1、第4講 目錄CH2 物流與供應鏈根底 2.1物流與物流系統根底 2.2供應鏈和供應鏈管理 2.3 物流分析的根本方法 2.3.1 工藝流程分析 2.3.2 綱領設計 2.3.3 物流分析使能技術從OM(運營管理)的視角看FP(設備規劃)Typical Organization ChartFunctions - BankOperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsProcessingSecurityCommercial Bank 1984-1994 T/Maker Co.Functio

2、ns - AirlineOperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMaintenanceCateringAirline 1984-1994 T/Maker Co.Functions - ManufacturerOperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingOrganizational ChartsCommercial BankOp

3、erationsTeller SchedulingCheck ClearingTransactions processingFacilities design/layoutVault operationsMaintenanceSecurityFinanceInvestmentsSecurityReal EstateAccountingAuditingMarketingLoans Commercial Industrial Financial Personal MortgageTrust DepartmentOrganizational ChartsAirlineOperationsGround

4、 support equipmentMaintenanceGround Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications DispatchingManagement scienceFinance & AccountingAccountingPayablesReceivablesGeneral LedgerFinanceCash controlInternational exchange ratesMarketingTraffic administrat

5、ionReservationsSchedulesTariffs (pricing)SalesAdvertisingOrganizational ChartsManufacturingOperationsFacilities: Construction:maintenanceProduction & inventory control Scheduling: materials controlSupply-chain managementManufacturing Tooling, fabrication,assemblyDesign Product development and design

6、 Detailed product specificationsIndustrial engineering Efficient use of machines, space, and personnelProcess analysis Development and installation of production tools and equipmentFinance & AccountingDisbursements/credits Receivables Payables General ledgerFunds Management Money market Internationa

7、l exchangeCapital requirements Stock issue Bond issues and recallMarketingSales promotionsAdvertisingSalesMarket researchWhat Operations Managers DoPlan - Organize - Staff - Lead - ControlTen Critical DecisionsService, product design.Quality managementProcess, capacity design.Location .Layout design

8、 .Human resources, job design.Supply-chain managementInventory management .Scheduling Maintenance .The Critical DecisionsQuality managementWho is responsible for quality?How do we define quality?Service and product designWhat product or service should we offer?How should we design these products and

9、 services?The Critical Decisions - ContinuedProcess and capacity designWhat processes will these products require and in what order?What equipment and technology is necessary for these processes?LocationWhere should we put the facilityOn what criteria should we base this location decision?The Critic

10、al Decisions - ContinuedLayout designHow should we arrange the facility?How large a facility is required?Human resources and job designHow do we provide a reasonable work environment?How much can we expect our employees to produce?The Critical Decisions - ContinuedSupply chain managementShould we ma

11、ke or buy this item?Who are our good suppliers and how many should we have?Inventory, material requirements planning, How much inventory of each item should we have?When do we re-order?The Critical Decisions - ContinuedIntermediate, short term, and project schedulingIs subcontracting production a go

12、od idea?Are we better off keeping people on the payroll during slowdowns?MaintenanceWho is responsible for maintenance?When do we do maintenance?從OM(運營管理)的視角看FP(設備規劃)所以，可以以為，所涉及的內容也是的重要內容之一。建議站在的高度學習本課程。同時，經過課外學習，掌握相關知識。17Engineering design approach.制造設備的規劃過程(步驟)(1)明確要制造的產品(2)確定制造產品所需的工藝和相關作業單位(3)確定

13、一切作業單位之間的相互關系(4)確定所用作業單位之間的空間需求(5)產生不同的設備規劃方案(6)評價不同的設備規劃方案(7)選擇最優的設備規劃方案(8)實施選取的設備規劃方案(9)維護和改造設備(10)更新要制造的產品并重新定義設備的目的產生備選設備規劃方案之前,要回答的問題: (1)要消費什么? (2)產品是怎樣消費的? (3)什么時候消費? (4)每種產品的產量是多少? (5)產品消費需求多少時間? (6)產品在哪里消費?設備規劃與三個重要設計過程產品設計消費方案工藝規劃設備規劃決議消費哪種產品，每種產品的詳細信息爆炸裝配圖、零件圖、零件明細表等產品信息文件中闡明。設備規劃與三個重要設計過

14、程產品設計消費方案工藝規劃設備規劃產品如何加工和消費：零件自制或外購決策、確定零件如何消費，哪些設備將會運用，這些加工要繼續多久加工工藝道路卡、裝配表、加工工藝過程表設備規劃與三個重要設計過程產品設計消費方案工藝規劃設備規劃消費多少？什么時候消費？如何安排設備、人員？23Input Data and ActivitiesProduct Design what is to be produced?Process Design how is it to be produced?Schedule Design when and how much?ProductScheduleProcessFacil

