生产计划控制程序上市公司中英文版.doc

* 程序文件 Procedure Documentation编号No.:*W-07-12 生产计划控制程序 日期Date：08/09/01版本Edition: A Production Plan Control Procedure 9 /8页Page生产计划控制程序Production Plan Control Procedure文件编号Document No.：(*W-07-12)生效日期Efficient date：2008.09.01版 本 Revision ：A受控状态Controlled status：批准Approved by审核checked by会审review制定/修订Prepared /Revised by研发R&D工程engineering质量quality生产manufacturing供应purchasing销售sales行政人事HR财务finance安全后勤Security &logistics法务law变更记录Changing Record序号No.变更申请单号Change sheet No.生效日期Efficient date变更内容Change history变更页次Changepage No.版本/版次Revision (No.)10808280108.09.01文件由中文版调整为中英文对照版，文件版本重新改为A版The edition of document has been adjusted Chinese-English edition and renewed as A edition.8A1 目的：Purpose协调公司内部生产资源，满足销售需求。Coordinate the company internal production resources to meet the sales demands. 2 范围：Scope:本程序适用于公司的成品，零件车间。 This procedure is applicable to the company finished product and component factory.3 程序：Process3.1 流程：订单决定接受决定外购outsourcing外购计划进行采购生产能力确认生产计划安排生产进行进度控制交付销售部采购部，计划部 供应部 生产部生产车间销售部，报关 3.1 Flow:Decide to accept the orderSales Dept.Confirm the production capabilityDecide to outsourcingPurchasing and planning Outsourcing PlanDept.Provision Dept.Production Plan arrangementOutsourcingProduction on-goingSchedule ControlDelivery Production Dept. Production workshopSales & Customs3.2 生产计划安排Production Plan arrangement3.2.1订单一经确认后，生产部负责制定每月生产计划，供应部根据订单和每月生产计划所需品种，数量等确定外购材料及供应厂商，并按“采购控制程序(*P-07-06)”进行采购。Once the orders be accepted, Production dept. prepare the monthly production schedule, purchasing department will confirm the outsourcing materials and suppliers according to the kinds and quantities that required by orders and monthly production schedule, and purchase as per “Purchase Control Procedure (*P-07-06)”.3.2.2生产部根据订单交货期要求，将该订单的开始生产时间录入SAP系统，并按照最终确认的每周销售需求安排生产。Production department will arrange the production schedule according to the PO delivery requirements, put the PO production time to SAP system, then arrange production schedule as final weekly sales.3.3 生产安排及准备：Production arrangement and preparation:3.3.1生产车间确认销售需求后，应着手安排各有关人员实施。 Once the production workshop confirm the sales demand, they should start to arrange each related people to carry it out.3.3.2 采购人员应及时将有关外购原辅材料购入，以保证生产计划得到执行。Buyers should purchase the relevant outsourcing raw and auxiliary materials in time to make sure the production plan be implemented.3.3.3 IQC及时对进厂的原辅材料进行验收。IQC need to check and accept the purchased raw and auxiliary materials in time.3.3.4设备维修人员应对生产设备的良好状态负责，以满足生产需要。Equipment repairers should be responsible for keeping the production equipments in good conditions, and meet the production requirements.3.3.5 生产车间装配线的生产环境应保持良好。The production environment of assembly line in the workshop should be kept all right.3.3.6 有关资源不足之处，生产经理应及时提出并报主管领导批准。Production manager should put forward the insufficiency of relevant resources, and report to supervisor leaders for approval.3.3.7 研发部应及时提供技术图纸规范等，以加强技术方面的支持与指导。R&D department should provide the technical drawing criterions in time to strengthen the support and guidance in technical aspect.3.4 生产进度：Production Schedule:3.4.1 生产车间对每日的生产完成进行统计分析，并将每日生产状况上报生产部管理层。Production workshop should stat. and analyzes the daily production performance, and report the daily production status to the production department in proper ways.3.4.2 生产部必须了解生产计划的执行情况，并进行负荷分析。若生产计划得不到执行应分析造成原因。并及时向公司领导报告，并协调各方力量以完成计划， 必要时请求总经理协助。