MPS-MRP的計(jì)劃概念課件

ManufacturingPlaning-MRP/MPSApplicationPreparedbybySPChaoJun17,2002ManufacturingPlaning-MRP/MPSVariousManufacturingEnvironmentsDiscrete/CustomBatchRepetitiveProcessMoreProductsLowerVolumesFurnitureFixturesCommodityProductsOil,Gas,CosmeticsOneOfAKindAerospaceFewerProductsHigherVolumesCameras,ElectronicsVariousManufacturingEnvironmWhenYouMeetYourCustomer

DeterminesWhatYouForecastProductCompletionAssemblyOptionsBeforeProductionMake-to-StockAssemble-to-OrderMake-to-OrderSubassembliesCapacityEndItemsWhenYouMeetYourCustomer

D製造業(yè)的資源-4M1D材料(Material)人力(Manpower)設(shè)備(Machine)資金(Money)資料(Data)製造業(yè)的資源-4M1D材料(Material)製造業(yè)的問(wèn)題預(yù)測(cè)困難前置時(shí)間短、交貨急迫設(shè)計(jì)變更難以控制相關(guān)活動(dòng)協(xié)調(diào)困難生產(chǎn)排程經(jīng)常變動(dòng)對(duì)於生產(chǎn)排程表的改變回應(yīng)不良製造現(xiàn)場(chǎng)生產(chǎn)進(jìn)度不明製造現(xiàn)場(chǎng)績(jī)效衡量困難製造成本不正確缺乏管理決策所需資訊供應(yīng)商交期難以控制供應(yīng)商品質(zhì)不穩(wěn)定製造業(yè)的問(wèn)題預(yù)測(cè)困難資訊系統(tǒng)的問(wèn)題

無(wú)效的資料缺乏整合性過(guò)度銷(xiāo)售與過(guò)度複雜資訊系統(tǒng)的問(wèn)題無(wú)效的資料ManufacturingPlanning

Purpose/Importance:

工廠內(nèi)生產(chǎn)相關(guān)活動(dòng)之中心指導(dǎo)計(jì)劃ENGMFGPROQRAW/HPURSHPFINManufacturingPlanningPMC應(yīng)以能扮演製造工廠內(nèi)火車(chē)頭為自我期許ManufacturingPlanningPurposeManufacturingPlanning

Definition/Scope:

生產(chǎn)相關(guān)計(jì)劃範(fàn)圍及彼此關(guān)聯(lián)性ERP(EnterpriseResourcePlanning)/Planning企業(yè)資源整合計(jì)劃之生產(chǎn)相關(guān)活動(dòng)之中心指導(dǎo)計(jì)劃S/O&ForecastManagement業(yè)務(wù)訂單及需求預(yù)測(cè)管理MPS(MasterProductionSchedule)生產(chǎn)排程MRPI(MaterialRequirementPlanning)物料需求計(jì)劃M(mǎn)RPII(ManufacturingResourcePlanning)

製造資源計(jì)劃ShippingPlan出貨計(jì)劃S/OERP/PlanningMPSMRPIShippingPlanMRPIIForecastManufacturingPlanningDefinit材料需求規(guī)劃(MRP)是計(jì)劃材料需求的工具.製造資源規(guī)劃(MRPII)計(jì)劃全廠的各項(xiàng)資源.企業(yè)資源規(guī)劃(ERP)計(jì)劃整個(gè)企業(yè)(不止一個(gè)廠)的各項(xiàng)資源.MRP,MRPII,ERP材料需求規(guī)劃(MRP)是計(jì)劃材料需求的工具.MRP,MRPMRP是ERP的引擎MRP可用來(lái)規(guī)劃所有資源的未來(lái)需求.主生產(chǎn)排程(MPS)記錄完成品的生產(chǎn)計(jì)畫(huà),驅(qū)動(dòng)各項(xiàng)資源的需求.材料表(BOM)人力表(BOL)定義完成品與材料或人力的關(guān)係.資源表(BOR)定義BOM中各零件與所需設(shè)備產(chǎn)能的關(guān)係.MRP利用BOM將MPS轉(zhuǎn)成未來(lái)各期的材料需求,其中的自製零件再透過(guò)BOL及BOR轉(zhuǎn)成人力及設(shè)備需求.其中,人力及設(shè)備需求亦使用相同的MRP邏輯.利用MPS中的完成品總需求及MRP中的採(cǎi)購(gòu)/外包零件計(jì)畫(huà),可算出未來(lái)各期的資金需求.MRP是ERP的引擎MRP可用來(lái)規(guī)劃所有資源的未來(lái)需求.為什麼要知道ERP的原理?為什麼不直接用ERP解決問(wèn)題就好了?為什麼要知道ERP的原理?人們寧可和問(wèn)題共處,也不願(yuàn)意用一個(gè)他們不懂的工具來(lái)解決問(wèn)題.在使用ERP之前,應(yīng)該先了解它的原理.了解才能相信,相信才能確實(shí)執(zhí)行,也才會(huì)有效果出來(lái).為什麼要知道ERP的原理?為什麼不直接用ERP解決問(wèn)題就好了TimeTrend

