全球运营管理课件new gom3-factory layout (update)

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layout(工厂布局)(课堂PPT)

有无产生浪费的工序,哪些工序的工时多工序间平衡率有多高,有没有停滞或多于工序有没有重复或多于的动作搬运线路是否合理
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种类
目的
特征程分析
的工艺流程
作业流程分主要分析作业
析
者的作业流程
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多人通过多台设备制造同一产品
一人通过不同设备或不同工序,制造多个产品的过程
(1).改变包装作业流程
打保证书
贴标签
品质部出库
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数外搬
输
量观运
入
检检至
机
查查电
身
脑
号
处
包
传
封
装
送
箱
加
工
改善后包装作业流程图
搬储运存至成品仓
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2.改变车间布局
品质部开关盒储存区
辅料存放区
包装车间开关盒临时存放区
电脑输入出
保
证书
包装LINE A
打
印
包装LINE B
(1).Leadtime
A.Leadtime的定义
从客户下订单到工厂交货，这个过程所花费的时间就是leadtime, 即完成某项目标所花费的流程时间
B科特尔法则
Leadtime=存货数量×生产节拍或存货数量×生产能力
C. 生产节拍
生产节拍是指每生产一个产品所需要的间隔时间
例如:一台设备的生产能力是每小时生产120个产
P4
P6
P9
P5
P7
P8
P10
工序8
产品分族矩阵
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生产线排单: Line A:生产P1产品 Line B生产P2产品 Line C生产P3产品 Line D生产P4 P6 P9产品 Line E生产P5 P7产品 Line F生产P8 P10产品

运营管理英文课件 (3)

Running political campaigns, war operations, and advertising campaigns
More Sophisticated Technology
Better-Educated Citizens More Leisure Time Increased Accountability Higher Productivity Faster Response to
Overview A short summary of what the client expects from the project.
Goals, or Scope Contains a more detailed statement of the general goals
Business Case Describes the justification for the project
Evaluation Method Every project should be evaluated against standards
Large number of activities Precedence relationships Limited time of the project
Projects are special types of processes.
Projects are processes that are performed infrequently and ad hoc, with a clear specification of the desired objective.
Planning. Determining what must be done and which tasks must precede others.

运营管理英文课件 (10)

2. Risk-hedging supply chains: utilize strategies aimed at pooling and sharing resources in a supply chain to share risk
3. Responsive supply chains: utilize strategies aimed at being responsive and flexible
• Inventory turnover: how often inventory is replaced during the year
– Cost of goods sold: the annual cost for a company to produce the goods or services provided to customers
3. Describe how characteristics of supply and demand have an impact on structuring supply chains.
4. Know the reason for outsourcing capabilities. 5. Illustrate what “green” sourcing is. 6. Analyze the total cost of ownership. 7. Calculate inventory turnover and days of supply.
– A slight chanБайду номын сангаасe in consumer sales ripples backward as magnified oscillations upstream, like the result of a flick of a bullwhip handle

LAYOUT管理ppt课件

生产体系
何为生产体系?
1. 分类基准
根据基准的性质，分成各种内容
1) 断续的 Process 對连续的 Process .Discrete Part : Individual Part ex) Curcuit Board, Engine Block .Process Industry : Continuous Flowing ex) Oil Refinery, Chemical Industry
● 制造设计制造方法及生产方式的选定
● 材料的运营及设施计划材料运营 : 零部件的移送,物流的流动设施计划 : 选定工厂内的生产工程、机器的位置
● 生产计划及管理
精品课件
生产方式概要
1. 何为生产方式?
根据产品生产所必需的Timing制作物品的方法、形态、Tool等，按照制品 ·制作特性，以希望状态设计、System化的方式。
外注不良率，生产Capa, 检查Spec
社内的不良、外注不良的区分
总投资额
在工、库存的减少现状
L / T 的缩短
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投资效果
搬运工数的减少
提高生产性
Space 效率提高
精品课件
分析资料相互关系的分析
面积Diagram
路径分析表 M-M Chart
3年计划流失数据(3个月) 质量数据(3个月)
制作改善前后的效果比较表
. 自动化生产 (Fool Proof)
. U形Line 生产方式
. 小LOT流动化生产
多品种少量生产阶段
. 1个流动生产 . 多功能担当生产 . 模式化生产 . 大量生产型
订单生产
对生产量变动的对应能力 4 Layout的有关性对资材断货的对应能力

layout基本知识培训(PPT 85页)

