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Log11 uitwerking opdrachten

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Uitwerking opdracht TBELOG11 voor studenten TB Hogeschool Rotterdam

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Log11 uitwerking opdrachten

  1. 1. LOG11 UITWERKING OPDRACHTEN Versie 15-10-2014 TB
  2. 2. This information is meant for educational purposes only. Any resemblance to real persons, living or dead is purely coincidental. This is work in progress and subject to change. Void where prohibited. Some assembly required. List each check separately by assignment. Batteries not included. Contents may settle during shipment. Use only as directed. COUNT YOUR CHANGE. No other warranty expressed or implied. Do not use while operating a motor vehicle or heavy equipment. Postage will be paid by addressee. Subject to regulatory approval. This is not an offer to sell securities.
  3. 3. 7.1 Berekening ▸ Gegevens 4 machines 16 uur per dag 5 dagen per week ▸ Available time = aantal machines * uren per dag * aantal dagen 4*16*5 320
  4. 4. 7.5 Berekening ▸ Gegevens 3 machines 8 uur per dag 5 dagen per week Utilisatie = 80% Efficiency = 120 ▸ Rated capacity = available time (AT) * utilisatie * efficiency 3*8*5 * 0,75 * 1,2 108
  5. 5. 7.14 Berekening 24,0 +0,25 OrderQ SetUp RunTime TotalTime 125 200 0,25 0,12 24,25 345 70 0,70 0,05 4,2 565 80 1,00 0,25 21,00 785 35 1,50 0,15 6,75 Total time 56,20
  6. 6. 7.15 LOAD REPORT Open Planned week 1 2 3 1 2 3 123 12 8 5 0 5 10 456 15 5 5 0 10 15 2+12*3 week 1 2 3 released 123 38 26 17 456 18 8 8 Planned 123 0 17 32 456 0 13 18 total 56 64 75 3+15*1
  7. 7. 7.16 Berekening Week 18 19 20 21 Total Released 150 155 100 70 475 Planned 0 0 80 80 160 Total 150 155 180 150 635 Rated Cap. 150 150 150 150 600 Over/Under -5 -30 0 -35
  8. 8. 7 CASUS WESCOTT 1. Nature of problems? 2. Rough cut capacity, links to problems 3. New complete plan
  9. 9. 7 CASUS WESCOTT - NATURE OF PROBLEMS 1. What is the bottleneck? 2. What is quality of forecast? 3. Do we have overloading and why? 4. How is sales manager rewarded? 5. How do we quote new order (timeframe)? 6. Do we have enough materials? 7. Do we have high enough utilization? 8. Do we have master schedule? 9. What about lot sizes? What impact? 10. Balance lot site /setup time? 11. What are limitations of the production facility? 12. What ending inventories? 13. Strategic capacity planning (growth in sales)?
  10. 10. 7 CASUS WESCOTT ROUGH CUT CAPACITY
  11. 11. 7 CASUS WESCOTT SOLUTION? 1. MPS 10 weeks 2. Forecast (FC), Customer order (CO) 3. PAB 4. ATP Projected Available Balance (PAB) blz. 114 = prior PAB + MPS – max (FC,CO) (no fence?) Available to promise (ATP) blz. 112 ▸ 1: Onhand – customer orders until next MPS ▸ 2-10 MPS – customer orders until next MPS
  12. 12. MODEL A BEREKEN ATP Week 1 2 3 4 5 6 7 8 9 10 Forecast 45 45 45 45 45 45 45 45 45 45 Customer 53 41 22 15 4 7 2 0 0 0 orders PAB (10) ATP 44 124 148 MPS 150 150 150
  13. 13. MODEL A BEREKEN PAB Week 1 2 3 4 5 6 7 8 9 10 Forecast 45 45 45 45 45 45 45 45 45 45 Customer 53 41 22 15 4 7 2 0 0 0 orders PAB (10) 107 62 ATP 44 124 148 MPS 150 150 150
  14. 14. MODEL A BEREKEN PAB - COMPLEET Week 1 2 3 4 5 6 7 8 9 10 Forecast 45 45 45 45 45 45 45 45 45 45 Customer 53 41 22 15 4 7 2 0 0 0 orders PAB (10) 107 62 17 122 77 32 137 92 47 2 ATP 44 124 148 MPS 150 150 150
  15. 15. MODEL B BEREKEN ATP/ATP Week 1 2 3 4 5 6 7 8 9 10 Forecast 35 35 35 35 35 35 35 35 35 35 Customer 66 40 31 30 17 6 2 0 0 0 orders PAB 34 -6 59 24 89 54 19 84 49 14 ATP 0 33 75 100 MPS 100 100 100 100
  16. 16. MODEL E BEREKEN ATP/ATP Week 1 2 3 4 5 6 7 8 9 10 Forecast 200 200 200 200 200 200 200 200 200 200 Customer 223 174 185 109 74 36 12 2 0 0 orders PAB -153 -70 130 330 130 330 130 330 130 330 130 ATP 156 106 290 386 400 MPS 400 400 400 400 400
  17. 17. OBERVATIONS ▸ Total time: 2 workers 5 days 8 hours + 4*8 overtime = 5280 min ▸ Calculate lot time for A-E A: 645 min B: 550 min C: 576 min D: 3140 min E: 4600 min Total 9511 min  WEEK 1: ONLY A-D = 4911, 70 E orders not made  WEEK 2: E + 57 D, again order delay!!  Etc.... Complete Workout next week???