Production department should know about the implementation status of production plan and do burthen analysis. If the production plan cannot be carried out, analyze the root causes and report to company leaders, coordinate with each party to fulfill the plan, and ask general manager for assistance if necessary.3.4.3 生产计划调整应以不影响交货期为原则。Adjust the production plan without affecting the delivery term. 3.4.4生产计划对下述情况：Production plan be affected by the following conditions: a) 因销售订单或生产订单的错误造成的Caused by the mistakes of sales orders or production orders.b) 因材料未齐套和未能及时到料造成的Caused by incomplete materials and late delivery of materialsc) 生产线产能问题造成的Caused by capability of production lined) 因工艺原因：如测试问题、原材料问题、因产线产出少于标准产出的所有有影响生产计划导致承诺交货期有影响的原因，都要通过生产计划员与项目经理沟通讨论出有效的Recover plan，必要时项目经理需与销售或客户沟通达成一致。Process reasons：Such as test issue、raw material issue、output of production line less than the standardProduction planner needs to communicate and discuss with PM to get an effective Recovery plan for all causes that affect the production plan ,which also result in the impact on promised delivery term ; PM should communicate with sales or customers to come to an agreement if necessary.3.5 交货安排：生产部按顾客要求的交货日期、进度，确保100%按时交货。Delivery arrangement: Production department should assure the 100% timely delivery as per the customer required delivery date and schedule.3.6 当成品率异常，领用原材料无法达到生产量的需求，按以下流程填写超量原材料申请表进行有根椐的补料Fill out the “Requisition sheet for excess raw material” to add materials accordingly as per the following flow when the yield rate out of control and the reception of raw materials can not meet the demand of capacity.3.6.1 在生产过程中因工艺制程、设计缺陷等因素造成的材料浪费，需填写超量原材料申请表。Fill out the “Requisition sheet for excess raw material” when theres waste of materials, which is caused by in- process and design limitation during the production.3.6.2 车间在进行超量材料申请时需填写产品型号、零部件名称、数量，并在“超量原因”一栏作出详细的超量原因分析，同时在“责任人/单位”一栏签署责任人姓名、单位。Workshop should fill out the product type, component name and quantity when applying for the excess raw materials and write down the root cause analysis for excess materials in the “Root cause” column, sign in the “Principal/ Dept.” column with name and department of the principal.3.6.3 将超量原材料申请表递交至生产部、研发部、采购部、事业部、财务部实施串行核准。Submit the Requisition sheet for excess raw materialto workshop directors, production dept., R&D, manufacturing dept., Purchasing and project department to implement the serial approval.3.6.4 因工艺制程等因素导致的超量材料申请，在“研发部”一栏由研发工程师进行核准，同时，串行核准至制造部副总处即可。 “Requisition for excess raw material” that caused by in-process factor should be approved by RD engineers in the “RD Dept.” column, and perform serial approval to Manufacturing VP.3.6.5 因设计缺陷导致的车间材料超量申请，在“研发部”一栏需由研发副总进行核准，同时，需串行核准至事业部总经理处。“Requisition for workshop excess material” that caused by design limitation should be approved by RD VP in the “RD Dept.” column, and perform serial approval to general manager in project department.3.6.6 财务部核算后该表原件交物料计划安排物料采购，车间、仓库与财务保留表单原件。Finance will check and calculation the sheet then to arrange material plan, the original version to the workshop, warehouse and finance dept.4 相关文件：(1) 采购控制程序（*P-07-06）Purchase Control Procedure 5 附件：生产计划表 (*07-30)Production schedule超量原材料申请表（*07-122）Requisition for excess raw material客户计划流程图：需求 确认销售 销售定单数量,交期 反馈(物料,产能及周期)基于100%WO数量单位工站材料使用率物料计划生产计划 生成物料计划生产计划安排BOM用量1对1销售订单（SO）外部采购需求内部生产定单采购每一个成品原材料的实际用量生产订单（WO1）.WO2WO3 生产计划 循环与左边一样的生产流程用反冲法PO零件生产仓库根据WO发料收货产线退增料检验实时反映产线物料状况生产检验入库生产计划跟踪单个WO完成状况成品入库成品报废打包出货 PC/PM/Salse出货指令财务客户 反映准确的工和费CustomerPlan Flow Chart：SalesDemand Confirm Quantity of sales order, Feedback Delivery time (Material, production c