İç lojistikte setleme/sıralama sisteminin tasarımı ve otomotiv sektöründe bir uygulama
Design of kitting and sequencing system in internal logistics and an implementation at automotive sector
Yazar: AYŞEGÜL KOÇAN
Danışman: PROF. DR. MEHMET BÜLENT DURMUŞOĞLU
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü / Endüstri Mühendisliği Ana Bilim Dalı / Endüstri Mühendisliği Bilim Dalı
Derece: Yüksek Lisans, 2014
Konu: Endüstri ve Endüstri Mühendisliği = Industrial and Industrial Engineering

Özet:
Toyota Üretim Sistemi'ni temel alan yalın üretim, üretimdeki israfları yok ederek, verimliliğin artırılmasını esas almıştır. Yalın üretimin lojistik boyutunu gösteren yalın lojistikte de odak noktası lojistik süreçlerde ortaya çıkan katma değer yaratmayan faaliyetlerin yok edilerek istenilen parçanın, istenilen miktarda doğru şekilde istenilen yerde bulundurulmasını sağlamaktır.  
Yalın düşüncenin temel amacı, değerin ilk hammaddeden başlayarak değer yaratma süreci boyunca hiç kesintisiz akıtılarak, hızla nihai müşteriye ulaştırılmasıdır. Bunu başarabilmek için tüm değer zincirine bir bütünlük çerçevesinde bakmak, israfları yok etmek ve tüm faaliyetleri müşteri için mükemmel değer oluşturmak amacına yönlendirmek gerekir. Yalın üretim, üretime yük getiren tüm israflardan arınmayı hedef alan bir yaklaşımdır. Yalın üretimde emek-zanaat yoğun üretim ile seri üretimin üstünlükleri biraraya getirilmiştir. Yalın üretimin ana stratejisi hızı arttırıp, akış süresini azaltarak kalite, maliyet, teslimat performansını aynı anda iyileştirmektir. Yalın üretim müşteri ihtiyaçları doğrultusunda malzeme veya bilgiyi dönüştüren veya şekillendiren ve katma değer yaratan faaliyet ile zaman ve kaynak kullanan, ancak ürün üstüne müşteri ihtiyaçları doğrultusunda değer ilave etmeyen ve katma değer yaratmayan faaliyeti ayırt etmeye yarar.
Yalın düşüncede israf, bilinen anlamının ötesinde ürün ya da hizmetin kullanıcısına herhangibir fayda sunmayan, müşterinin fazladan bedel ödemeyi kabul etmeyeceği her şeydir. Tasarımdan sevkiyata tüm ürün/hizmet yaratma aşamalarındaki her türlü israfın yok edilmesi ile maliyetlerin düşürülmesi, müşteri memnuniyetinin arttırılması, piyasa koşullarına uyum esnekliğinin kazanılması, nakit akışının hızlandırılması dolayısı ile firma karlılığının arttırılması hedeflenir. 
Bu tez çalışmasında yalın lojistiğin bir parçası olan set şeklinde teslimat kavramı ele alınmıştır. İç lojistiğin temel prensibi doğru parçayı, doğru zamanda, doğru yere, doğru yöntemle minimum maliyetle ikmal etmektir. Bu araştırmanın amacı setleme sisteminin tasarımı ve hangi parçanın set olarak ikmal edileceğine karar verilebilmesini sağlayacak bir algoritma geliştirmektir. Geliştirilen yöntem mevcut durumda hat kenarına besleme yapan bir otomotiv firmasında uygulanmıştır. Uygulama hat kenarındaki iç lojistik sistemlerinin yeniden tasarımını içermektedir. Set şeklinde sevkiyat sonucunda montaj hattı çevrim süresi düşürülmüş, hat kenarı raflar kaldırılmış, hatta verilen stok miktarları azaltılmış, temin süreleri düşürülmüş ve hatta görsellik sağlanmıştır. Standart olmayan işler standartlaştırılarak lojistik faaliyetlere düzen getirilmiştir. Set şeklinde teslimat sonrasında montaj işgörenin parçayı arama, seçme ve karar verme işlemleri ortadan kaldırılmıştır. Sonuç olarak hangi parçanın set olarak ikmal edilmesi gerektiğine karar verilmesini sağlacayak bir karar ağacı geliştirilmiştir.

Abstract:
Lean production, based on Toyota Production System, is focused on improving productivity with the elimination of non value adding activities. Like lean production, lean logistics is also focused on the eliminaiton of non value adding activities in logistics operations and providing the right product, in the right quantities at the right place in time. In the thesis, kit delivery which is a part of lean logistics is disccussed. The basic principle of internal logistic is right part at right place at right time and using right method with minimum cost. 
The aim of the project is developing an algorithm to decide which parts will be kitted and which ones will be line stocking and also developing kit delivery system. Developed methodology is applied on an automotive industry which uses line stocking currently. Application contains redesign of intra-logistics systems in assembly line. During the project, logistics operations like warehousing of material, delivery of them to assembly line are analyzed and non value adding activities are eliminated. After kit delivery, assembly line cycle time, lead time, work in process, material handling are reduced, productivity is increased and visual management is accompalished. Moreover, logistic activities are standardized and looking for material, making a decision and  selection of parts are eliminated. Finally, A decision tree is developed to decide which parts will be kitted.
Delivery concept in kit form part of this thesis, the delivery system in the form of sets of firms in the industry situation and outlook in kit form delivery system were investigated. Examining the practices of companies in sets reasons to use delivery system, and the advantages of the system implementation difficulties have been discussed and based on information in the form set method has been developed for the delivery of a process approach.
In the literature dealing with the dispatch system in the kit form and in articles examined articles in kit form, starting from the dispatch system to the application of the decision process approach that includes all the steps were seen. Also on the determination of the parts to be supplied in kit form any work could be found. Therefore, the thesis will be set in the decision of the parts starting from the delivery system until the commissioning of the process are discussed.
The methodology developed during the implementation of lean thinking in the system not generate added value basis have been adopted and all the steps that led to the destruction of waste were targeted. Therefore, the elimination of activities that do not create value in practice lean manufacturing techniques.
Lean manufacturing techniques utilized in the thesis, kanban, 5S is. Flow diagrams also creates employee valu-added activities and materials for determination of process.