  18. 18. 7 CASUS WESCOTT FINAL RESULTS 1. Questions 1.What will in practice not be true? 2.What is future? 3.Do we have flexibility? 4.Is ATP usefull?
  19. 19. 8.9 MLT BEFORE/AFTER OVERLAP Work centre 10 50+200*5 1050 Transit Time 30 Work centre 20 100 + 200*7 1500 2580 ~ 43 uur After overlap (only lot 1 for center 10) Work centre 10 50+75*5 425 Transit Time 30 Work centre 20 100 + 200*7 1500 32.25 Before overlap Save= 10.25
  20. 20. 8.15 COMPLETE IN/OUTPUT REPORT Period 1 2 3 4 5 6 Planned input 78 78 78 78 78 390 Actual input 82 80 74 82 80 403 Cum. var 4 6 2 6 13 Period 1 2 3 4 5 6 Period Planned output 80 80 80 80 80 400 Actual output 87 83 74 80 84 406 Cum. var 7 10 -4 4 8 Period 1 2 3 4 5 6 Planned backlog 45 43 41 39 37 35 Actual backlog 45 42 34 34 36 37
  21. 21. 8.15 COMPLETE IN/OUTPUT REPORT Period 1 2 3 4 5 6 Planned input 78 78 78 78 78 390 Actual input 82 80 74 82 80 403 Cum. var 4 6 2 6 13 Period 1 2 3 4 5 6 Period Planned output 80 80 80 80 80 400 Actual output 85 83 74 80 84 406 Cum. var 7 10 -4 4 8 Period 1 2 3 4 5 6 Planned backlog 45 43 41 39 37 35 Actual backlog 45 42 34
  22. 22. 06-10-2014
  23. 23. Casus Weldon hand tools
  24. 24. WELDON: HOW MANY PEOPLE? ▸ Aannames  werknemer werk 35 uur per week, 48 weken per jaar  4 kwartalen van 12 weken  per kwartaal 12*35* 60 = 25.200 min  cyclus tijd Q1 = 25.200 / 98 K = 0,257  één product kost 1,6 std.min  dus aantal mensen nodig = 1,6 /0,257 = 6,2 mensen  Dus het wordt 6 of 7 mensen?  Idem einde 2e jaar  25.200 / 230.000 = 0,11 min  Aantal; mensen 1,6 / 0,11 = 14,55 (14 of 15 man)
  25. 25. Casus Weldon hand tools 1.1 1.2 1.3 1.4 2.1 2.2 2.3 2.4 T FC 98 140 140 170 140 170 200 230 1288 Wrk 7 9 9 11 9 11 12 14 Max.prd 110250 Over 12250 1750 1750 3250 1750 3250 4750 6250 35000 Kan dit efficiënter?
  26. 26. Casus Weldon hand tools ▸ Short-fat design ▸ 1 persoon alle taken. ▸ Long thing design ▸ 8 werknemers ▸ 1 ( 1+ 2) = 0,22 ▸ 2 ( 3+ 4) = 0,23 ▸ 3 ( 5+ 6) = .. ▸ 4 ( 7 ) = 0,15 ▸ 5 ( 8 ) =... ▸ 6 (9+10) = ... ▸ 7 (11) = .... ▸ 8 (12) = ...
