PMC control objectives include: quality control objectives, schedule control objectives, investment control objectives and safety control objectives.
What is PMC? PMC is an English portable media center.
What is production and material control (PMC)?
PMC is the abbreviation of "product material control", which means production and material control. Usually it is divided into two parts:
PC: Production control or production control (commonly known as production management by Japanese enterprises in Taiwan Province) is mainly responsible for production planning and production schedule control.
MC: Material control (commonly known as material control). Its main functions are material planning, material scheduling and material control (bad material control and positive material control).
Frequently in and out of the material control), etc.
What are the main aspects of capability analysis?
Production capacity analysis mainly aims at the following aspects:
1 What kind of model and manufacturing process?
2 Mechanical equipment used in the process (equipment load capacity)
3. Total standard time of products and standard time of each working procedure (human load capacity)
4 material preparation lead time
5. The size of the site required for the production line and warehouse (site load capacity)
What principles should be paid attention to in production scheduling?
When arranging production planning and scheduling, we should pay attention to the following principles:
1 delivery order principle: the shorter the delivery time, the more urgent the delivery time, and the earlier the production is arranged.
2 customer classification principle: customers can be divided into key customers and general customers. The more important customers are, the more attention should be paid to their schedules.
According to the sales volume, the company classifies customers according to ABC method. Class A customers should be given the highest priority, followed by Class B and Class C..
Principle of capacity balance: the production of each production line should be smooth, the production speed of semi-finished product line and finished product line should be consistent, and the machine should be negative.
To consider the load, there should be no production bottleneck, and there will be unexpected events.
Principle of process flow: the more processes, the longer the manufacturing time, which should be paid more attention to.
What can be easily caused by poor management of PMC?
The poor planning ability, control ability and communication and coordination ability of PMC are likely to cause the following phenomena:
1 Frequent shutdown of materials: due to unplanned production or unplanned materials, the progress of materials often fails to keep up, resulting in frequent downtime.
The work was delayed due to lack of materials.
2. Production is full and hungry: because we often stop work and wait for materials, when we expect them, the delivery time will naturally become shorter and the production time will be insufficient.
Only work overtime to catch the goods, sometimes starve to death, sometimes die.
3. Inappropriate material planning or poor material control, semi-finished products or raw materials can't be connected, and the ones that shouldn't come are big.
Pile, resulting in a large number of materials and semi-finished products piled up in the warehouse, and the production is naturally not smooth.
The production schedule only plays a formal role, and the production plan is out of touch with the actual production. Planning is one thing, making is another.
This plan won't work at all, it's just a formality.
5. Inappropriate sales forecast or analysis of production capacity can not make reasonable arrangements for production capacity, leaving no room for production planning.
The liquidity is not strong, the production plan changes frequently, and the implementation of the production plan becomes a bubble when there are many urgent orders.
6. The poor coordination between planned production and material progress affects the delivery date and reduces the company's reputation.
7 The production is often chaotic and the quality is out of control, which leads to frequent rework, which affects the implementation of the production plan and leads to disaster.
sexual cycle
order
After receiving the order, PMC needs to confirm whether this is a new customer or a new product. If it is a new customer or a new product, it is necessary to confirm the precautions of the order (including the sample list and the quantity inspection list), and follow up the relevant information according to the precautions of the order to ensure that there is no abnormality in the establishment and production of the order.
store requisition
After receiving the approved order, MC should first check the BOM, then analyze the material demand, calculate the standard consumption of material consumption = standard unit consumption * planned production *( 1+ set the standard defect rate) and the number of picking days, and determine the picking amount and arrival time of materials according to the confirmation of good products and physical objects in inventory to ensure that materials are not stopped, sluggish or hoarded.
Material anomaly
The incoming material quality control department of the supplier issues the Notice on Handling Incoming Nonconforming Products, and MC conducts special picking, sorting, rework, repair and batch rejection according to the actual situation, and confirms the delivery date of incoming materials with the purchaser in time. When dealing with emergency materials, MC should inform the incoming quality control department one day in advance, and ask the quality control department to make inspection results within 2 hours after the arrival of the materials. MC should track the warehousing and online until the order is delivered.