模具置场维护
标准的生产流程
进料零件检查保管
原材检料查进
素材库素材加库成型存工工程存工程
表面库处理存工程
料
冲压、塑胶成
形，压铸成形
机械加工，
等
二次组装等
电镀、涂装、热处理等
完
完成品加工工
程
成交库品货存出
货
机械加工，
二次组装
等
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yout区块化布局思路
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二、LAYOUT改善的基本原则
原则四：尽可能利用立体空间(面积最小原则) 减少地面放置立体空间摆放
里面有效利用两层
网架式立体存储
由小型升降机提供组装零件利用空间时，要特别注意安全货物必须易拿易放
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二、LAYOUT改善的基本原则
原则五：在作业的角度注意：安全及便于操作
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二、LAYOUT改善的基本原则
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2.生产线设计
① 传动带 : 考虑工作者身体条件设计传送带。 ② 生产设备
- 按设备特点决定所需面积和设备数量。 - 按设备或者流程布置并设计流程方法。 ③ 通道 - 通道宽度设计 (考虑人和搬运工具) ④ 工作区域 - 设计间隔(人、设备、构筑物等)、工作高度及物料摆放等。
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设备所需面积决定因素： 1设备的运行行程 2设备维修间距 3设备间最短距离 4设备配套区域面积
□详细LAYOUT设计
- 生产线: 通道宽度、线(line)布置和间隔、工作地区、线(line)长度、适当的工作台等
- 仓库: 适当的库存、堆放方法、布置、通道设计等 - 配套设施: 设定办公室、休息室、洗手间的人均单位面积 - Dock场 : 设计Dock数量、布置间隔、进路、Leveler等 - 公司内道路和出入门 : 道路宽度、道路数量、与公司外道路连接等

运营管理PPT(英文版)

Operations Management, 2e/Ch. 9 Supply Chain Design ©2007 Thomson South-Western
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Chapter 9 Supply Chain Design
Supply chain efficiency measures include: Inventory Turnover (IT) = Cost of goods sold /Average inventory value (Eq. 9.1) Inventory Days’ Supply (IDS) = Average total inventory/Cost of goods sold per day (Eq. 9.2) Cost of Goods Sold per Day (CGS/D) = Cost of goods sold value/Operating days per year (Eq. 9.3) Revenue per Day (R/D) = Total revenue/Operating days per year
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Chapter 9 Supply Chain Design
Understanding and Measuring Supply Chain Performance
• Supply chain metrics balance customer requirements and internal supply chain efficiency. • Delivery reliability is measured by perfect order fulfillment. • Responsiveness is measured by order fulfillment lead time or perfect delivery fulfillment. • Customer-related measures measure the level of customer satisfaction.

全球运营管理课件new gom2-global strategy and industry glob

Railroad and steamships, submarine telegraph cables and Suez Canal (1869) all encouraged a huge expansion of trade, global investment and migration. “By 1914, there was hardly a village or town anywhere on the globe whose prices were not influenced by distant foreign markets, whose infrastructure was not financed by foreign capital, whose engineering, manufacturing, and even business skills were not imported from abroad.”
Everyone now is in everyone else’s business Joining the global economy and plugging into
EH is the equivalent of taking your country public. Globalization is largely a technology-driven
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Globalization
Built around three balances:
The traditional balance between nation-states Between nation-states and global markets (consists of

生产运作管理第六章设施布置ppt课件

7、注意改善内部环境(Internal Environment)
8、可调性(Flexibility)
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基本的设施布置类型
Basic Types of Layouts 工艺原则布置（车间/功能布置）
Process Layout (job-shop or function layout) -- 将相似设备或功能放在一起
The first, the introduction of indoor seating(1950s), was a strategic issue of facility layout.
The second ,drive-through windows(1970s)
The third, adding breakfast to the menu(1980s), was a product strategy.
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The fourth, adding play areas (1990s), was again a layout decision.
In 2000, McDonald’s is reaching for its fifth major innovation, and not surprisingly, it is a new layout to facilitate a mass customization process. This time the corporation is banking on the radical redesign of the kitchens in its 13,500 North American outlets.
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and to facilitate the introduction of new products.

运营管理-全球运营管理导论(ppt34页)

STANDARDIZED VS. CUSTOMIZED PRODUCTION
ACQUISITION OF RESOURCES •Sourcing •Vertical integration •Make-or-buy decisions
LOCATION DECISIONS •Country-related issues •Product-related issues •Government policies •Organizational issues
Serving the human trilogy: customers, employees, and shareholders
Outputs
Transformation Process
(Value Adding)
Goods or Services
Decision Maker
Information Feedback
基本概念
投入
精力材料人工资本信息
转化过程 (增值)
决策者
产出
商品或服务
信息反馈
基本概念
生产与运作成本最小化，故障最小化
投入
转换
产出
病人，医务人员，药物，医疗器械
进餐的顾客，厨师，服务员，食物，餐饮设备
入库的货物，仓库，保管员
电子元件，机壳，设备，员工，仪表
原材料，设备，员工，仪表
学生，教师，教学设备及资料
原材料，设备，工具，员工
购买者，售货员，商品，仓库，货柜，橱窗
治疗及护理
身心均已康复的人
提供餐饮和服务货物储存及运输
质量控制，平稳生产标准化产品设计
营销扩大销售，增加市场份额

