Automotive Assemble Plant Design

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436 308???????????????????????????

• Automotive Assemble Plant Design

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436308 ??????????????????????????? (Automotive
Assemble Plant Design )

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  ?????????? ????????????? ?????????????????????????
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• ?????????????? Operations Management,
  International Student Edition, 9th
  edition ??????? Stevenson ??????????
  McGraw-Hill
• ????????????????????????????????
• ??????? Jay Heizer Barry Render

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• ????? 1 ??? ????? 2 ????????????????????????????
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• ????? 6 ????????????????
• ????? 9 ??? ????? 10 ???????????????
• ????? 11 ??? ????? 12 ??????????????????????????
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• ????? 13 ??? ????? 14 ??????????????????????????
  ???????????
• ????? 15 ??? ????? 16 ??????????????????????????
  ??
• ??????????? ??????????????????????????? KPIs
  ?????????

?????????????????????? 20 ??????? 40 ???????
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Scope

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

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Introduction

• Operations Management is
• The management of systems or processes that
  create goods and/or provide services

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The Organization
The Three Basic Functions of business
organizations.
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The Basic Functions

• Marketing generates demand
• Production/operations creates the product
• Finance/accounting tracks how well the
  organization is doing, pays bills, collects the
  money

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Supply Chain
Supply Chain A sequence of activities And
organizations involved in producing And
delivering a good or service
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(No Transcript)
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Value-added
The operations function involves the conversion
of inputs into outputs
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Food Processor
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Hospital Process
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Example ???????????
Inputs
Processing
Outputs
??????????????
????????
Example ??????????????
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Example ????????????????
Inputs
Processing
Outputs
Example ?????????
Inputs
Processing
Outputs
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The goods-service continuum
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Goods Service
Characteristic Goods Service
Customer contact Low High
Uniformity of input High Low
Labor content Low High
Uniformity of output High Low
Output Tangible Intangible
Measurement of productivity Easy Difficult
Opportunity to correct problems High Low
Inventory Much Little
Evaluation Easier Difficult
Patentable Usually Not usual
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Competitiveness

• Differentiation better or at least different
• Cost - cheaper
• Quick response more responsive

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Businesses Compete Using Marketing

• Identifying consumer wants and needs
• Pricing
• Advertising and promotion

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Businesses Compete Using Operation

• Product and service design
• Cost
• Location
• Quality
• Quick response

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Businesses Compete Using Operation (cont.)

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

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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

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Planning and Decision Making
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SWOT

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

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Key External Factors

• Economic conditions
• Political conditions
• Legal environment
• Technology
• Competition
• Markets

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Key Internal Factors

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

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Output - Input
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Productivity

• Partial measures
• output/(single input)

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Productivity
Multi-factor measures output/(multiple inputs)
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Productivity
Total measure output/(total inputs)
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Productivity Growth
Productivity Growth
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Example 3
7040 Units Produced Cost of labor of
1,000 Cost of materials 520 Cost of
overhead 2000
What is the multifactor productivity?
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Example 3 Solution
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Example

• ???????????? ??????????????? 3 ?? ?????????? 8
  ??????? ???????????????? ????? 200 ???
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  100 ???? ???????????????????????????? ? ??????
  ????? 350 ???
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• ?????????????

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• ???????????????????????? 100 ??????????

3 x 8 ???????????????????
4.17 ????????????????????
????????????? 100 ??????????
350 (3 x 200 ?????????)
0.11 ??????????
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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

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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.

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Efficiency and Utilization
Both measures expressed as percentages ()
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Efficiency/Utilization Example
Design capacity 50 trucks/day Effective
capacity 40 trucks/day Actual output 36
units/day

• Actual output 36
  units/day
• Efficiency 90
• Effective capacity 40
  units/ day
• Utilization Actual output 36
  units/day
• 72 Design
  capacity 50 units/day

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Steps for Capacity Planning

1. Forecast future capacity requirements
2. Evaluate existing capacity
3. Identify alternatives
4. Conduct financial analysis
5. Assess key qualitative issues
6. Select one alternative
7. Implement alternative chosen
8. Monitor results

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Calculating Processing Requirements
Working 8-hour shift, 250 day/year
Annual capacity 2000 hours Machine required to
handle these job 5,800 /2,000 2.90 Machine
required to handle these job 3 machines
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Product Life Cycle
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Bottleneck Operation
30/hr
Bottleneck operation An operationin a sequence
of operations whosecapacity is lower than that
of theother operations
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Bottleneck Operation
Bottleneck
Operation 120/hr.
Operation 210/hr.
Operation 315/hr.
10/hr.
Maximum output ratelimited by bottleneck
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Cost-volume symbols

• FC Fixed cost
• VC Total variable cost
• V Variable cost per unit
• TC Total cost
• TR Total revenue
• R Revenue per unit
• Q Quantity or volume of output
• QBEP Break-even quantity
• P Profit

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Cost-Volume Relationships
TC VC FC
VC Q x v
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Cost-Volume Relationships
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Cost-Volume Relationships
BEP Break Even Point
The volume of output at which Total cost and
total revenue are equal
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Example
One manager needs one new line which, Choice 1
leasing 60,000 ???/????? Choice 2 buying
1,000,000 ???/??????? VC 20 ???/???? Selling
price 70 ???/????  _at_ ?? Break even Point
??????? 2 ???????? _at_ ???????????????????????? ??
????? 40,000 ???/????? ?????????????????
1 ??????? 500,000 ?????????? ?????????????????
2 _at_ ????????????????? 1 ??????????????????????
2,000 ???? ?????????????? 50,000 ???
????????????????????????? _at_ ?????????????????????
?????? 2,500 ???? ????? 2 ?? ??????????????????
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Example
One manager wants to decide to buy machine for
making part of purchase from suppliers
Make Buy
Annual FC (Baht) 150,000 none
VC (Baht) 60 80
Annual volume (units) 12,000 12,000
_at_ ??????????????????????????? _at_
??????????????????????????????????????????????????
??????????????
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Decision Tree

• Decision tree
• A schematic representation of the available
  alternatives and their possible consequences
• Useful for analyzing sequential decisions

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Example
Number of Machine Annual FC Range of output
1 9,600 0-300
2 15,000 301-600
3 20,000 601-900

• VCB10/unit
• Selling price B50/unit
• _at_ ?? Breakeven Point