E-Business/Operation/ManagementEfficiency/FlexibleChangeableDemand/SupplyMarket.AccuracyReducetheextraworkloadcausedhumanerror.Analysis/JudgementPointoutthemanagementkeypointthenplanahead&riskprevent.TimeTrend

E-Business/OperatSystemPlanningMeaning&DirectionPlanAhead:

根據(jù)未來(lái)生產(chǎn)之需求,以目前生產(chǎn)現(xiàn)況為依據(jù)利用電腦系統(tǒng)的輔助計(jì)算出未來(lái)之供給狀況.UnderControl:是一個(gè)可利用理論參數(shù)之靈活設(shè)定及系統(tǒng)運(yùn)算邏輯之推理,來(lái)控制系統(tǒng)計(jì)算結(jié)果,以達(dá)到已預(yù)設(shè)之目標(biāo)輸出的工具.BeFocus:

80/20原則,用最少人力處理20%;但佔(zhàn)80%重要性的資料RiskPrevention:

防患於未然,藉由電腦資訊的有效分析與判斷,預(yù)先採(cǎi)取防範(fàn)措施SystemPlanningMeaning&DireMPS和MRPMPS是MRP最主要的輸入資料。MRP把MPS中的完成品生產(chǎn)排程轉(zhuǎn)變成零組件的需求數(shù)量及時(shí)間。MPS是可合理可行決定了MRP是不是能發(fā)揮作用。MPS和MRPMPS是MRP最主要的輸入資料。MPS的目的協(xié)調(diào)各單位的活動(dòng)，尤其是產(chǎn)銷(xiāo)之間的配合。驅(qū)動(dòng)其他的計(jì)劃，如採(cǎi)購(gòu)、製造、人力、設(shè)備、資金等。衡量各單位的績(jī)效。調(diào)和客戶(hù)需求和工廠能力，提供可靠的客戶(hù)訂單交期。評(píng)估計(jì)畫(huà)變更的影響。MPS的目的協(xié)調(diào)各單位的活動(dòng)，尤其是產(chǎn)銷(xiāo)之間的配合。PlanningDataFlowDemandSupplyTimeSeriesSupply/DemandInquiryMessagesProductDataManagementMaterialRequirementsPlanningInReceiptRoutingOpenPurchaseOrdersInventory

FirmWorkOrdersRateSchedulesPurchaseOrdersPlannedWorkOrdersFirmWorkOrdersSalesOrderForecastingServicePart’sOpenSalesOrdersServicePart’sForecastParent’sPlannedWorkOrdersMasterProductionScheduleParent’sFirmWorkOrderPlanningDataFlowDemandSupply

W/O

StatusCode(10~99)W/OStatusCode(1Level0Level1Level2Level3DemandSupplyDemandSupplyDemandSupplyDemandForecast/SalesOrderEndItemSupply&DemandSemiF/GEndItemSupplyDemandSupplyDemandSupplyDemandSupplyDemandSemiF/GEndItemSemiF/GEndItemPlanningCode=1PlanningCode=1PlanningCode=2PlanningCode=2PlanningCode=2PlanningCode=2Level0DemandSupplySupplySuppl材料需求規(guī)劃輸入資料的整合性

資料的整合性(integrity)是指資料的完整性(completeness)、適時(shí)性(timeliness)及正確性(accuracy)。資料整合的目標(biāo)是要找出並消除導(dǎo)致錯(cuò)誤的原因。MRP輸入資料的「資料整合性自動(dòng)檢查」包含了「存在測(cè)試」;合理測(cè)試；診斷測(cè)試；內(nèi)部偵測(cè)；以及未被偵測(cè)到有誤的無(wú)用資料之清除等。材料需求規(guī)劃輸入資料的整合性資料的整合性(integritProductionPlanningSuccessfulConsideration

