MindMap Gallery Supply chain management-production operation strategy (applicable to machinery and equipment)
Demand management/production planning/material control/inventory control, the purpose of supply chain management: to meet the increasingly unreasonable demands of customers with the lowest possible sluggish inventory, thereby achieving rapid turnover of corporate inventory.
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This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
supply chain management Production operations strategy
The purpose of supply chain management: to meet the increasingly unreasonable demands of customers with the lowest possible sluggish inventory, thereby achieving rapid turnover of corporate inventory
Demand management
From the perspective of demand and production capacity, any demand of any industry or company cannot exactly match your production capacity. How to carry out "moving mountains and filling seas" and "peak-shaving and valley-filling"---advancing or postponing demand to meet production needs? Meet demand as much as possible while achieving "balanced production"
Gross - Sales Demand
Customer demand data - "Market Insights" looks at the macro, industry trends, and customers
Gross - Forecasted Demand
Historical Sales Data - Passive Forecasting - High Risk
Gross demand is in an "unconstrained" state, and the final demand plan must consider "inventory control variables" Output: "MPS Master Production Plan"
master production schedule
Master Production Schedule (MPS, Master Production Schedule) is a planning tool that mainly plans materials with independent requirements (what to do and when to do it). It is a bridge between market demand and factory capacity. Its output can be used as the source of MRP.
Production plan PS: reducer manufacturing plan/parts finished product manufacturing plan
Resource control plan: Plan annual resource plan based on annual order plan
Material Requirements Planning
Determine the use of internal and external resources based on supply capacity assessment "Dynamic Capacity Assessment" and inventory strategy
Personnel needs planning
Rapid development based on the company's high quality
Equipment requirements planning
Based on the "internal" resource investment part of "Dynamic Capacity Assessment", it can also be used as a source-supplier equipment
site requirements planning
Based on equipment, inventory control, and work activity space
process control plan
Based on product design, the process has been reliably verified - there is a quality control plan to ensure delivery
Material Requirements Planning
Material Requirement Planning (MRP, Material Requirement Planning) refers to converting demand into a demand plan for materials based on various demands (orders, forecasts, master production plans) and considering product structure (BOM), inventory, basic material data and other information. What to produce and when to produce, what to purchase and when to purchase)
Demand time fence: The demand time fence is a point in time during the MPS/MRP planning period, set between the current date and the planning time fence (between the current date and DTF, including confirmed customer orders. During this period , the production plan cannot be modified except after careful analysis and modification approved by superiors.
Planning time fence: The planning time fence is between the demand time fence and the last date of the planning period. Between the demand time fence and the planning time fence, it includes actual and forecast orders, while after the planning time fence, only the forecasted orders are included. Customer orders.
data analysis
Positive - there is a sales forecast
Based on "Requirements Management"
Reverse-No Sales Forecast-Grab Method
Sales model-important parts analysis
Production picking - filtering workshop/scrap repair abnormal picking
Inbound and outbound running account - abnormal data needs to be filtered
The analysis results should be fully evaluated - the results are used to adjust the execution of "planned orders" in a timely manner - to correct the "inventory threshold" to maintain corporate cash flow
Planning
Data cleaning:
1. Production picking-filter conditions: assembly workshop/date/material name/delete red words
1. One-level data - year, quarter, month/material category - use pivot tables for data summary
2. Second-level data - summary and perspective first-level data (previous year's data)
Eliminate end of life/set change-red
Mark materials with low consumption-non-standard/large models/new models-yellow
2. Sales Model - Parts Analysis
1. Condition confirmation: Determine whether it is a regular material/customized material (need to ask the customer for cooperation intention)
2. View product trends - set related demand materials - usage coefficient (guaranteed/impact)
Annual - Evaluates total usage over the past 2 years
Analyze single part-component cost object usage (observe monthly trends) and set component coefficients
