飞轮电池生产计划的制定

1、精选优质文档-倾情为你奉上飞轮电池生产计划的制定1. 市场需求预测2. 实际产品的生产工艺路线分析3. 生产方式的经济分析和比较4. 制定综合生产计划5. 生产能力的粗平衡6. 制定主生产计划7. 制定MRP,CRP8. 生产能力的精平衡9. 零件工序卡编制10. 产品装配工序卡编制1.市场需求预测（Market forecast）实验数据Month 1Month 2Month 3Month 4Year 19182421Year 210202723Year 311222926根据给出的数据，选择一种模型来预测下一年的市场需求量，属于长期预。从给出的数据分析可以得出，每年的同一月份市场需求量比较

2、接近而同一年份的不同月份之间存在较大的差异，市场需求量与时间季节因素有关。方案一：Seasonalized Time Seiries Regression的模型来进行市场预测。预测结果如下： Sales CONFIDENCE INTERVAL ( 90%) YEAR SEASON FORECAST LOWER BOUND UPPER BOUND 4 1 11.458 10.910 12.006 4 2 23.364 22.268 24.460 4 3 31.750 30.289 33.212 4 4 28.305 27.026 29.584误差分析 R = 0.942 R-SQUARE = 0

3、.8872MEAN ABSOLUTE DEVIATION (MAD) FOR THE LAST 3 PERIODS = 0.333MEAN SQUARED ERROR (MSE) FOR ALL PAST PERIODS = 0.283MEAN ERROR (bias) FOR ALL PAST PERIODS = -0.131STANDARD ERROR (sigmasubyx) IS = 0.605SEASONAL INDEX (1) = 0.500SEASONAL INDEX (2) = 1.000SEASONAL INDEX (3) = 1.333SEASONAL INDEX (4)

4、= 1.167预测的误差在合理的范围内，预测结果如下：Month1234Demand forecast12243229方案二：TIME SERIES REGRESSION 模型进行预测预测结果如下： Sales CONFIDENCE INTERVAL ( 90%) PERIOD FORECAST LOWER BOUND UPPER BOUND 13 26.091 14.974 37.208 14 27.028 15.911 38.145 15 27.965 16.848 39.082 16 28.902 17.785 40.019误差分析：R = 0.500 R-SQUARE = 0.2501

5、MEAN ABSOLUTE DEVIATION (MAD) FOR THE LAST 3 PERIODS = 2.303MEAN SQUARED ERROR (MSE) FOR ALL PAST PERIODS = 31.369MEAN ERROR (bias) FOR ALL PAST PERIODS = 0.0STANDARD ERROR (sigmasubyx) IS = 6.1354从预测结果可以看出这种预测方法与过去的数据相差很大，因此，两种方法相比较，第一种预测误差精度更高误差更小，所以经过比较我采取第一种预测方法。2.实际产品的生产工艺路线分析(Product Process A

6、nalysis)零件代号零件名称零件材料零件工艺过程生产提前期12345MLF-03外壳Q235-A锻造车削钻孔、扩孔1MLF-05外转子电机套筒Q235-A锻造焊接车削钻孔、扩孔2MLF-11底板Q235-A锻造车削钻孔、扩孔1MLF-12电器定位板铝合金铸造车削铣削钻孔、扩孔2MLF-07-03电磁铁外侧夹紧发兰铝合金铸造车削精车钻孔、扩孔线切割2MLF-07-04电磁铁铁芯DW314-50锻造1MLF-07-05电磁铁内侧夹紧发兰铝合金铸造车削精铣钻孔、扩孔精车2MLF-07-06电磁铁夹紧装置铝合金铸造铣削钻孔、扩孔1MLF-09-01盘片45铸造热处理车削精车钻孔、扩孔2MLF-09