工厂营运管理架构示意ppt课件

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三. 理解工厂的职责公司希望通过销售产品赚到客
户的钱并且希望赚到更多的钱，只有两种途径达到此目的：
即开源和节流。
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1、开源
公司销售部门的职责就是通过品牌建设，不断扩大销售网络，寻找新的客户，增加市场对我们产品的需求量，通过销售数量的增加达到利润的增加。而这一切的基础是工厂制造出的产品能否满足客户的以上需求。因此，工厂在开源上也有不可推卸的责任。工厂和销售部门保持良好的互动，在管理成本，软硬件设备与设施方面的投入是必需的。
有以下几种信息反馈：
客户的建议客户的投诉客户满意度调查报告
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3. 客户信息的处理客户信息是公司最重要的决策和行动依据，因
此，任何信息都不可搁置高阁，不做处理，必须按照信息传递途径流动，由市场部集中后统一登录在案，分发给指定部门负责处理，指定部门应组织相关部门研讨对策，并督察对策实施的有效性，报工厂负责人批准结案后，书面资料抄送市场部，由市场部回复客户。由此，公司和客户能形成良性互动，共同发展，最终形成双赢的局面，从而保证到原有的客户永不流失，而且新客户会慕名而来。

1.3. 我们产品的外观设计是否新颖别致，迎合最终用户的胃口？
1.4. 我们新产品推出频率能否满足客户的需求？
1.5. 产品的品质是否可靠，稳定？
1.6. 产品能否如期交货？
1.7. 产品的价格是否合理、适度，成本能否有效控制？
1.8. 售后服务是否良好？
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2. 客户反馈的信息客户对我们公司的产品和服务是否满意，
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二. 理解客户（关注客户就是要理解客户）
1、客户的需求

产品市场竞争激烈，客户有众多的选择余地，我们

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3. Less in-process inventory and material handling
4. Faster production setup
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Group Technology Transition from Process Layout
1. Grouping parts into families that follow a common sequence of steps.
Raw Materials
Machine A Machine B Machine C Machine D Framer Handler Stringer Finisher
4 minutes 3 minutes 10 minutes 2 minutes
Racket
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Example: Process Flow Analysis
M
M
M
M
M
M
Drilling
D
D
D
D
Grinding
G
G
L
L
Receiving and shipping
Assembly
A
A
A
A
G
G
G
G
(a) Jumbled flows in a job shop without GT cells
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Group Technology
L
L
M
D
G
Cell 1
Cell 2
Receiving
L
M
G
G
Cell 3
L
M
D
Assembly area
A
A
Shipping
(b) Line flows in a job shop with three GT cells
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Group Technology
L
L
M
D
G
Cell 1
Cell 2
Receiving
L
M
G
G
Cell 3
L
M
2
4
Layout Types
Grinding
Forging
Lathes
Painting
Welding
Drills
Office
Milling machines
Foundry
(a) Layout of a ob shop
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Process Layout
Advantages:
general purpose and less capital intensive less vulnerable to changes equipment utilization employee supervision
Disadvantages:
slower processing rates lost production time for setups more capital and space for inventory longer manufacturing lead times materials handling requires variable path devices production planning and control more difficult
431021976 %
5(5)
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How much more can you improve if you have more resources?
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Example: Process Flow Analysis
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Layout Types
Station 1
Station 2
Station 3
(b) Layout of a production line
Station 4
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Product Layout
Advantages:
faster processing rates lower inventories infrequent setups
D
Assembly area
A
A
Shipping
(b) Line flows in a job shop with three GT cells
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Group Technology Benefits
1. Better human relations
2. Improved operator expertise
Disadvantages:
risk of layout redesign less flexibility for low volume, dedicated resources have
low utilization
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Group Technology
Lathing
L
L
L
L
L
L
Milling
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Example: Process Flow Analysis
Assume that King Sports Products produces a variety of tennis rackets sequentially on four machines, and the times required on each machine for one typical racket are shown as follows:
Throughput time: 4 + 3 + 10 + 2 = 19 minutes
Cycle time of the process: 10 minutes
effi c oiu e n t4 p 3 c u 1 y t0 2 1 9 4.5 % 7 inpu 4 (1 t)0 40
If King is willing to invest in another machine, which type should it purchase?
GOM3
Operations Management Layout
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Basic Production Layouts
Process Layout Product Layout Group Technology (Cellular) Layout Fixed-Position Layout
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2. Identifying dominant flow patterns of parts families as a basis for location or relocation of processes.
3. Physically grouping machines and processes into cells.