simp_chinese.12.a_生产计划之解说(只限英文)ONLY ENGLISH-Production plann
生产作业指导书英文
生产作业指导书英文英文回答：Standard Operating Procedure (SOP) for Production Operations.Purpose.The purpose of this Standard Operating Procedure (SOP) is to establish clear and consistent procedures for all production operations within the organization. This SOPwill help to ensure that all products are manufactured to the highest quality standards, while maintaining safety and efficiency.Scope.This SOP applies to all employees involved in production operations, including:Production operators.Supervisors.Quality control inspectors.Maintenance personnel.Definitions.Batch: A specific quantity of product that is produced at one time.Lot: A group of batches that are produced under the same conditions.Operating Procedure: A set of instructions that describes how a specific task should be performed.Quality Control: The process of ensuring that products meet the required specifications.Standard Operating Procedure (SOP): A document that describes the standard procedures for a specific operation.Procedures.1. Pre-Production Planning.Review production schedule and ensure that all necessary materials and equipment are available.Calibrate and verify all equipment to ensure accuracy and functionality.Train operators on the specific production procedures for the scheduled products.2. Production.Follow the established operating procedures for each production task.Monitor production processes closely and makenecessary adjustments to maintain quality standards.Record all production data, including batch numbers, lot numbers, and any deviations from standard procedures.3. Quality Control.Inspect products at regular intervals to ensure they meet the required specifications.Conduct final inspections on completed products before they are released for distribution.Document all quality control inspections and any corrective actions taken.4. Maintenance.Perform regular maintenance on all equipment to prevent breakdowns and ensure optimal performance.Keep a maintenance log to record all maintenanceactivities and repairs.Calibrate and verify equipment regularly to ensure accuracy and functionality.5. Continuous Improvement.Monitor production processes and identify areas for improvement.Implement process improvements to enhance efficiency, reduce costs, and improve product quality.Train employees on new or updated operating procedures.6. Safety.Adhere to all safety regulations and wear appropriate personal protective equipment (PPE).Identify and mitigate potential hazards in the production area.Report all accidents and near-misses to the safety department.7. Documentation.Maintain a production log to record all production activities, including batch numbers, lot numbers, and any deviations from standard procedures.Keep quality control records, including inspection reports and corrective action plans.Retain maintenance logs for all equipment.8. Training.Provide comprehensive training to all employees involved in production operations.Train employees on specific operating procedures, quality control methods, and safety regulations.Conduct refresher training on a regular basis.9. Management Responsibility.Supervisors are responsible for ensuring that production operations are conducted in accordance with this SOP.Supervisors are responsible for providing training, monitoring production processes, and implementingcorrective actions.Management is responsible for reviewing and approving this SOP, as well as any updates or revisions.10. Performance Monitoring.Regularly review production metrics, including efficiency, quality, and safety.Identify trends and areas for improvement.Implement corrective actions to address any performance issues.Review and Revision History.This SOP will be reviewed and revised as needed to ensure that it remains current and effective. All revisions will be documented and approved by management.中文回答：生产作业指导书。
制造业生产计划管理英文书籍
制造业生产计划管理英文书籍Manufacturing Production Planning and Control.Introduction.Manufacturing Production Planning and Control is a crucial aspect of any manufacturing organization. It involves the coordination and management of resources, processes, and activities to ensure efficient and effective production. This book aims to provide a comprehensive guide to the principles, practices, and techniques used in manufacturing production planning and control.Chapter 1: Fundamentals of Manufacturing Production Planning.Manufacturing production planning is the process of planning, scheduling, and controlling the production of goods and services within a manufacturing organization. It involves the identification of production