7、-02磁环电工纯铁模锻车削铣削1MLF-09-03压环45铸造车削铣削钻孔、扩孔23.生产方式的经济分析与比较(Alternative Plans Comparison)Machine capacity=12325/425=29(assemble/month)Assemble capacity=4900/175=28(assemble/month)所以每月最多生产28台。首先,计算计划一年雇用、解雇的工人数量和在这一年的平均库存。1234567Aggregate planMonthAggregate demandPanned outputsWorkers requiredWorkers hir

8、edWorkers laid offLevel capacity with inventory1122472018224247200332247200429247200Matching demand11212360542242472360332328412042929840089101112Inventory adding or subtraction Beginning inventoryEnding inventoryAverage inventory per monthAverage inventory per year1210221616.8750222222(8)221418(5)1

9、4911.500000000000000000然后,计算两种方案的成本： 1 2 3 4 5 6 7Aggregate planTotal annual number of workers hiredTotal annual number of workers laid offAverage annual inventoryAnnual hiring and layoff costAnnual inventory carrying costTotal annual subtraction costTotal annual incremental operating costLevel capa

10、city01816.87510805332.506412.5Matching demand4854037200(4+1)*180012720备注：（4）=（1）*10+（2）*60；（5）=（3）*4*79：（7）=（4）+（5）+（6）在matching demand生产计划中第三月和第四月的需求量超过了本厂的最大生产能力，如若要满足要求需要采用外协或者加班的方式解决。如果采用外协第三月份有32-28=4台需要外协，第四月份有29-28=1台需要外协。总的Cost=（4+1）*1800=9000再考虑到工人工资，总的费用如下：Cost of level capacity=6412.5+72*

11、4*2*200=.5Cost of matching demand=12720+(36+72+84+84)*2*200=相差的费用Cost of matching demand- Cost of level capacity =-.5=1507.5。 Level capacity比Matching demand的花费更少。如果采用加班加班：每台成本是600*2.5=1500外协：每台是1800因为对于matching demand 中第三月和第四月共缺5台，所以两者共相差（1800-1500）*5=1500通过外协和加班两者的比较可以看出，两者的费用差不多，但考虑到Level capacity

12、的生产方式比Matching demand生产方式更加稳定； Level capacity生产方式在解雇和招聘工人方要比Matching demand的变动更小，有利于和工会之间关系的维持；在Level capacity生产方式中有8台的安全库存可以保证在市场变动时满足市场需求。综合以上因素，我选择Level capacity生产方式。4.制定综合生产计划(Aggregate Planning)1234567Aggregate planMonthAggregate demandPanned outputsWorkers requiredWorkers hiredWorkers laid off

13、Level capacity with inventory11224720182242472003322472004292472005.生产能力粗平衡(Rough-Cut Capacity Planning)生产能力粗平衡Month final assembly hours1234Production24242424Final assembly hours4200420042004200Load(hours)4200420042004200Capacity(hours)4900490049004900生产能力满足要求，不需要加班或者外协。6制定主生产计划(Master Production S

14、chedule)Level Capacity： 主生产计划Month 1Month 2Month 3Month 41234123412341234Total demand12243229Beginning inventory10222214Required production6666666666666666Ending inventory22221497制定MRP,CRP(Material Requirement Planning,Capacity Requirement Planning)7.1 MRP制定012数量MLF-001MLF-031MLF-051MLF-071MLF-07-03

15、3MLF-07-043MLF-07-053MLF-07-066MLF-091MLF-09-011MLF-09-021MLF-09-031MLF-111MLF-12各个零件选择用Lot For Lot的生产方式，用软件POM计算可得： * MATERIALS REQUIREMENTS PLANNING (MRP) *=PROBLEM NAME: Untitled=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size00 0 0 10 8 0 LFL-Week Number: 1 2 3 4 5

16、6 7 8 -Gross Requirements 6 6 6 6 6 6 6 6Scheduled Receipts 0 0 0 0 0 0 0 0Available 2 0 0 0 0 0 0 0Net Requirements 4 6 6 6 6 6 6 6Planned Order Receipts 4 6 6 6 6 6 6 6Planned Order Releases 4 6 6 6 6 6 6 6-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 6 6 6 6 6 6 6 6Scheduled Receipts 0

