1

생산운영관리

Process Selection and Facility Layout (Ch.6)

프로세스 선택 및 설비배치

Hansoo Kim (金翰秀)Dept. of Management Information

Systems, YUST2

이번주 까지 했어야 하는 일들…o 노정배 교수님 생산관리 특강 감상문?!

o 생산용량계획 복습o Read Chapter 6 and 6s

3

OM Overview

Class Overview(Ch. 0)

ProjectManagement

(Ch. 17)

StrategicCapacity Planning

(Ch. 5, 5S)

Operations, Productivity,and Strategy

(Ch. 1, 2)

Mgmt of Quality/Six Sigma Quality

(Ch. 9, 10)

Supply ChainManagement(Ch 11)

Location Planningand Analysis(Ch. 8)

Demand MgmtForecasting

(Ch 3)

InventoryManagement

(Ch. 12)

AggregatedPlanning

(Ch. 13)

Queueing/Simulation(Ch. 18)

MRP & ERP(Ch 14)

JIT & Lean Mfg System

(Ch. 15)

Term Project

Process Selection/Facility

Layout; LP(Ch. 6, 6S)X X X X

4

Key Terms영어 중국어 영어 중국어

Assembly line -4, Line balancing (�,�3

Automation 0� Numerically controlled(N/C)machines

�$�

Balance delay (�,8/' Precedence diagram ��<��

Cellular production ���7 Process layout �1���/

Computer-aided manufacturing

5*$6��7 Production line (�,

Computer-integrated manufacturing

5*$:��7 Product layout �����/

Cycle time 2� Product or service profiling ���"�1

Fixed-position layout ���/ Project ;)

Flexible manufacturing system

%��7+. Robot $��

Group technology �-�# Technological innovation �#�!

Intermittent processing 9&� technology �#

5

학습목표o 프로세스 선택의 전략적 중요성을 설명한다o 프로세스 선택이 조직에 미치는 영향을 설명한다o 기본적인 프로세스 유형을 설명한다o 프로세스 자동화에 대하여 토론한다o 배치변경의 근거를 알수 있다o 제품별 배치와 공정별 배치의 주요 장단점을 학습한다o 간단한 라인밸런싱 문제를 푼다o 간단한 공정별 배치계획을 수립한다

6

프로세스 선택 및 생산용량의 관계

Process Strategy (Key Aspects)1. Capital Intensity2. Process Flexibility

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Process Selection Strategy (생산전략, 프로세스 선택)o Process Selection (프로세스 선택)

n Deciding on the way production of goods or services will be organized

n “제품과 서비스를 어떤 방식으로 생성해 낼 것인가?”에 대한 방안n Process (프로세스) = Transformation

o 원자재에서 제품(혹 서비스)로 변화되는 과정

o Objective(목적)n Meet or exceed customer requirements (요구사항)n Meet cost & managerial goalsn 최소의 비용으로 고객의 요구사항을 극대화 한다!

o Long-term effect (장기적인 영향력이 있다), 전략적 의사결정 문제n Product & Volume Flexibility, (제품과 생산수량과의 관계)n Costs & Quality (가격과 품질)

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생각해 볼 문제들…

o 어떤 종류의 생산(or 서비스)방식이 있을까?(Which types of process strategy can exist?)

o 생산(or 서비스)방식을 결정하는데 고려해야 하는 요소들은어떤 것이 있을까?

Which factors should be considered to select the process strategy?

o 예제n 홍콩반점n 건강검진센타n 빙천맥주공장n 자동차 조립공장n

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Machining Process (가공시간)

o Process Time (공정시간) = Setup Time (준비시간) + Machining Time (가공시간)

o How is the utilization of the Machine?