requirements,determination of the optimal production mix, allocation of resources, and monitoring and controlling the production process.The first step in manufacturing production planning is the identification of production requirements. This involves understanding the demand for products or services and translating it into production requirements. Production requirements can be derived from various sources such as customer orders, forecasted demand, and inventory levels.Once the production requirements are identified, the next step is to determine the optimal production mix. This involves deciding which products or services to produce, in what quantities, and when to produce them. The production mix should be optimized to maximize profitability, minimize costs, and meet customer demand.The allocation of resources is another crucial step in manufacturing production planning. Resources such as raw materials, equipment, labor, and capital need to be allocated efficiently to ensure smooth production. Resourceallocation should take into account the availability of resources, production requirements, and the capacity of the production system.Monitoring and controlling the production process is essential to ensure that production plans are being executed effectively. This involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Chapter 2: Production Scheduling.Production scheduling is the process of developing a detailed plan for the production of goods and services based on the identified production requirements. It involves scheduling production activities, allocating resources, and ensuring that production deadlines are met.There are various types of production scheduling methods, including forward scheduling, backward scheduling, and constraint-based scheduling. Forward schedulinginvolves starting with the first available production slot and scheduling activities forward in time. Backward scheduling, on the other hand, starts with the final production deadline and schedules activities backward in time. Constraint-based scheduling focuses on identifying and managing the constraints that limit production capacity and scheduling activities around these constraints.Effective production scheduling requires the use of advanced planning and scheduling tools. These tools help manufacturers to analyze production requirements, identify bottlenecks, optimize resource allocation, and generate detailed production schedules.Chapter 3: Production Control.Production control is the process of monitoring and controlling the production process to ensure that production plans are being executed effectively. It involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Production control systems are used to monitor and control the production process. These systems collect real-time data on production activities, analyze performance, and generate reports and alerts when issues arise. Manufacturers can use this information to identify bottlenecks, optimize production processes, and take corrective actions to improve production efficiency.In addition to production control systems, manufacturers also need to consider quality control and lean manufacturing principles. Quality control involves ensuring that products meet specified quality standards and customer requirements. Lean manufacturing, on the other hand, focuses on eliminating waste and improving production efficiency through continuous improvement and process optimization.Conclusion.Manufacturing Production Planning and Control is a critical aspect of any manufacturing organization. Itinvolves the coordination and management of resources, processes, and activities to ensure efficient and effective production. By understanding the fundamentals of manufacturing production planning, using advanced planning and scheduling tools, and implementing effective production control systems, manufacturers can optimize production processes, improve production efficiency, and meet customer demand.。
生产计划与控制
3. Classified based on the level of customization :
1.1 Basic Conceptions of POM
1. 生产管理的历史变迁(The Historical Evolution of PM) 4）前沿理论和方法 (1) 1980s 准时生产制 (2) 1990s 全面质量管理质量认证 精益生产业务流程重构 （3）2000s 电子化企业 供应链管理
Chapter 1 Introduction to Production System & POM
Contents
1.1 生产管理的一些基本概念 Basic conceptions of PM 1.2 生产系统的类型 The Classification of Production System 1.3 生产运作过程的组织 Organization of production system 1.4 生产管理的基础工作 Basic Production Management
1) POM就是对生产系统及其生产活动进行计划、组织和控制，把 投入生产过程的各种生产要素有效的结合起来，形成的有机体 系，按照最经济的方式生产出满足社会需要的产品或服务的管 理活动过程。
Production and Operations management (POM) can be defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services.