1.RealTimeTransaction(即時(shí)的異動(dòng))NoItemsSub-items1.1InventoryAccuracy(庫(kù)存的準(zhǔn)確性)WOMaterialIssued(工單發(fā)料)LocationTransferred(庫(kù)位的移轉(zhuǎn))WarehouseScrape(倉(cāng)儲(chǔ)報(bào)廢)WOOverIssued(工單超耗)MaterialOtherIssued(其他領(lǐng)料)ReceivingInspection(收料檢驗(yàn))1.2DemandArchitecture(需求的結(jié)構(gòu))RealTimeChange(即時(shí)改變)ForecastClassification(Forecast分類(lèi))Identification(鑑別)1.3BOMAccuracy(BOM準(zhǔn)確性)RealTimeEC(即時(shí)的工程變更)PhantomItemSetting(虛位料號(hào)設(shè)定)1.4WOCompletion(工單結(jié)帳)1.5POReceived(收料)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

2.ParameterSetting(參數(shù)的設(shè)定)NoItemsSub-items2.1LeadTimeAccuracy(前置時(shí)間的設(shè)定)PurchaseLeadTime(採(cǎi)購(gòu)前置時(shí)間)ManufacturingLeadTime(製造前置時(shí)間)2.2StandardCapacity(標(biāo)準(zhǔn)產(chǎn)能)WorkingDaysinoneyear(一年的工作天數(shù))WorkingHoursperday(一天的工作時(shí)數(shù))CycleTimepermodel(每個(gè)機(jī)種的生產(chǎn)時(shí)間)2.4Otherssystemparameters(其他系統(tǒng)參數(shù))InclusionRules(信息包含規(guī)則)PlanningCode(計(jì)劃代碼)MessageFreezeDays(信息凍結(jié)天數(shù))FrozenParts(信息凍結(jié)部件)PlanningFenceRule(計(jì)劃信息分割規(guī)則)PlanningFenceDays(計(jì)劃信息分割天數(shù))Planner/BuyerCode(計(jì)劃員與採(cǎi)購(gòu)員代碼)2.3SupplierPOPercentage(廠商訂單的分配比例)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

3.PerformTiming(實(shí)施時(shí)機(jī))NoItemsSub-items3.1FixedCycle(固定週期)Daily(每天)Weekly(每月)3.2DemandChanged(需求改變)Order/ForecastSupplement(訂單預(yù)測(cè)追加)Order/ForecastCancel(訂單預(yù)測(cè)取消)3.3ExtendedOperationalVariance(差異擴(kuò)大)Alotofadvanceschedule(大幅超前生產(chǎn)計(jì)劃)Alotofdelayschedule(大幅落後生產(chǎn)計(jì)劃)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

4.Judgment&AdjustmentTiming(判斷與調(diào)整時(shí)機(jī))NoItemsSub-items4.1MPSAdjustment(主生產(chǎn)排程調(diào)整)ByCapacity(依產(chǎn)能)ScheduledelayorAdvance(生產(chǎn)延遲或超前)4.2Strategicallocationconsideration(策略性的考量)Quality(品質(zhì))Delivery(交期)Cost(成本)Service(服務(wù))Technology(技術(shù))CapacityofSupplier(產(chǎn)能)SubstitutePart(代用料)4.3AnswerMessagescales(回應(yīng)信息範(fàn)圍)WO-ByProductionSchedulePeriod(依生產(chǎn)計(jì)劃週期)PO-ByPurchaseLeadTime(依採(cǎi)購(gòu)前置時(shí)間)ProductionPlanningSuccessful.所有異動(dòng)需停止至帳物相符狀況..執(zhí)行前需先列印所有OpenS/O,Forecast檢查並調(diào)整之..檢視所有MParts(forMPS)及PParts(forMRP)的重要參數(shù)並調(diào)整至所欲達(dá)成之目標(biāo)輸出所需之設(shè)定值.3.1:PlanningCode3.2:TimeFenceRule3.3:PlanningFenceDays3.5:FreezeDays3.6:Planner/BuyerCode3.7:FrozenParts(JIT)PrerequisitebeforerunMPS/MRP

(先決條件).所有異動(dòng)需停止至帳物相符狀況.Prerequisiteb

RoutineCycle

(例行性週期):

Suggestion:Weekly(SaturdayorSunday)Purpose:

1.Rollingplanahead.2.Offsetorrevisethe“TimingorQuantities”varianceReasons:Demand/SupplierVariationoftimepassage:(隨時(shí)間推移之需求/供給變動(dòng))WhenrunSystemPlanning-MPS/MRP