Design change material
After receiving the change notice, MC needs to confirm whether there is an order demand, and immediately take stock. If scrapped, the warehouse administrator will be notified immediately to handle all scrapped matters. If there is a formal order demand, the purchase order will be placed at the first time, indicating that the materials with design changes are required to be purchased within 8 hours. If the material is overhauled, MC needs to inform the production unit to put it in storage immediately after the overhaul. In case of limited use, MC shall notify the warehouse to identify and isolate according to the limited requirements. If the used inventory materials are less than one order, you should apply for scrapping. If it is to continue to use, MC should know the usage status of the inventory, and apply for scrapping if there is less than one order left.
Emergency material preparation
When the delivery time of the order is short and the material is unusually large, it will be difficult for the supplier to deliver. When placing a PR order, MC needs to indicate the reason and request a reply within 4 hours. MC will inform relevant departments of the final delivery date. If MC misses the order, it needs to explain the situation, deal with emergency materials and ensure the normal shipment of the order. MC needs to list the emergency materials in detail every week, and explain and track the abnormal situation at the weekly meeting.
Order change
After receiving the notice of order change, MC shall immediately make a delivery adjustment plan, and notify the supplier to change the parts that need to be delivered or the parts that need to be adjusted in quantity, and postpone the delivery of the parts with cancelled orders for three months as appropriate.
production plan
Three days in advance according to the material delivery date and purchase confirmation. If there is any abnormal situation, it is necessary to inform the supervisor in time and coordinate with the technology whether there are substitutes, negotiate with the plan to change the production plan, deal with relevant personnel and departments in time, and confirm the final result.
Unable to complete the delivery.
Notify relevant units and superiors in time when problems are found, and provide delayed delivery report and procurement three days before the delivery date of the order. After 8 hours, the final delivery date must be confirmed, and MC will immediately inform the relevant units of the final delivery date of the order.
Dull material
At the beginning of each month, MC makes suggestions according to the list of dull materials put forward by the warehouse. When the inventory turnover rate is extremely low or the materials are completely idle (corroded or damaged, etc.). ) and the amount is small, you should apply for scrapping. If the quantity is large, it can be returned to the factory, transferred, replaced, repaired, disassembled, used, sold, given away and destroyed. When there is an order demand and the inventory is qualified, the principle of first-in first-out should be followed, and the insufficient part (the highest inventory) should be re-placed.
Published on March 29th, 2005 18: 42 Lily Reading in the Snow (13733) Comments (125) Edit Collection Category: Learning Notes.
PMC control objectives include: quality control objectives, schedule control objectives, investment control objectives and safety control objectives.
What is PMC? PMC is an English portable media center.
What is production and material control (PMC)?
PMC is the abbreviation of "product material control", which means production and material control. Usually it is divided into two parts:
PC: Production control or production control (commonly known as production management by Japanese enterprises in Taiwan Province) is mainly responsible for production planning and production schedule control.
MC: Material control (commonly known as material control). Its main functions are material planning, material scheduling and material control (bad material control and positive material control).
Frequently in and out of the material control), etc.
What are the main aspects of capability analysis?
Production capacity analysis mainly aims at the following aspects:
1 What kind of model and manufacturing process?
2 Mechanical equipment used in the process (equipment load capacity)
3. Total standard time of products and standard time of each working procedure (human load capacity)
4 material preparation lead time
5. The size of the site required for the production line and warehouse (site load capacity)
What principles should be paid attention to in production scheduling?
When arranging production planning and scheduling, we should pay attention to the following principles:
1 delivery order principle: the shorter the delivery time, the more urgent the delivery time, and the earlier the production is arranged.
2 customer classification principle: customers can be divided into key customers and general customers. The more important customers are, the more attention should be paid to their schedules.
According to the sales volume, the company classifies customers according to ABC method. Class A customers should be given the highest priority, followed by Class B and Class C..
Principle of capacity balance: the production of each production line should be smooth, the production speed of semi-finished product line and finished product line should be consistent, and the machine should be negative.
To consider the load, there should be no production bottleneck, and there will be unexpected events.
Principle of process flow: the more processes, the longer the manufacturing time, which should be paid more attention to.
What can be easily caused by poor management of PMC?
The poor planning ability, control ability and communication and coordination ability of PMC are likely to cause the following phenomena:
1 Frequent shutdown of materials: due to unplanned production or unplanned materials, the progress of materials often fails to keep up, resulting in frequent downtime.
The work was delayed due to lack of materials.
2. Production is full and hungry: because we often stop work and wait for materials, when we expect them, the delivery time will naturally become shorter and the production time will be insufficient.
Only work overtime to catch the goods, sometimes starve to death, sometimes die.