精选aav生产管理第12章ppt37jsj
總合生產計劃的成本
基本生產成本人員人工成本、正常工時或加班費用產量變動的相關成本聘雇、訓練、遣散費用存貨成本資金、倉儲、保險、稅負、毀損及產品過時趕工成本跟催、顧客喪失信心，喪失商機的機會成本
生產規劃佐理員
生產規劃人員或生管人員。最主要的功能與職責為生產管理，提供企業之長/短期的生產規劃，以有效應用企業資源且避免資源不當之浪費，並期達成最大的產品產出效率，以及符合顧客之要求。
比較三個方案的成本
平準化生產由來
TPS (TOYOTA production system): JIT (Just in Time)主要概念為零庫存、平準化生產、100%良品
平準化生產
在一時段內生產量維持某固定水準人員數目保持不變和低存貨好處藉由規劃讓整個生產系統 達到存貨及在製品最低因為製程的批量小，生產線變更快速整個生產系統的產量平穩外購件只在需要時送達且直接上線
總合生產規劃與其他活動的關聯性
服務業與製造業所用的總合性生產規劃基本上是一樣的.最大的差異在於製造業利用存貨來達到生產平準化，總合生產計劃之後的規劃活動.製造業和服務業則有很大的差異。
生產計劃的內在、外在因素
控制需求定價與促銷降價刺激淡季的需求調高售價及以提供公司最擅長的產品或服務互補性產品割草機與雪上摩拖車對需求的掌控非常有限調節產量較可行
二元式成本公式
利用數學解得生產率及員工數目
6.管理係數
經理人是最好的決策者
利用統計分析過去的決策，非最佳解
7.搜尋決策公式
任何形式的成本結構
利用搜尋模式尋找總成本曲線的最低點
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生產期間
銷售期間
期末存貨
未使用產能
總產能
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2
3
生产过程管理程序中英文版
1.0 Purpose目的To make sure that production processes of all products are in effective control so that a stable quality could be guaranteed, and customer requirements could be met.目的为确保公司所有产品的生产过程能够在有效的管理状态下进行，保证质量稳定，满足客户要求。
2.0 Scope范围Production of all Components made in our plant.本公司所有产品的生产过程。
3.0 Definitions定义Production delivery date: it refers to the delivery date marked in by Logistcis. All the planned processes must be satisfactorily completed before the date, including the final products inspection and packaging.生产交货期：是指物流部确认的交货期，在此之前必须完成所有的生产过程，包括最终检验及包装。
4.0 Procedure and Flow chart 程序及流程图4.1 Responsibility and authority职责与权限4.1.1 AQP dept is responsible for making the work instructions.项目部负责作业指导书制定。
4.1.2 Process engineer and quality engineer are responsible for making the inspection instruction ofproduction working procedure, and also responsible for planning reference points of differentworking procedure.工艺工程师与质量工程师负责制订生产过程工序检验指导书和过程检验标准，并负责策划各工序控制点以及生产工艺流程。
JIT准时生产方式介绍(英文版)
Katherine Hogan OISM 470W February 19, 2000
Presentation Overview
• Definition of Just-in-time Purchasing
• Different uses • How it will help your company • Examples of Just-in-time
Purchasing
Just-in-time Purchasing
• An approach to purchasing that requires long-term agreements with few suppliers
Brainstorming
How can just-in-time purchasing be used in your organization?
Demands on Purchasing of JIT
• Reduced number of suppliers • Stable and good communication
throughout a firm • Locating suppliers nearby • Long-term relationships • Helping suppliers to increase quality • Not to get hung up by single sourcing • Buying from small firms
Example - Faxban
Who uses it? • Honeywell started using this
with their suppliers
生产计划与控制 教学课件 ppt 作者 吴爱华 第7章
认和下达，主要是做好技术准备工作。所以计划允许变动，无代价。 计划员即有权进行更改。 生产计划与控制 机械工业出版社
7.2.3 MPS的修改与变更方式 为保证MPS的严肃性和稳定性，同时又要适应市场需求多变的要求 ，提高计划的灵活性和适应性，一般可采用滚动计划法来编制MPS。 时区1计划编制的很具体、准确性高，必须执行，不能更改；时区2 准确性一般，可以适当粗略，原则上不更改，但是根据实际，可以适当 调整；时区3 准确性较差，制定不必太具体，原则上可以任意更改。 经过一个滚动期，计划向后滚动一次。滚动期的大小一般取一个时
段或几个时段。可以定期滚动，也可以不定期滚动。
在每次滚动时，修改MPS可以采用全重排和净改变两种方法。
机械工业出版社
生产计划与控制
7.3 MPS的编制
7.3.1 MPS的报表 MPS报表集成了销售、计划、生产、库存等各方面的业务信息， 是多个相关业务部门所共享的文件。 1.MPS报表的输入。MPS报表的输入信息主要包括： （1）销售的预测和合同信息； （2）物料主文件中与物料管理有关的信息（提前期、需求时界、计 划时界；计划员代码；批量、批量增量；安全库存量等）； （3）库存量的信息。 2.MPS的输出。MPS的输出信息，是计划产品在未来各时段的需求量 、库存量、计划出产量和投入量、可供销售量等信息。
第7章 主生计划
【学习要点】 主生产计划的概念、作用及与其他计划的关系 主生产计划在不同业务环境下的对象和方法 主生产计划的时间参数 面向主生产计划的物料清单 主生产计划的编制过程 主生产计划的需求计算方法 最终装配计划
机械工业出版社
生产计划与控制
7.1 主生产计划概述
Lean Production(精益生产)
Copyright 2006 John Wiley & Sons, Inc.
