Tersane yönetimi bilişim sistemi

Abstract

Tersane Yönetim Bilişim Sistemleri 'nin amacı, organizasyonların en önemli kaynakları arasında yer alan işletme bilgisinin değerlendir ilmeside, yönetim kademeleri tarafından alınacak kararların ve uygulanacak stratejilerin doğru olarak saptanmasında yardımcı olmaktır. Bu yüksek lisans tezinde tersaneler için geliştirilebilecek Yönetim Bilişim Sistemlerinin sahip olması gereken özelliklerin incelenmesine ve mevcut bazı sistemlerin yapıları hakkında da bilgi vererek bu sistem ler arasındaki farkların ortaya konulmasına çalışılmıştır. Giriş bölümünde kısaca tersanelerin organizasyon yapıları hakkında bilgi verilmiş ve bu sistemlere olan ihtiyaçlar üzerinde durulmuştur. Yönetim Bilişim Sistemlerinin incelendiği ikinci bölümde YBS'nin en önemli bileşenlerinden olan bilgi ve veri kavramları tanımlanıp aralarındaki fark açıklanmıştır. Veri tabanı kavramı ve ardından da YBS'nin özellikleri, bileşenleri, önemi, organizasyon yapısı ve alt sistemlerinden de bu bölümde bahsedilmiştir. Son olarak ise YBS uygulamalarında karşılaşılan sorunlar belirtilmiştir. üçüncü bölüm Tersane Yönetim Bilişim Sistemlerini incelemektedir. Gemi inşaatı prosesinde bilgi akışı ile konuya girilip YBS'nin tersanelerde kullanımı ve tersaneye ait işletme fonksiyonlarının koordinasyonu herbir alt sis tem için detaylı bir şekilde incelenmiştir. Tersaneler için YBS geliştirilmesi ile ilgili bilgilerden sonra mev cut bası tersane YBS'leri incelenmiştir. Bu sistemlerin başlıcaları A.B.D. 'de kullanılan Askeri Tersane YBS ve isveç'te geliştirilen Kockums Q sistemleridir. Son bölüm ise bir tersaneye ait en önemli işletme fonksiyonlarından olan malzeme yönetiminin ve bu alt sis teme ait bileşenlerin YBS açısından incelenmesini içermektedir. Burada da yine Malzeme Yönetimi BS'ne ait temel özellikler verilip, kullanılan bazı sistemler hakkında kısa açıklamalarda bulunulmuştur. özellikle YBS gibi organizasyonun şahsına özel bir sistem olarak geliştirilen, ayrıca uzun ve detaylı bir ekip çalışması ürünü olarak karşımıza çıkan böyle bir sis temin ve hatta bu sisteme ait herhangi bir alt sistemin bile bu tez çalışması çerçevesinde ve oldukça kısa bir süre içerisinde geliştirilmesinin imkansızlığı da gözönünde bulundurularak son bölümde verilen Malzeme Yönetimi BS, bir uygulama örneği olarak da düşünülebilir,

The introduction of electronic computers into the management world in the 1950' s had far reaching effects on most aspects of management and corporate control. Computer based information systems coupled with advances in telecommunications, enable to create competitive ad vantages by improving goods and services. The roles of information technology is emphasized as a process technology (with limitations) and as a com ponent of the organisational environment which affect the boundaries of rationally organised units by several experts. This technology can provide systems to process information but such. systems must be specified and designed upon organisations necessities by managers. The managerial chain of activities in modern information systems starts when managers define what in formation is needed, when and for whom. Next follows the gathering of information in data entry usable formats. In the last step, processed information is represented in understandable form to facilitate the changing of management objectives and dynamic processes. Thus an information system consists of data (input) collection, its processing and analysis, and final presentation (output) to facilitate proper decisions. It is important to understand the conceptual foundations underlying information systems and the development, operation, management, uses, control, structure and impact of these systems. The main con cepts involved in the structure are Information, System and Organization. Information is a resource, produced by informa tion systems, which is vital to the operation and management of organisations. There are other resources that organisations utilise, such as energy, personnel, capital, materials, machinery and the like; increasingly large shares of these resources are being devoted to information systems. If properly developed, managed, and used, information systems can provide the most cost- effective resources for the organisation. IX Information is data that have been processed and are meaningful to a user. Core meaning for defining information can be summarised:. Information should be distinguishable from data. Information should be defined as an event, not an object. The concept of information should be related to the change of an individual's cognitive states toward a decision problem. To enlarge the usage of the information concept in MIS, the concept of information should be defined before the courses of action are known in a decision process A system is a set of independent components (subentities) that create a whole entity with some com mon pursoses. The components are dynamically linked. That is to say, each one affects and is affected by other components. A system is determined by defining its goals, environment, boundaries and constraints and then tracking down its input, output, components and their interrelations. Several conditions are necessary for an entity to be called a "system". These include identification of the system's purpose, its measures of performance and the different roles of the system's designer and deci sion maker. Systems are factored into subsystems in order to simplify the study of components and