How to reasonably arrange and complete production tasks according to the weekly production plan? There is no standard answer to this question. What is reasonable depends on your plan requirements. Generally speaking, according to the weekly plan, reasonably determine the weekly production schedule (arrange shifts to work), and then fill each production line as much as possible under the condition of meeting the delivery date, so the plan is basically reasonable.
Master Wang produces 450 parts a week, 1/8 more than originally planned. How many parts were originally planned to be produced? Original plan =450÷( 1+ 1/8)=400.
What preparations should be made after the weekly production plan is determined? After the weekly production plan is determined, the following preparations should be made: 1. Whether the manpower load of the personnel is reasonable and whether the personnel meet the required number. 2. Whether the machine is sufficient, whether the production capacity will increase soon, and whether there are other abnormal problems. 3. Whether the molds, fixtures and tooling are fully prepared and the quality is good. 4. Whether the materials are fully prepared, whether the materials are not fully prepared can be returned on time, and whether the quality is abnormal. 5. Production technology Whether there is any problem with production technology and manufacturing technology. 6. Quality control Whether the quality control methods and procedures are ready and whether the control points are ready.
Production planning schedule When making a production planning schedule, you should pay attention to:
The first is program planning. First of all, in the program planning, Nissin is used to determine the basic operation sequence, operation method and machinery and tools used. Specifically, program design is a plan about operation method, required personnel, operation sequence, operation time, materials and tools used.
The second is the schedule. Considering the operation sequence and the quota of different processes, the scheduled operation time and material distribution time of each process are determined and the specific date is specified. According to the delivery date and priority, tasks should be broken down by Japanese affairs.
The third is the work plan. According to the production capacity, calculate how many people and mechanical equipment are needed, and then compare them with the existing personnel and mechanical equipment capacity, and make appropriate adjustments to adapt the output and production capacity.
The fourth is the material plan. Determine the demand and delivery date of materials needed for production. That is, the types and requirements of materials are estimated, and the procurement plan is made according to the delivery date.
The fifth is the outsourcing plan. Make a plan for the workload and delivery date that should be outsourced.
Sixth, machinery and tool planning. Make plans for the configuration and equipment of machines and the manufacture and equipment of processing tools.
Seventh, personnel planning. Production distribution and personnel replenishment method planning
Eighth is the configuration plan. Equipment configuration plan.
How to arrange the production plan according to the production plan;
1. What is the difference between the actual output and the planned output yesterday? Cause analysis? And give a solution? What is the defective rate? What is the semi-finished product rate? What is the rate of return? Is the material consumption ratio consistent with BOM? If the actual production capacity of the production department continues to be higher than the planned production capacity, it is necessary to calculate the average value according to the actual higher quantity, and communicate with the production department about the feasibility of adjusting the planned production capacity in the later period and the arrival plan of raw materials (mainly adjusting the quantity).
Second, what are the abnormalities in the production process that day? Are there any emergencies that need to be dealt with in time, including the supply of materials? Material release problem? Equipment failure problem? Personnel issues? Water and electricity problems, etc. Is the production schedule normal? Is the product online evaluation result qualified? Is it possible that there are unqualified batches of products?
3. Have the raw materials for tomorrow's production plan been in place according to the quantity? Did the inspection pass? Has QA been released? Is it necessary to adjust the production plan urgently? Is the equipment complete and does it conflict? Is there a problem with the staff?
4. The day after tomorrow (usually within one to two weeks), have material demand plans and purchase orders been arranged for the materials used in the production plan? Does the supplier confirm the arrival plan, and can the available materials in stock (that is, those that have passed the release) be used? Is there a problem with the arrival plan? Can the materials in the inspection period be released normally by giving the inspection conclusion the day before production?
According to the production completion quantity, calculate the difference between the actual average output and the planned quantity, and calculate the completion rate of the production order. According to the product statistics, analyze and summarize the reasons for the unfinished production orders that have not reached 95% completion rate, and forward them to the superior supervisor, and complete them at least once a week.
In a word, the production plan revolves around five aspects: people, machines, materials, law and environment. If there is a problem, give the cause analysis and action plan (solution), and communicate with other departments in real time when necessary, including production, warehouse, QA, procurement and personnel.
I hope I can help you.
Production plan of material control department. This link is the foundation of a PMC, which can also be said to be the market foundation and profit foundation of a company. A company must have a very clear product direction and product strategy. This direction and strategy is just a framework, just drawing a circle to tell employees what we are going to do, which are key products, which are second-line products, and how to do these products. For example, a software company, whose product direction is individual users, has four product lines, namely entertainment, office, network application and system security. Entertainment and office are first-line products. According to the actual situation of the company, its product strategy is based on self-research, marketing and retail, and cooperative OEM, whether as a leader or a follower. This is a matter of principle. Anyone in the company should understand that OEM is the main channel for system security software aimed at individual users. Then even if the company has the strength to develop enterprise-level system security software, it will not do it, because it cannot go against the company's product direction, which will cause the company's resources to be tight, especially for the product management center. If a PMC doesn't even know the product direction of his own company, can you imagine that he might be consistent with the company's breathing? Some brothers in the alliance put it well: PMC must grasp the company's thinking and do what the company wants to do, not what you do and what you want the company to accept. Therefore, when you set up a PMC, you must first make this clear and form a document. Whenever a PMC joins the company, give it to him. This company was not made by the human resources department, but by you. Only you are the person who knows the product trend of the company best. Actually, this document is very simple. I suggest a rectangular diagram to describe it. Explain what the company's product line is and what the technical core of all products is. The technology core already has those product applications, and the information of each product application at that stage (rising or falling, which is actually a simple product life cycle line) can make newcomers see at a glance, so that newcomers will not chase you every day after coming in and ask: What products are we going to make? Is this product suitable? For these basic problems, if you are an experienced PM, after reading this document, you can immediately find your own position and work direction, without wasting your breath.