15-7
Flexible Resources
Multifunctional workers
perform more than one job general-purpose machines perform
several basic functions
Cycle time
time required for the worker to complete one pass through the operations assigned
Takt time
paces production to customer demand
15-3
Waste in Operations
Copyright 2006 John Wiley & Sons, Inc.
15-4
Waste in Operations (cont.)
Copyright 2006 John Wiley & Sons, Inc.
15-5
Waste in Operations (cont.)
15-22
Small Lots
Require less space and capital investment
Move processes closer together
Make quality problems easier to detect
Make processes more dependent on each other
Forces cooperation Prevent over and underproduction While push systems rely on a predetermined
生产计划chap1
Shanghai Jiao Tong University
Dept. of Industrial Engineering
Classification of production system
Classified based on production process continuity:
Continuous flow production system Discrete production system
transformation
Desired outputs
automobile plant
steel, power parts, other materials
facilities, and workers
manufacturing and assembling
cars with high quality
Shanghai Jiao Tong University
Dept. of Industrial Engineering
Production system
Decision Decision
management
feedback Decision feedback
feedback
Supplier
input
Classified based on customization :
make to stock production for order
Classified based on industry :
manufacturing industry service industry
Shanghai Jiao Tong University
JIT准时生产方式简介(英文版)(ppt 20页)
paperwork • Formal communication
Why organizations use JIT Purchasing
• Reduce waste • Increased cycle times • Higher quality in products • Fewer suppliers • Reduction in warehouses • Dependable delivery
schedule • Innovation encouraged • Minimal paper work • Less formal
communication
Traditional
• Relatively large lot sizes • Less deliveries at higher
quantities • 2% rejection from supplier • Lowest price is main
function • Money saved • Reduced waste • Direct communication resulted in
less ambiguity between supplier and Honeywell • Time reduced
Exercise
We are opening a shop that makes different types of chairs.
Discuss in groups the advantages of being a shop with traditonal purchasing values and JIT values.
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Form 12a: Production Planning
© 2004 Systain Consulting GmbH Page 1 of 2
What is PRODUCTION PLANNING AND SCHEDULING
Production planning addresses the central questions of economics - what to produce,
how to produce, where to produce, how much to produce - within the context of
manufacturing plants. Thus through production planning manufacturers are able to
allocate production resources so as to meet customer requirements.
Production planning systems are designed for planning manufacturing production and
used to prioritise and schedule production across manufacturing plants, machine
capacity, labour resources and manufacturing processes.
Production planning enables forecasting and planning of manufacturing resource
requirements and machine capacity utilisation. This is to conserve manufacturing
resources – labour, machines and materials. Optimum resource utilisation can
maximise productivity and thus minimise production costs.
Production planning enables planning and tracking of manufacturing orders across
multiple areas of processing. Scheduling is based on order priority. Priorities for
productions are assigned for each processing area. This is to boost customer service.
Production planning maps provide a production schedule detailing
required production on each shift within each processing area. The production
schedule should be interactive, responding dynamically to contingencies in
production at plant level.
Whenever a schedule needs to be amended all of the existing jobs on the schedule
are impacted. So are subsequent processes for each and every one of these jobs.
Production planning maps require re-scheduling of production processes due to
machine breakdowns, amended customer orders, amended order priorities, delayed
deliveries of materials or production running slower than expected.
Comment 2:
In a manufacturing operation a ‘BOTTLE NECK’ is a situation that halts or slows
Production.
Theory of Constraints (TOC) basically says that a manufacturing (production) system
cannot produce at a rate higher than that of the constraints (bottle necks) in the
system. This is, by the way, a very logical assumption that is often overlooked.
Bottle necks have to be identified and have their production rate increased to have
any increase at all in the rest of the system. The traditional way of increasing
production is to put more materials on the floor and have everything work as fast as
it can. Result....lots of inventory build up, waiting on the bottle necks.
Note:
Why is it essential to establish and maintain a production planning and scheduling
system in factories ?