統(tǒng)籌培訓(xùn)教材

1、1,PRODUCTION PLANNERTraining生產(chǎn)計劃員培訓(xùn),ADM,2,Content內(nèi)容,Introduction介紹Organization組織Job Description Quality品質(zhì)工作內(nèi)容說明Job Description Cost成本工作內(nèi)容說明Job Description Delivery交期工作內(nèi)容說明Job Description Safety安全工作內(nèi)容說明

2、Performance Measurement表現(xiàn)量度,3,Introduction介紹,4,Global Objective全球化目標,重組 ADM機構(gòu)以支援未來發(fā)展和為 WCM的推行打下基礎(chǔ).Restructure ADM organization to support future growth and lay the foundation for WCM implementation,5,Training Objetive培訓(xùn)

3、,Introduce the concepts, relationships and basic tools required to hold Production Planner position into a business unit organization 介紹概念,相互關(guān)係及基本所需的工具以支持商業(yè)單位架構(gòu)中生產(chǎn)計劃員的地位,6,A World Class Company世界級管

4、理公司,The term World Class Manufacturing Company is used to describe the best manufacturing companies in the world. 世界級制造公司的條件是用於描述世界上最好的制造公司Generally includes:一般包含A new approach to produc

5、t quality. 一個新的產(chǎn)品品質(zhì)演進Just in Time production techniques.即時生產(chǎn)技術(shù)Change in the way the work force is managed. 改變職工的管理方式A flexible approach to customer requirements. 靈活性的達成客?的需求,7,World Cla

6、ss Manufacturing世界級製造商,,Education and Training,ERP,TQM,LPS,應(yīng)用商業(yè)聚合系統(tǒng)來聯(lián)繫人員與制程.,世界級製造商元素是:,進行在職教育與培訓(xùn).,持續(xù)改善公司的所有工作.,通過革新產(chǎn)品及優(yōu)質(zhì)服務(wù)來開發(fā)公司的競爭優(yōu)勢.,8,ERP (Enterprise Resources Planning) 企業(yè)了資源計畫,ERP,ERP,ERP,ERP,ERP,ERP,ERP,ERP

7、,9,Total Quality Management 全面品質(zhì)管理,TQM,TQM,TQM,TQM,TQM,TQM,TQM,TQM,TQM,TQM,TQM,10,LPS (Lean Production System)精簡生產(chǎn)系統(tǒng),LPS,LPS,LPS,LPS,LPS,LPS,LPS,LPS,11,CHANGE IS A CHALLENGE變更是一項挑戰(zhàn),CHANGE變更 is a matter of common

8、interest and survival. 是關(guān)係到共同利益與生存的,,,12,CHANGE IS A CHALLENGE 變更是一項挑戰(zhàn),Our background and parameters have changed and we MUST be ready to satisfy the demands of our customers. 我們所處的時代與條件已

9、改變，我們必須有充分的準備去滿足客戶的需求。,,,13,STRATEGIES FOR SUCCESS成功之策略,All successfull Companies have simple lines of command that: 所有成功的公司都有簡明的要求用於Promote team work 促進團隊精神Define responsibiliti

10、es and scopes 界定職責與範疇Assign specific activities for the personnel. 委派明確的活動給予職員,14,STRATEGIES FOR SUCCESS成功之策略,We all know that it might be difficult to change, because old habits and beliefs could hold u

11、s back, but... 我們都知道變更是痛苦的，因為舊習(xí)慣和信仰令人們躊躇，但是....,This IS the time to realize that there’s always a better way of doing things.現(xiàn)在是領(lǐng)悟到每一件事永遠都有更好的方法去做的時候了,15,Organization組織,16,2nd Level Organization第二階層的組織,,,,,,,,,,,,,,,,17

12、,,,,,,,Production Supervisor,Programmer,Quality Enginneer,Cont Improv Enginneer,Manufacturing Enginneer,Die CastingBU Manager,Industrial Eng & Cont Improv Mgr,QualityManager,Operations Director,Engineering Director

13、,Materials Director,Human Resources Director,Finance Director,Managing Director,Production Supervisor,Programmer,Quality Enginneer,Cont Improv Enginneer,Manufacturing Enginneer,PlasticsBU Manager,Production Supervisor,P

