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MindMap Gallery Business Administration Production Management and Control
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Business Administration Production Management and Control
This is a mind map about production management and control in business administration, including production planning, production operation planning, modern production management and control methods, production operation control, etc.
Edited at 2021-09-29 23:05:20
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Business Administration Production Management and Control
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- Outline
Business Administration 5. Production Management
Production Plan
production capacity
concept
The maximum amount of a certain product that an enterprise can produce or the maximum amount of a certain raw material that can be processed by all productive fixed assets within a certain period of time and under certain production technology and organizational conditions.
Production capacity reflects the production volume within a year.
human ability
Number of personnel
actual working hours
Attendance
techinque level
ideological awareness
type
Design and production capabilities
design value
Check production capacity
Re-examine the approved production capacity based on existing production conditions and technical levels
Planned production capacity (actual production capacity)
The production capacity that an enterprise can achieve within the planning period based on existing production conditions and technical levels
Basis for preparing corporate annual and quarterly plans
Influencing factors
Amount of fixed assets
Number of devices
equipment in operation
Equipment being inspected, installed or prepared for inspection
Devices deactivated due to temporary lack of tasks
Fixed asset working hours
According to the current system of the enterprise, the specified work shifts, shift working hours, annual working days, and planned equipment repair time are related to
Fixed asset production efficiency
The output of unit equipment in unit time and unit area
accounting
Production capacity accounting under single variety production conditions
The production capacity of the equipment group (which needs to be calculated first)
=Effective working time of unit equipment*Quantity of equipment*Output quota
=effective working time of unit equipment*number of equipment/time quota
Time quota: the time required to produce a product
Production capacity of the job site
= (effective working time per unit area * production area) / (production area occupied by unit product * time occupied by unit product)
Assembly line production capacity
=effective working time of assembly line/assembly line beat
Assembly line beat: the time between two adjacent products
Production capacity accounting under multi-variety production conditions
representative product law
Select representative products: reflect the direction of the enterprise, have large output, occupy a lot of labor, and have representative technology
Calculation method
Calculate production capacity based on selected representative products
M=effective working time of unit equipment*number of equipment/time quota
Calculate conversion factors for other products
The conversion coefficient K of a certain product = the time quota of the product/the time quota of the representative product
Calculate production capacity of other products
Convert the planned output of a specific product to the product that represents the product = conversion coefficient of a certain product * planned output
Calculate the proportion w of the output of each product in the total output
Calculate the production capacity of each specific product =w*M/K
hypothetical product approach
Suitable for complex product varieties, large differences in product structure and process, and it is difficult to determine the representative product
Calculation method
Determine the Taiwan hour quota for the hypothetical product
=ΣThe proportion of each product in the total output*the Taiwan hour quota of the product
Calculation equipment group assumes the production capacity of the product
=Effective working time of unit equipment*Quantity of equipment/Assumed unit hour quota of the product
Calculate the production capacity of each specific product of the equipment group
= Assumed product production capacity * Proportion of each product in total output
Production Plan
Sort by time
Medium and long-term production plan (3-5 years)
Annual production plan (1 year)
The core of the annual business plan
A programmatic plan to determine the production level of an enterprise
production operation plan
Detailed breakdown of annual production plan
Daily, monthly and quarterly breakdown
Production planning indicators
Product variety indicators
ol
Product capital profit rate
market capacity
The degree of impact of products on the national economy and people’s livelihood
Product quality indicators
Intrinsic quality indicators of the product itself
Product average technical performance
Product quality points
Work quality indicators during product production
Quality loss rate
Rejection rate
Finished product return rate
Product output index
Sales amount
Determining method
break-even analysis
Fixed cost/(unit price-unit variable cost)
Product output value index
Industrial output
Calculated based on the final results of the enterprise
Reflects the total scale and level of industry within a certain period of time, including the value of inventory goods
Industrial commodity output value
The value of goods produced by an industrial enterprise within a certain period of time and scheduled to be sold outside the enterprise
Industrial added value
Calculated based on the final social outcome
More truly reflects the issue of production value
Arrangement of product production schedule
Depends on the production type of the enterprise and the production technology characteristics of the product
Production type
Large-scale mass production enterprises
mass production enterprise
Products with larger output
Evenly divided into seasons and months
Products with smaller volumes
Centralized production, production according to customer needs within the same month
Single piece small batch production enterprise
Prioritize projects with high delay fines, national key projects, and long-term projects
production operation plan
Is the execution plan of the production plan
Features
short planning period
Plan content is specific
The planning unit is small (class, day, week, etc.)