Machine

S-A-A-A-A-S-B-B-B-B

S-A-S-B-S-A-S-B-S-A-S-B-S-A-S-B

S = Setup Time

장단점?

o 다양성 (Variety)n How much

o 유연성 (Flexibility)n What degree

o 산출량 (Volume) n Expected output

Job Shop(잡샵)

Batch배치프로세트

Repetitive반복프로세스

Continuous연속프로세스

Process Selection(프로세스선택)

프로세스 유형o 잡샵 (Job shop)

n 소규모, 다품종 소량생산, 단속적처리과정,

n 다양한 소규모 일감, 각각 처리방법이 다름

n 범용장비, 숙련공에 의한 높은 유연성

n 철공소, 병원 등

o 뱃치프로세스 (Batch)n 중규모, 중품종 중량생산, 단속적

처리과정,n 잡샵 보다는 다양하지 않음, 중간

정도의 숙련공n 빵집, 멀티플렉스 영화관, 항공사

등

o 반복프로세스 (Repetitive)n 산출량이 많은 표준제품에 유리n 장비의 유연성 요구는 제한적, 인력

의 숙련도가 높지 않음, n 생산라인, 조립라인 으로 불리운다.n 자동차, 컴퓨터 조립, 전자제품 조

립산업 등.

o 연속프로세스 (Continuous)n 표준화된 연속적 산출물을 대량으

로 생산n 연속적 생산 (액체, 분말 형태의 생

산), 제품의 다양성이 매우 적고, 대량생산에 유리 (소품종 대량)

n 전문성에 따라 필요한 인력의 수숙련도가 범위가 넓다

n 석유화학제품, 철강, 설탕, 밀가루등 11

프로세스 유형(Types of Process)

12

잡샵 뱃치 반복/조립 연속

산출물의특징

(주문형) 개별화 제품이나서비스

반 표준화제품이나 서비스

표준화제품이나 서비스

고 표준화제품이나 서비스

장점 매우 다양한일감을 처리할수 있음

유연성 저 원가대량소요충족

매우 높은 효율 고도로 놓은 수요충족

단점 저속제품당 고원가, 계획과 스케쥴이 복잡함

제품당 중간정도 원가스케쥴링이중간 정도

저 유연성높은 고장 비용

매우경직다양성 결여, 높은 변경비용, 매우 높은고정비용

제품/서비스프로세스활동/부문 잡샵 뱃치 반복 연속 프로젝트원가추정 어려움 어느정도 쉬움 쉬움 쉬움 간단~복잡

단위원가 높음 중간 정도 낮음 낮음 매우높음

사용 장비 범용 범용 전용 전용 다양함

고정비 낮음 중간정도 높음 매우높음 다양함

변동비 높음 중간정도 낮음 매우높음 높음

노동력 숙련도 높음 중간정도 낮음 낮음~높음 낮음~높음

마케팅 능력을 강조/판매

능력과 중간정도의 표준화 제품과 서비스를강조.

표준화 제품과서비스를 강조/판매

표준화 제품과서비스를 강조/판매

능력을 강조/판매

스케줄링 복잡 중간정도 복잡 일상적/쉬움 일상적/쉬움 복잡함,변경이잦음

공정재고 높음 높음 낮음 낮음 다양함 14

Volume and Variety of Products

다양성

물량

연속프로세스

응급실

정유공장

베이커리

PC 조립반복프로세스

뱃치프로세스

잡샵

새로운 방식의 주택건설

15 16

기술의 영역(Area of Technology)o Machine technologyo Automatic identification systems (AIS)

n Bar-code, RFIDo Process controlo Vision systemo Roboto Automated storage and retrieval systems

(ASRS)o Flexible manufacturing systems (FMS)o Computer-integrated manufacturing (CIM)

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FMS에 의한생산라인의개념도

1

23

45

6

7

8

18

자동창고

중앙관제실

공구저장소

공구무인반송차

머시닝센터

작업물 무인운반차

준비작업장

차팔렛트 반송컨베이어라인

FMS 예

세정실

19

FMS 예

20

21

Types of Robot

o Cylindrical

o Polar

o Cartesian

o Joint Arm

22

FMS Machine

23

ASRS (자동창고)

24

AGV (무인운반차)

25

AGVS (무인운반차 시스템)

http://www.steinbockus.com/AGVs/animation.gif 26

Computer Integrated Manufacturing(CIM)