14、rogrammer,Quality Enginneer,Cont Improv Enginneer,Manufacturing Enginneer,Punch PressBU Manager,Production Supervisor,Programmer,Quality Enginneer,Product Enginneer,Cont Improv Enginneer,Manufacturing Enginneer,Garment

15、CareBU Manager,Production Supervisor,Programmer,Quality Enginneer,Product Enginneer,Cont Improv Enginneer,Manufacturing Enginneer,Food PreparationBU Manager,Production Supervisor,Programmer,Quality Enginneer,Product En

16、ginneer,Cont Improv Enginneer,Manufacturing Enginneer,Toaster OvensBU Manager,Operations’ Organizations ChartQueretaro,18,,,,,,,Die CastingBU Manager,Operations Director,Materials Director,Managing Director,PlasticsB

17、U Manager,Punch PressBU Manager,Garment CareBU Manager,Food PreparationBU Manager,Toaster OvensBU Manager,Supporting Departments Functional StructureQueretaro,,,,Industrial Eng & Cont Improv Mgr,,,,,,,,,,,Financ

18、e Director,Human Resources Director,QualityManager,Engineering Director,,,,,,,,,19,The ERP System 企業(yè)資源計劃系統(tǒng),20,,The ERP System企業(yè)資源計劃系統(tǒng),Materials management物料管理Forecasting訂單預(yù)測Master Planning總排期MRP物料需求計劃Capaci

19、ty Management產(chǎn)能管理Inventory Management庫存管理Quality Management & Purchasing 品質(zhì)管理及採購JIT Manufacturing即時生產(chǎn)製造Quality品質(zhì),21,Forecasting定單預(yù)測,Factors influencing demand影響需求的因素Basic demand patterns基本需求模式 Basic pri

20、nciples of forecasting預(yù)測的基本原則Principles of data collection資料收集原則Basic forecasting techniques基本預(yù)測技巧Seasonality季節(jié)性Sources and types of forecast error 預(yù)測誤差的來源及類型,22,Planning and Control Hierarchy計劃及管理層次,At each

21、level, there are three questions:在每一個階段都有三個問題 What are the priorities?甚?是優(yōu)先 What capacity is available?有甚?產(chǎn)能？ How can differences be resolved?如何解決差距,23,Factors Influencing Demand 影響需求的因素,General business and

22、 economic conditions一般商業(yè)及經(jīng)濟條件Competitive factors競爭因素Market trends市場趨式Firm’s own plans公司內(nèi)部計劃 ____________________ ____________________,24,Sources of Demand需求的來源,All sources of demand must be identified 所有需求的來源必須是確認的

23、Customers客?Spare parts配件Promotion推廣Intracompany企業(yè)之間Other其他,25,Characteristics of Demand 需求的特性,26,Demand Patterns需求型態(tài),Stable versus dynamic穩(wěn)定對比動態(tài)Stable demand retains same general shape over time穩(wěn)定的需求會逐漸行成一個趨勢D

24、ynamic demand tends to be erratic 動態(tài)的需求往往是不穩(wěn)定的,27,Demand Patterns需求形態(tài),Dependent versus independent非獨立對比與獨立Only independent demand needs to be forecast只有獨立需求需要去預(yù)測Dependent demand should never be forecast非獨立性需求不需要預(yù)測,2

25、8,What Should Be Forecast? 什麼需要預(yù)測,29,Principles of Forecasting預(yù)測的原則,Forecasts預(yù)測Are almost always wrong錯誤是經(jīng)常發(fā)生的Should include an estimate of error 應(yīng)該包含預(yù)估的誤差A(yù)re more accurate for groups of products對產(chǎn)品系列來說應(yīng)該比較準

26、確Are more accurate for nearer periods of time時間越近應(yīng)該也越準確,30,Data Preparation and Collection數(shù)據(jù)準備及收集,Record data in terms needed for the forecast記錄預(yù)測所需的資料Record circumstances relating to the data紀錄收集資料時的環(huán)境Record demand

27、separately for different customer groups對不同的客戶分別記錄其需求,31,Qualitative Techniques量化方法,Are based on intuition and informed opinion是根據(jù)直覺及聽到的意見Tend to be subjective趨向主觀Are used for business planning and forecasting for new

28、products 是用於商業(yè)計劃及新產(chǎn)品預(yù)測Are used for medium-term to long-term forecasting是用於中期及長期預(yù)測,32,Quantitative Techniques量化方法,Based on historical data usually available in the company 是基於公司通?？衫玫臍v史資

