจกรรมกลมการบานและกจกรรมกลม 2020%%กลางภาคกลางภาค 4040%%ปลายภาคปลายภาค 4040%%

Scope Operations Management includes: Capacity planning chapter 6 Assuring quality chapter 9, 10 Supply chain management chapter 11 Inventories chapter 12 planning chapter 13 MRP chapter 14 Lean operation chapter 15 Scheduling chapter 16 KPIs

Operations Management includes: Capacity planning chapter 6 Assuring quality chapter 9, 10 Supply chain management chapter 11 Inventories chapter 12 planning chapter 13 MRP chapter 14 Lean operation chapter 15 Scheduling chapter 16 KPIs

Introduction Operations Management is:

The management of systems or processes thatcreate goods and/or provide services

Operations Management is:

The management of systems or processes thatcreate goods and/or provide services

The OrganizationThe OrganizationThe Three Basic Functions of business organizations.

Organization

Operations FinanceMarketing

Organization

The Basic Functions Marketing – generates demand Production/operations – creates the product Finance/accounting – tracks how well the

organization is doing, pays bills, collects themoney

Marketing – generates demand Production/operations – creates the product Finance/accounting – tracks how well the

organization is doing, pays bills, collects themoney

Supply Chain

Suppliers’Suppliers

DirectSuppliers Producer Distributor Final

Consumer

Supply Chain: A sequence of activitiesAnd organizations involved in producingAnd delivering a good or service

Value-added

InputsValue added

The operations function involves the conversionof inputs into outputs

InputsLandLaborCapital

Transformation/Conversion

process

OutputsGoodsServices

Control

Feedback

FeedbackFeedback

Food ProcessorFood Processor

Inputs Processing Outputs

Raw Vegetables Cleaning CannedvegetablesMetal Sheets Making cans

Water Cutting

CannedvegetablesMetal Sheets Making cans

Water CuttingEnergy CookingLabor PackingBuilding LabelingEquipment

Hospital ProcessHospital Process

Inputs Processing Outputs

Doctors, nurses Examination HealthypatientsHospital SurgeryHealthypatientsHospital Surgery

Medical Supplies MonitoringEquipment MedicationLaboratories Therapy

Example : มหาวทยาลยInputs Processing Outputsอาจารย การเรยนการสอน นกศกษามความร

การทาวจยอปกรณการสอน

การบรการสงคมงานวจยอปกรณการสอน

หองเรยนงานวจย

Example : หางสรรพสนคาInputs Processing Outputsสนคา ลกคาไดรบสนคาตรง

ตามความตองการพนกงานขาย

พลงงาน

Example : โรงงานผลตรถยนตInputs Processing Outputs

โลหะแผน ประกอบ

พนกงานพนกงานพลงงาน

Example : สายการบนInputs Processing Outputs

ลกเรอ ขนสงผโดยสารกปตนพนกงาน

The goods-service continuum

Song writing, software development

Goods Service

Surgery, teaching

Automobile assembly, steel making

Home remodeling, retail sales

Automobile Repair, fast food

Computer repair, restaurant meal

Song writing, software development

Goods & ServiceCharacteristic Goods ServiceCustomer contact Low HighUniformity of input High LowLabor content Low HighUniformity of output High LowUniformity of output High LowOutput Tangible IntangibleMeasurement of productivity Easy DifficultOpportunity to correct problems High LowInventory Much LittleEvaluation Easier DifficultPatentable Usually Not usual

Competitiveness

Differentiation – better or at leastdifferent

Cost - cheaper Quick response – more responsive

Differentiation – better or at leastdifferent

Cost - cheaper Quick response – more responsive

Businesses Compete Using Marketing Identifying consumer wants and needs Pricing Advertising and promotion

Identifying consumer wants and needs Pricing Advertising and promotion

Businesses Compete Using Operation Product and service design Cost Location Quality Quick response

Product and service design Cost Location Quality Quick response

Businesses Compete Using Operation(cont.) Flexibility Inventory management Supply chain management Service and service quality Managers and workers

Flexibility Inventory management Supply chain management Service and service quality Managers and workers

Strategy Mission

The reason for existence for an organization

Mission Statement States the purpose of an organization

Goals Provide detail and scope of mission

Strategies Plans for achieving organizational goals

Tactics The methods and actions taken to accomplish strategies

Mission The reason for existence for an organization

Mission Statement States the purpose of an organization

Goals Provide detail and scope of mission

Strategies Plans for achieving organizational goals

Tactics The methods and actions taken to accomplish strategies

Planning and Decision MakingMission

Goals

Organizational StrategiesOrganizational Strategies

Functional Goals

FinanceStrategies

MarketingStrategies

OperationsStrategies

Tactics Tactics Tactics

Operatingprocedures

Operatingprocedures

Operatingprocedures

SWOT S : Strengths W : Weaknesses O : Opportunities T : Threats

S : Strengths W : Weaknesses O : Opportunities T : Threats

Key External Factors Economic conditions Political conditions Legal environment Technology Competition Markets

Economic conditions Political conditions Legal environment Technology Competition Markets

Key Internal Factors Human Resources Facilities and equipment Financial resources Customers (loyalty, understanding) Products and services Technology Suppliers

Human Resources Facilities and equipment Financial resources Customers (loyalty, understanding) Products and services Technology Suppliers

Output - Input

Machine

Raw materials

Labor

Input

Output

Processes

Raw materials

Electricity / water / etc.