15、ity.24Product DesignBased onFunctionAestheticsCostsMaterialsManufacturing MethodsKey pointThe product design MUST be finalized before designing the facility. Otherwise a flexible facility is needed.Driven by market demand.25Product DesignCustomer NeedsQFDBenchmarkingProductDesignerComponentsProductA

16、uto CADExploded Assy DrawingExploded Parts PhotographProcess & Assy(Process Designer)FinishedCustomer.26Tools Used in Product DesignProduct/Part Drawings2-D, 3-D visualization Exploded Assembly Diagrams.27Part drawing. 2.3 物流分析的根本方法2.3.1 工藝流程分析2.3.2 綱領設計2.3.3 物流分析使能技術2.3.1 工藝流程分析決議產品的零部件是自制還是外購。假設是自

17、制，如何消費，哪些設備將會被運用，這些加工要繼續多久。一、工藝分析經過裝配圖、BOM表了解零件信息和產品構造。決議自制還是外購。 二、工藝選擇如何制造或加工自制的零件和產品。即：確定或選擇自制零件的加工工藝方法，從而再確定所需求的機器、設備。以質量和本錢作為思索的主要要素。工藝道路卡(Route Card) 1)零件稱號和編號 2)加工闡明和編號 3)所需求運用的設備信息 4)運用時間 5原資料的信息三、工藝排序裝配表(Assembly Chart):加工工藝過程表(Operational Process Chart)39Tools Used in Process DesignA partia

18、l list (dependent on product and service):Process Flowcharts and Process MapsMake vs. Buy Parts Lists Bill of MaterialsRoute SheetsAssembly ChartsOperations Process ChartsPrecedence Diagrams.40Process FlowchartsReserve StorageQuality AssuranceBack to VendorUPSParcel PostNext-Day UPSMono-grammingEmbr

19、oid-eringHemmingGift BoxingReceivingActive BinsPickingPackingShipping.41Process MapsPlace orderDrinkEat salad or soupEat dinnerReceives checkGives payment to waiterCollect change, leave tipFill in tip amountGive order to waiterPrepare dinner orderPrepare soup or salad orderGive order to waiterIs ord

20、er complete?Give soup or salad order to chefGive dinner order to chefGet drinks for customerDeliver salad or soup order to customerDeliver dinner to customerDeliver check to customerReceive payment for mealCash or Credit?Bring change to customerRun credit card through Return credit slip to customerC

21、ollect tipYNCreditCashCustomerWaiterSalad ChefDinner Chef.42Make vs. Buy?Can item be purchased?MAKECan we make the item?BUYIs it cheaper for us to make?BUYIs the capital available?MAKEYesNoYesYesNoNoNoBUYYes.43Parts ListA listing of component parts.44Bill of MaterialsMany different types of “structu

22、red parts lists.45Bill of Materials.46Route SheetOper. No.Operation DescriptionMachineTypeToolingSetup(hr.)Oper. Time (hr.)Mtls.Parts0104Shape, drill, cut offAuto sc. Machine.5 in dia coller, cir. Form tool, .45” diam center drill50.0057Alum1”x120204Machine Slot and threadChucker0.045” slot saw, tur

23、ret slot2.250.00670304Drill 8 holesAuto dr. unit0.078” diam twist drill1.250.00380404Debur and Blow outDrill pressDeburring tool with pilot0.50.0031SA 1Enclose subassemblyDennison hydraulic pressNone0.250.0100Company: ARC Inc.Produce: Air Flow RegulatorPart: Plunger HousingPart No. 3254Prepared by:

24、JSUPart No. 6/6/03.47Routing sheet.48Analog model of the assembly process. Circles denote components Links denote operations/subassemblies Squares represent inspections operationBegin with the original product and to trace the product disassembly back to its basic components.Assembly Chart2200325432

25、53325232513250325541504250A-1PackSA-1A-2A-3I-11050A-4.49Assembly Charts1111.50Symbols for 5 basic mfg activities.51Operation process chart for 3.5 volt halogen otoscope.52Found by superimposing the route sheets and the assembly chart, a chart results that gives an overview of the flow within the fac