17、 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 6 6 6 6 6 6 6 6Planned Order Receipts 6 6 6 6 6 6 6 6Planned Order Releases 6 6 6 6 6 6 6 6-=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size03 1 1 0 0 0 LFL-Week Number: 1 2 3 4 5 6 7 8 -Gross Requirements 4 6 6 6

18、6 6 6 6Scheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 4 6 6 6 6 6 6 6Planned Order Receipts 4 6 6 6 6 6 6 6Planned Order Releases 10 6 6 6 6 6 6 6* RUSH ORDER *-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 6 6 6 6 6 6 6 6Scheduled Receipts 0 0 0 0 0 0 0 0Avail

19、able 0 0 0 0 0 0 0 0Net Requirements 6 6 6 6 6 6 6 6Planned Order Receipts 6 6 6 6 6 6 6 6Planned Order Releases 6 6 6 6 6 6 6 0* RUSH ORDER *-=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size05 1 2 0 0 0 LFL-Week Number: 1 2 3 4 5 6 7 8 -Gross Requirements 4 6 6 6 6 6 6

20、 6Scheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 4 6 6 6 6 6 6 6Planned Order Receipts 4 6 6 6 6 6 6 6Planned Order Releases 16 6 6 6 6 6 6 6* RUSH ORDER *-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 6 6 6 6 6 6 6 6Scheduled Receipts 0 0 0 0 0 0 0 0Available

21、0 0 0 0 0 0 0 0Net Requirements 6 6 6 6 6 6 6 6Planned Order Receipts 6 6 6 6 6 6 6 6Planned Order Releases 6 6 6 6 6 6 0 0* RUSH ORDER *-=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size0700 1 0 0 0 0 LFL-Week Number: 1 2 3 4 5 6 7 8 -Gross Requirements 4 6 6 6 6 6 6 6S

22、cheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 4 6 6 6 6 6 6 6Planned Order Receipts 4 6 6 6 6 6 6 6Planned Order Releases 4 6 6 6 6 6 6 6-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 6 6 6 6 6 6 6 6Scheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net

23、 Requirements 6 6 6 6 6 6 6 6Planned Order Receipts 6 6 6 6 6 6 6 6Planned Order Releases 6 6 6 6 6 6 6 6-=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size0703 2 2 0 0 0 LFL-Week Number: 1 2 3 4 5 6 7 8 -Gross Requirements 12 18 18 18 18 18 18 18Scheduled Receipts 0 0 0

24、0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 12 18 18 18 18 18 18 18Planned Order Receipts 12 18 18 18 18 18 18 18Planned Order Releases 48 18 18 18 18 18 18 18* RUSH ORDER *-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 18 18 18 18 18 18 18 18Scheduled Receipts 0 0 0 0 0 0 0 0Availa

25、ble 0 0 0 0 0 0 0 0Net Requirements 18 18 18 18 18 18 18 18Planned Order Receipts 18 18 18 18 18 18 18 18Planned Order Releases 18 18 18 18 18 18 0 0* RUSH ORDER *-=Item Level Lead On Safety Already LotCode Code Time Hand Stock Allocated Size0704 2 1 0 0 0 LFL-Week Number: 1 2 3 4 5 6 7 8 -Gross Req

26、uirements 12 18 18 18 18 18 18 18Scheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 12 18 18 18 18 18 18 18Planned Order Receipts 12 18 18 18 18 18 18 18Planned Order Releases 30 18 18 18 18 18 18 18* RUSH ORDER *-Week Number: 9 10 11 12 13 14 15 16 -Gross Requirements 18 18 18 18 18 18 18 18Scheduled Receipts 0 0 0 0 0 0 0 0Available 0 0 0 0 0 0 0 0Net Requirements 18 18 18 18 18 18