Wyniki wyszukiwania - BazTech

1

Symulacja pracy linii produkcyjnej na przykładzie praktycznym

Stadnicka D., Mach A.

Zarządzanie Przedsiębiorstwem

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2011

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Vol. 14, nr 2

57-71

EN

The article focuses on the problems concerning production line capacity. The example of a certain problem concerning a line, on which the axles for grass mower are producing, is analyzed in the paper. To solve the problem authors used lean tools such as value stream mapping and ProModel program for simulation of the production line working. After gathering information about production line and processes realizing on the line, the current state of the value stream map was drawn. On the base of the map analysis and talks with employees and management the improvements, which could improve production line working and its capacity, were proposed. Improvements were discussed and chosen of them were indicated to check in simulations. Then a first version of future state of value stream map with the indicated improvements was prepared. To do simulations a plan was developed. As variables are taken: frequency of delivery, effective working time, number of simultaneously assembled products, number of lathes in the line and number of products in batch. Next a model of the production line in ProModel program was build. With the use of the model, in the range of the analysis, 144 simulations were done. Obtained data are analyzed and proposals for line developing are presented. To increase production line capacity an additional lathe has to be introduced into the line. Authors also indicate that morning break should be cut down to 5 min. Another solution, which has to be introduced, is changing a frequency of delivery. The frequency should equal 8 hours and it is enough. More often deliveries are not cost effective, although they could give even better capacity. It was impossible to double capacity by introducing only other improvements avoiding costs concerning with necessity of buying a new lathe. The proposals are shown in the second version of future state of value stream map. Authors also indicate the further possible development and analysis.

2

Metoda sterowania produkcją w gnieździe wytwórczym w warunkach jednoczesnej produkcji wieloasortymentowej

Kampa A., Knosala R.

Zarządzanie Przedsiębiorstwem

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2002

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Vol. 5, nr 2

41-55

EN

The problems of control of discreet production processes of mulitiasortment production executed in work cell are discussed in the work. Scheduling problem and analytical and heuristic method for solving then have been analyzed. Because of the complexity of analyzed scheduling problems. belonging to the class NP-hard combinatorial problems, solving heuristic method have been used to find the sequence of works according to the priority rules. This method let to find admissible solution in the case when is not possible to solve scheduling problem in the given time. Many priority rules apply to control the system of multiassortment production are know. These rules haven deference in their efficiency. So it is important to choose the rule that will be most proper and effective, which make possible generation of schedules than maximinized the choiced criterion. To solve the problem, described above. the methodology of computer aiding of production system control has been elaborated. This methodology is used to control the system of small and medium multiassortment series production. In the work is also presented an example of the production control in a manufacturing cell. To schedule production task in that cell the aiding system has been used. The system has been applied to choose the priority rules. Results have been compared with other system for production control. Simulation presented in the work let to state, that elaborated methodology and the computer system work property and confirm the statement in the thesis of the work.

3

Informacyjne aspekty integracji systemów wspomagających zarządzanie produkcją (cz. 1)

Chmielarz W.

Zarządzanie Przedsiębiorstwem

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2001

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Vol. 4, nr 1-2

16-23

EN

The main aim of this article is to analyze possibility of two-step integration of MRP II/ERP systems. Integration based on data-base is the first step. The second step is integration of database with superstructure in the form of optimization system supported by model base and procedures base. Following issues are discussed in the paper: - construction of general operational model, - model adaptation to real information system of the meat factory, - construction of mathematical model based on it, - creation of user interface for manipulation of goal-function components and input parameters, - project of database content for model test-runs.

4

Ewolucja architektury zintegrowanych systemów informatycznych wspomagających zarządzanie przedsiębiorstwem

Sobczak A., Szymczak W.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Łódzka

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1999

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z. 33

133-141

PL

W pracy przedstawiono etapy rozwoju zintegrowanych systemów informatycznych wspomagających zarządzanie przedsiębiorstwem. Skoncentrowano sie na charakterystyce architektury współczesnych rozwiązań oraz omówiono dalsze kierunki jej rozwoju.

EN

The subject of the article is the application of such information method, as MRPII/ERP class systems, for analysing economical processes in company. Authors consider problems with evaluation of these systems. The tendencies in the development of ERP class systems, according to the view of the author, are also presented.

5

Strukturalizacja zestawień materiałów

Bednarz L.