26、ility. Operations Process Chart.2.3.2 綱領設計一、消費綱領的內容及類型1、消費綱領內容：指在規定時間內(1年制造的主要產品的種類、規格及數量。2、消費綱領的劃分 1)全廠綱領：指全廠消費的產品及產量，用于全廠的規劃設計 2)車間綱領：廠內某一車間的產品及數量，用于車間的規劃設計。3)準確綱領:準確規定產品種類和數量，而且這些產品有完好資料的消費綱領，適用于大批量消費。4)折合綱領 Q=aQx 折合消費綱領=代表產品產量+被代表產品產量 二、消費才干分析消費性的固定資產在一定時期內所消費一定種類產品的最大數量盈虧平衡分析三、設備數量計算設備的型號規格和數量是

27、決議設備空間和布置的根本根據非流水消費機床數量公式如下：消費周期內所需型號j的機床數。產品i在機床j上的消費率，以消費周期內的產量即消費綱領表示。產品i在機床j上的消費時間勞動量，以小時件計；消費周期內產品i在機床j上可得到的小時數。例：市場部要求消費部門每班8小時消費2000輛貨車，知車身沖壓需求0.4分鐘，在每班中有50分鐘停工期，沖床有效利用率為75%。該工序需求多少沖床？四、人員數量計算人員數量的計算因操作性質的不同而不同。機床加工勞動量計算公式如下：機床加工工人總數：每個工人在消費周期內的任務小時數K:平均多機床管理系數。成批、大批消費，K=1.11.2;單件、小批消費，=1.0。例

28、:3個工種:車、鉗、銑。其中車工在消費周期內加工需450h,鉗工在消費周期內加工需300h,鉗工在消費周期內加工需600h.每人能提供的任務時間為165,平均多機床管理系數K=1.2。求：所需的人員數。工種i在消費周期內的加工總臺時例：設備、人員數量計算補充時間研討作業丈量在設備規劃中的作用：60Impact of Schedule DesignMachine selectionNumber of machinesNumber of shiftsNumber of employeesSpace requirementsStorage equipmentMaterial handling equ

29、ipmentPersonnel requirementsStorage policiesUnit load design Building size, and so on.2.3.3 物流分析使能技術一、物料分類及產品-產量分析二、物流分析一、物料分類及產品產量分析景象：物料種類繁多，可運性不一樣。問題：如何統計一物流系統中性質、特征各不一樣的物料數量？ 如何區分各物料的重要等級程度？ 如何確定設備布置的型式？1、物流量的計算 1定義： 在一定時間內一年或一個月經過兩設備間的物料數量。可以用分量、體積、托盤或貨箱來表示。 2計算方法： 方法一：當量物流量用物料的某一特征分量、幾何外形、裝載和包

30、裝方式等來估算物流量。 可用下式表示： f=q.n 其中：f當量物流量 q每個規范搬運單元的當量噸數 n單位時間內兩設備間流動的規范單元數 例：載重為兩噸的規范載重箱，載一箱鍛件為2當量噸，載一箱殼體也為2當量噸。方法二：瑪格magnitude用可運性衡量當量物流量。規范的1瑪格：一塊枯燥的木塊，體積為5*5*5 立方厘米， 可以方便地用手拿住。 一包香煙= 0.5 mag；一個亭=50 mag；一個低堆垛的托盤1200 cm*1200cm=38mag 瑪格的計算： M=A+AB+C+D+E+F/4 其中：A根本值，經過計算物料體積后查瑪格曲線得出。 B密度修整系數 C外形修整系數 D損傷危險

31、程度修整系數 E形狀物理、化學修整系數 F價值要素假設不思索，那么F=02、物料的分類： 把一樣或類似性質的物料歸并成類，可大大簡化物流分析。 可依次采用兩種分類方法： 方法一：按物料的根本形狀進展分類 固體成箱 液體成桶 氣體成瓶 方法二：按影響物料可運性的物理特征進展分類， 包括：外形尺寸、分量、外形、損壞能夠性、形狀熱、濕、粘、數量、時限性季節性、突發性 關鍵：抓住有決議性的影響特征 物料分類程序列表標明一切物料稱號記錄其物理特征、其他特征編制物料特征表每類物料寫出分類闡明確定各類的主導特征把類似主導特征的歸為一類3、產品產量PQ分析 產品產量分析是為了確定設備根本布置方式而采用的綜合分析方法，同時也是物料重要等級分類的方法。以下圖是一種典型的“8020原那么下的PQ分析結果QAGBCDEFP由該圖可知：AD四種產品占總產量的80%，可思索用產品原那么布置，其他種類可思索按工藝原那么布置67Volume Variety Charts.68Volume Variety Chart.二、物流分析 物流分析即工藝流程和物流道路的分析，是設備布置設計的前提。進展物流分析的目的是為了較少物流費