Available-to-Promise and Material Constraints by Building the Scheduling System

本研究主要是針對電子安定器生產製程能提供客戶訂單可允量及快速達交的供應鏈管理，在於先進規劃與排程系統架構下對於生產製程改善進行探討，過去個案公司在短期生產排程，對於計劃入庫數與出貨計劃不符以及訂單變化所衍生的人工重排程耗時等缺失，造成無法確保對顧客訂單承諾以及即時有效的重排程，對公司造成許多成本上的損失。 個案公司過去生產規劃及排程系統存在生產資源不易整合問題，不得不重新發展更合適的生產規劃與排程系統，以解決個案公司的生產問題。本研究個案公司採取過去以人工方式管制生產排程，由於客戶端的訂單與供應商的物料交期變動頻繁，而且人工調整計畫非常費時，導致在訂單調度缺乏彈性，現以生產線重排程系統模擬取代現行人工排程法作業，以模擬生產排程方式，啟發式演算法用來解決組合最佳化問題能夠跳脫出區域最佳解，利用群組技術解決在分群問題上減少程式演算時間 本研究證實以啟發式求解以程式模擬能達到訂單延遲天數變少，與換線時間變少。因此本研究欲求得之結果都獲得支持。研究結果發現可以透過電腦計算出的各工段產能利用率，調整各工段的人數或加班時數，可以迅速找到更佳解。本研究可以透過電腦計算出的各工段的每天加班時數，減少公司不必要的成本支出This study mainly investigates supply chain management of available-to-promise order quantity and the delivery efficiency for electronic ballast production process. We aim at improving the production process on a basis of advanced planning and scheduling (APS). In this study, case study is adopted. The case company failed to promise customer order and to deliver on time because the short-term production schedule they used was not able to meet the stock plan, delivery schedule and the changing orders, which caused a plenty of loss on time cost for re-schedule as well as labor cost. The case company encountered production resource integration problem with production planning and scheduling; thus, a new and adequate production planning and scheduling system has to be developed in order to solve their production problem. The case company manually controlled production schedule; however, the frequent changing delivery dates between customer orders and suppliers' material lead to inflexible order schedule adjustment and time-consuming labor arrangement plan. A production line re-scheduling system was developed to replace the manual production planning. It can simulate production line schedule and use metheuristic to cluster model category by group technology. With systematic production combination, it will reduce the program calculation time. The study proved that metheuristic program simulation is able to improve the delay order problem and reduce the time of production line changeover. Therefore, the assumed results are all supported. The result indicates that though the capacity utility of each production section calculated by computer program, it can find the best solution by adjusting the adequate number of people for each section and by calculating the needed overwork hours to reduce unnecessary cost.第一章、緒論 1 一、研究目的 4 二、研究問題 4 第二章、文獻探討 5 一、企業資源規劃系統(ERP) 6 二、限制理論(TOC) 18 三、排程方法之比較 (TOC、JIT與MRP) 23 四、整備時間(SETUP TIME) 25 五、群組技術 28 六、啟發式求解 32 第三章、研究方法 34 一、生產排程演算法 36 第四章、個案 45 一、個案說明 45 第五章、資料分析 48 一、生產排程行事曆分析 50 二、績效評估指標分析 51 三、排程系統導入效益 52 四、討論 53 第六章、結論與建議 55 一、管理意涵 56 二、研究限制 58 參考文獻 59 中文部份 59 英文部份 60 附件1：現行作業-延遲天數統計表 63 表目錄 表1、MRP、JIT、TOC的系統比較 25 表2、生產規劃的限制 47 表3、每日需要產能 49 表4、人力配置分析 49 表5、產能負荷分析 50 表6、生產排程行事曆 51 表7、績效評估指標表 52 表8、排程系統導入效益 53 圖目錄 圖1、供應連規劃模組 12 圖2、生產管理架構 16 圖3、不同生產型態下之存貨策略 1