统筹培训教材

PRODUCTION PLANNER Training生產計劃員培訓 ADM 1 Content內容 nIntroduction介紹 nOrganization組織 nJob Description Quality品質工作內容說明 nJob Description Cost成本工作內容說明 nJob Description Delivery交期工作內容說明 nJob Description Safety安全工作內容說明 nPerformance Measurement表現量度 2 Introduction介紹 3 Global Objective全球化目標 重組 ADM機構以支援未來發展和為 WCM 的推行打下基礎 . Restructure ADM organization to support future growth and lay the foundation for WCM implementation 4 Training Objetive培訓 Introduce the concepts, relationships and basic tools required to hold Production Planner position into a business unit organization 介紹概念 ,相互關係及基本所需的工具以支持商業單位架構中生產計 劃員的地位 5 A World Class Company世界級管理公司 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 n A new approach to product quality. 一個新的 產品品質演進 n J ust in Time production techniques.即時生產技術 n C hange in the way the work force is managed. 改變職工的管理方式 n A flexible approach to customer requirements. 靈活性的 達成客 的需求 6 World Class Manufacturing世界級製造商 Education and Training ERP TQM LPS 應用商業聚合系統來聯繫人員與制 程 . 世界級製造商元素是 : 進行在職教育與培訓 . 持續改善公司的所有工作 . 通過革新產品及優質服務來開發公 司的競爭優勢 . 7 ERP (Enterprise Resources Planning) 企業了資源計畫 ERP 排期實現 成本 品質 數據構建 每一個人用同樣 信息 方法 策劃系統 信息技術 在線信息交易 ERP ERP ERP ERP ERP ERP ERP ERP 8 Total Quality Management 全面品質管理 TQM 排期實現 成本 品質 制程變異削減 客 戶 為本 符合或超出用家的期望 品質成本 辨別所有有關品質的成本 正在採取的行動 採用問題解決工具 職工的參與 持續改善制程 TQM TQM TQM TQM TQM TQM TQM TQM TQM TQM TQM 9 LPS (Lean Production System)精簡生產系統 LPS 排期實現 成本 品質 有系統地消除浪 費 持續改善 短周期製造 縮短周期 全員參與 授權 LPS LPS LPS LPS LPS LPSLPS LPS 10 CHANGE IS A CHALLENGE變更是一項挑戰 CHANGE變更變更 is a matter of common interest and survival. 是關係到共同利益與生存的 11 CHANGE IS A CHALLENGE 變更是一項挑戰變更是一項挑戰 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改變，我們必須 有充分的準備去滿足客戶的需求。 12 STRATEGIES FOR SUCCESS成功之策略 nAll successfull Companies have simple lines of command that: 所有成功的公司都有簡明的要求用於 n P romote team work 促進團隊精神 n D efine responsibilities and scopes 界定職責與範疇 n A ssign specific activities for the personnel. n 委 派明確的活動給予職員 13 STRATEGIES FOR SUCCESS成功之策略成功之策略 n We all know that it might be difficult to change, because old habits and beliefs could hold us back, but. 我們都知道變更是痛苦的， 因為舊習慣和信仰令人們躊躇，但是 This IS the time to realize that theres always a better way of doing things.現在是領悟到每一件事永遠都有現在是領悟到每一件事永遠都有 更好的方法去做的時候了更好的方法去做的時候了 14 Organization組織 15 2nd Level Organization第二階層的組織 16 Production SupervisorProgrammer Quality Enginneer Cont Improv Enginneer Manufacturing Enginneer Die Casting BU Manager Industrial Eng & Cont Improv Mgr Quality Manager Operations Director Engineering Director Materials Director Human Resources Director Finance Director Managing Director Production SupervisorProgrammer Quality Enginneer Cont Improv Enginneer Manufacturing Enginneer Plastics BU Manager Production SupervisorProgrammer Quality Enginneer Cont Improv Enginneer Manufacturing Enginneer Punch Press BU Manager Production SupervisorProgrammer Quality Enginneer Product Enginneer Cont Improv Enginneer Manufacturing Enginneer Garment Care BU Manager Production SupervisorProgrammer Quality Enginneer Product Enginneer Cont Improv Enginneer Manufacturing Enginneer Food Preparation BU Manager Production SupervisorProgrammer Quality Enginneer Product Enginneer Cont Improv Enginneer Manufacturing Enginneer Toaster Ovens BU Manager Operations Organizations Chart Queretaro 17 Die Casting BU Manager Operations Director Materials Director Managing Director