UnexpectedRequirement

(突發(fā)性需求):

Suggestion:ByRequirementTiming:DemandorSupplierChangedviolent(需求或供給變 動(dòng)劇烈)RoutineCycle(例行性週期):When

RoutineCycle

(例行性週期):WhenrunSystemPlanning-MPS/MRPRoutineCycle(例行性週期):WhenrUnexpectedRequirement(突發(fā)性需求)WhenrunSystemPlanning-MPS/MRPUnexpectedRequirement(突發(fā)性需求)MPS/MRPMessagesprocessCheckKeyPoints:Quantities&TimingCheckItems:機(jī)種內(nèi)共用性越高越好的材料或半成品LongleadtimePitems

(優(yōu)先順序依次遞減)用量非“1”的材料或半成品PhantomItem&itsChirdrenitemsJudgement&Action:MPS:儘量只answerFrozenPeriod內(nèi)的工單為佳MustrefertoMRPmessagesthatneverP/ObesuggestedinfreezeperiodexceptJITparts.MRP:User“HighlightLineAnswer“insteadof“BatchAnswer”function.MPS/MRPMessagesprocessCheckManufacturingPlaning-MRP/MPSApplicationPreparedbybySPChaoJun17,2002ManufacturingPlaning-MRP/MPSVariousManufacturingEnvironmentsDiscrete/CustomBatchRepetitiveProcessMoreProductsLowerVolumesFurnitureFixturesCommodityProductsOil,Gas,CosmeticsOneOfAKindAerospaceFewerProductsHigherVolumesCameras,ElectronicsVariousManufacturingEnvironmWhenYouMeetYourCustomer

DeterminesWhatYouForecastProductCompletionAssemblyOptionsBeforeProductionMake-to-StockAssemble-to-OrderMake-to-OrderSubassembliesCapacityEndItemsWhenYouMeetYourCustomer

D製造業(yè)的資源-4M1D材料(Material)人力(Manpower)設(shè)備(Machine)資金(Money)資料(Data)製造業(yè)的資源-4M1D材料(Material)製造業(yè)的問(wèn)題預(yù)測(cè)困難前置時(shí)間短、交貨急迫設(shè)計(jì)變更難以控制相關(guān)活動(dòng)協(xié)調(diào)困難生產(chǎn)排程經(jīng)常變動(dòng)對(duì)於生產(chǎn)排程表的改變回應(yīng)不良製造現(xiàn)場(chǎng)生產(chǎn)進(jìn)度不明製造現(xiàn)場(chǎng)績(jī)效衡量困難製造成本不正確缺乏管理決策所需資訊供應(yīng)商交期難以控制供應(yīng)商品質(zhì)不穩(wěn)定製造業(yè)的問(wèn)題預(yù)測(cè)困難資訊系統(tǒng)的問(wèn)題

無(wú)效的資料缺乏整合性過(guò)度銷(xiāo)售與過(guò)度複雜資訊系統(tǒng)的問(wèn)題無(wú)效的資料ManufacturingPlanning

Purpose/Importance:

工廠內(nèi)生產(chǎn)相關(guān)活動(dòng)之中心指導(dǎo)計(jì)劃ENGMFGPROQRAW/HPURSHPFINManufacturingPlanningPMC應(yīng)以能扮演製造工廠內(nèi)火車(chē)頭為自我期許ManufacturingPlanningPurposeManufacturingPlanning

Definition/Scope:

生產(chǎn)相關(guān)計(jì)劃範(fàn)圍及彼此關(guān)聯(lián)性ERP(EnterpriseResourcePlanning)/Planning企業(yè)資源整合計(jì)劃之生產(chǎn)相關(guān)活動(dòng)之中心指導(dǎo)計(jì)劃S/O&ForecastManagement業(yè)務(wù)訂單及需求預(yù)測(cè)管理MPS(MasterProductionSchedule)生產(chǎn)排程MRPI(MaterialRequirementPlanning)物料需求計(jì)劃M(mǎn)RPII(ManufacturingResourcePlanning)

