UNIDAD 1: TAREA TA REA 1- INFORME PLANEACIÓN DE LA L A PRODUCCIÓN PRODUCCIÓN
PRESENTADO PRESENTADO POR:
RICHARD ALEXANDER BLANCO GOMEZ, CÓDIGO 1.081.809.552 ALVARO JOSÉ RODRÍGUEZ RAMOS, CÓDIGO: 1065573750 DAYANIS OÑATE PLATA, CÓDIGO: 1122398334 LUIS EDUARDO CARVAJAL HENRY YAIR RODRIGUEZ
Grupo
212028_49 PRESENTADO A:
DANILO CÁRDENAS Tutor
UNIVERSIDAD UNIVERSIDAD ABIERTA Y A DISTANIA-UNAD DISTANIA -UNAD ESCUELA DE CIENCIAS BÁSICAS BÁ SICAS TECNOLOGIA E INGENIERIA INGENIERIA GESTIÓN DE OPERACIONES MARZO 14, 2019
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INTRODUCCIÓN
La manera de administrar los recursos productivos p roductivos (recursos humanos, financieros, tecnológicos, instalaciones, tiempo, etc.) es crucial para el crecimiento estratégico y la competitividad de las empresas. La gestión de operaciones es la administración (planificación, organización, dirección y control) de estos recursos productivos; es decir, es el diseño, la operación y mejoramiento de los sistemas de producción que crean los productos o servicios primarios de la empresa, estudiando de los métodos, herramientas, conceptos necesarios para enfrentar y resolver los problemas relacionados con la producción de bienes y servicios. Lo cierto es que hoy en día cada vez son mayor el número de expertos que está de acuerdo en que, para sobrevivir en la actual economía global, es esencial un desempeño de clase mundial en el área de las operaciones, para así entregar productos de alta calidad y competitivos en manera de costos. La gestión de operaciones tiene actualmente una visión moderna orientada a analizar y administrar las operaciones de manera integral y global de la empresa y en muchos casos a nivel de la cadena de agregación de valor, mediante la aplicación de técnicas y métodos utilizados en la previsión de la demanda, planeación agregada y programa maestro de la producción. Por lo anterior, a continuación, se presenta el desarrollo de una actividad que nos permitirá apropiarnos de los conceptos teóricos entregados en la Unidad 1 del curso de gestión de operaciones, a través del cual se desarrollarán actividades prácticas que nos servirán para tener claridad y comprensión sobre las ideas descritas anteriormente como los son las técnicas y métodos utilizados en la previsión de la demanda, planeación de la producción y programa maestro de la producción.
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OBJETIVOS
Objetivo General:
Planear la asignación de los recursos recursos empresariales empresariales de acuerdo con con las metas, criterios e indicadores técnicos aplicados en la producción de bienes y servicios mediante la aplicación de técnicas y métodos utilizados en la previsión de la demanda, planeación agregada y programa maestro de la producción.
Objetivos Objetivos Específicos Específicos
Apropiar los conceptos teóricos entregados en la Unidad 1. Responder las preguntas Generadoras Generadoras de las Referencias Bibliográficas de Unidad 1. Realizar mapeo de procesos de una organización y diagrama de un proceso. Plasmar la planificación estratégica de una organización. Plasmar mediante una estrategia de comprensión lectora aspectos sobre la planeación de la producción y programa maestro de producción. Desarrollar ejercicio de pronósticos con series de tiempo estacionarias mediante un método de pronóstico Evaluar cuál es la estrategia de planeación agregada más adecuada para una empresa propuesta.
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:
ACTIVIDADES ACTIVIDA DES A DESARROL DESA RROLL L AR
Ejercici Ejercici o 1: El Proceso d e Planificación Planificación de la Producció n.
Plasmar sus conocimientos utilizando una técnica de comprensión lectora (mapa conceptual o cuadro sinóptico) donde relacione los siguientes aspectos sobre la planeación de la producción: Definición. Objetivos. Características. Horizonte de la planeación. Importancia.
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RICHARD BLANCO GOMEZ
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HENRY JAIR RODRIGUEZ definición
Es la función de la dirección de la empresa donde se sistematiza los factores de mano de obra, materias primas, maquinaria y equipo, para realizar la fabricación que este determinada por anticipado, con relación: Utilidades que deseen lograr. Demanda del mercado.
•Asegurar la cantidad correcta de materiales que se necesitan y que estén disponibles durante los tiempos de producción. objetivos Garantizar que la utilización de capacidad esté en sintonía con la demanda prevista en todo momento.
•Garantiza que se logre una utilización utilización óptima de la capacidad de producción, mediante una programación adecuada de los elementos de la máquina, lo que reduce el tiempo de inactividad y el exceso de uso.