Plastics BU Manager Punch Press BU Manager Garment Care BU Manager Food Preparation BU Manager Toaster Ovens BU Manager Supporting Departments Functional Structure Queretaro Cont Improv Enginneer Cont Improv Enginneer Cont Improv Enginneer Cont Improv Enginneer Cont Improv Enginneer Cont Improv Enginneer Product Enginneer Product Enginneer Product Enginneer Quality Enginneer Programmer Quality Enginneer Programmer Quality Enginneer Programmer Quality Enginneer Programmer Quality Enginneer Programmer Quality Enginneer Programmer Industrial Eng & Cont Improv Mgr Finance Director Human Resources Director Quality Manager Engineering Director Purchasing & Warehouse Mgr Material Traffic Manager Master Scheduler Design Manager Plant Engineering Mgr Tool Room Manager SQA Manager Lab Supervisor Process Documentation Product Audit Manager Labor Relations Manager Personnel & Training Mgr Industrial Safety Supevisor Environment Control Supervisor Medical Services Treasury Manager Law & Tax Manager Accounting Manager Cost Manager 18 The ERP System 企業資源計劃系統 19 The ERP System企業資源計劃系統 nMaterials management物料管理 nForecasting訂單預測 nMaster Planning總排期 nMRP物料需求計劃 nCapacity Management產能管理 nInventory Management庫存管理 nQuality Management & Purchasing 品 質管理及採購 nJIT Manufacturing即時生產製造 nQuality品質 20 Forecasting定單預測 nFactors influencing demand影響需求的因素 nBasic demand patterns基本需求模式 nBasic principles of forecasting預測的基本原則 nPrinciples of data collection資料收集原則 nBasic forecasting techniques基本預測技巧 nSeasonality季節性 nSources and types of forecast error 預測誤差的 來源及類型 21 Planning and Control Hierarchy計劃及管理 層次 At each level, there are three questions:在每一個階段都有 三個問題 o What are the priorities?甚 是優 先 o What capacity is available?有甚 產能？ o How can differences be resolved?如何解決差距 產品計劃 (PP) 資源需求 計劃 (RRP) 總生產排 期 (MPS) 物料需 求計劃 優先權 管理技術 產能管 理技術 生產進度 控 (PAC) 輸入 /輸出控制 操作次序 產能需求 計劃 (CRP) 粗略產能計 劃 (RCCP) 22 Factors Influencing Demand 影響需求的因素 nGeneral business and economic conditions一般商業及經濟條件 nCompetitive factors競爭因素 nMarket trends市場趨式 nFirms own plans公司內部計劃 n _ n _ 23 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 nCustomers客 nSpare parts配件 nPromotion推廣 nIntracompany企業之間 nOther其他 24 Characteristics of Demand 需求的特性 25 Demand Patterns需求型態 Stable versus dynamic穩定對比動態 nStable demand retains same general shape over time穩定的需求會逐漸行成一個趨勢 nDynamic demand tends to be erratic 動 態的需求往往是不穩定的 26 Demand Patterns需求形態 Dependent versus independent非獨立對比與獨立 nOnly independent demand needs to be forecast只有獨立需求需要去預測 nDependent demand should never be forecast非獨立性需求不需要預測 27 What Should Be Forecast? 什麼需要預測 28 Principles of Forecasting預測的原則 Forecasts預測 nAre almost always wrong錯誤是經常發生的 nShould include an estimate of error 應該包含預估的誤差 nAre more accurate for groups of products對產品系列來說應該比較準確 nAre more accurate for nearer periods of time時間越近應該也越準確 29 Data Preparation and Collection數據準備及收集 nRecord data in terms needed for the forecast記錄預測所需的資料 nRecord circumstances relating to the data紀錄收集資料時的環境 nRecord demand separately for different customer groups對不同的客戶分別記錄其需求 30 Qualitative Techniques量化方法 nAre based on intuition and informed opinion是根據直覺及聽到的意見 nTend to be subjective趨向主觀 nAre used for business planning and forecasting for new products 是用 於商業計劃及新產品預測 nAre used for medium-term to long-term forecasting是用於中期及長期預測 31 Quantitative Techniques量化方法 nBased on historical data usually available in the company 