29、料Assume future will repeat past 假設(shè)未來也會再發(fā)生,33,Extrinsic Techniques外存方法,Based on external indicators是根據(jù)外在的指標Useful in forecasting total company demand or demand for families of products用於預(yù)測公司的總需求和產(chǎn)品系列需求,34,

30、Intrinsic Quantitative Techniques內(nèi)存量化方法,35,Moving Averages移動平均數(shù),Forecast sales as an average of past months 以過去數(shù)月的平均數(shù)當作是銷售預(yù)測An average of the past 3 months:前三個月的平均數(shù)If January sales are 90, forecast for February:

31、 如果一月份銷售額是90,二月的預(yù)測是:,36,Moving Average Forecasting 移動平均數(shù)預(yù)測,It can be used to filter out random variation用於過濾隨機的變化Longer periods smooth out random variation長期消除隨機的變化If a trend exists, it is hard to detect 比較難偵測趨

32、勢走向Calculations can be cumbersome when dealing with more periods 當面對較多的時段,計算變得比較困難,37,Problem問題,Graph the demand using next slide data 利用下一頁資料將需求做成圖表What is your best gu

33、ess for demand for month 7? 七月最好的預(yù)測需求是什麼?,週期,需 求,38,Problem問題,月份,需求,三個月合計,下月預(yù)測,39,Problem (solution)問題(答案),40,Exponential Smoothing指數(shù)調(diào)平法,Provides a routine method of updating item forecasts提供定時更新預(yù)測的方法Works

34、well for stable items對穩(wěn)定的產(chǎn)品十分有效Is satisfactory for short-range forecasts對短期的預(yù)測效果較好Detects trends, but lags them 能夠偵測趨勢走向,但是會落後於趨勢,41,Seasonality季節(jié)性,Measures the amount of seasonal variation of demand for a

35、 product對一個產(chǎn)品計算其季節(jié)性需求的數(shù)量Relates the average demand in a particular period to the average demand for all periods 一個特別時段的平均需求和整個時段的平均需求比較,季節(jié)性指數(shù),季度平均銷售,全部季度的平均銷售,42,Developing SeasonalSales Indexes草擬季節(jié)性銷售指數(shù),,Quarter

36、Average Quarterly Sales/100Seasonal Index1128/100=1.282102/100=1.02375/100=0.75495/100=0.95 Total=4.00,銷售資料,年,季度,合計,平均,全部季度平均銷售,單位,季節(jié)性指數(shù),平均每季銷售,季,43,Seasonal Sales季節(jié)性銷售,全部季度的平均銷售量

37、,季度銷量,時間,銷量,44,Tracking the Forecast預(yù)測跟蹤,Forecasts are almost always wrong Why track the forecast? 預(yù)測通常是錯誤的,為什麼要跟蹤預(yù)測To plan around the error in the future以現(xiàn)時誤差的幅度來調(diào)節(jié)預(yù)測To measure actual deman

38、d versus forecasts量度實際的需求對比於預(yù)測To improve our forecasting methods 改進我們的預(yù)測方法,45,Forecasts Can Be Wrong in Two Ways預(yù)測誤差可由兩方面引起,Bias: Cumulative sales may not be the same as forecast偏差:累計銷售額可能和預(yù)測並不相同,Bias exists since

39、 the cumulative variation is not zero 偏差的存在是因為累計變化並非為零,月份,預(yù)測,實際,變化,46,Forecasts Can Be Wrong in Two Ways預(yù)測誤差可由兩方面引起,Random variation:Sales will vary plus and minus about the average銷售一般在平均值的上或下變動,There is no bias, bu

40、t there is random variation each month即使沒有偏差,每個月都會有隨機變化,月份,預(yù)測,實際,變化,47,,The ERP System企業(yè)資源計劃系統(tǒng),Materials management物料管理Forecasting定單預(yù)測Master Planning總排期MRP物料需求計畫Capacity Management產(chǎn)能管理Inventory Management庫存管理Quali

41、ty Management & Purchasing 品質(zhì)管理和採購JIT Manufacturing即時生產(chǎn)製造Quality品質(zhì),48,Master Planning總排期,Level production plan for make-to-stock products平衡按倉存生產(chǎn)的生產(chǎn)計劃Relationship of resource requirements planning to produc