PLANEACION DE LA PRODUCCION
caracteristicas
•Garantiza que el nivel de inventario se mantenga en niveles óptimos en todo momento, es decir, que no haya exceso exceso o falta de existencias.
•También garantiza que el tiempo de producción se mantenga en un nivel óptimo y, por lo tanto, aumenta la productividad. productividad.
Horizonte de la planeación
importancia
Planeación Estrategica
Se considera de largo alcance, donde el horizonte de tiempo es mayor de un año
Planeación Tactica
Implica un horizonte de tiempo intermedio, por lo general menor de un año
Planeación Operativa
Es una toma de decisiones de corto alcance, con decisiones que con frecuencia se toman sobre la base de cada hora o diario
Básicamente, con la planificación de la producción se consigue dar respuesta a las siguientes preguntas: qué producir, cuándo producir y cuánto producir.
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LUIS EDUARDO EDUARDO CARVAJAL
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ALVARO JOSE RODRIGUEZ
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DAYANIS OÑATE PLATA
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Ejercici Ejercici o 2: Pronós ticos de la demanda. demanda. 2.1 Actividad Individual
Con base en la serie de datos entregada, los estudiantes deberán realizar el pronóstico de la demanda para los periodos 13 al 24 (año 2019). Los datos para calcular este pronóstico serán las demandas de los periodos 1 al 12 (año 2018). El horizonte de tiempo para calcular el pronóstico será de 12 periodos, Por ejemplo: el pronóstico del periodo 13 se realizará con base en los datos de la demanda de los periodos 1 al 12 según el método de pronóstico utilizado. Escoger un método de pronóstico, a continuación, se relacionan los métodos de pronóstico:
Promedio Móvil. Promedio Ponderado de tres tres cuatrimestres cuatrimestres (cuatrimestre (cuatrimestre del periodo 1 al 4, 20% de ponderación - cuatrimestre del periodo 5 al 8, 30% de ponderación cuatrimestre del periodo 9 al 12, 50% de ponderación). Regresión Lineal. Suavizamiento exponencial (constante α = 0.10). Suavizamiento exponencial (constante α = 0.30).
Promedio Móvil AÑO
2018
MES
DEMANDA
1 2 3 4 5 6 7 8 9 10
5250 6750 7128 8250 6978 9000 10128 9378 10128 9378
10000
e j e l e d o l u t í T
9000 8000 7000 6000 5000 4000 3000
PRONOSTICOS
2000 1000 0
DEMANDA
1
2
3
4
5
6
7
8
9
10
11 11
12 12
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Promedio Ponderado de tres cu atrimestres atrimestres
Promedio Ponderado
Cuatrimestre (1-4) 0,20 Cuatrimestre (5-8) 0,30 Cuatrimestre (9-12) 0,50
Año
2018
2019
Mes
Demanda
1
5250
2
6750
3
7128
4
8250
5
6978
6
9000
7
10128
8
9378
9
10128
10
9378
11
9000
12
8628
13
8508
14
7128
15
8628
16
9378
17
8160
18
8400
Demanda pronosticada
Pronostico
E r r or
Error Absoluto
Error Cuadratico
5476
6728
-1252
1252
1567504
10645
9526
1119
1119
1252161
18567
16626
1941
1941
3767481
Error
603
1437
2195715
6728
9526
Pronosticos DEAM= ECM=
119,777778 182976,278
12
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Regresión Lineal
AÑO
MES
DEMANDA
1
5250
2
6750
3
2018
8250
5
6978
6
9000
7
10128
8
9378
9
10128
10
9378
11
9000
12
8628
227,91
Constante
6838,3
7128
4
13
2019
Pendiente
10398
DEMANDA 15000 10000 5000 0 0
PRONOSTICOS
5
ERROR
10
15
20
25
ERROR ABS ERROR CUADRATICO
14
10433
10029,04 403,808485 403,8084848
163061,2924
15
10563
10256,95 306,043572 306,0435721
93662,66801
16
10649
10484,86 164,439969 164,4399694
27040,50353
17
10846
10712,77 133,469094 133,4690943
17813,99914
18
10730
10940,68 -210,73268 210,7326771
44408,26118
19
10828
11168,59 -340,61833 340,6183311
116020,8475
30
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AÑO
2018
MES
DEMANDA
1 2
5250 6750
3
7128 8250 6978 9000 10128 9378 10128 9378 9000 8628
4 5 6 7 8 9 10 11 12 13
2019
14 15 16 17 18 19 20 21
8508 7128 8628 9378 8160 8400 7428 7767 8886
Pendiente
Constante
227,91
6838,3
DEMANDA 15000 10000 5000 0 0
PRON PR ONOS OSTI TICO COS S 10029,04 10256,95 10484,86 10712,77 10940,68 11168,59 11396,5 11624,41
5
ERR ER ROR -2901,04 -1628,95 -1106,86 -2552,77 -2540,68 -3740,59 -3629,5 -2738,41
10
15
20
25
ERRO ER ROR R AB ABS ER ERRO ROR R CU CUADR DRAT ATIC ICO O 2901,04 1628,95 1106,86 2552,77 2540,68 3740,59 3629,5 2738,41
8416033,082 2653478,103 1225139,06 6516634,673 6455054,862 13992013,55 13173270,25 7498889,328
30
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Suavizamiento exponencial (constante α = 0.10).