  27. 27. Casus Weldon hand tools A: Long-Thin voor ▸ Snel eenvoudige taak leren ▸ Automatisering ▸ Lagere utilisatie dan 1 std.min ▸ Tooling niet voor elke medewerker A: Long-Thin tegen ▸ Saai werk ▸ Verlies door balancing ▸ 1 stop -> line stop ▸ Inflexibel B: short-fat  Geen allocatie verlies  Robuust  Flexibel B: short-fat tegen  Werktijd langer dan 1 std.min  Tools iedere werker  logistiek
  28. 28. Casus Apix – 1 key issues & sympoms Issues: • 80% nauwkeurige voorraad • Gelijkmatige productie A? • Lot sizing • MRP werkt alleen als data ok Symtoms • Planning niet goed • Pieken in deelproducten? • Onderdelen vraag springerig
  29. 29. Item B OnHand 10 Lot-size 80 lead-Time 1 01 02 03 04 05 06 07 08 09 10 11 Gross 50 50 60 60 50 Sched.Recp Proj.Avail (10) 10 10 40 40 70 70 10 10 30 30 60 Plan. Ord.rel 80 80 80
  30. 30. Item C OnHand 40 Lot-size 150 lead-Time 1 01 02 03 04 05 06 07 08 09 10 11 Gross 100 100 120 120 100 Sched.Recp Proj.Avail (40) 40 40 90 90 140 140 20 20 50 50 100 Plan. Ord.rel 150 150 150 150
  31. 31. 5.4 Wold Wide Can Week 1 2 3 4 Tot Forecast 3000 3500 3500 4000 14000 PAB 2000 3000 Production plan 4000 Week (A) 1 2 3 4 Tot Forecast 2000 2000 2500 2000 8500 PAB 1500 1500 3500 1000 3000 MPS 2000 4000 4000 Week (B) 1 2 3 4 Tot Forecast 1000 1500 1000 2000 5500 PAB 500 1500 0 3000 1000 MPS 2000 4000 PAB – Prev.PAB + MPS - FC
  32. 32. 5.9 ATP calculation Week 1 2 3 4 5 6 7 8 9 10 CO 10 10 60 16 10 MPS 50 50 50 ATP 30 -26 40
  33. 33. 6.17 Initial MRP 1 2 3 4 5 Gross 50 125 100 60 40 Sched Rec 200 200 PAB (100) 50 125 25 165 125 Net req Plan. Receipt Plan. Release
  34. 34. 6.17 revised MRP 1 2 3 4 5 Gross 50 125 150 60 40 Sched Rec 200 200 PAB (100) 50 125 -25 115 75 Net req 25 Plan. Receipt Plan. Release Oplossing: schuiven van week 4->3
  35. 35. Formule van Camp
  36. 36. 40 0 35 0 30 0 25 0 20 0 15 0 10 0 50 40 0 35 0 Traditional view of inventory-related costs 30 0 25 0 20 0 15 0 10 0 50 Order quantity Costs Economic order quantity (EOQ) Total costs Holding costs Order costs 36
  37. 37. Economic Order Quantity – EOQ EOQ = 2퐶표퐷 퐶ℎ want: Co = order cost per bestelling. Dus per jaar zijn de kosten: aantal bestellingen x Co , Het aantal bestellingen per jaar = D (totale inkoop)/EOQ(order grootte per bestelling). Dus totale Ordering costs = CoD/EOQ Ch = Holding kosten per stuk = inkoopprijs per stuk x jaarpercentage waaruit voorraadkosten bestaan. Gemiddelde voorraad is de halve bestelhoeveelheid, dus totale Holding Costs = Ch x EOQ/2 37
  38. 38. Economic Order Quantity – EOQ - continued EOQ = 2퐶표퐷 퐶ℎ want: EOQ is optimale balans tussen voorraad (holding) kosten en bestel (order) kosten. Op dat punt geldt: Total Ordering costs = Total Holding costs, dus CoxD/EOQ = Ch x EOQ/2 Afgeleid: CoxD = Ch x (EOQ)2/2 (beide kanten met EOQ vermenigvuldigd) (EOQ)2 = (CoxD)/(Ch /2) (EOQ2 naar links gebracht, rest rechts van =teken) (EOQ)2 = (2CoxD)/(Ch) (noemer uit noemer wordt bij teller gezet) EOQ = √(2CoxD/Ch) (wortel van rechterkant om de EOQ te krijgen) 38