their interactions. Every organisation is composed of subsystems, one of which is the IS. The subsystems interact and contribute to achieving the common purposes of the organisation. The effectiveness of these subsystems considered collec tively as a system may be greater then the sum of the effectiveness of each subsystem considered seperately. One of the attributes of modern organisations is their increasing complexity and the specialisation of their subsystems. Each organisational unit has its own objectives and can thus lose sight of how their ac tivities and goals interrelate with those of the or ganisation as a whole. Organizations use information in their current operations and in management decision making. One must therefore distinguish between operational information and management information. Organisational information is used daily and routinely and allows the organisation to carry on its daily tasks. Unlike operational information, management information is used by managers as the need to make decisions arises. It supports the process of decision making, a process inherent in all levels of management and all managerial functions. The importance of the decision varies, depending upon the time, the situation and the persons making them. However, all our decisions are based on our best knowledge at the time of making them and our knowledge is continuously revised by information. Therefore, information must be evaluated in accordance with the decisions it supports. By this operational context, information concept can be defined as amount of poten tial courses of action available to an individual. Information is data that have been processed and are meaningful to a user. A system is a set of com ponents which operate together to achieve a common purpose. With these two basic definitions we can easily proceed to defining organisational information systems. Since information is data that have been processed, it follows that some data have to be collected, transmitted, transmitted, then processed and stored. To be meaningful to users, the information must be retrieved and distributed to users. The users belong to a system called "organisation". One of the components (or subsystems) of an organisation is called "information syste»". The components of this 6y6tem are people, hardware, software, data and procedures. Or ganisational information system thus collects, transmits, processes and stores data and retrieves and distributes information to various users in an organisation. To reiterate, information systems produce information that supports operation and management func tions of an organisation. Information systems are not a mere collection of hardware, software and people. They are designed to fit an organisation's strategy and structure. They have to provide for the information needs of the operations level and also of the various management levels of the organisation. Information systems can be simulated as arterial system of an organisation. It provides decision makers with facts and forecasts and it conveys policies and in structions to operating organisational levels. Any at tempt to understand the role and structure of informa tion systems must involve a comprehensive model incor porating interrelated organisational and functional concepts. The purpose of an MIS is to provide, as efficiently, effectively and economically as possible, what management needs to know. An MIS can be defined as any system that has these following attributes :. Measures the impact of decision-either before or after they are made xi . Measures the environment-because we can neither control nor forecast the effect of changing external circumstances. Reacts in an appropriate timeframe-to enable us to learn of the development of potential trouble areas in time to take action. Organises, stores and makes easily available to managers, his department's information in a standard way. Keeps information up to date. Provides managers early warnings of problems. Mediates, directs, supports and controls operations and planning in organisation. Assists manager in making decisions The interdisciplinary nature of information sys tems emanates from the nature of the process of informa tion flow within the organisation. The process begins with events, continues with their conversion into a lan guage (code) that descibes them, continues further with the processing of the coded events, and pauses with their perception by a human being. The human being processes the information and his or her outputs (responses, directives, actions) generate new events. The process is thus a feedback process that begins and ends with events. The value of the information can be assesed by the adequacy of the human being's reactions to the events. Manager's environment plus evaluation of feedback provide the manager's total information needs. From these needs roust be selected information requirements that are best processed by a computerised system. After the system is designed and programmed, even in the en vironment -some of which are a direct result of the manager's own decisions- are entered into a computer to provide feedback for evaluation. Thus, we see that feedback is essentially a loop consisting of: decision, result, feedback and evaluation. Functions which are to be performed by each seg ment of the middle management of a shipyard are as follows: Contracts: Provides a legally competent interface between the shipyard and the customer. Is responsable for defining