27

Facility Layout Design

28

Facility Layout (설비배치)의목적o Develop an economical layout which will meet the

requirements of:n product design and volume (product strategy)n process equipment and capacity (process strategy)n quality of work life (human resource strategy)n building and site constraints (location strategy)==============================n 사내물류비용의 최소화n 제품과 서비스 품질 확보가 용이하도록n 공간의 효율적 활용n 노동력의 효율적 활용

o 불필요한 움직임을 최소화함n 병목현상을 완화n 제조 및 서비스 시간 단축n 시설의 안전성

29

설비배치 (Facility Layout)란?

oLocation or arrangement of everything within & around buildings부서, 작업장, 장비의 공간적 구성을 의미

oObjectives are to maximizenCustomer satisfaction nUtilization of space, equipment, & peoplen Efficient flow of information, material, & peoplen Employee morale & safety

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설비배치의 종류

o 제품별 배치 (Product-oriented layout)o 공정별 배치 (Process-oriented layout)o 고정위치 배치 (Fixed-position layout)o 사무실 배치 (Office layout)o 소매점 배치 (Retail layout)o 창고 배치 (Warehouse layout)

제품별 배치(Product Oriented Layout)

o 제품별 배치 (Product Oriented Layout)o 표준프로세스들을 사용하여 많은 양의 흐름을 원할하고 신속하게

흐르게 하는 배치

o Layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow 31

Used for Repetitive or Continuous Processing

32

제품별 배치 (Product Oriented Layout) 장단점

o 장점n Lower variable cost per unit (낮은 변동비)n Lower but more specialized labor skills

(낮은 수준의 전담적 노동)n Easier production planning and control

(생산계획 및 통제의 용이성)n Higher equipment utilization (70% to 90%)

(설비의 높은 가동율)o 단점

n Lower product flexibility (제품 종류가 한정)n More specialized equipment (전용설비)n Usually higher capital investment

(높은 초기투자비용)

33

공정별 배치(Process Oriented Layout)

L

L

L

L

L

L

L

L

L

L M

M

M

M

D

D

D

D

D

D

D

D

G

G

G

G

G

G

A A AReceiving andShipping Assembly

Painting Department

Lathe DepartmentMilling

Department Drilling Department

GrindingDepartment

P

P

공정별 설비배치(Process Oriented Layout)o 다양한 처리요구를 다룰수 있는 배치o 공정이 유사한 설비들을 모아서 배치함

n Facilities(설비) are organized by processn Similar processes are together

o Example: All drill presses are together

n Low volume, high variety products

(다품종소량)

n ‘Jumbled’ flow (뒤범벅흐름)

34

35

공정별 설비배치의(Process Oriented Layout)장단점

o 장점n Greater product flexibility (다양한 제품을 생산)

n More general purpose equipment(범용성이 높은 설비 사용)

n Lower initial capital investment(낮은 초기 설비 투자)

o 단점n High variable costs (높은 변동비)n More highly trained personnel (다기능공)n More difficult production planning & control (생산계획 및 통제의 어려움)

n Low equipment utilization (5% to 25%) (낮은 설비 효율성)

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Emergency Room Layout(Process-Oriented Layout)

E.R. beds Pharmacy Billing/exit

E.R.Triage room

Patient B - erratic pacemaker

Patient A -broken leg

Hallway

37

Steps in Developing aProcess-Oriented Layout

1 Construct a “from-to matrix”2 Determine space requirements for each

department3 Develop an initial schematic diagram4 Determine the cost of this layout5 By trial-and-error (or more sophisticated

means), try to improve the initial layout6 Prepare a detailed plan that evaluates

factors in addition to transportation cost38

Cost of Process-Oriented Layout

j department and i department

between load a move cost to Cj department toi department

from moved loads ofnumber Xsdepartment individual ji,

sdepartmentor centers work ofnumber totaln where

CX cost Minimize

ij

ij

n

1i

n

1jijij

=

==

=

=åå= =

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Interdepartmental Flow of Parts