是基 於公司通常可利用的歷史資料 nAssume future will repeat past 假設未來也會再發生 32 Extrinsic Techniques外存方法 nBased on external indicators是根據外在的指標 nUseful in forecasting total company demand or demand for families of products用於預測公司的總需求和產品系列需求 33 Intrinsic Quantitative Techniques內存量化方法 34 Moving Averages移動平均數 Forecast sales as an average of past months 以過去數月的平均數當作是銷售預測 An average of the past 3 months:前三個月的平均數 If January sales are 90, forecast for February: 如果一月份銷售額是 90,二月的預測是 : 35 Moving Average Forecasting 移動平均數預測 nIt can be used to filter out random variation用於過濾隨機的變化 nLonger periods smooth out random variation長期消除隨機的變化 nIf a trend exists, it is hard to detect 比較難偵測趨勢走向 nCalculations can be cumbersome when dealing with more periods 當面 對較多的時段 ,計算變得比較困難 36 Problem問題 1. Graph the demand using next slide data 利用下一頁資料將需求做成圖表 2. What is your best guess for demand for month 7? 七月最好的預測需求是什麼 ? 週期 需 求 37 Problem問題 月份 需求 三個月合計 下月預測 38 Problem (solution)問題 (答案 ) 39 Exponential Smoothing指數調平法 nProvides a routine method of updating item forecasts提供定時更新預測的方法 nWorks well for stable items對穩定的產品十分有效 nIs satisfactory for short-range forecasts 對短期的預測效果較好 nDetects trends, but lags them 能夠偵測趨勢走向 ,但是會落後於趨勢 40 Seasonality季節性 nMeasures the amount of seasonal variation of demand for a product對一個產品計算其季節性需求的數量 nRelates 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 季節性指數 季度平均銷售 全部季度的平均銷售 41 Developing Seasonal Sales Indexes草擬季節性銷售指數 Quarter Average Quarterly Sales/100 Seasonal Index 1 128/100 = 1.28 2 102/100 = 1.02 3 75/100 = 0.75 4 95/100 = 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 季節性指數 平均每季銷售 季 42 Seasonal Sales季節性銷售 全部季度的 平均銷售量 季度銷量 時間 銷量 43 Tracking the Forecast預測跟蹤 Forecasts are almost always wrong Why track the forecast? 預測通常是錯誤的 ,為什麼要跟蹤預測 nTo plan around the error in the future n以現時誤差的幅度來調節預測 nTo measure actual demand versus forecasts量度實際的需求對比於預測 nTo improve our forecasting methods 改進我們的預測方法 44 Forecasts Can Be Wrong in Two Ways預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測並不相同 Bias exists since the cumulative variation is not zero 偏差的存在是因為累計變化並非為零 月份 預測 實際 變化 45 Forecasts Can Be Wrong in Two Ways預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, but there is random variation each month 即使沒有偏差 ,每個月都會有隨機變化 月份 預測 實際 變化 46 The ERP System企業資源計劃系統 n Materials management物料管理 n Forecasting定單預測 n Master Planning總排期 n MRP物料需求計畫 n Capacity Management產能管理 n Inventory Management庫存管理 n Quality Management & Purchasing 品質管理和採購 n JIT Manufacturing即時生產製造 n Quality品質 47 Master Planning總排期 nLevel production plan for make-to-stock products平衡按倉存生產的生產計劃 nRelationship of resource requirements planning to production planning 資 源需求計劃對生產計劃的相互關係 nPurpose of a master production schedule (MPS) and relationship to the production plan總生產排期的作用以及和生產計劃的關係 nMPS and rough-cut capacity plan 總 生產排期和粗略產能計畫 nRelationship of the MPS to sales and the ability to promise delivery 總生 產排期和銷售以及承諾交貨期的能力之間的相互關係 48 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 o W hat are the demand priorities? 什麼是需求優 先順序 ? o W hat capacity is required? 需要什麼樣的產能 ? o W hat capacity is available? 有多少產能可以運用 ? 商業計劃 生產計劃 總生產排期 物料需求計劃 生產控制活動與採購 計劃 執行 49 Making the Production Plan 擬定生產計畫 Definition:定義 .setting the overall levels of manufacturing output. .