Suavizamiento exponencial
Constante α =
0,10
Año
Mes
Demanda
Demanda pronosticada
Pronostico
Error
Error Absoluto
Error Cuadratico
2018
1 2 3 4 5 6 7 8 9 10 11 12
5250 6750 7128 8250 6978 9000 10128 9378 10128 9378 9000 8628
5250 5250 5400 5573 5841 5955 6260 6647 6920 7241 7455 7610
7712 7792 7726 7816 7972 7991 8032 7972 7951 8045 8067 8031
-3258 -378 -1500 -1128 -1182 600 2700 1614 1242 1110 1290 240
3258 378 1500 1128 1182 600 2700 1614 1242 1110 1290 240
10614564 142884 2250000 1272384 1397124 360000 7290000 2604996 1542564 1232100 1664100 57600
13
8508
7712
Suma
1350
16242
30428316
14
7128
15
8628
7792 7726
16
9378
7816
17
8160
18
8400
7972 7991
Pronosticos DEAM= ECM=
12 1353,5
2535693
Pronostico 2019 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 1
2
3
4 Demand a
5
6
7
8
9
Demand a pr prono st sticada
10
11 11
12 12
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Su avizamiento exponencial (constante α = 0.30).
Suavizamiento exponencial
Constante α =
Año
2018
2019
0,30
Mes
Demanda
Demanda pronosticada
Pronostico
E r r or
Error Absoluto
Error Cuadratico
1
5250
5250
8965
-3258
3258
10 10614564
2
6750
5250
8828
-378
378
142884
3
7128
5700
8318
-1500
1500
2250000
4
8250
6128
8411
-1128
1128
1272384
5
6978
6765
8701
-1182
1182
1397124
6
9000
6829
8539
600
600
360000
7
10128
7480
8497
2700
2700
7290000
8
9378
8274
8176
1614
1614
2604996
9
10128
8605
8052
1242
1242
1542564
10
9378
9062
8302
1110
1110
1232100
11
9000
9157
8292
1290
1290
1664100
12
8628
9110
8117
240
240
57600
13
8508
8965
Suma
1350
16242
30428316
14
7128
8828
15
8628
8318
16
9378
8411
17
8160
8701
18
8400
8539
Pronosticos DEAM= ECM=
12 1353,5
2535693
Pronostico 2019 10000 8000 6000 4000 2000 0 1
2
3
4
Deman De manda da
5
6
7
8
9
Deman De manda da pr pron onos osti tica cada da
10 10
11
12
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0,1 Años
2018
2019
Perido 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Demanda (Unidades) 5250 6750 7128 82250 6978 9000 10128 9378 10128 9378 9000 8628 8508 7128 8628 9378 81160 8400 7428 7764 8886 82268 7710 8288
ALFA=0,1 5250 5400 5573 13241 12615 12254 12041 11775 11610 11387 11148 10896 10657 10304 10136 10060 17170 16293 15407 14643 14067 20887 19569
DEMANDA 120000
100000
80000
60000
40000
20000
0 1
2
3
4
5
6
7
8
9
Series1
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Series2
Ejercicio 3: Planeación Agregada
Series3
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Estrategia de caza, caza, entregas entregas con retraso y generación generación de inventarios. MESES
Demanda Dias productivos Producción maxima Producción minima Producción regular Horas de mano de obra regular Mano de Obra (nº de Trabajores) Coste de la mano de obra regular Horas de la mano de obra ociosa Variación de la mano de ob r a Coste de las contrataciones y despidos Necesidades no cubiertas Producción en horas extras Horas extras
INICIALMENTE
240
ENERO
FEBRERO
MARZO
ABRIL
MAYO
JUNIO
18500 18 23040 7680 18200
22000 20 25600 8533 22000
20600 22 28160 9387 20600
16500 20 25600 8533 16500
19800 22 28160 9387 19800
23600 18 23040 7680 23600
TOTAL
121000 120 153600 51200 120700
27300 27
33000
30900
24750
29700
35400
181050
190
206
176
155
169
246
$546.000
$660.000
$618.000
$495.000
$594.000
$708.000
$3.621.000 0
-50
17
-31
-21
14
77
$40.333
$6.667
$24.545
$16.705
$5.625
$30.833
$
124.708
NECESIDADES DE PRODUCCIÓN = DEMANADA - INV FINAL
COSTOS UNITARIOS
Hora Hora de de m mano ano de obra obra en en jor jornad nadaa reg regula ular: r:
$20 $20
Hora Extra Mano de Obra
25
Hora Ociosa de Mano de Obra
$18
Costo de contratación
$400
Costo de despido
$800
Costo de subcontratación de unidad de producto Cost Costoo de de Man Mante tene nerr Inv Inven enta tari rioo (Un (Und/ d/me mes) s) Servicio con retraso
$80 $6 $50