Eliminate unstable customized materials (exclusive customers)
Summary based on component coefficient - Develop a single monthly reference plan usage (lower limit/average/upper limit)
3. Prepare gross-material requirements plan-evaluate the usage trend of materials (including ingredients)* combined with this year's "business goals"
Look at the usage in the past year (quarterly and monthly fluctuations)
3. Inbound and outbound journal - abnormal data needs to be filtered - not used yet
Material categories
raw materials
Steel, aluminum, forgings, die castings
Standard Parts
Needle rollers, rollers, gaskets, bearings, circlips, oil seals, O-rings, screws, set screws, flat keys, transition plates, jackets, locking nuts, reducing sleeves
Processed parts
Ring gear, output shaft, planet carrier, planet gear, sun gear, gear shaft, flange, rear housing, input shaft, intermediate shaft, angle housing, bevel gear, gear
Packaging materials
Carton wooden box, pearl cotton, shaft sleeve, anti-rust bag
Excipients
Tools, grease, cutting fluid, packaging boxes, labor protection supplies, bubble bags
inventory strategy
Pickup plan
External-Customer Pickup Plan
Internal-parts requisition plan
Inventory control variables:
1. Material production lead time
1. Production capacity/time*space
2. customer service level
2.1. Fluctuations in actual demand
3. ordering strategy
3.1. Economic batch size
3.2. Material availability
4. Quality control level-yield
5. PLC product life cycle
5.1. New productNPI
5.2. Suppose variable EC
5.3. End of life EOL
inventory planning
After passing the "Inventory Control Variable" constraint, the calculation satisfies the requirement of "day/week/month" to maintain inventory (safety stock)
Safety stock - dynamic maintenance (according to actual order trend vs. supply capacity) combined with supply-side delivery plan (our company takes the initiative)
Planned order execution PR
Granularity by time: annual, quarterly, monthly
The time point of analysis must be considered - it is dynamic, confirm the "generated MPS/MRP"
scenes to be used
Long-term - annual material requirements planning → not for actual execution of orders → as input for other resource items in "Resource Planning" (internal production, external suppliers)
Mid-term-T March plan for placing quarterly orders → increasing production delivery flexibility
Short-term - Calculate the difference rate = (actual usage - planned usage) / planned usage, adjust the T March production plan according to the actual demand trend, and actually use (weekly and monthly delivery plan) to balance inventory
Procurement plan P0
Standard Category - Supply Capacity (Filing Period)
Supply management - access, performance, volume and price, payment cycle
Based on quality-price-delivery-service
raw materials
Forgings and die castings - supply capacity (initiation period)
Steel, aluminum-supply capacity (filing period)
Production plan WO
Production Scheduling PS Fine Scheduling - According to the part production process/standard working hours - from equipment to people
Dynamic capacity assessment
Capacity calculation formula
[Unit hourly production capacity = (60 minutes * utilization rate) / standard working hours (minutes)] * production time / (day/month/year)
Standard working hours = program working hours, clamping working hours
Utilization rate = startup rate * performance utilization rate * yield rate
Power-on rate = power-on time/working time
Performance utilization rate = current man-machine ratio loss (for example - 1 person watching 1 unit 100%/unit, 1 person watching 2 units - 90%/unit)
Yield=Number of qualified products/Total number of production
Internal and external supply capabilities
Standard working hours (single process, overall)
Equipment efficiency*quantity, production hours*shift
Human-machine matching rate
Material planning level measurement indicator: complete set rate FKR
Complete set of reducer materials/complete set of process flow materials
Information management
As a support tool - business and financial integration - operational transparency - provide effective decision-making
Supply chain operation health check list
Delivery achievement rate OTD
Deliver resilient OTDD
Delivery ReliabilityOTDC
Inventory turnover ratioITO
Inventory accuracy IDA
Dead inventory E&O
Cash flow turnover C2C
Return on assets ratio ROL
Inventory holding cost ICC
Accounts receivable cycle ARD
Payable Period APD
Operating profit after tax PAI
Average inventory holding days DOS
Case: Company A and Company B both make similar reducer products, with sales of 100 million each. A-The company has a net profit of 20 million W, 50 employees, and fixed asset investment of 100 million; B-Company has a net profit of 1,000W, 100 employees, and fixed asset investment of 150 million; Gap analysis (marketing system analysis, production operation and maintenance analysis)? How to improve our performance? Where to start? How to control costs? How to effectively monitor improvements?