3. Inappropriate material planning or poor material control, semi-finished products or raw materials can't be connected, and the ones that shouldn't come are big.
Pile, resulting in a large number of materials and semi-finished products piled up in the warehouse, and the production is naturally not smooth.
The production schedule only plays a formal role, and the production plan is out of touch with the actual production. Planning is one thing, making is another.
This plan won't work at all, it's just a formality.
5. Inappropriate sales forecast or analysis of production capacity can not make reasonable arrangements for production capacity, leaving no room for production planning.
The liquidity is not strong, the production plan changes frequently, and the implementation of the production plan becomes a bubble when there are many urgent orders.
6. The poor coordination between planned production and material progress affects the delivery date and reduces the company's reputation.
7 The production is often chaotic and the quality is out of control, which leads to frequent rework, which affects the implementation of the production plan and leads to disaster.
sexual cycle
order
After receiving the order, PMC needs to confirm whether this is a new customer or a new product. If it is a new customer or a new product, it is necessary to confirm the precautions of the order (including the sample list and the quantity inspection list), and follow up the relevant information according to the precautions of the order to ensure that there is no abnormality in the establishment and production of the order.
store requisition
After receiving the approved order, MC should first check the BOM, then analyze the material demand, calculate the standard consumption of material consumption = standard unit consumption * planned production *( 1+ set the standard defect rate) and the number of picking days, and determine the picking amount and arrival time of materials according to the confirmation of good products and physical objects in inventory to ensure that materials are not stopped, sluggish or hoarded.
Material anomaly
The incoming material quality control department of the supplier issues the Notice on Handling Incoming Nonconforming Products, and MC conducts special picking, sorting, rework, repair and batch rejection according to the actual situation, and confirms the delivery date of incoming materials with the purchaser in time. When dealing with emergency materials, MC should inform the incoming quality control department one day in advance, and ask the quality control department to make inspection results within 2 hours after the arrival of the materials. MC should track the warehousing and online until the order is delivered.
Design change material
After receiving the change notice, MC needs to confirm whether there is an order demand, and immediately take stock. If scrapped, the warehouse administrator will be notified immediately to handle all scrapped matters. If there is a formal order demand, the purchase order will be placed at the first time, indicating that the materials with design changes are required to be purchased within 8 hours. If the material is overhauled, MC needs to inform the production unit to put it in storage immediately after the overhaul. In case of limited use, MC shall notify the warehouse to identify and isolate according to the limited requirements. If the used inventory materials are less than one order, you should apply for scrapping. If it is to continue to use, MC should know the usage status of the inventory, and apply for scrapping if there is less than one order left.
Emergency material preparation
When the delivery time of the order is short and the material is unusually large, it will be difficult for the supplier to deliver. When placing a PR order, MC needs to indicate the reason and request a reply within 4 hours. MC will inform relevant departments of the final delivery date. If MC misses the order, it needs to explain the situation, deal with emergency materials and ensure the normal shipment of the order. MC needs to list the emergency materials in detail every week, and explain and track the abnormal situation at the weekly meeting.
Order change
After receiving the notice of order change, MC shall immediately make a delivery adjustment plan, and notify the supplier to change the parts that need to be delivered or the parts that need to be adjusted in quantity, and postpone the delivery of the parts with cancelled orders for three months as appropriate.
production plan
Three days in advance according to the material delivery date and purchase confirmation. If there is any abnormal situation, it is necessary to inform the supervisor in time and coordinate with the technology whether there are substitutes, negotiate with the plan to change the production plan, deal with relevant personnel and departments in time, and confirm the final result.
Unable to complete the delivery.
Notify relevant units and superiors in time when problems are found, and provide delayed delivery report and procurement three days before the delivery date of the order. After 8 hours, the final delivery date must be confirmed, and MC will immediately inform the relevant units of the final delivery date of the order.
Dull material
At the beginning of each month, MC makes suggestions according to the list of dull materials put forward by the warehouse. When the inventory turnover rate is extremely low or the materials are completely idle (corroded or damaged, etc.). ) and the amount is small, you should apply for scrapping. If the quantity is large, it can be returned to the factory, transferred, replaced, repaired, disassembled, used, sold, given away and destroyed. When there is an order demand and the inventory is qualified, the principle of first-in first-out should be followed, and the insufficient part (the highest inventory) should be re-placed.