documentation requirements for matters such as change orders, accelerations, payments and delays. Engineering: Describes the end product (either a ship or a completed repair job) in terms of materials, specifications and producible elements. Descibes the standards by which the end product is built and tested. Estimating: Describes the end product in terms of total cost to complete -usually in man power requirements, material costs and facilities utilization. xii Facilities: Maintains and provides the shop space, warehousing, erection areas and utility services to support the construction of the end product. Marketing: Coordinates the preliminary descrip tions of middle management and presents them in a form which will be palatable to upper management and most at tractive to the customer. Materials/Purchasing: Identifies materials and subcontractors which are required by the drawings and specifications; evaluates the cost of each alternative, selects material and subcontractor sources, negotiates final pricing and issues purchase orders to selected vendors. Planning: Describes the process for assembly and installation of materials and producible elements within the construction time-frame. Production: Using the materials, drawings, es timates and schedules provided by the staff, constructs the end product within the budget and schedule. In the advanced shipbuiling industry, the produc tion process in the assembly stage is similar to the many other manufacture-based industries. But the production rate differs because of the sise of the product. As result of the such a specialised manufacturing, shipbuilding industry is characterised by contract oriented production. The ship design lead6 to a close tie between design activity and production ac tivity in a total production sequence. That means that a wide range of communication is often necessary between the design section and the production section. As time progresses, more information is generated by designers, the volume of information becomes larger and larger, until in the middle of the total production process, at the starting point of manufacturing, the amount of data becomes maximum. Later the information is transformed into the real ship's structure. The vast amount of data is consumed in the manufacturing stages, and the total volume of active information is reduced gradually until finally all the data are absorbed into one ship. The breakdown of shipyards functions upon MIS can be given as follows:. Resource and delivery. Building plan, production program. Manufacturing information (steel and outfit). Production scheduling. Financial affairs and costing systems. Personnel administration xiii The goals of this components and the links be tween the functional areas can be defined as follows: Resource and delivery planning: This system covers the overall planning aspect from the pre-contract stage through to establish a start and finish date for each planning unit at the production stage. It there fore covers a wide time span, but does not operate at a detailed level. Planning of resource loading at order book level to establish delivery dates and planning of the main activities in the construction of each ship are among the main tasks of this system. Building plan and production program: Building programme is produced giving a start and finish date for each planning unit, together with dates for issue of drawings and procurement materials. The plan is based on a network of activities determined for a particular type of ship. Manufacturing information: Workshop preparation system is concerned with providing two kinds of manufac turing information - a list of jobs and a list of the parts needed for each unit of work. Different versions of the system are used for steelwork and outfitting. The objective therefore was to provide for each group of work: a list of jobs to be done with their standard times, provision for obtaining feed back of manhours spent on each job, a list of the materials required showing their source and destination. Materials information: Different systems has a number of materials management and record keeping func tions combined in a single computer processing routine. It covers the control and forecasting of stock material requirements, the reservation of direct materials and the maintenance of information on the status of each purchase order. There is a high level of integration between the materials and manufacturing systems and links with the financial system. Materials status: This system provides the means for the production planners to check on the status of all of the material listed for an outfitting work order before scheduling the work to start. The system refers to the file of purchase orders for the status of each purchased item and obtains the status of items on manufacturing work orders. Production scheduling: Production scheduling is the final level of planning prior to production with the planners located as close to the production managers and foremen as possible. Financial and costing systems: Man-hour feed back is processed with payroll for labor costing. Material costs are obtained from the requisitions in the xiv material control system and accounts payable system. Master files of cost and revenues are accumulated and used as the basis for cost accounting, financial ac counting and reporting against budgets. Contract costs are reported to the estimating department and provide the basis for cost estimating in future ship contracts.