  39. 39. 13-10-2014
  40. 40. 6.13 Item A B C D E F G H J Low Level Code 3 3 3 Item A B C D E F G H J Low Level Code 3 1 2 2 2 3 3 Item A B C D E F G H J Low Level Code 0 0 3 1 2 2 2 3 3
  41. 41. 6.11 (1)
  42. 42. 6.11 (2)
  43. 43. 11 RANDY SMIT 1234 2,5 3000 7500 1235 0,2 900 180 1236 15 1000 15000 1237 0,75 7900 5925 1238 7,6 2800 21280 1239 4,4 5000 22000 1240 1,8 1800 3240 1241 0,05 1200 60 1242 17,2 2000 34400 1243 9 2500 22500 1244 3,2 7000 22400 1245 0,3 10000 3000 1246 1,1 7500 8250 1247 8,1 2100 17010 1248 5 4000 20000 1249 0,9 6500 5850 1250 6 3100 18600 1251 2,2 6000 13200 1252 1,2 4500 5400 1253 5,9 900 5310
  44. 44. SORTEREN OP TOTAAL BEDRAG 1242 17,2 2000 34400 1243 9 2500 22500 1244 3,2 7000 22400 1239 4,4 5000 22000 1238 7,6 2800 21280 1248 5 4000 20000 1250 6 3100 18600 1247 8,1 2100 17010 1236 15 1000 15000 1251 2,2 6000 13200 1246 1,1 7500 8250 1234 2,5 3000 7500 1237 0,75 7900 5925 1249 0,9 6500 5850 1252 1,2 4500 5400 1253 5,9 900 5310 1240 1,8 1800 3240 1245 0,3 10000 3000 1235 0,2 900 180 1241 0,05 1200 60 251105
  45. 45. CUMMULATIEF nr prijs aantal bedrag S.bedrag S.% S.Aantal Aantal.cum 1242 17,2 2000 34400 34400 14 2000 3 1243 9 2500 22500 56900 23 4500 6 1244 3,2 7000 22400 79300 32 11500 14 1239 4,4 5000 22000 101300 40 16500 21 1238 7,6 2800 21280 122580 49 19300 24 1248 5 4000 20000 142580 57 23300 29 1250 6 3100 18600 161180 64 26400 33 1247 8,1 2100 17010 178190 71 28500 36 1236 15 1000 15000 193190 77 29500 37 1251 2,2 6000 13200 206390 82 35500 45 1246 1,1 7500 8250 214640 85 43000 54 1234 2,5 3000 7500 222140 88 46000 58 1237 0,75 7900 5925 228065 91 53900 68 1249 0,9 6500 5850 233915 93 60400 76 1252 1,2 4500 5400 239315 95 64900 81 1253 5,9 900 5310 244625 97 65800 83 1240 1,8 1800 3240 247865 99 67600 85 1245 0,3 10000 3000 250865 100 77600 97 1235 0,2 900 180 251045 100 78500 98 1241 0,05 1200 60 251105 100 79700 100 79700 251105
  46. 46. GRAFIEK 120 100 80 60 40 20 0 S.% 0 20 40 60 80 100 120
  47. 47. RANDY SMITH - OBSERVATIES • Wat zijn A,B,C? • 1236 duur, cyclisch • 1241 goedkoop, leverbetrouwbaarheid • 1235 goedkoop, andere plaats • 1246 kwaliteitsprobleem • 1253 kwaliteitsprobleem
  48. 48. 10.1 month 1 2 3 4 Dem 255 219 231 Fc 235 month 1 2 3 4 5 Dem 255 219 231 228 Fc 235 226
  49. 49. 10.6 Month Actual Demand Forecast Demand 0 1 260 245 2 230 248 3 225 244 4 245 241 5 250 241 6 243 smooth 0,2 nf=A*LD+(1-A)PFC
  50. 50. 11.7 Q1 Q2 Q3 Q4 Total sales 1000 2000 3000 2000 8000 production 2000 2000 2000 2000 End-Inv Avg-inv Inv-Cost Q1 Q2 Q3 Q4 Total sales 1000 2000 3000 2000 8000 production 2000 2000 2000 2000 End-Inv 1000 1000 0 0 Avg-inv 500 1000 500 0 Inv-Cost 1500 3000 1500 0 6000
  51. 51. PARETO DIAGRAM
  52. 52. ABC formule

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