Beruflich Dokumente
Kultur Dokumente
Dr. Paruchuri S S Prasad Associate Professor Department of Mechanical Engineering PSG College of Technology Coimbatore 641 004 pssai@yahoo.com
Labor optimization
key part of any cost reduction effort. Defining an appropriate headcount and controlling staff growth. Developing and implementing time standards. Measuring and using efficiency to improve performance. Assessing machine utilization and improving it. Controlling overtime. Making multiple shifts productive. Finding and reducing lost time. Using the learning curve to drive costs down
Mathematical Model
Min(LHEN)
LHEN=total labor hours in evening and night shifts; W=planner defined weight to represent the relative importance of minimizing total number of labor hours on night shift; LHE=total number of labor hours in evening shifts; LHN=total number of labor hours in night shifts;
Dho Heon Jun and Khaled El-Rayes, Optimizing the utilization of multiple labor shifts in construction projects.Automation in Construction 19 (2010) 109119.
Utilization Approach
Controlling Overtime
Why do we need overtime? How much overtime is appropriate? Who authorizes overtime? Do we have an overtime budget? Should we pay overtime to our salaried workforce? How can we reduce overtime?
Applications of the learning curve theory include (1) pricing decisions, based on the estimates of expected costs; (2) requirements for scheduling labor; (3) capital budgeting decisions; and (4) setting incentive wage rates. The following data illustrate the 80% learning curve relationship:
Learning curve
Tn =
s Cn
Material
Area with huge cost-reduction opportunities. Make-versus-buy determinations. Inventory minimization. Material utilization. Minimizing supplier costs. Supplier negotiations. Supplier competition.
Make-versus-buy Approach
Inventory Minimization
Do we have a program in place to reduce inventory? Do we have any areas where we order more than needed to address process yield? Do we know how much absolute inventory we have? What are our inventory turns?
Material Utilization
What kinds of raw materials do we use in our production operations, and how do we maximize utilization of these materials? Have we contacted any of our material suppliers and enlisted their support and expertise in minimizing material consumption? What do we do with our drop-off, scrap, and supplier packaging materials? Do we use any metrics for assessing our material utilization?
Mathemaical Model
TRC Transaction Cost RSC Supplier Risk Cost CFC Collaborative Forecasting Cost IVC Supplier innovation cost RPC Supply Responsiveness cost
Seong-Hyun Nama, JohnVitton and Hisashi KurataRobust supply base management: Determining the optimal number of suppliers utilized by contractors .Int. J. Production Economics 134 (2011) 333343.
Supplier Negotiation
How do we negotiate with suppliers? Do we know our objectives and plan a strategy prior to entering the negotiation? Who negotiates for us? What has our history been in attaining what we want in a negotiation? How skilled are our negotiators?
Supplier Competition
Do we make suppliers compete for our business? Where and why do we use sole-source suppliers? Where does it make sense to incorporate supplier competition? What are the risks that existing sole-source suppliers will exit the business if we compete the work? What are the risks that existing sole-source suppliers will exit the business for reasons other than competition?
Process Improvements
Work-flow improvement. Setup time reduction. Material-handling improvement. Scrap and rework reduction. Work center cleanliness and organization.
Workflow Optimization
How do we design our processes? Does our workflow in a straight line? Have we flowcharted our processes to search for improvement opportunities? DO operators have a defined sequence for what they do, or is it left up to them?
Mathematical Model
Guisen Xue a,n, O.FelixOffodile , HongZhou and MarvinD.Troutt Integrated production planning with sequence-dependent family setup times.Int. J. Production Economics 131 (2011) 674681.
SMED
http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die#Example
SMED
http://www.fredwebberking.com/SMED%20Examples/PDF%20Version/SMED%20Examples%20 Volume%201.pdf
Material-Handling Improvements
Do we have any issues with material-handling damage? Are we doing anything to reduce how often and how far we have to move material?
http://www.me.utexas.edu/~jensen/ORMM/omie/desi gn/unit/layout/layout.pdf
http://www.ateneonline.it/chase2e/studenti/tn/6184-7_tn05.pdf
http://www.ateneonline.it/chase2e/studenti/tn/6184-7_tn05.pdf
Mathematical Model
Repairing cost:
Yijt is Quantity of product i manufactured at overtime at plant j in period t. C9ij denotes Repairing cost per unit for product i as plant j. ij denotes Defect rate for product i at plant j.
Stephen C.H. Leung and Shirley S.W. Chan,A goal programming model for aggregate production planning with resource utilization constraint.Computers & Industrial Engineering 56 (2009) 10531064.
Autonomous Maintenance
Machine concern / fault analysis ..throug h cleaning you touch, through touching you find when you find, you fix !!
http://www.beyondlean.com/support-files/autonomous-maintenance.pdf
5S
http://www.tocforme.com/5s/finishing5spicturesn.html
Overhead
General overhead expenses. Travel. Inspection.
Travel
Do we have travel guidelines? Do we have a travel budget? Who approves travel plans? How do we make sure each trip is necessary? What are we doing to minimize airfare and other travel expenses? What trade shows do we attend, and what has resulted from our attendance?
Inspection
How do we assign inspection points? How do our returns and warranty claims compare to our final inspection results? Do we use redundant inspections? Do any of our receiving inspections duplicate supplier final inspections? Do our manufacturing people feel responsible for the quality of what they produce?
Improving Inspection
WM Warehouse Management
MM Materials Management
QM Quality Management
Information exchange
Production Preparation
BIBLIOGRAPHY
Cost Reduction and Optimization for Manufacturing and Industrial Companies (Wiley-Scrivener Publishers) JOSEPH BERK