1 2 3 4 5 6

1

2

3

4

5

6

50 100 0 0 20

30 50 10 0

20 0 100

50 0

0

40

Possible Layout 1

AssemblyDepartment

(1)

PrintingDepartment

(2)

Machine ShopDepartment

(3)

ReceivingDepartment

(4)

ShippingDepartment

(5)

TestingDepartment

(6)

Room 1 Room 2 Room 3

Room 4 Room 5 Room 660’

40’

41

Interdepartmental Flow Network Showing Number of Weekly Loads

100

50 30

10

50

100

2 3

4 5 6

11

근접운반비 (Adjacent Cost) = $1, 비근접운반비 (Non-Adjacent C.) = $2

Total Cost = 50+200+40+30+50+10+40+100+50 = $570 42

Possible Layout 2

PaintingDepartment

(2)

AssemblyDepartment

(1)

Machine ShopDepartment

(3)

ReceivingDepartment

(4)

ShippingDepartment

(5)

TestingDepartment

(6)

Room 1 Room 2 Room 2

Room 4 Room 5 Room 660’

40’

43

Interdepartmental Flow Graph Showing Number of Weekly Loads

2 1 3

654

10050

30

50

100

근접운반비(Adjacent Cost)= $1, 비근접운반비(Non-Adjacent C.)=$2

Total Cost = 50+100+20+60+50+10+40+100+50=$480 44

Computer Programs to Assist in Layouto CRAFTo SPACECRAFTo CRAFT 3-Do MULTIPLEo CORELAPo ALDEPo COFADo FADES - expert system

o 제품 또는 프로젝트는 한 곳에 있고, 작업자, 물자, 장비가 필요에 따라 움직이는 배치

o Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed

위치고정형 배치(Fixed Position Layout)

45

비행기, 선박 등의생산방식

46

셀생산방식 (Cellular Layout - Work Cells)과Group Technology

o비슷한 작업이 필요한 부품들을 생산하기 위하여 워크스테인션들을 묶어서 셀을 구성한 배치A temporary product-orient arrangement of machines and personnel in what is ordinarily a process-oriented facilities

o그룹테크놀로지 (Group Technology)부품들을 설계특성이나 제조 특성에 따라 분류하여, 부품군으로 묶는것

47

Work Cell Floor Plan

Office

Tool RoomWork Cell

Saws Drills

48

Improving Layouts by Moving to the Work Cell Concept

49

Work Cell Advantages

InventoryFloor space

Direct labor costs

Equipment utilizationEmployee

participationQuality

50

사무실배치 (Office Layout)oDesign positions people, equipment, &

offices for maximum information flowoArranged by process or product

nExample: Payroll dept. is by processoRelationship chart usedoExamples

n Insurance companynSoftware company

51

Relationship Chart (부문상호관계표)

1 PresidentO

2 Costing UA A

3 Engineering IO

4 President’s Secretary

12

3

Ordinary closeness: President (1) & Costing (2)

Absolutely necessary: President (1) & Secretary (4)

4

52

Office Relationship Chart

1 President2 Chief Technology Officer3 Engineer’s Area4 Secretary5 Office entrance7 Equipment cabinet8 Photocopy equipment9 Storage room9 Storage room

UIIAUOE

IOEI

OAOAXOUE

AIIEUA

II EAX

UUO

OUO

Val. Closeness

A Absolutely necessary

E Especially important

I Important

O Ordinary OK

U Unimportant

X Not desirable

53

소매점배치(Retail /Service Layout - Grid Design)

Office Carts Check-out

Grocery StoreMeatBread

Milk

ProduceFrozen Foods

54

Store Layout - with Dairy, Bread, High Drawer Items in Corners

55

창고배치 (Warehouse Layout)oDesign balances space (cube) utilization

& handling costoSimilar to process layout

n Items moved between dock & various storage areas

oOptimum layout depends onoVariety of items

storedoNumber of items picked

56

An Assembly Line Layout

57

HL # �)3 3

ü 라인밸런싱: 모든 워크스테이션들의작업시간들이비슷하도록요소작업들을워크스테이션들에할당하는절차

ü Precedence diagramü Network showing order of tasks and restrictions on their performance