決定整體的生產量 APICS Dictionary 字典 Production planning is concerned with生產計劃是針對 nPlanning for each product group每個產品系列的計畫 nMeeting desired inventory levels符合庫存水平需求 nDetermining resources needed決定所需要的資源 nComparing with available resources和可利用的資源比較 50 Typical Characteristics典型的特徵 n 12-month time horizon n 十二個月的時間圖 n Fluctuating or seasonal demand n 變動和季節性需求 n Plan made for product families n 以產品系列作計畫 n Variety of management objectives n 管理目標的變化 51 Developing a Production Plan 發展生產計畫 Three basic strategies can be used: 有三個基本策略可以運用 nMatch/chase配合 /追趕 nLevel平均分配 nCombination/hybrid結合 /混合 52 Chase Strategy追趕策略 生產 銷售 53 Chase Strategy追趕策略 Advantages:優點 nStable inventory庫存穩定 nVaried production to meet sales requirements 各 樣的生產符合銷售需求 Disadvantages:缺點 nCosts of hiring, training, overtime, and extra shifts人 工 ,培訓 ,加班 ,額外的班次工作成本 nCosts of layoffs and impact on employee morale 解 雇以及影響雇員士氣的成本 nPossible unavailability of needed work skills 可 能得不到所需要的工作技能 nMaximum capacity needed需要最大的產能 54 Level Production Strategy 平均分佈生產策略 55 Level Production Strategy 平均分佈生產策略 Advantage:優點 nSmooth, level production avoids costs of demand matching 穩定平均 的生產可避免需求匹配而產生的成本 Disadvantage:缺點 nBuildup of inventory增加庫存 56 Combination Strategy混合式策略 57 Combination Strategy混合式策略 nProduces 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能生產 nProduces at a lower rate (or does not produce) during the rest of the cycle 在 其餘的時段生產量較低（或停產） nMakes use of available capacity, yet limits inventory buildup and inventory carrying costs 儘量 利用產能 ,但限制庫存增長 ,庫存會帶來成本增加 58 Make-to-Stock Production Plan 按庫存生產計劃 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 o Demand is constant and predictable 穩定且可預期的需求狀況 o Only a few product options exist 只有幾種產品可以選擇 o Delivery times are shorter than time needed to make the product 交貨期小於產品制造期 59 Make-to-Stock Production Plan 按庫存計劃生產 Information needed所需的資訊 nForecast by time period for the planning horizon在計劃時間範圍內以時間階段做預測 nOpening inventory開始庫存 nDesired ending inventory最終所需庫存 60 Level Production Plan平均分佈生產 例子 : 開始結存 = 50 單位 最終結存 = 40 單位 每週期生產數量 = 單位 第 1週期之最後結存 = 開始倉存 + 生產數量 - 需求預測 = _ + _ _ = _ 單位 生產所需總數 =總預測需求 + 最終結存 - 開始倉存 =_ + _ _ = _ 單位 61 Level Production Plan平均分佈生產 (solution) (答案 ) 例子 : 開始結存 = 50 單位 最終結存 = 40 單位 每週期生產數量 = 單位 第 1週期之最後結存 = 開始倉存 + 生產數量 - 需求預測 = 50 + 58 55 = 53 單位 生產所需總數 =總預測需求 + 最終結存 - 開始倉存 = 300 + 40 50 = 290 單位 290 = 58 62 Problem問題 Opening inventory開始庫存 = 400 units Production生產量 = 1,300 units Demand需求量 = 1,100 units Ending inventory = opening inventory + production demand 最終庫存開始庫存生產量需求 What will the ending inventory be?最終庫存將會是多少？ 63 Problem (solution) 問題 (答案 ) Opening inventory開始庫存 = 400 units Production生產量 = 1,300 units Demand 需求量 = 1,100 units Ending inventory = opening inventory + production demand 最終庫存開始庫存生產量需求量 400 + 1,300 1,100 = 600 units 64 Problem問題 Opening inventory 開始倉存 = 250 units A production line is to run at 500 units per month. Opening inventory Is 250 units, and sales are forecast as shown. Calculate the expected Planned inventory for each month.一條生產線每月可以生產 500個單位產品，初始 庫存量是 250,預測銷售在表格中己顯示出 ,請計算每一個月的計劃庫存數 65 Problem (solution) 問題 (答案 ) Opening inventory 開始倉存 = 250 units 66 Problem問題 A company wants to develop a level production plan for a family of Products. The opening inventory is 200 units, and an increase to 260 Units is expected by the end of the plan. The demand for each period Is given below. How much should the company produce each period, And what will be the ending inventory in each period?