Capital

Inventory

Others

Products

Or

Services

ProductivityPartial measures

output/(single input)

Productivity = OutputsProductivity = OutputsInputs

Energy

OutputOutput

CapitalMachine

OutputOutput

Labor

ProductivityMulti-factor measures

output/(multiple inputs)

Productivity = OutputsProductivity = OutputsLabor+Machine

Productivity = OutputsLabor+Capital+Energy

ProductivityTotal measure

output/(total inputs)

Productivity = Goods or service producedAll input used to produce them

Productivity GrowthProductivity Growth

Current Period Productivity – Previous Period ProductivityPrevious Period Productivity

Productivity Growth =

Current Period Productivity – Previous Period ProductivityPrevious Period Productivity

Example 37040 Units Produced

Cost of labor of $1,000

Cost of materials: $520

Cost of overhead: $2000

7040 Units Produced

Cost of labor of $1,000

Cost of materials: $520

Cost of overhead: $2000

What is the multifactor productivity?

Example 3 Solution

MFP = OutputLabor + Materials + Overhead

MFP = (7040 units)$1000 + $520 + $2000

MFP = 2.0 units per dollar of input

Example :รานกาแฟสยาม มพนกงานในราน 3 คน ทางานวนละ 8

คาจาง วนละ 200ละประมาณ 100350 บาท

จงคานวณหาความสามารถในการผลตของสยามกาแฟ- แบบปจจยเดยวดานแรงงาน- แบบหลายปจจย

รานกาแฟสยาม มพนกงานในราน 3 คน ทางานวนละ 8คาจาง วนละ 200ละประมาณ 100350 บาท

จงคานวณหาความสามารถในการผลตของสยามกาแฟ- แบบปจจยเดยวดานแรงงาน- แบบหลายปจจย

แบบปจจยเดยวดานแรงงาน = 100 แกวตอวน3 x 8

= 4.17= 4.17

แบบหลายปจจย = 100 แกวตอวน350 + (3 x 200 บาทตอวน)

= 0.11 แกวตอบาท

Capacity Planning Capacity is the upper limit or ceiling on the

load that an operating unit can handle. Capacity also includes Equipment Space Employee skills

Capacity is the upper limit or ceiling on theload that an operating unit can handle.

Capacity also includes Equipment Space Employee skills

Capacity Design capacity maximum output rate or service capacity an

operation, process, or facility is designed for Effective capacity Design capacity minus allowances such as

personal time, maintenance, and scrap Actual output Rate of output actually achieved--cannot

exceed effective capacity.

Design capacity maximum output rate or service capacity an

operation, process, or facility is designed for Effective capacity Design capacity minus allowances such as

personal time, maintenance, and scrap Actual output Rate of output actually achieved--cannot

exceed effective capacity.

Efficiency and UtilizationActual output

Efficiency =Effective capacity

Actual outputUtilization =

Design capacity

Actual outputEfficiency =

Effective capacity

Actual outputUtilization =

Design capacity

Both measures expressed as percentages (%)

Efficiency/Utilization Example

Design capacity = 50 trucks/day

Effective capacity = 40 trucks/day

Actual output = 36 units/day

Actual output = 36 units/dayEfficiency = = 90%

Effective capacity 40 units/ day

Utilization = Actual output = 36 units/day= 72%

Design capacity 50 units/day

Design capacity = 50 trucks/day

Effective capacity = 40 trucks/day

Actual output = 36 units/day

Steps for Capacity Planning1. Forecast future capacity requirements2. Evaluate existing capacity3. Identify alternatives4. Conduct financial analysis5. Assess key qualitative issues6. Select one alternative7. Implement alternative chosen8. Monitor results

1. Forecast future capacity requirements2. Evaluate existing capacity3. Identify alternatives4. Conduct financial analysis5. Assess key qualitative issues6. Select one alternative7. Implement alternative chosen8. Monitor results

Calculating Processing Requirements

ProductAnnual

Demand

Standardprocessing time

per unit (hr.)Processing time

needed (hr.)

#1

#2

#3

400

300

700

5.0

8.0

2.0

2,000

2,400

1,400 5,800

ProductAnnual

Demand

Standardprocessing time

per unit (hr.)Processing time

needed (hr.)