To sum up: this link is to clarify what PMC can do.
After nearly half a month of work, I have a comprehensive understanding of the company's material control mechanism and production order operation mechanism. According to the actual situation of these two blocks at present, I list my understanding of the present situation and draw up a work development idea of PMC department:
First, the importance of PMC system
The MC and PC of 1.PMC, as the balance lever between the material control system and the production order operation system, are playing an increasingly important role in enterprises. (enterprise profit = income-company expenditure. Although the income is directly proportional to the number of orders completed by the production department, the expenditure on materials accounts for more than 85% of the company's total expenditure. Therefore, there needs to be a department within the company to balance these two pieces in order to achieve the most reasonable state and obtain higher profits. )
2.PMC is the highest command system for the company's order operation and material operation. (It is conceivable that if the command system of one side suddenly disappears in a war, the result of this war can be imagined. )
3. At present, the manufacturing industry (with more than 65,438+000 employees) has basically set up PMC departments, or similar departments perform their duties, which is recognized as a relatively mature management model in the manufacturing industry. Material control software and production plan of Yongkai PMC: 565,438+0 PMC. The consulting telephone number of PMC material control experts is 400-076-7600; 02 1-688860 10
4.PMC department advocates that all work should be planned, everything should be carried out as planned, and then appropriate adjustments should be made. Planning is an important way for managers to improve efficiency; Planning is a means for managers to reduce risks and take the initiative; Planning is the standard for managers to control)
How to arrange production planning trainer: Tian Xian
Trainer: Chen Binghui
Trainer: Dong Ye
Trainer: Huang Zhongyuan
Trainer: Chen Binghui
Trainer: Gao
Trainer: Wu Cheng
1, understand lean production and supply chain management mode and its characteristics, and master the establishment and management methods of lean production and supply chain; 2. Master the implementation strategies and skills of lean production and lean supply chain management; 3. Understand and master the course outline of lean production, material supply, inventory control, rapid production planning and material control (PMC).
Trainer: Wu Cheng Trainer: Xu Hening
How to arrange the production plan?
First, obtain demand information, such as sales orders and sales forecasts.
1., analyze the existing production capacity, including the production capacity of the equipment production line, the scheduling of personnel, and the factory calendar (related to the holiday arrangement of national holidays);
2. Analyze the on-hand inventory and estimated reserve inventory at the end of the analysis period (this item can also be analyzed together with the first item, * * * the same as determining the demand information).
3. Make production plans and give production plans, such as daily plans and weekly plans.
Of course, production planning is usually inseparable from planning control, that is, tracking, feedback, adjustment and re-planning the implementation of the plan, and this process is cyclical and gradual.
On the difference between supply chain production plan and traditional production plan. The difference between supply chain production planning and traditional production planning lies in the following points:
The gap of decision information sources.
The production plan is based on the basic data. The decision information of traditional production planning comes from demand information and resource information. Demand information comes from orders and demand forecasts; Resource information comes from the constraints of production decision and production planning decision. The information of supply chain production planning comes from many sources, such as suppliers, distributors and users.
The gap between decision-making models.
The traditional production planning decision-making mode is centralized decision-making, while the decision-making mode under the supply chain management environment is distributed and group decision-making process. The supply chain system based on multi-agent is a three-dimensional network, and each node enterprise has the same status, local database and domain knowledge base. When forming a supply chain, each node enterprise has temporary monitoring power and decision-making power, and the production planning decision of each node enterprise is influenced by the production planning decision of other enterprises, which requires a coordination mechanism and a conflict resolution mechanism. When the production plan of one enterprise changes, the plans of other enterprises need to be changed accordingly, so that the supply chain can get synchronous response.
The gap of information feedback mechanism.
The implementation of enterprise plan needs effective supervision and control mechanism. In order to effectively supervise and control, it is necessary to establish an information feedback mechanism. The traditional information feedback mechanism of enterprise production planning is chain feedback mechanism. Due to the characteristics of hierarchical organizational structure, information transmission is generally from the bottom to the high-level information processing center, forming a hierarchical information transmission mode parallel to the organizational structure.
Differences in planned operating environments.
The production planning under the supply chain management environment is carried out in an unstable operation environment, so the production planning and control system is required to have higher flexibility and agility, such as the flexibility of lead time and the flexibility of production batch. The traditional production plan lacks flexibility and cannot cope with the uncertain market environment with fixed environmental constraints. Production planning under supply chain management environment mostly involves order-based production, which is more dynamic.