Let's take a look at how the material control of manufacturing enterprises is defined. In a narrow sense, material control refers to the management and control of production materials, keeping inventory at the lowest level on the premise of meeting sales orders, such as the concept of zero inventory of Toyota JIT. Generalized material control refers to the control of production and logistics of the whole operation system. This process includes production planning, material demand and procurement, inventory management and other links, such as PMC (production and material control) management. What we want to discuss here is the broad concept of material control in manufacturing enterprises. From this concept analysis, material control includes two main contents, one center and two main contents: production scheduling and logistics management. One center is: focus on controlling activities. In terms of production schedule and material control, he is the boss of all production departments-Mr. Lei, MBA of Hong Kong Polytechnic University, and special lecturer of Times Guanghua. Based on the two main contents of material control, a center locates the material control department in this way.
The first role of the material control department: production scheduling, is the commander of the production system and the staff of the operating system.
As a link between sales and production system, Material Control Department is responsible for customers and the company's operation. Once the order is reviewed and accepted, it means that the manufacturing system has started, and once the manufacturing system has started to run, planning work must be combined with organizing work and controlling activities. The general manager of operations must make a plan for manufacturing the system. The main functional department of this work is the material control department. The planning of manufacturing system is to draw up an action plan to obtain various necessary facilities in the manufacturing process, and its essence is to plan the manufacturing system. The planning of manufacturing process is to draw up the action of actually transforming resources into products and services under the existing production facilities, and the essence is to produce products by using existing resources and production capacity. This is also an explanation of the content and necessity of the plan.
The main basis for making production plan is production capacity. Broadly speaking, the production capacity should not only be known, but also planned in advance (as mentioned above). Production capacity planning should reflect the number of products that the company can produce and sell. The material control department can judge that the future demand needs to increase the production capacity, or remove some production capacity, or maintain the existing production capacity. Generally speaking, production capacity planning is one of the first problems to be clarified in production planning, because it involves future production.
After the production capacity evaluation and planning are completed, when the production starts to run, it is necessary to make a specific production schedule. At present, manufacturing enterprises are generally based on the order-taking mode. In the case of processing and ordering production, the tasks are basically processing according to the order, and the production and operation are cyclical. There are many kinds of products produced by processing and ordering, and their operating characteristics are shorter than those of the planned standard products, and the requirements of customers are more demanding. The market is changing rapidly and the demand is very unstable. The progress plan of processing order production should do two tasks: to determine the processing sequence of each process; Deciding which machines or processes should be processed and which jobs should be processed usually includes making a specific scheduling rule. For example, the workpiece with the shortest cycle can be scheduled for production first.
The second function of the material control department: production control, which is the supervisor of the production system and the inspector of the operating system.
Production planning is the premise of effective production control. Production planning and control are two different stages, which can be called preparation stage and action stage. In the preparation stage, the material control department turns the forecast into a point schedule, completes the supplementary work of the plan, assigns tasks to the production department, then arranges the sequence of tasks, prepares a schedule to check the workload, and ensures that it does not exceed the level that the production capacity can bear. In the action phase, the function of the material control department is to assign tasks to the workshop supervisor. After that, the material control department will continue to guide, supervise and adjust the production plan, and the workshop must feed back the information that the workshop is implemented as planned to the material control department. Because this kind of feedback allows new action plans to be taken when necessary, feedback is the most important link in production control activities. Check the completion effect of the production department's plan and analyze the reasons for not completing it, that is, supervise the production efficiency of the production department. Is the operation of the relevant departments reducing the efficiency of the production department, or is the production department itself poorly managed? After analyzing the comprehensive efficiency, it has the right to order the responsible department that caused the decrease to make improvement.
The work of material control department to make production plan for production control process is repeated in this way. The ultimate goal is to deliver the products in time with good quality and quantity in the most efficient way. This process is similar to PDCA cycle.
The third role of the material control department: material control, is the housekeeper of the production system, both as the logistics department and as the general manager.
First of all, control activity is a process through which some aspects of manufacturing system can be changed to achieve the desired results. The goal of control process is to make the operation of manufacturing system meet its goal. Control itself is not the ultimate goal, but a means to achieve this goal, that is, to improve the operation of the system.
Secondly, production revolves around products, which are made of materials, and materials are the most important cost elements of products.
Third, there are bad things when there is production.
The purpose of factory management is to make a profit. The only way to make a profit is to reduce costs, and the biggest cost is materials. According to the above three points: how to control and reduce the inventory, improve the utilization rate of funds, and how to control the loss in the process, the static and dynamic control here is one of the key tasks for the material control department.