Period volume standards (operation plan standards)
Large-scale mass production enterprises
Beat (rhythm): the time between products before and after
Standard work instruction chart for assembly line
Work-in-progress quota: the necessary, minimum reserve amount of work-in-progress
Batch rotation production enterprises
Lot size: the quantity of the same product or part input or output at one time
Production cycle: the time required for a batch of products or parts from input to output
Production interval: = batch size/average daily output
production lead time
Single piece small batch production enterprise
Production cycle
production lead time
Work plan preparation
Level: factory level (highest), workshop level, team level
Preparation method
Work in process quota method
Suitable for large-scale mass production enterprises
The output of this workshop = the input amount of subsequent workshops. The external sales volume of semi-finished products in this workshop (the semi-finished product quota in this workshop at the end of the period - the semi-finished product inventory in this workshop at the beginning of the period)
The input amount of this workshop = the output of this workshop, the planned allowable scrap volume and loss (the final work-in-process quota of this workshop - the estimated work-in-process balance of this workshop at the beginning of the period)
Lead time method (cumulative numbering method)
Suitable for batch production enterprises
lead time method
The input lead time of this workshop = the production lead time of this workshop This workshop’s production cycle
The production lead time of this workshop = the input lead time of the subsequent workshop insurance period
cumulative numbering method
The cumulative production number of this workshop = the cumulative production number of the last workshop The production lead time of this workshop * the average daily output of the last workshop
The cumulative number of inputs in this workshop = the cumulative number of output in the last workshop. The input lead time of this workshop * the average daily output of the last workshop
advantage
Develop balanced work plans for each workshop
production cycle method
Suitable for single batch and small batch production enterprises
Modern production management and control methods
Material Requirements Planning (MRP)
concept
Dividing various required materials in enterprise products into independent requirements and related requirements, and determining material requirements in different periods according to time, a new method for ordering inventory materials has been produced, namely the material requirements planning method
Independent demand: The market determines its output, such as ballpoint pens
Related demand: independent demand determines its output, such as pen holders
Fundamental
Follow the final product and production plan to derive the demand quantity and demand time of the required related materials.
Determine the production start time of the material based on the demand time and production cycle of each related material. So the difference in material requirements planning is the future demand
Main input information
Master production plan (product production plan)
The most important input information is the final product quantity
Determined by customer orders, sales forecasts and spare parts requirements
Bill of Materials (Product Structure Document)
Reflect the product's structural level and the demand for components at each level
Inventory handling information (inventory status file)
Record the existence status data of the product and all its components
Main output information (output report)
main report
As the most common and primary report for inventory and production control
Auxiliary report
Secondary reports, mainly forecasting future demand and reporting serious material deviations
Manufacturing Resource Planning (MRP II)
three parts
planning and control process system
basic data system
Financial System
Features
Plan consistency and feasibility
Sharability of data
dynamic adaptability
Simulation Predictability
Uniformity of logistics and capital flows
Enterprise Resource Planning (ERP)
Production control module (core)
master production schedule
Material Requirements Planning
Capacity Requirements Planning
Production site control
Manufacturing Standards
Logistics management module
Distribution management, inventory control and purchasing management
Function: important conditions and guarantees for production operation
Financial management module
Accounting and Financial Management
Role: Summarizer of information
Human Resources Module
Toyota Production System (TPS)
Concept: Start from demand and avoid wasting resources
specific ideas and methods
Just-in-time (JIT) (core content)
Pull production system (pull production according to demand)
Pursue an inventory-free model
Automation, i.e. automated defect control
An important means of quality assurance in Toyota’s just-in-time production system
Technical means, automatic detection of abnormal conditions, automatic shutdown, automatic alarm
The two pillars that run through the Toyota Production System
Standardized work
standard cycle time
standard operating sequence
Standard work in progress inventory
Multi-skilled operator (generalist)
Kanban management system
Meaning: an information system that controls the production activities of each process in the production process
Function
Display work instructions for production and shipping
Prevent overproduction and overshipping
Perform "visual management"
Tools for improvement
type
Material Receiving Kanban: Indicates information such as the quantity of materials that should be collected in subsequent processes.
Production Kanban: Displays information such as the quantity of items that should be produced in the previous process.