#1

#2

#3

400

300

700

5.0

8.0

2.0

2,000

2,400

1,400 5,800

Annual capacity = 2000 hoursMachine required to handle these job = 5,800 /2,000 = 2.90Machine required to handle these job = 3 machines

Working 8-hour shift, 250 day/year

Product Life Cycle

Best period toBest period toincrease marketincrease marketshareshare

R&D engineering isR&D engineering iscriticalcritical

Practical to changePractical to changeprice or qualityprice or qualityimageimage

Strengthen nicheStrengthen niche

Poor time toPoor time tochange image,change image,price, or qualityprice, or quality

Competitive costsCompetitive costsbecome criticalbecome criticalDefend marketDefend marketpositionposition

Cost controlCost controlcriticalcritical

Introduction Growth Maturity Decline

Com

pany

Str

ateg

y/Is

sues

Com

pany

Str

ateg

y/Is

sues

Best period toBest period toincrease marketincrease marketshareshare

R&D engineering isR&D engineering iscriticalcritical

Poor time toPoor time tochange image,change image,price, or qualityprice, or quality

Competitive costsCompetitive costsbecome criticalbecome criticalDefend marketDefend marketpositionposition

Com

pany

Str

ateg

y/Is

sues

Com

pany

Str

ateg

y/Is

sues

InternetInternet

FlatFlat--screenscreenmonitorsmonitors

SalesSales

DVDDVD

CDCD--ROMROM

DriveDrive--throughthroughrestaurantsrestaurants

Fax machinesFax machines

3 13 1//22””FloppyFloppydisksdisks

Color printersColor printers

Bottleneck Operation

Machine #2Machine #2 BottleneckOperationBottleneckOperation

Machine #1Machine #1 10/hr

10/hr30/hr

30/hrMachine #2 Bottleneck

OperationBottleneckOperation

Machine #3Machine #3

Machine #4Machine #4

10/hr

10/hr

30/hr

Bottleneck operation: An operationin a sequence of operations whosecapacity is lower than that of theother operations

Bottleneck Operation

Operation 120/hr.

Operation 210/hr.

Operation 315/hr. 10/hr.

Bottleneck

Operation 120/hr.

Operation 210/hr.

Operation 315/hr. 10/hr.

Maximum output ratelimited by bottleneck

Cost-volume symbolsFC = Fixed costVC = Total variable costv = Variable cost per unitTC = Total costTR = Total revenueR = Revenue per unitQ = Quantity or volume of outputQBEP = Break-even quantityP = Profit

FC = Fixed costVC = Total variable costv = Variable cost per unitTC = Total costTR = Total revenueR = Revenue per unitQ = Quantity or volume of outputQBEP = Break-even quantityP = Profit

Cost-Volume Relationships

Am

ount

($)TC = VC + FC

VC = Q x vA

mou

nt ($

)

0Q (volume in units)

Fixed cost (FC)

VC = Q x v

Cost-Volume Relationships

Am

ount

($)

Am

ount

($)

Q (volume in units)0

Cost-Volume Relationships

BEP = Break Even Point

Am

ount

($)

The volume of outputat which Total cost and totalrevenue are equal

Am

ount

($)

Q (volume in units)0 BEP units

The volume of outputat which Total cost and totalrevenue are equal

BEP = FC(r – v)

Decision Tree Decision tree

A schematic representation of the available alternatives and theirpossible consequences

Useful for analyzing sequential decisions$40

1

2

2

$40

$40

$50

$55

($10)

$50

$70

Overtime

Example :One manager needs one new line which,

Choice 1; leasing $6,000/monthChoice 2; buying $100,000/machine

VC = $2/pcs.Selling price = $7/pcs.

@ หา Break even Point 2 ทางเลอก@

ไดกาไร 4,000 บาท/ 1ไดกาไร 50,000 2

@ 1 หากขายสนคาไดเดอนละ 2,000 5,000 บาท ตองขาย

@ คาดวาจะขายสนคาไดเดอนละ 2,500 2 ป ควรตดสนใจอยางไร

One manager needs one new line which,Choice 1; leasing $6,000/monthChoice 2; buying $100,000/machineVC = $2/pcs.Selling price = $7/pcs.

One manager needs one new line which,Choice 1; leasing $6,000/monthChoice 2; buying $100,000/machineVC = $2/pcs.Selling price = $7/pcs.

One manager needs one new line which,Choice 1; leasing $6,000/monthChoice 2; buying $100,000/machine

VC = $2/pcs.Selling price = $7/pcs.

@ หา Break even Point 2 ทางเลอก@

ไดกาไร 4,000 บาท/ 1ไดกาไร 50,000 2

@ 1 หากขายสนคาไดเดอนละ 2,000 5,000 บาท ตองขาย

@ คาดวาจะขายสนคาไดเดอนละ 2,500 2 ป ควรตดสนใจอยางไร

Example :Number ofMachine

Annual FC

Range ofoutput

1 9,600 0-3002 15,000 301-6002 15,000 301-6003 20,000 601-900

•VC=B10/unit•Selling price = B50/unit

@ หา Breakeven Point

Example :

Make BuyAnnual FC

(Baht) 150,000 none

One manager wants to decide to buy machine for makingpart of purchase from suppliers

Annual FC(Baht) 150,000 none

VC (Baht) 60 80Annualvolume(units)

12,000 12,000

@ ผจดการควรตดสนใจอยางไร@