Based on the fact that modern production is basically a production mode of processing orders, the material control department will analyze the materials from the moment it receives the orders: 1. To analyze the material composition of products, R&D and technical department generally provide the material list of products; 2. Analyze the production process and phased production process of materials; 3. Query the available inventory quantity; 4. Loss analysis of each stage in the process; 5. Understand the procurement cycle and minimum purchase quantity of related materials. According to this information, the material control department makes a reasonable material demand plan to meet the requirements of the sales order, including the requirements of quantity and delivery quality. This is the first stage of control: on the basis of meeting the reasonable loss, ensuring to meet the delivery demand and achieving the goal of zero inventory.
"Cost" is the "eternal theme" of procurement. In the process of purchasing, we should strive to find a reasonable purchase quantity and the lowest price cost on the premise of ensuring quality. Seeking a supply chain also requires considerable skills: first, we must analyze the market structure and economic environment, and then evaluate suppliers from the aspects of quality delivery, price and capacity payment to ensure that the direct and indirect costs of procurement are minimized (in a word, procurement costs). The material control department is responsible for material planning and demand forecasting. In the environment of sharp fluctuation of supply chain, it is necessary to make materials fully meet the production demand without causing inventory backlog. This balance requires great skill. Of course, not only supplier evaluation, price management and financial cost analysis, but also delivery management, which is also one of the important factors restricting cost and inventory.
In the process of inventory control, there are the following operation modes: 1. Inventory material engineering management, such as bill of materials management, material classification and numbering management, material ABC analysis, etc. 2. Material control management, such as warehousing control, receiving and dispatching management of supplementary materials, loss control calculation of production materials, etc. 3. Material feeding planning and tracking and inventory control, such as FIFO, schedule control, minimum inventory and maximum inventory control, MRP and inventory (safety inventory) setting, etc.
In this process, in order to ensure that the production department can't exceed the reasonable loss, we must first formulate the reasonable loss standard of the corresponding materials, which is determined according to the past production situation, the nature of the materials themselves, the total order amount and other factors. Secondly, we will inspect and supervise the production system according to these loss standards, analyze the causes of excess losses, and formulate corresponding treatment measures. If the production system is poorly managed, it will be included in the manufacturing expenses or included in the assessment category. In order to strengthen the sense of responsibility of production system managers, seek more reasonable management methods or improve them from the technical level, communicate with purchasing personnel and suppliers to improve and deal with the materials themselves.
The control of materials by the material control department can be summarized into two functions: organizing materials and controlling materials, which have been introduced above. In addition, it is the function of organizing materials: all ordered materials must be tracked in place according to the required delivery date (that is, delivery management), and after the materials are in place, they should also track the quality status, deal with quality anomalies in time, and coordinate relevant departments or suppliers to rework, exchange or reprocess, so as to ensure that the production system has qualified materials to arrange production at the planned production time, and at the same time.
The fourth function of material control department: coordination function, which is the coordinator of production system and plays the role of communication and information transmission of operating system.
James moore, an American entrepreneur, famously said that the first principle of an organization is to coordinate the setting of material control departments in the whole production system, which shows the application effect of this principle. This is the inevitable result of the material control department as the main content of production planning and material control and the central function of control: it is the information center of production system, because it is the sales department representing customers (some factories, especially domestic factories, directly face customers and perform the function of sales documentary), and it is also the R&D and technical department. Right next to all departments of the operating system, all work arrangements come from the hands of the material control department, including the feedback information of the production system, which means that all normal and abnormal information about production is concentrated here.
Because the material control department has mastered this information, it is convenient to continue to guide, supervise and adjust the production plan, and it also provides more systematic progress and abnormal information for all departments, which is convenient for all departments to respond quickly to the adjustment and abnormality of production. The systematic transmission of these information can make the responses of various departments achieve synchronous results. This coordination also reflects the effect of the organization. Kōnosuke Matsushita, a famous Japanese enterprise management master, attaches great importance to this kind of organization and coordination. He said that one plus one equals two, which is a well-known arithmetic. But in the combination and deployment between people, if properly organized, one plus one may be equal to three or four or even five; If it is not appropriate, it may be equal to zero, and it is more likely to be negative. Therefore, from the perspective of information provision and coordination, the material control department takes into account the functions of organization and coordination.