製造資源計(jì)劃ShippingPlan出貨計(jì)劃S/OERP/PlanningMPSMRPIShippingPlanMRPIIForecastManufacturingPlanningDefinit材料需求規(guī)劃(MRP)是計(jì)劃材料需求的工具.製造資源規(guī)劃(MRPII)計(jì)劃全廠的各項(xiàng)資源.企業(yè)資源規(guī)劃(ERP)計(jì)劃整個(gè)企業(yè)(不止一個(gè)廠)的各項(xiàng)資源.MRP,MRPII,ERP材料需求規(guī)劃(MRP)是計(jì)劃材料需求的工具.MRP,MRPMRP是ERP的引擎MRP可用來(lái)規(guī)劃所有資源的未來(lái)需求.主生產(chǎn)排程(MPS)記錄完成品的生產(chǎn)計(jì)畫(huà),驅(qū)動(dòng)各項(xiàng)資源的需求.材料表(BOM)人力表(BOL)定義完成品與材料或人力的關(guān)係.資源表(BOR)定義BOM中各零件與所需設(shè)備產(chǎn)能的關(guān)係.MRP利用BOM將MPS轉(zhuǎn)成未來(lái)各期的材料需求,其中的自製零件再透過(guò)BOL及BOR轉(zhuǎn)成人力及設(shè)備需求.其中,人力及設(shè)備需求亦使用相同的MRP邏輯.利用MPS中的完成品總需求及MRP中的採(cǎi)購(gòu)/外包零件計(jì)畫(huà),可算出未來(lái)各期的資金需求.MRP是ERP的引擎MRP可用來(lái)規(guī)劃所有資源的未來(lái)需求.為什麼要知道ERP的原理?為什麼不直接用ERP解決問(wèn)題就好了?為什麼要知道ERP的原理?人們寧可和問(wèn)題共處,也不願(yuàn)意用一個(gè)他們不懂的工具來(lái)解決問(wèn)題.在使用ERP之前,應(yīng)該先了解它的原理.了解才能相信,相信才能確實(shí)執(zhí)行,也才會(huì)有效果出來(lái).為什麼要知道ERP的原理?為什麼不直接用ERP解決問(wèn)題就好了TimeTrend

E-Business/Operation/ManagementEfficiency/FlexibleChangeableDemand/SupplyMarket.AccuracyReducetheextraworkloadcausedhumanerror.Analysis/JudgementPointoutthemanagementkeypointthenplanahead&riskprevent.TimeTrend

E-Business/OperatSystemPlanningMeaning&DirectionPlanAhead:

根據(jù)未來(lái)生產(chǎn)之需求,以目前生產(chǎn)現(xiàn)況為依據(jù)利用電腦系統(tǒng)的輔助計(jì)算出未來(lái)之供給狀況.UnderControl:是一個(gè)可利用理論參數(shù)之靈活設(shè)定及系統(tǒng)運(yùn)算邏輯之推理,來(lái)控制系統(tǒng)計(jì)算結(jié)果,以達(dá)到已預(yù)設(shè)之目標(biāo)輸出的工具.BeFocus:

80/20原則,用最少人力處理20%;但佔(zhàn)80%重要性的資料RiskPrevention:

防患於未然,藉由電腦資訊的有效分析與判斷,預(yù)先採(cǎi)取防範(fàn)措施SystemPlanningMeaning&DireMPS和MRPMPS是MRP最主要的輸入資料。MRP把MPS中的完成品生產(chǎn)排程轉(zhuǎn)變成零組件的需求數(shù)量及時(shí)間。MPS是可合理可行決定了MRP是不是能發(fā)揮作用。MPS和MRPMPS是MRP最主要的輸入資料。MPS的目的協(xié)調(diào)各單位的活動(dòng)，尤其是產(chǎn)銷(xiāo)之間的配合。驅(qū)動(dòng)其他的計(jì)劃，如採(cǎi)購(gòu)、製造、人力、設(shè)備、資金等。衡量各單位的績(jī)效。調(diào)和客戶(hù)需求和工廠能力，提供可靠的客戶(hù)訂單交期。評(píng)估計(jì)畫(huà)變更的影響。MPS的目的協(xié)調(diào)各單位的活動(dòng)，尤其是產(chǎn)銷(xiāo)之間的配合。PlanningDataFlowDemandSupplyTimeSeriesSupply/DemandInquiryMessagesProductDataManagementMaterialRequirementsPlanningInReceiptRoutingOpenPurchaseOrdersInventory

FirmWorkOrdersRateSchedulesPurchaseOrdersPlannedWorkOrdersFirmWorkOrdersSalesOrderForecastingServicePart’sOpenSalesOrdersServicePart’sForecastParent’sPlannedWorkOrdersMasterProductionScheduleParent’sFirmWorkOrderPlanningDataFlowDemandSupply

