The hottest manufacturing ERP makes the plan stron

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Manufacturing ERP: make the plan stronger

China's automobile industry has experienced decades of trials and tribulations, and today it has become an important base for the production of complete vehicles and parts in the world. So some people say that China is the last and largest auto market in the world. At present, the world's auto and parts industry giants have entered China, and a new industrial pattern of China's auto industry has been formed. Chinese private enterprises are emerging, and a considerable number of large-scale component manufacturing enterprises with strong comprehensive strength have emerged, beginning to enter the global procurement supporting system

the sales of finished vehicles continue to grow, but the price and profit level of finished vehicles continue to decline. In order to survive, vehicle manufacturers continue to transfer business risks and cost pressures to suppliers, and Chinese auto parts enterprises are facing severe challenges

production and planning wrangle

a factory is a private auto parts enterprise in rapid development, which mainly produces auto chassis and body parts. Its customers are well-known auto main engine factories at home and abroad, such as Shanghai Volkswagen, FAW Volkswagen, Shanghai General Motors, North American general motors, etc. At present, the auto parts industry is characterized by multiple varieties, small batches, short delivery time and so on. People in the factory have proposed that the production process is also more complex, including stamping, injection molding, painting, powder spraying, silk screen printing, press fitting, heat treatment, finishing and so on. It is a hybrid manufacturing enterprise. At present, large demand fluctuations, inaccurate forecasts, frequent plan adjustments and emergency orders, and difficult to balance and flexible production are the biggest problems that affect the timely delivery of orders and production efficiency. According to the investigation, the production scheduling of the planning department of the factory is dominated by weekly planning. The problem now is that the basic data required for scheduling cannot be obtained in time or accurately from relevant departments, such as in transit quantity, in order quantity, in inspection quantity, existing inventory, allocated quantity, and BOM data. In addition, factors such as abnormal production (quality problems, equipment failures), project trial production, customer changes, etc. lead to frequent production plan adjustments. Some processes are scheduled, while some processes are not scheduled (intermittent). The production department complained that the planners lacked comprehensive and careful consideration of the factors affecting the production plan, resulting in the disconnection between planning and implementation. When the production cannot be delivered on time, the marketing department complains the planning department, which blames the production department, while the production department says that the problem of equipment and mold affects the production progress, and feeds it back to the planning department, which is difficult for the planner to coordinate with the relevant departments, so the delivery is delayed. The planning department said that if there is a problem with the mold and equipment in the production process, it should be solved by the production department. If it can't be solved or other departments don't cooperate, it should be fed back to the planning department. The planning department should give corresponding assistance, instead of pushing it to the planning department as soon as there is a problem as it is now. What's more annoying is that when the project is handed over to mass production after the trial production is passed, a large order is often suddenly placed, which makes it too late for the procurement. Either it is urgent to purchase, or it can only delay the delivery date. The planning department told the engineering department that it should be informed in advance before batch production, especially before large quantities of orders come to neimi control photoelectric encoder, so that the planning department can make material planning, or the engineering department can purchase by itself. The engineering department also said that before the trial production is passed, who dares to inform you to make a plan? On that day, the relevant departments of the factory sat together to discuss the optimization of the production plan preparation method, and whether to change the plan to be arranged by the planning department for the production department

should the plan delegate power

the production department takes the cost as the target, the planning department takes the delivery date as the target, and then takes into account the cost. First, there is a contradiction between the department goals. The planning department made plans, but the production department felt constrained and undesirable. If the plan is decentralized to the production department, from the perspective of the planners themselves, some feel that the work is relaxed, and the failure to deliver the goods is entirely the responsibility of the production department, while others feel that their rights are weakened, and they are worried that it will be chaotic once they are released. From the perspective of the company, planning and implementation should be separated. The planning department should plan and coordinate, and the production department should implement the plan and concentrate on completing the task

the plan is collected above, which is conducive to unified management. The overall effect of the company is good, and the inventory of each workshop can be minimized. The disadvantage is that the company's planning and project department should be very clear about the workshop production capacity and bottlenecks; The plan is placed below, which is conducive to the on-site organization of the workshop. The disadvantage is that it is limited by the level of workshop managers, and the workshop production is random, such as a large inventory of products in process, unbalanced production of various processes and workshops, affecting the delivery date, etc

at present, the planning department, as the command center of the company's production system, is not strong enough to coordinate the engineering, procurement, quality and production departments. The business process was not smooth, and there were a lot of documents, but they were put on the shelf, with two skins: regulation and implementation. The responsibilities of each department are not clear, and they do not care. In case of abnormalities, each department prevaricates and kicks the ball. This is related to the company's long-term working habits and corporate culture. If it is fundamentally solved, the company's leaders need to practice and make decisions decisively

matrix cross management

under the current manual situation, there are inevitably some problems in the plan project department and the plan in the workshop. There may be more problems in the workshop, which is contrary to the idea of centralized control of ERP system. The production department arranges its own plans, both as an athlete and a referee, and the company's planning department is unable to monitor. It is suggested that the plan should be arranged by the planning department, and at the same time, the workshop should be given a certain autonomy, so as not to lose flexibility. After going smoothly, the master plan will be gradually refined. A planner can be arranged in each workshop, which is under the management of the planning department. His role is to refine and fine tune the plan according to the actual situation of the workshop (equipment, manpower, materials), but the goal is to ensure on-time delivery. Secondly, hold production coordination meetings or on-site office meetings to coordinate and deal with various problems affecting the delivery time in time, and cultivate a corporate culture that takes into account the overall thinking habits and coordinated operations. Orders are life, and plans are orders. We should publicize the awareness of customers first, maintain the authority and seriousness of plans, and punish departments and personnel who do not arrange production according to the company's plans due to their own reasons, resulting in inventory backlog and customer complaints

the above management measures are taken from the institutional level. In order to establish a world-class manufacturing industry, we must manage the enterprise with advanced management ideas and support the enterprise with advanced management technical means. Because there is no unified information sharing platform, which leads to the isolation or lag of business processes and the formation of information islands. The root cause of all problems is the lack of information transparency, integration and synchronization. Based on the network and information technology foundation, which can basically solve these problems, the ERP system, which is guided by the market and customer needs, takes planning and control as the main line, and integrates the management of human, financial, material, supply, production and marketing resources, is undoubtedly a powerful tool to improve management. It uses rich tools and means to assist decision makers to minimize the above problems

ERP integrates and shares information

the implementation of ERP system in auto parts enterprises is a hard and happy process, and it is also the most profitable process. ERP system establishes an enterprise information sharing platform, so that one company can be counted, the internal supply chain of the enterprise can be opened, the human coordination between departments will be reduced, and the communication cost will be greatly reduced. The production plan and purchase plan are automatically calculated and arranged by the system. Once the planner checks the system, he will know which materials are in shortage and which capacity is insufficient, so he will focus on tracking (provided that the basic data is input into the system timely and accurately). The workload of the planning department will be greatly reduced, so we can have more energy to perform the process supervision responsibilities. The direct effect of the implementation of ERP system is the reduction of inventory, downtime and delayed delivery of the most important automotive lightweight materials. Due to a series of effects, such as the decline of inventory costs, labor savings, and purchase cost savings, production costs will inevitably be reduced, so that China's auto parts manufacturing enterprises can have international competitiveness. (end)

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