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Estrategia mixta, horas extras o subcontratación y generación de inventarios Enero Demanda Días Productivos Productivos Unidades por trabajador Trabajadores Requeridos Trabajadores Actuales Trabajadores Contratados Costo de contratación Trabajadores Despedidos Costo de despido Trabajadores Utilizados Hora de mano de obra en jornada regular Unidades Producidas Producción por encima de la demanda Inventario Total Costo de Mantener Inventario (Und/mes) Hora Extra Mano de Obra Costo Hora Extra Mano de Obra Hora Ociosa de Mano de Obra
Febrero
18500 18 90 206 240 0 $
34 $ 27.200 206 $ 74.160 18540,00 40 340 $ 2.040
$
$
$
-
$ $
$
22000 20 100 220 206 14 5.600,00 0 220 88.000 22340 0 340 2.040 -
$ $ $
$ $
Marzo
Abril
Mayo
20600 22 110 187 220 0 13 10.400 187 82.280 20910 0 310 1.860
16500 20 100 165 187 0 22 17.600 165 66.000 16810 0 310 1.860
19800 22 110 180 165 15 6.000,00 0 180 79.200 20110 0 310 1.860
-
$ $ $
$ $
-
$ $ $
$ $
-
Junio 23600 18 90 262 180 60 $24.000,00 0 $ 262 $ 94.320 23890 0 290 $ 1.740 $
-
Total
$ $ $
$ $
121000 120 600 1220 1198 89 35.600,00 69 55.200 1220 483.960 122600 40 290 11.400 0 0
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Estrategia Estrategia de nivelación
Meses Demanda Día Productivos
se requiere por producto jornada laboral de
Enero Febrero Marzo Abril Mayo Junio 18500 22000 20600 16500 19800 23600 18
20
1,5 horas/und 8 horas/dia
22
20
inv disp trab a dic
produccion necesaria
1005,833 und/dia
horas diarias necesarias num trabajadores necesarios trabajadores reales
1508,75 ho h oras/dia 188,5938 189 n o s e p ue ued e te ne ner me me di di o t ra ra ba ba ja ja do do r
Meses Demanda por satisfacer Día Productivos
produccion regular
22
18
300 und 240
Costos Unitarios Hora de mano de obra en jornada regular: Hora Extra Mano de Obra
$20 $25
Hora Ociosa de Mano de Obra
$18
Costo de contratación
$400
Costo de despido
$800
Costo de subcontratación de unidad de producto
$80
Costo de Mantener Inventario (Und/mes)
$6
Servicio con retraso
$50
120700 120
6 3 tr ab ab aj aj ad ad or or es es po po r t ur ur no no de de 8 h
Enero Febrero Marzo Abril Mayo Junio 18500 22000 20600 16500 19800 23600 18 20 22 20 22 18 18144 20160 22176 20160 22176 18144
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Capacidad Capacidad de producción Producció Regular = Necesidades de Prod. NP= Demanda a Satisfacer + pedidos pendientes - Inventario Inicial
Nº Min. trabajadores x Nº Nº dias prod. Mensuales x Jornada Laboral CPM = ________________________________ ______________________________________________________ ______________________
No. Max trabajadores x Nº dias prod. Mensuales x Jornada Laboral CPM = ___________________________ ______________________________________________________ ___________________________
Horas necesarias para obtener obtener la unidad de la familia
Horas necesarias para obtener la unidad de la familia
Capacidad Max. Prod. Capacidad Min. Prod.
ENERO 23040 7680
FEBRERO 25600 8533
MARZO 28160 9387
PLANTILLA MINIMA DE TRABAJADORES
80
PLANTILLA MAXIMA DE TRABAJADORES
240
JORNADA LABORAL TIEMPO Und. Familiar
8 1,5
ABRIL 25600 8533
MAYO JUNIO 28160 23040 9387 7680
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Estudiante 1. RICHARD ALEXANDER ALEXANDER BLANCO GOMEZ
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HENRY JAIR RODRIGUEZ
definición
PMP
importancia
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DAYANIS OÑATE PLATA
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CONCLUSIONES
El desarrollo de este trabajo no permitió identificar que la administración o gestión de
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REFERENCIAS BIBLIOGRÁFICAS
Nuñes, A., Guitart, T. L., & Baraza, S. X. (2014). Dirección Dirección de operaciones: decisiones