Usage rules
Unqualified products will not be submitted to subsequent processes.
After-process pick-up
Only produce the quantity of work received by subsequent processes
balanced production
Improve management level by reducing the number of Kanban boards
All members participate
total quality management
Based on full participation
production operation control
Production progress control
Target
Just-in-time production
content
Invest in progress control
Process progress control
Production progress control
Work in progress control
Work-in-progress concept: 1. Parts and products that exist in all aspects of the production process from the time they are put into production until they are put into storage after passing experience. 2. Divided into blanks, semi-finished products, finished products before storage and workshop work-in-progress
control principle
Reserve a certain amount of work-in-progress to ensure rhythmic, continuous and balanced production
Shorten production cycle and improve efficiency
Work in progress quota
Massive assembly line production conditions
Inside the assembly line
Process work in progress, transportation work in progress, turnover work in progress and insurance work in progress
between assembly lines
equal beats
Shipping work-in-progress and insurance products
Street photography is not equal
Turnover work in progress and insurance products
Batch production conditions
Work-in-progress quota within the workshop
Semi-finished product quota between workshops
Inventory control
concept
Effectively control various items and products throughout the entire process to maintain good inventory levels
Consequences of unreasonable inventory
Inventory is too large
Increase in storage fees
occupy funds
Product intangible loss
Enterprise resources are largely idle
Cover up conflicts in business operations
Inventory is too small
Decline in service level
Insufficient supply of materials
The order cycle is shortened, the number of times is increased, and the cost is increased
Affects the balance of the production process
Implementing inventory management is to reduce [inventory costs]
Warehousing costs
The cost of maintaining inventory and the deterioration and damage of inventory materials; the interest on funds used to purchase materials.
Ordering cost
The contact, negotiation, transportation and other costs required for each order are related to the number of orders.
opportunity cost
Insufficient inventory brings out-of-stock losses; the capital cost occupied by the material itself, including the income generated by the investment of this capital
Control Method
Quantitative control method (order point method)
When the inventory reaches a certain predetermined value (order point), a [fixed batch] order request is issued.
Periodic control method (order interval method)
Every certain period, issue [unfixed batch] order request
Pareto method (ABC classification)
Category A
The types of materials in the library account for 5-10% of all varieties, but the funds account for 70% of all funds.
Category B
The types of materials in the library account for all varieties and the funds account for 20% of the total funds.
Category C
The types of materials in the library account for 70% of all varieties, but the funds account for less than 10% of the total funds.
production scheduling
Concept: The process of organizing and executing the production schedule, supervising, inspecting and controlling the production process, and making timely adjustments when deviations are discovered
basic requirements
Fast and accurate
in principle
Based on the production schedule (basic principle)
Highly centralized and unified
Focus on prevention
Proceed from reality and implement the mass line
organize
Large and medium-sized enterprises
Factory level, workshop, section
small companies
Factory, workshop
Scheduling work system
Scheduling duty system
dispatch reporting system
Scheduling meeting system
On-site scheduling system
Group meeting system before and after classes
production control
concept
In order to ensure the realization of the production plan objectives, in accordance with the requirements of the production plan, the activities of inspecting and supervising the entire process, analyzing deviations and making reasonable adjustments
Broadly speaking: the entire process control from production preparation to production to finished product delivery and storage. Including planning, production schedule control and adjustment, inventory control, quality control, cost control
Narrow sense: production progress control of production activities, also known as production operation control
Purpose
Optimize production organization and processes, improve the effectiveness of production management, and ensure the realization of production goals
Ensure that the production process proceeds in a coordinated manner
Ensure production tasks are completed with the minimum manpower and material resources
Basic procedures (note the order)
1. Determine the standards for control
Analogy
Refer to the historical level of the company and the advanced level of the same industry
Decomposition method
quota method
Standardization method
2. Check the actual implementation according to the standard (measurement comparison)
deviation
positive deviation
actual value < target value
negative deviation
actual value > target value
For cost and man-hour indicators, positive deviation is good
For output, profit, productivity, positive deviation is bad
3. Control decisions
Analyze causes, formulate measures, and analyze expected effects
4. Implementation
control method
prior control
It belongs to feedforward control, and the focus of control is factors related to prior planning and execution.
control during events
It belongs to real-time control, and the focus of control is the current activities.
ex post control
It belongs to feedback control, and the focus of control is the next production activity.