W/O

StatusCode(10~99)W/OStatusCode(1Level0Level1Level2Level3DemandSupplyDemandSupplyDemandSupplyDemandForecast/SalesOrderEndItemSupply&DemandSemiF/GEndItemSupplyDemandSupplyDemandSupplyDemandSupplyDemandSemiF/GEndItemSemiF/GEndItemPlanningCode=1PlanningCode=1PlanningCode=2PlanningCode=2PlanningCode=2PlanningCode=2Level0DemandSupplySupplySuppl材料需求規(guī)劃輸入資料的整合性

資料的整合性(integrity)是指資料的完整性(completeness)、適時(shí)性(timeliness)及正確性(accuracy)。資料整合的目標(biāo)是要找出並消除導(dǎo)致錯(cuò)誤的原因。MRP輸入資料的「資料整合性自動(dòng)檢查」包含了「存在測(cè)試」;合理測(cè)試；診斷測(cè)試；內(nèi)部偵測(cè)；以及未被偵測(cè)到有誤的無(wú)用資料之清除等。材料需求規(guī)劃輸入資料的整合性資料的整合性(integritProductionPlanningSuccessfulConsideration

1.RealTimeTransaction(即時(shí)的異動(dòng))NoItemsSub-items1.1InventoryAccuracy(庫(kù)存的準(zhǔn)確性)WOMaterialIssued(工單發(fā)料)LocationTransferred(庫(kù)位的移轉(zhuǎn))WarehouseScrape(倉(cāng)儲(chǔ)報(bào)廢)WOOverIssued(工單超耗)MaterialOtherIssued(其他領(lǐng)料)ReceivingInspection(收料檢驗(yàn))1.2DemandArchitecture(需求的結(jié)構(gòu))RealTimeChange(即時(shí)改變)ForecastClassification(Forecast分類(lèi))Identification(鑑別)1.3BOMAccuracy(BOM準(zhǔn)確性)RealTimeEC(即時(shí)的工程變更)PhantomItemSetting(虛位料號(hào)設(shè)定)1.4WOCompletion(工單結(jié)帳)1.5POReceived(收料)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

2.ParameterSetting(參數(shù)的設(shè)定)NoItemsSub-items2.1LeadTimeAccuracy(前置時(shí)間的設(shè)定)PurchaseLeadTime(採(cǎi)購(gòu)前置時(shí)間)ManufacturingLeadTime(製造前置時(shí)間)2.2StandardCapacity(標(biāo)準(zhǔn)產(chǎn)能)WorkingDaysinoneyear(一年的工作天數(shù))WorkingHoursperday(一天的工作時(shí)數(shù))CycleTimepermodel(每個(gè)機(jī)種的生產(chǎn)時(shí)間)2.4Otherssystemparameters(其他系統(tǒng)參數(shù))InclusionRules(信息包含規(guī)則)PlanningCode(計(jì)劃代碼)MessageFreezeDays(信息凍結(jié)天數(shù))FrozenParts(信息凍結(jié)部件)PlanningFenceRule(計(jì)劃信息分割規(guī)則)PlanningFenceDays(計(jì)劃信息分割天數(shù))Planner/BuyerCode(計(jì)劃員與採(cǎi)購(gòu)員代碼)2.3SupplierPOPercentage(廠商訂單的分配比例)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

3.PerformTiming(實(shí)施時(shí)機(jī))NoItemsSub-items3.1FixedCycle(固定週期)Daily(每天)Weekly(每月)3.2DemandChanged(需求改變)Order/ForecastSupplement(訂單預(yù)測(cè)追加)Order/ForecastCancel(訂單預(yù)測(cè)取消)3.3ExtendedOperationalVariance(差異擴(kuò)大)Alotofadvanceschedule(大幅超前生產(chǎn)計(jì)劃)Alotofdelayschedule(大幅落後生產(chǎn)計(jì)劃)ProductionPlanningSuccessfulProductionPlanningSuccessfulConsideration

4.Judgment&AdjustmentTiming(判斷與調(diào)整時(shí)機(jī))NoItemsSub-items4.1MPSAdjustment(主生產(chǎn)排程調(diào)整)ByCapacity(依產(chǎn)能)ScheduledelayorAdvance(生產(chǎn)延遲或超前)4.2Strategicallocationconsideration(策略性的考量)Quality(品質(zhì))Delivery(交期)Cost(成本)Service(服務(wù))Technology(技術(shù))CapacityofSupplier(產(chǎn)能)SubstitutePart(代用料)4.3AnswerMessagescales(回應(yīng)信息範(fàn)圍)WO-ByProductionSchedulePer