교수 소개 o 김태호 (taeho kim) o 연구실 및 연락처 연구실 : 14 호관 505 호...

교수 소개

김태호 (Taeho Kim)

연구실 및 연락처 연구실 : 14 호관 505 호 032-835-8733, thkim@incheon.ac.kr

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