計劃管理程序

LOGOQUALITYSYSTEMPROCEDURE質(zhì)量體系程序Number文件編號:PD-C4-01Department部門:LG物流部Subject文件名稱:PlanningManagementProcedure計劃管理程序Revision版本:2.0EffectiveDate生效日期:2012-11-30PagePAGE6of6Confidentialcompanyfilesanddon’tsharewithoutside.公司內(nèi)部文件嚴(yán)禁外泄。Pleasesavepaperanddon’tprintwithoutrestriction.請節(jié)約用紙，不要隨意打印文件。CHEERSSONSuzhouQUALITYSYSTEMPROCEDURE質(zhì)量體系程序Numeber文件編號:Type類型:Procedure程序Title標(biāo)題:Revision版本:0EffectiveDate生效日期:PagePAGE1of5Preparedby撰寫人:Approvedby批準(zhǔn)人:HI-PINDUSTRIES批準(zhǔn)：審核：作成：ChangeHistory變更記錄Revision版本EffectiveDate生效日期Originator編寫人ReasonsforChange修改原因2.02012-11-30TracyZhou增加對售服件的管理PURPOSE目的Forlong/midterm:identifyneededresourceandresourceutilizationforinternalandexternal長/中期:識別內(nèi)外部所需要的資源以及資源的利用率。Forshortterm:performcommitteddeliverytimetocustomerswhilemeetinventorycontroltarget.短期:履行承諾給客戶的交貨時間，同時滿足庫存控制的目標(biāo)。SCOPE范圍Thisprocedureincludesproductionplanning,capacityevaluation,materialplanningandinventorycontrol.此計劃流程包括生產(chǎn)計劃,產(chǎn)能評估,物料計劃和庫存控制。Thisprocedureincludeslong/mid-termplanningandshorttermplanningprocess.此計劃流程包括中長期計劃流程和短期計劃流程。DEFINITIONS定義Long/midtermplanning:planningtimefencecovers3months~6months中長期計劃：計劃時間段為3個月到6個月。Shorttermplanning:planningtimefencecoversoneweek~onemonth短期計劃：計劃時間段為一周到1個月。REFERENCEDOCUMENTS參考文件PD-C1-01ContractReviewProcedure合同評審程序PD-S2-02PurchasingmanagementProcedure采購管理程序PD-C4-02MaterialAndGoodsManagementProcedure物料管理程序RECORDS記錄FN-LG-07MakeOrderForm生產(chǎn)工單FN-LG-01FinishedgoodsShipmentForm銷貨單FN-LG-04OutplantMakeOrder委外工單RESPONSIBILITY職責(zé)Customerisresponsibleforprovidingforecasttologistics,logisticstransfercustomerpurchasingordertocompanysalesorder,contractreview.客戶負(fù)責(zé)提供銷售預(yù)測給物流，物流轉(zhuǎn)換客戶采購訂單為公司的銷售訂單，合同評審。logisticsisresponsibleforcapacityevaluationbasedonforecast,makeproductionscheduleandmaterialrequirementplanning,makesuresalesorderontimedelivery.物流部計劃負(fù)責(zé)根據(jù)銷售預(yù)測進(jìn)行產(chǎn)能評估，根據(jù)銷售訂單結(jié)合預(yù)測制定生產(chǎn)計劃及物料需求計劃，以保障客戶訂單準(zhǔn)時交貨。Purchasingisresponsibleforcapacityevaluationinsupplierside,coordinaterelatedfunctionstosolveabnormalissue.采購負(fù)責(zé)評估供應(yīng)商產(chǎn)能，協(xié)調(diào)相關(guān)部門解決供應(yīng)商產(chǎn)能異常Productionisresponsibleforperformproductionplanontime,completeandcloseproductionorderintime.生產(chǎn)負(fù)責(zé)依照計劃按時完成生產(chǎn)，及時關(guān)閉生產(chǎn)工單。PROCESS流程planningprocess計劃流程customerprovideforecasttologistics,byeveryweekandwithweeklyupdate.客戶每周提供銷售預(yù)測給物流，并且每周更新一次。Logisticscheckandanalyzeforecastbasedonsaleshistoryandnewprojectinformation,communicateandconfirmwithcustomers物流跟據(jù)實際銷售數(shù)據(jù)和新項目信息檢查分析預(yù)測，并與客戶溝通確認(rèn)預(yù)測信息。BeforeERPsystemgolife,logisticsmanageforecastmanuallyviaExcelfile，AfterERPsystemgolife,planningteamloadconfirmedforecastintoERPsystem.在ERP系統(tǒng)投入使用之前，物流通過EXCEL表數(shù)據(jù)庫手工處理預(yù)測信息；在ERP系統(tǒng)投入使用之后，物流將確認(rèn)的預(yù)測需錄入ERP系統(tǒng)。AfterEXCELrun,getlong/midtermproductionplan:EXCEL運算后，得到中長期的生產(chǎn)計劃：Logisticschecklong/midtermproductionplananddocapacityevaluation.