İmalat kaynaklarının planlaması ve bir yazılım paketinin değerlendirilmesi

Abstract

Gün geçtikçe önemi ve gerekliliği daha çok hissedilen üretim Planlaması ve Kontrolü Faal iyetleri ' nin daha etkin bir düzeyde devamlılığının sağlanabilmesi amacı ile uygulamaya dönük yöntemlerden birisi olan îmalât Kaynakları Planlaması teorik bazda incelenerek; pratik düzeyde bu konuya ait en iy örneklerden birisini oluşturan MFG_PRO, îmalât Kaynakları Planlaması paket programı değerlendirildi. Bu çalışma özet olarak dört bölümden oluşmaktadır. Bu bölümlerin içeriği kısaca aşağıdaki gibidir: Birinci bölüm; üretim kontrol sistemlerine genel bir bakış. ikinci bölüm; imalât kaynaklarının planlanması (ÎKP) üçüncü bölüm; imalât kaynaklarının ana modülleri Dördüncü bölüm; IKP'ye yönelik yazılım paketi MFG_PRO- nın analizi ve değerlendirilmesi Sonuçlar ve öneriler kısmında ise, ülkemizde yeni tanı nan ve ancak bir kaç kurulusda uygulamaya konulan bu tür sis temler için gerekli olan. kaynaklar ve eksiklikler ele alı narak detaylı bir analiz yapıldı.

Motivation is defined as "all those inner striving conditions described as wishes, desires, drives etc There are essentially three key areas of the motivation process: 1) What energizes human behavior? 2) What channels or directs that behavior? 3) How can certain behaviors be sustained or maintained over time? These three key areas concern with three broad classifications of motivational theories : 1) Static-Content Theories which look at what energizes human behavior, 2) Process Theories which look at factors that channel or direct behavior, 3) Environmentally-based Theories which generally focus on sustaining or maintaining behavior over time. But, any of these theories is superior to the others. Static-Content Theories : The main static-content theories are below. 1) Mas low and Needs Hierarchy Maslow classified needs in five stages. First stage is physiological needs which are basic needs to live like water, nourriture, air, shelter, sex... etc. Second stage is for safety and security needs. Third stage social, fourth self esteem, fifth is self actualization needs. Maslow claimed that nobody can pass a stage regardless of satisfaction. 2) Motivator-Hygiene Theory of Herzberg According to Herzberg research, motivation has got two broad relatedness dimension. a) Hygiene Factors: Those aspects and activities of the job which can prevent dissatisfaction bot do not influence employees to grow and develop. b) Motivators : Those job-related aspects and activities that actually encourage such growth. 3) Mc Gregor's Theories a) Theory X : Theory X beliefs tend to lead managers to think in terms of close direction and control of subordinates since people in general are viewed as inherently lazy, lacking in ambition and desire to assume responsibility, self-centered and likely to act contrary to organizational needs and resistant to change. b) Theory Y : Theory Y assumes that people are more growth and development oriented, and not necessarily irresponsible and naturally resistant to organizational objectives. Process Theories.- There are two main process theories: Expectancy and pa th-goa 1 theor i es. * Expectancy theories assumes that motivation is a function of three components; 1) expectancy 2) instrumentality 3) valence. * Path-Goal Theories : This approach is often referred to in terms of leadership effectiveness. Motivation and Frustration : Frustration takes place when a person fails to reach some goal for which he has been striving. A person may feel frustrated when conflict between motives is so severe that he views any choice of action as blocking a much desired goal. VI There are two reactions against frustration : positive (constructive ) and negative (defensive). Motivation and Leadership : A leader manager can motivate his staff. The basic and important job is that for manager. A motivated employee uses his/her all capabilities. The desire of job achievement = capabilities x motivation. Employees can be motivated with the below principles 1) Communication, 2) Salary, 3) Trust, 4) Appreciation, 5) Participation of decisions, 6) Promotion, 7) Valueble work. Motivation and Satisfaction : Satisfaction of employees is an important dimension for motivational process. It means, employee satisfied his/her needs. Satisfaction and performance has got a positive relationship. On the other hand, customer satisfaction is also important and related with employee satisfaction. It is impossible to satisfy the customer against unsatisf action of employee. There is a relationship between customer, organization and employee. Motivators : Money isn't an only motivator for increasing motivation. Promotion, prize etc. is also good motivator. Salary, place of work, appropriate work are external motivators. Namely, these factors are'nt related with the individual directly. Capability, intelligence, skill, experience are internal motivators which are related with individual. vii There are three main encouragement areas : - Economical Tools - salary increase, premium etc... - Psyco-Social Tools - independency, social participation, status, development, suggestion system etc.. - Organizational Tools - Competence, education and promotion etc... The Way of Increasing Motivation : There are specific four approaches in management to motivate subordinates. These approaches : 1) Work can be done widespread. 2) Premium which depends on performance. 3) Changing behavior. 4) Quality Circles. The Technics of Measuring Motivation : There are some ways of measuring motives. For example observation, self-reports and projection technics. Aplication : In this thesis, I used Analytic Hierarchy Process to make pairwise comparisons between the motivational factors. The 33 factors observed in the research. 20 satisfaction items of Minnesota Satisfaction Questionnaire is used. In some ways the number of items increased (interviewing with people and with reading researchs). These items are below. 1) Salary and other monetary possibilities. 2) Learning new things and development possibilities. 3) Promotion possibility. 4) Physical situation, 5) Possibilities of useing and progressing capabilities and skills. 6) Participation of decisions and effect them. 7) Work reliance. 8) Work friendship. 9) Social possibilities out of salary. 10) Appreciation, rewards. 11) Competition environment. 12) Creative work environment. 13) Respect and affection. 14) Qualified personnel. 15) Group working conditions. 16) Possibilities of useing authority. 17) Affective and good managers. 18) Respectful work. 19) Support of information and source. vna 20 21 22 23 24 25 26 27 28 29 30 31 32 33 Working with objectives. Having pleasure with work. Obtaining concrete results at the end of the work, Doing own professional ity, professional projects. Success. General situation of the company. Responsibi 1 ity. Social status and education. Participation. Aplication and politics of the company. Work and Affectability. Coordination. Creativeness. Independence. These 33 items is asked to technical person in textile. The goal was to obtaine some results about motivation in textile sector. The companies which are done aplication are small and middle. % 82 of the people that are aplicated questionnaire has got university graduation and also they have minimum three personnels. Average age of them is 29. According to the research, it is reached the below results: In textile sector, salary and monetary possibilities has first degree. Second is promotion possbilities, third company politics and aplications. When we look at the companies one by one which had been done research, it can be seen that the preference is changing depending on company. The preference for the first company : 1) salary and monetary possbilities, 2) company politics and aplications, 3) general situation of the company, 4) promotion possbilities. The preference order for the second company : 1) learning new things and development possibilities, 2) general situation of the company, 3) doing own professional ity, projects, 4) salary and monetary possbilities. For the third one : 1) salary and monetary possbilities, 2) promotion possibilities, 3) having pleasure with work, 4) success. As you see, the results are interesting. In the second company salary has got a different position according to the other companies orders. We found that the preference of motivational factors changing between individuals, companies. A factor is important for X company, on the other hand, not for Y company. The result is the difference of company conditions effect people who work there. People didn't response the questionnaire thinking theirselves. They were affected from the company conditions. The leader manager can decide something which is IX related with employees according to the research. He/she has to ask his/herself : "What can I do to motivate our subordinates ? ". The interesting result of the research: money isn't an only and strong motivator.