Inżynieria Maszyn

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1999

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R. 4, z. 1/2

147-157

PL

Tradycyjna funkcja zestawienia materiałów (Bill-of-Material- BOM) polega na określaniu struktury produktu z punktu widzenia jego konstrukcji. W przypadku stosowania systemów MRP II (Manufacturing Resource Planning) zestawienia materiałów winny przedstawiać strukturą produktu, także z punktu widzenia procesu jego wytwarzania oraz planowania produkcji i zbytu. W wielu przypadkach konstrukcyjne zestawienia materiałów nie są w stanie wspomagać takich krytycznych funkcji systemu MRP II, jak planowanie potrzeb materiałowych, czy operatywne planowanie produkcji. Zagadnienie określania struktur produktów dla celów zarządzania, określane jako strukturalizacja zestawień materiałowych, ma szczególne znaczenie dla przedsiębiorstw, oferujących szeroki asortyment produktów finalnych, montowanych stosownie do zamówień poszczególnych klientów. W artykule przedstawiono dwa podejścia do strukturalizacji zestawień materiałowych w produkcji montowanej na zamówienie, a mianowicie zestawienia modułowe oraz ogólne. Modulowanie polega na przekształceniu zestawień materiałowych rodziny produktów w moduły planistyczne, które w różnych kombinacjach określają konkretne konfiguracje wyrobu finalnego. Koncepcja zestawień ogólnych daje możliwość bardziej logicznego tworzenia zestawień dla wszystkich wariantów określonej rodziny wyrobów.

EN

Traditional function of a bill-of-material is the definition of a product from the design point of view only. When enterprise want to used MRP II system bill-of material must represent product structure not only from design point of view, but also include bill of material structures based on the way the product is make and sold. The traditional engineering bill of material can't support some critical management activities such material requirements planning and master production scheduling. The objective of the paper is provide insight into the problem structuring bill of materials in assembly to order environments and present two solutions for representing bill of material in these kind of production environments; modular and generic bills of material. Modularizing the bill-of- material involves breaking down products into "modules", which in various combinations, determine the final product. A generic bill of material concept provide more possibilities to model product date in comprehensible way for all for all variants of a product family.

6

Wpływ wdrożenia nowoczesnego systemu zarządzania na proces restrukturyzacji przedsiębiorstwa

Fietko T., Myzik I.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 1-2

28-32

EN

The paper presents the introduction in an enterprise an radical and total organizational changes (reengineering). Those changes should have an impact on production planning system of MRP II type. New proposals in the area of the integrated system analysis and design with reengineering processes are presented. The paper contains also a short description of a DEM - Dynamic Enterprise Modeling methodology, which make easier an faster processes implementing of business information systems.

7

Personalne aspekty implementacji współczesnych systemów zarządzania produkcją

Bednarz L.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 1-2

4-10

EN

In the process of the spreading of knowledge about new solutions in production management and adaptation of innovation by given enterprises there are three interdependent domains that are involved: new solutions, suppliers of innovations, and the users. Critical elements in implementation of computerized production management system can be broken into three fundamental categories: technical, date, and personnel. The purpose of this paper is to present such aspects of this later category as change plan, education plan, staff plan and job design, which have close links with people.

8

Optymalizacja planowania wykonawczego przezbrajalnych linii produkcyjnych w zintegrowanym systemie zarządzania klasy MRP II

Zaborowski M.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 1-2

39-46

EN

It is common opinion that MRP II production control systems are good for manufacturing of discrete type whereas the Just-In-Time method is better for repetitive production. This opinion is based on many qualitative analyses but direct quantitative comparison of their performances, based on simulation of both production control systems applied to the same complex process, is not possible because their decision variables are different. To enable comparison of MRP II with JIT an extension of MRP II system is necessary. An executive planning algorithm is needed to process work orders from MRP II system to execution orders with the same formal Structure as orders coming from JIT system have. It should be an optimal algorithm to be certain that it does not deteriorate MRP II decisions. The paper shows an optimization model of the problem for a repetitive production process in a complex manufacturing system which is composed of production lines. The total cost of setups and inventory holding is minimized.

9

Metody i techniki komputerowe w przygotowaniu i zarządzaniu produkcją

Chlebus E.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 1-2

16-23

EN

The paper presents general ideas on technologies and tools in production planning and control. Requirements of companies and directions for actions in this area are introduced. General structure and functions of the developed technical production preparation system are presented. Characteristics of modern production are discussed.

10

Harmonogramowanie procesu wytwarzania w warunkach jednostkowej i małoseryjnej produkcji

Matuszek J., Mleczko J.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 3-4

10-13

EN

Management of manufacture planning process is a complex procedure in today's market conditions. Making right decision without the proper computer aiding system is a difficult task. Production management system is aimed st planning, i.e. generating the proper production plan and the schedules of production and supply tasks. The generation is made on the basis of actual and foreseen demand. The paper presents the production management process for gears and drive: manufactured in unit and small batch conditions. Presented process is based on the scheduling principles with the use of software packages aiding the production planning.

11

Ekonomiczne aspekty implementacji zintegrowanych systemów zarządzania produkcją

Bednarz L.

Zarządzanie Produkcją

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1998

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Vol. 1, nr 3-4

33-40

EN

The traditional, accounting based investment justification methods often fail to measure proper value of Advanced Manufacturing Technology, mainly because of strategic, intangible nature of the benefits involved. The paper examines new approaches to justification such modern systems, namely analytic and strategic appraisal methods. Special attention is given to using Activity-Based Costing (ABC) to justification of integrated production management systems.