ü Cycle timeü Maximum time product spends at any one workstation

58

Line Balancing

ü Precedence diagramü Network showing order of tasks and restrictions on their performance

ü Cycle timeü Maximum time product spends at any one workstation

Cd = production time available

desired units of output

Cycle time example

Cd = (8 hours x 60 minutes / hour)

(120 units)

Cd = = 4 minutes480120

59

, C�1 �B � E �1

ü Cycle time = max time spent at any station 한 작업물에 대하여 워크스테이션에서 수행하여야 하는 요소작업들의 총소요시간의 상한

ü Flow time = time to complete all stations원자재가 들어가서 제품이 모든 공정을 마치고 나오는 시간

60

, C�1 �B � E �1

ü Cycle time = max time spent at any station

ü Flow time = time to complete all stations

1 2 34 minutes 4 minutes 4 minutes

Flow time = 4 + 4 + 4 = 12 minutesCycle time = max (4, 4, 4) = 4 minutes

61

E� ��

åi

i = 1ti

nCaE =

åi

i = 1ti

CdN =

Efficiency Minimum number of workstations

whereti = completion time for element ij = number of work elementsn = actual number of workstationsCa = actual cycle timeCd = desired cycle time

62

�)3 3 �

1. Draw and label a precedence diagram.2. Calculate the desired cycle time required for the line.3. Calculate the theoretical minimum number of workstations.

4. Group elements into workstations, recognizing cycle time and precedence constraints.

5. Calculate the efficiency of the line.6. Stop if theoretical minimum number of workstations on an acceptable efficiency level reached. If not, go back to step 4.

63

�)3 3

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1B Cut into strips A 0.2C Outline fun shapes A 0.4D Roll up and package B, C 0.3

Desired unit of output : 6,000 unitsAvailable working hour a day : 40 Hrs

64

�)3 3

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1B Cut into strips A 0.2C Outline fun shapes A 0.4D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

65

�)3 3

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1B Cut into strips A 0.2C Outline fun shapes A 0.4D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

ACd = = = 0.4 minute

40 hours x 60 minutes / hour6,000 units

24006000

N = = = 2.5 workstations1.00.4

0.1 + 0.2 + 0.3 + 0.40.4

66

�)3 3

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1B Cut into strips A 0.2C Outline fun shapes A 0.4D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

ACd = = = 0.4 minute

40 hours x 60 minutes / hour6,000 units

24006000

N = = = 2.5 workstations1.00.4

0.1 + 0.2 + 0.3 + 0.40.4 3 workstations

67

�)3 3

WORK ELEMENT PRECEDENCE TIME (MIN)

A Press out sheet of fruit — 0.1B Cut into strips A 0.2C Outline fun shapes A 0.4D Roll up and package B, C 0.3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

68

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

69

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, C

70

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, CB 0.1 C, D

71

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, CB 0.1 C, D

2 C 0.0 D

72

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, CB 0.1 C, D

2 C 0.0 D3 D 0.1 none

73

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, CB 0.1 C, D

2 C 0.0 D3 D 0.1 none

A, B C D

Work station 1

Work station 2

Work station 3

0.3 minute

0.4 minute

0.3 minute

74

�)3 3

0.1

0.2

0.4

0.3D

B

C

A

Cd = 0.4N = 2.5

REMAINING REMAININGWORKSTATION ELEMENT TIME ELEMENTS

1 A 0.3 B, CB 0.1 C, D

2 C 0.0 D3 D 0.1 none

A, B C D

Work station 1

Work station 2

Work station 3

0.3 minute

0.4 minute

0.3 minute

E = = = 0.833 = 83.3%0.1 + 0.2 + 0.3 + 0.4

3(0.4)1.01.2

75

F!

o 2 (�

n 3 � �

n B � �

n P �

76

Good Bye!