The main objective of lean thinking, the value of the value creation process starting from raw materials for the first ever continuous elution, is rapidly delivered to the final customer. To achieve this within the framework of a holistic look at the entire value chain, to eliminate waste and create excellent value for customers all activities need to redirect its purpose.
Waste in lean thinking, beyond the usual meaning any benefits to the user of the product or service to offer, the customer will agree to pay the extra cost is everything. From design to shipment all product/service creation stage for all types of eliminating wastage and reducing costs, increasing customer satisfaction to market conditions, compliance with the flexibility to win cash flow, accelerating thus the profitability of the firm to increase targeted.
The main strategy of lean manufacturing increasing speed, reducing throughput time, quality, cost, delivery performance is improving at the same time. Lean manufacturing materials or information in line with customer needs and value-added activities that transform or shape the use of time and resources with the products, but not on the line with customer needs and create value in the value-added activities to distinguish the benefits of smoking. 
Lean thinking, value identification, value-creating steps in the ranking of the best and most correct manner, these steps need to be taken without disruption at the time and place of increasingly high etkenlikl shows the way. In short, lean thinking, increasingly less (labor, equipment, time and space) to be able to produce more while spending and real expectations of customers because it provides a more straight forward approach.
Lean Thinking is the critical point value and worth, but the teaser is defined by the ultimate customer. Value of the definition to be meaningful customer's needs at a certain time at a certain price that meets a certain product need to be expressed in.
Manufacturer creates value. 
From the customer's perspective, this is why manufacturers of existence. A number of reasons, hampers the correct identification of the value of the manufacturer.
Value to accurately identify why it is very difficult to start somewhere right? This problem is in part the manufacturers do still want to continue with their work, in part, customers different products that fall outside the range of products available to them to demand stems from a failure to know. 
In short, they started from the wrong place for work inevitably have come to the wrong place. But then producers or customers value re-thinking when they decide to, they usually simple formulas (lowering costs, orders, emphasizing the variety of products to enhance the delivery instantly as done) gravitate up. However, things need to be considered at this point, manufacturers and customers together to analyze the value and the actual requirements are beginning to question the old definition to determine. 
Companies that make them difficult to identify correctly the value of any other reason, the flow of the creation of value located at the top of every company's value in accordance with their needs in a different way is the definition. Taken together these different definitions, generally can not form a unit. The main problem of the firm to be involved throughout the process is not too much. Each company within the framework of its authority has sufficient expertise. The main problem, a portion of each of the companies producing products, introspective, focusing on the efficiency of their operations, in accordance with the customer's perspective must be shifted in the direction of the whole.

The product can be identified correctly, producers with customers to develop new forms of communication and the value of the current on the reorganization of the relationship between the companies need. This re-identification of the manufacturer, is often the only way of finding new customers and the success of lean thinking, quickly find new customers and new sales opportunities is the ability to play a critical role. This lean organization with a significant amount of resources could be protected from revealing most of the economical use of existing assets and sales to ensure no time is necessary to increase rapidly. 
The most accurate approach for increasing the value of sales of the work is to start by defining better. Thereafter, i.e. the value on the concept of the first re-thinking of step After completion (the step value for kaikai phase be considered), lean businesses, product teams best through the solution until it reaches the value definition again and again queries will be required. The value of this next phase in the identification, product development, order taking and continuous improvement of manufacturing activities involving said that corresponded to the kaizen approach. 
Excellence in the path will be long-lasting results thus obtained.
Value in identifying the most important tasks describe the product after the specified specifications and possess the abilities product to produce, but the process stands out in all waste removed the need to source and amount of labor, depending on the product a target cost to determine. This stage will play a critical role in the prevention of waste. 
Traditional carriers, before the market determines the selling price of the goals they think they can handle. Then, going back to provide an adequate margin of attempts to calculate costs, and this process is repeated for each new product development phase. 
Lean enterprises, the current price in the market before and traditional businesses studied the characteristics of the products they offer to their customers, then, in the event of the implementation of lean methods attempt to determine reductions in costs will be provided. For this purpose, they "removed unnecessary steps, the value of this product no waste stream after achieving what would be the cost?" 
Are led to the question. In this way, the development of such products, taking orders and manufacturing steps required for the target cost is determined.
The designated target cost would be much lower than competitors' costs, the lean comes from a business perspective will be a number of new options. These options, the lowering of prices (sales, upgrades and decommissioned use the resources of the other way), the product of new elements and competencies to be added (sales will increase), the added value to create a physical product, services, adding distribution and service network expansion (slightly delayed sales will increase) shaped. 
For a particular product target cost once after determining that cost, product development, order taking and manufacturing (insurance vey transportation services sectors this stage "process" is defined as) phase consisting of the value stream of all steps in the analysis as a lens will be used.