42、tion planning 資源需求計劃對生產(chǎn)計劃的相互關(guān)係Purpose of a master production schedule (MPS) and relationship to the production plan總生產(chǎn)排期的作用以及和生產(chǎn)計劃的關(guān)係MPS and rough-cut capacity plan 總生產(chǎn)排期和粗略產(chǎn)能計畫Relationship o

43、f the MPS to sales and the ability to promise delivery 總生產(chǎn)排期和銷售以及承諾交貨期的能力之間的相互關(guān)係,49,Planning and Control計劃及控制,At each level we must answer these questions: 在每個層次我們必須回答這些問題What are the demand priori

44、ties? 什麼是需求優(yōu)先順序?What capacity is required? 需要什麼樣的產(chǎn)能?What capacity is available? 有多少產(chǎn)能可以運用?,商業(yè)計劃,生產(chǎn)計劃,總生產(chǎn)排期,物料需求計劃,,生產(chǎn)控制活動與採購,計劃,執(zhí)行,50,Making the Production Plan 擬定生產(chǎn)計畫,Definition:定義...sett

45、ing the overall levels of manufacturing output...….決定整體的生產(chǎn)量….. —APICS Dictionary 字典Production planning is concerned with生產(chǎn)計劃是針對Planning for each product group每個產(chǎn)品系列的計畫Meeting desired inventory levels符合庫存水平需求 Dete

46、rmining resources needed決定所需要的資源Comparing with available resources和可利用的資源比較,51,Typical Characteristics典型的特徵,12-month time horizon 十二個月的時間圖 Fluctuating or seasonal demand 變動和季節(jié)性需求 Plan made for product families

47、 以產(chǎn)品系列作計畫 Variety of management objectives 管理目標的變化,52,Developing a Production Plan 發(fā)展生產(chǎn)計畫,Three basic strategies can be used: 有三個基本策略可以運用Match/chase配合/追趕Level平均分配Combination/hybrid結(jié)合/混合,53

48、,Chase Strategy追趕策略,生產(chǎn)銷售,54,Chase Strategy追趕策略,Advantages:優(yōu)點Stable inventory庫存穩(wěn)定Varied production to meet sales requirements 各樣的生產(chǎn)符合銷售需求Disadvantages:缺點Costs of hiring, training, overtime, and extra shifts人工,培訓(xùn)

49、,加班,額外的班次工作成本Costs of layoffs and impact on employee morale 解雇以及影響雇員士氣的成本Possible unavailability of needed work skills 可能得不到所需要的工作技能Maximum capacity needed需要最大的產(chǎn)能,55,Level Production Strategy 平均分佈生產(chǎn)策略

50、,56,Level Production Strategy 平均分佈生產(chǎn)策略,Advantage:優(yōu)點Smooth, level production avoids costs of demand matching 穩(wěn)定平均的生產(chǎn)可避免需求匹配而產(chǎn)生的成本Disadvantage:缺點Buildup of inventory增加庫存,57,Combination St

51、rategy混合式策略,58,Combination Strategy混合式策略,Produces at or close to full capacity for some part of the cycle 部份零件在某個週期時段會以最大或接近最大產(chǎn)能生產(chǎn)Produces at a lower rate (or does not produce) during the rest of

52、the cycle 在其餘的時段生產(chǎn)量較低（或停產(chǎn)）Makes use of available capacity, yet limits inventory buildup and inventory carrying costs 儘量利用產(chǎn)能,但限制庫存增長,庫存會帶來成本增加,59,Make-to-Stock Production Plan按庫存生產(chǎn)

53、計劃,Goods are put into inventory and sold from inventory將成品入庫存而後由庫存進行銷售Used when:在下述狀況下採用 Demand is constant and predictable 穩(wěn)定且可預(yù)期的需求狀況 Only a few product options exist 只有

54、幾種產(chǎn)品可以選擇 Delivery times are shorter than time needed to make the product 交貨期小於產(chǎn)品制造期,60,Make-to-Stock Production Plan按庫存計劃生產(chǎn),Information needed所需的資訊Forecast by time period f

55、or the planning horizon在計劃時間範圍內(nèi)以時間階段做預(yù)測Opening inventory開始庫存Desired ending inventory最終所需庫存,61,Level Production Plan平均分佈生產(chǎn),例子 :開始結(jié)存= 50 單位最終結(jié)存 = 40 單位,每週期生產(chǎn)數(shù)量 = 單位,第1週期之最後結(jié)存 =開始倉存 + 生產(chǎn)數(shù)量 - 需求預(yù)測=_