物流檢查中長期的生產(chǎn)計劃并做產(chǎn)能評估。logisticscheckwhetherallresourcesareenoughornot,includingmachine,labor,mould,fixture,andetc.物流檢查是否所有資源滿足需求，包括機器設(shè)備，人員，模具，工裝夾具等。Ifallresourcesareenough,noactionneeded;ifanyresourceisnotenough,planningteamasleadercooperatewithrelatedfunctionstogetsolutionproposal.如果所有資源滿足需求，不需要采取任何行動；如有任何資源不能滿足需求，計劃協(xié)調(diào)相關(guān)部門制定建議的解決方案。Makesolutionproposalapprovedbymanagement.管理層批準(zhǔn)建議的解決方案。Implementapprovedsolutionandre-evaluationcapacityuntilallresourcesareenough.執(zhí)行批準(zhǔn)的解決方案，重新評估產(chǎn)能，直到所有資源滿足需求。AfterEXCELrun,getlong/Midtermpurchasingrequisitionforecast：EXCEL運算后得到采購需求預(yù)測：logisticscheckspurchasingrequisitionanddoadjustmentifneeded.物流檢查采購需求預(yù)測，必要時作相應(yīng)調(diào)整。Purchasingteamprovideforecasttokeysuppliers.采購提供預(yù)測給關(guān)鍵供應(yīng)商。Purchasingteamreviewsuppliercapacity.采購評審供應(yīng)商產(chǎn)能。Ifcapacityinsuppliersideisok,noactionneeded;ifcapacityinsuppliersidecouldnotmeetrequirement,purchasingteamasleadercooperatewithallrelatedfunctionstogetsolutionproposal.如果供應(yīng)商產(chǎn)能沒問題，不需采取任何措施；如果供應(yīng)商產(chǎn)能不能滿足需求，采購協(xié)調(diào)相關(guān)部門制定建議的解決方案。Makesolutionproposalapprovedbymanagementteam.管理層批準(zhǔn)建議的解決方案。PurchasingteamcoordinatesuppliertoImplementapprovedsolution,andfollowupuntilnocapacityissue.采購協(xié)調(diào)供應(yīng)商執(zhí)行批準(zhǔn)的解決方案，并跟蹤直到?jīng)]有產(chǎn)能問題。Shorttermplanningprocess短期計劃流程logisticsgetorder（includingservicepartsorder）orpreparestockcontractfromcustomers,asleader,sales/marketingcompleteorderandcontractreviewprocess,feedbackconfirmeddeliverydatetocustomers,anddetailedprocessrefersto<ContractReviewProcedure>.物流接收客戶訂單(包括售后件訂單)或備貨協(xié)議，對訂單和備庫協(xié)議進(jìn)行評審，并反饋確定的交貨期給客戶，詳細(xì)過程參考流程《合同評審程序》。logisticstransfersalesordersandpreparestockcontract,beforeERPsystemgoeslife,logisticstransferconfirmedSOorstockcontractviaemailandhardcopy,andmanagethemmanuallyvialExcelfileorAccessdatabase;afterERPgoeslife,logisticsloadconfirmedorderintoERPsystemmaintainstockparametersbasedonstockcontractintoERPsystem.物流評審銷售訂單信息和備庫協(xié)議，在ERP系統(tǒng)投入使用之前，物流轉(zhuǎn)換銷售訂單的電子檔和手工復(fù)印件，通過EXCEL表格或者ACCESS數(shù)據(jù)庫管理訂單和備庫協(xié)議；在ERP系統(tǒng)投入使用后，物流把訂單輸入系統(tǒng)，并根據(jù)備庫協(xié)議維護(hù)修改ERP數(shù)據(jù)。BeforeERPsystemgoeslife,productionplanwillbeexecutedinExcelfile;AfterERPsystemgoeslife,ERPsystemrunsMRPautomatically.ERP系統(tǒng)投入使用前，計劃編制的運算在EXCEL表格中完成；ERP系統(tǒng)投入使用后，ERP系統(tǒng)自動完成。logisticscheckproductionplananddoadjustmentbasedonactualsituationifneeded.物流檢查生產(chǎn)計劃，必要時根據(jù)實際情況調(diào)整。Aftergettheproductionplan得出生產(chǎn)計劃后：logisticscheckwhetherthereisanymissingpartornot,ifanymissingpart,gotomaterialplanningprocessuntilnomissingpart.物流檢查是否有缺料，如果有缺料，進(jìn)入物料計劃流程直到?jīng)]缺料。logisticsarrangesproductionschedulingandconfirmwithproduction.物流安排生產(chǎn)日程/排產(chǎn)，并與生產(chǎn)確認(rèn)。logisticsreleaseproductionorders<MakeOrder>toproductionafterallrelateddocumentsattachedbydocumentcontrol.物流下《生產(chǎn)工單》，文控匹配所有相關(guān)文件后，發(fā)放給生產(chǎn)。logisticstrackWIPstatusandfollowuptheexecutionofproductionscheduli