一間公司要對產品系 列設立平均生產計劃 ,初始庫存是 200,計劃結束時會增加到 260,每一個時段的需求己經列 明 ,那麼每個週期應生產多少 ?每個週期的最終庫存又是多少 ? Total planned production 總計劃生產數 Period production 週期生產數 67 Problem (solution) 問題 (答案 ) Total planned production 總計劃生產量 = 1,440 + 260 200 = 1,500 units Period production 平均週期生產量 = 1,500 / 6 = 250 units 68 Chase Strategy追趕策略 Produce exactly what is needed each period 每週期只生產所需要的數量 Example:舉例 Cost of plan: $20 per unit to change production leve l計劃費用：改變生產水平每單元需 20元 Changing production level改變生產水平 =50 x $20= $1,000 Inventory carrying cost庫存運作成本 = 0 Total cost of the plan總計劃成本 = $1,000 69 Subcontracting外發 Advantages:優點 nNo excess capacity 沒有多餘產能 nLevel production 平均分佈生產 Disadvantage:缺點 nCosts of subcontracting 外 發成本 Meet demand by subcontracting 以外發生產方式以達到客戶需求 70 Resouce Requirements Planning資源需求計劃 Production plan must be compared with existing resources生產計劃一定要和現有的資源比較 n Are required resources available? n 所需的資源是否足夠 ? n If not, how will differences be reconciled?如果不足 ,如何解決這問題 ? 71 Bill of Resources資源清單 Shows the quantity of critical resources needed to make one “average” unit of the product group 列出主要資源數量去計算產品類型的平均單位 72 The ERP System企業資源計劃 n Materials management物料管理 n Forecasting定單預測 n Master Planning總排期 n MRP物料需求計畫 n Capacity Management產能管理 n Inventory Management庫存管理 n Quality Management & Purchasing 品質管理和採購 n JIT Manufacturing即時生產製造 n Quality品質 73 Master Production Schedule 總生產排期 States requirements for individual end items by date and quantity 說明獨立最後項目的需求日期及數量 o C onstrained by and supports the production plan受生產 計劃限制但亦支持生產計劃 o “ Disaggregates” the production plan ” 分解 ”生產計劃 74 Objectives of Master Scheduling總排期目標 nMaintain desired level of customer service維持客戶要求的服務水平 nMake best use of resources資源最好的利用 nKeep inventories at desired level 將庫存保持在需要的水平 75 Inputs to Master Scheduling Process總排期程序的輸入 nProduction plan生產計劃 nForecast預測 nOrders from customers客戶定單 nAdditional independent demand額外的獨立需求 nInventory levels庫存水平 nCapacity constraints產能限制 76 Relationship to Production Plan和生產計劃的相互關係 77 Steps in Making an MPS 製作 MPS的步驟 nMake a preliminary MPS製作初步的總排期 nPerform rough-cut capacity planning 制 定粗略產能計劃 nResolve differences解決其中的差異 78 Preliminary MPS 初步的總生產排期 Lot size批量 = 50 units Calculate the projected Available at the end of each period 計算每一個週期可用結餘數 79 Preliminary MPS 初步的總生產排期 Lot size 批量 = 50 units 80 Problem問題 The opening inventory is 200, the part is manufactured In lots of 1,000. Prepare the MPS. 初始庫存數是 200,每次生產批量是 1000,安排 MPS 81 Problem (solution)問題 (答案 ) 82 Rough-Cut Capacity Planning 粗略產能計劃 Rough-cut capacity planning checks whether critical resources are available to support the preliminary master schedule 以粗略產能計劃去檢查關鍵性資源是否足夠支持初期的總生產排期 A resource bill shows the time required for individual items on a critical resource 一個資源清單可以顯示出一個關鍵性資源對各別項目的時間需求 83 Resolving Differences解決差異 If required capacity exceeds available capacity 如果需求的產能超過可用的產能 nCapacity must be increased產能必須增加 or或 nPlan must be altered計劃必須改變 84 The MPS總生產排期 The MPS is not總生產排期不是 nA sales forecast銷售預測 nA wish list許願清單 nA final assembly schedule最後的總裝排期 The MPS should be總生產排期必需是 nThe anticipated build schedule預期的製造排期 nRealistic and achievable實際且可完成的 85 MPS and Delivery Promises 總排期和交期承諾 nAs orders are received, they “consume” available production and inventory 收到 定單後 ,會 ”減少 ”可用之生產及庫存結餘數 nAny part not consumed is available-to-promis 任何沒有被減少的就是可承諾定單數量 86 Available-to-Promis