56、____ + _____ – ____=_____ 單位,生產(chǎn)所需總數(shù) =總預(yù)測需求 + 最終結(jié)存 - 開始倉存 =_____ + _____ – _____ = _____ 單位,62,Level Production Plan平均分佈生產(chǎn) (solution) (答案),例子 :開始結(jié)存= 50 單位最終結(jié)存 = 40 單位,每週期生產(chǎn)數(shù)量 =

57、 單位,第1週期之最後結(jié)存 =開始倉存 + 生產(chǎn)數(shù)量 - 需求預(yù)測=50 + 58 – 55=53 單位,生產(chǎn)所需總數(shù) =總預(yù)測需求 + 最終結(jié)存 - 開始倉存 = 300 + 40 – 50 = 290 單位,290,= 58,63,Problem問題,Opening inventory開始庫存 = 400 unitsProduct

58、ion生產(chǎn)量 =1,300 unitsDemand需求量 =1,100 unitsEnding inventory = opening inventory + production – demand 最終庫存＝開始庫存＋生產(chǎn)量－需求What will the ending inventory be?最終庫存將會是多少？,64,Problem (solution) 問題(答案),Ope

59、ning inventory開始庫存 = 400 unitsProduction生產(chǎn)量 =1,300 unitsDemand 需求量 =1,100 unitsEnding inventory = opening inventory + production – demand 最終庫存＝開始庫存＋生產(chǎn)量－需求量400 + 1,300 – 1,100 = 600 units,65,

60、Problem問題,Opening inventory 開始倉存= 250 units,A production line is to run at 500 units per month. Opening inventoryIs 250 units, and sales are forecast as shown. Calculate the expectedPlanned inventory for each month.一條

61、生產(chǎn)線每月可以生產(chǎn)500個單位產(chǎn)品，初始庫存量是250,預(yù)測銷售在表格中己顯示出,,請計算每一個月的計劃庫存數(shù),66,Problem (solution) 問題(答案),Opening inventory 開始倉存 = 250 units,67,Problem問題,,A company wants to develop a level production plan for a family ofProducts. The open

62、ing inventory is 200 units, and an increase to 260Units is expected by the end of the plan. The demand for each periodIs given below. How much should the company produce each period,And what will be the ending invento

63、ry in each period?一間公司要對產(chǎn)品系列設(shè)立平均生產(chǎn)計劃,初始庫存是200,計劃結(jié)束時會增加到260,每一個時段的需求己經(jīng)列明,那麼每個週期應(yīng)生產(chǎn)多少?每個週期的最終庫存又是多少?Total planned production 總計劃生產(chǎn)數(shù)＝Period production 週期生產(chǎn)數(shù)＝,68,Problem (solution) 問題(答案),,Total planned production 總計劃生產(chǎn)量 =

64、 1,440 + 260 – 200 = 1,500 unitsPeriod production 平均週期生產(chǎn)量= 1,500 / 6 = 250 units,69,Chase Strategy追趕策略,Produce exactly what is needed each period 每週期只生產(chǎn)所需要的數(shù)量Example:舉例,Cost of plan: $20 per unit to ch

65、ange production leve l計劃費用：改變生產(chǎn)水平每單元需20元Changing production level改變生產(chǎn)水平=50 x $20=$1,000Inventory carrying cost庫存運作成本= 0Total cost of the plan總計劃成本=$1,000,70,Subcontra

66、cting外發(fā),Advantages:優(yōu)點No excess capacity沒有多餘產(chǎn)能Level production 平均分佈生產(chǎn)Disadvantage:缺點Costs of subcontracting 外發(fā)成本,Meet demand by subcontracting以外發(fā)生產(chǎn)方式以達到客戶需求,71,Resouce Requirements Planning資源需求計劃,Production p

67、lan must be compared with existing resources生產(chǎn)計劃一定要和現(xiàn)有的資源比較 Are required resources available? 所需的資源是否足夠? If not, how will differences be reconciled?如果不足,如何解決這問題?,72,Bill of Resources資源清單,Shows the quantity

68、of critical resources needed to make one “average” unit of the product group 列出主要資源數(shù)量去計算產(chǎn)品類型的平均單位,73,,The ERP System企業(yè)資源計劃,Materials management物料管理Forecasting定單預(yù)測Master Planning總