اجرای رویکرد جامع برنامه ریزی تولید در هدف ویژه تولید خودرو
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|5750||2012||6 صفحه PDF||سفارش دهید||4190 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia CIRP, Volume 3, 2012, Pages 43–48
The European vehicle industry employs a cascading planning process, for medium-term sales and operations and medium- to short-term production planning. Due to a lack of coordination and feedback between the different planning phases, costly problems in production arise. This paper describes an integrated planning solution for the harmonisation of sales, purchasing, supply chain and production planning along the planning cascade. By harmonizing long-, medium- and short-term planning, cost savings and additional value potential can be realized. The basic approach for harmonized planning is illustrated with a case study from special purpose vehicle production.
Expensive production infrastructure and volatile customer demand make sales , operations and production planning key functions, particularly in special vehicle production. The industry employs cascading planning for medium-term sales and operations and medium he trigger for a project that intends to develop a solution that assists in overcoming this chasm. This paper discusses planning restrictions, their originators and connections between single planning tasks and the correlation of restrictions between different planning horizons. An integral planning approach serves as the basis of a software tool that harmonizes the planning tasks over the different planning horizons. The case study investigates the approach for special purpose vehicle production and covers the entire analysis and implementation process. It is the result of a project called Harmonised Planning of Sales, Purchasing, Supply Chain and Production (HarmoPlan), which developed an integral planning solution for the harmonisation of sales, purchasing, supply chain and production planning along the planning cascade from long-, medium to short-term planning, resulting in the realisation of cost savings and additional value potential. The project focuses on the planning process of the final assembly in vehicle and component manufactories where variant flow production with low automation and high labour intensity exists . When it comes to lead time and productivity the short-term production planning. A major problem is a lack of coordination and feedback between planning phases, causing costly troubles, from unfeasible production programs requiring permanent ad-hoc troubleshooting caused by unavailable resources or limited supplier capacities. Such problems could be avoided, if bottlenecks were discovered during long-term planning, since this would leave time to build up the necessary resources. Such a fragmented planning cascade often manifests itself in disjointed IT-systems. Since they often correspond to existing organisational structures changes to the overall planning procedure come slowly. This is especially true for the automotive and special purpose vehicle industry, but can also be found in other industrial sectors. These problems were special vehicle sector lags behind the automotive industry. Differences are caused by variations in product structure and range. Further potential for optimization stemming from the overall organization of production and especially due to pl anning consistency and transparency is not utilized. Major car manufacturers have very high standards concerning organization of production and work on the optimized use of IT for the harmonization of long, medium and short term planning. Special purpose vehicles are often produced in a site assembly or semi-series assembly setting without a fixed production cycle, due to a low degree of transparency of parts availability and use of personnel in the planning process. The spread of required times for assembly in a line for special purpose vehicles is a multiple of that of an assembly line for passenge r cars due to option-related work content. This is especially a problem for short-term production planning to find the correct sequence order and the appropriate use of personnel. Today, large components are sourced from Asia for cost reasons resulting in very high replacement times, i.e. for special drive chains for construction machines it is between six months and one year. With such extended delivery times transport times by ship and truck of about 2 months are a considerable delay, and require careful planning. Hence, harmonized planning of special vehicle production holds enormous potential for performance improvements and cost savings.
نتیجه گیری انگلیسی
HarmoPlan’s approach is to provide all restrictions for the respective planning task. Within the prototypical implementation it could be pointed out that passing restrictions on to following planning steps only is necessary if major changes become apparent. This functionality would complicate the planning to ol’s architecture and therefore is not included. If there is the Figure 3 indicates which attributes are necessary for a complete definition of a sequencing rule or for a program planning restriction. This matrix maps the kind of program planning restriction necessary to represent the sequencing rule. Furthermore, it contains a logic how such a rule is converted, illustrated by a simple example: A sequencing rule states that between two labor intensive vehicles at least two simpler vehicles have to be built to meet the indicated cycle time. This rule is only appropriate for sequencing. For the planning of daily and weekly pots, it would mean that the rule would have to be reworded: A maximum of 1/3 of the vehicles in one order pool may be labor intensive vehicles. Exactly these logics are deposited within the matrix or the restriction manager of the planning tool. Figure 3 shows a matrix with details including the various restrictions and mandatory attributes for Sales Planning, Program Planning and Sequencing: Having finalized all configurations, a test phase is proposed for the entire planning tool. After eliminating all possible early failures, dynamic interfaces between the ERP system and the planning tool can be established. Although the affected employees were involved into the implementation, an extensive employee training regarding the future planning process and the correct software deployment has to be enforced