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We invite you to watch the video Creating a directive production plan in 1C:UPP using the example of a large machine-building enterprise . (duration - 27 min.)

The "Manufacturing Enterprise Management" (PEM) system implements two types of planning: "Volume" and "Calendar", which are combined into one type of planning: volumetric-calendar. In other words, planning can be carried out both in cost and quantitative terms, and distributed on the time axis.

The UPP uses three types of plans:

procurement plan,

sales plan,

production plan.

Based on any of the plans, another plan can be formed. For example: based on the entered sales plan, you can plan a production plan or a purchasing plan. In UPP, plan documents do not make any calculations; they only serve to reflect plans in terms of analytics in the system. The entire load of calculations and analysis is placed in one single tool for all types of plans - "Planning Assistant". This powerful tool allows you to create a plan for any period with a specified selection by planning period, accounting for balances, both current and planned, etc.

In one session of working with the planning assistant, you can get several types of plans with varying levels of detail. Planning is carried out according to "script". Scenario - a specialized directory of the system is intended to describe the detail, maintenance of quantitative and sum accounting, and the frequency of the plan.

To detail the plan, you can use either “Nomenclature” or “Nomenclature Group”. An item group is used for integrated planning; it unites many items with some similar characteristic (defined by the user. For example: TVs, Floor lamps, etc.). Most often, an enlarged plan is drawn up for the year with detailing by Nomenclature Group, and then, based on it, a more detailed plan is drawn up for the quarter/month with detailing up to the Nomenclature.

Bookmark "Quantity Calculation Strategy" serves to set selections, conditions and specify objects for retrieving data for a period. For example:

1) “Procurement volume” is the actual volume of purchases for the period,
2) “Purchasing plans” are planned purchases for the period,
3) Warehouse balances – actual balances,
4) Planned balances – planned balances of the item for the period (specified by the user).
Strategies can be added.

Bookmark " Amount calculation strategy" similar. Serves to select data only in total terms.

Bookmark "Selection" serves to apply filters for the selected data (It is imperative to set selection by script!).

Click the "Run" button and the system generates planning documents.

Shift production planning

Based on production plans, it is possible to plan the employment of work centers, work shifts with detail down to the technological operation, and production needs for materials. To plan production by shift, you can choose different strategies for distributing production and employment: “Just in time”, “As quickly as possible”, “Evenly”. You can also plan production by shifts for an individual order.

To use shift planning, you must enter data into the regulatory reference system of the UPP. These are Product Specifications, technological production maps, technological production operations, and work centers.

Volume scheduling

After the feasibility of volume plans for the period has been assessed, it is the turn of volume-scheduling planning. The initial planning data is entered into the document “Production Plan by Shifts”. In this document, three bookmarks are filled in (if necessary). The volume of releases according to production plans is entered on the first tab - "Production according to plans", releases according to orders (list of customer orders and production orders) are entered on the second tab - "Production according to orders", on the third tab ("Individual releases") you can specify individual releases assigned at random. For each source, you should determine the range of release dates and the distribution option for releases in this range. The main production schedule is generated by clicking the “Perform planning” button.

Figure 99 – Tab “Production by Plans” of the document “Production Plan by Shifts”

Figure 100 – Tab “Occupancy of work centers” of the document “Production Plan by Shifts”

The planning results are reflected on the “Occupancy of Work Centers” and “Production Requirements” tabs. On the “Occupancy of Work Centers” tab, a production schedule is actually generated, which shows which work center should perform which technological operations and at what time. And the data on the “Production Requirements” tab shows the product release schedule, determining on what dates product releases are scheduled. In our example, with the “As quickly as possible” distribution option, the number of work center occupancy positions is 251 and the number of demand positions is 85. The same number will be obtained with the “Just in time” distribution option. With the “Evenly” distribution option, the number of work center employment positions increases to 1015, and needs – 444.

Figure 101 – Tab “Production Requirements” of the document “Production Plan by Shifts”

Figure 102 – Report “Diagram of work center load”

The “Work Center Load Chart” report is designed to reflect planned data on the occupancy of work centers.

How is work center load planning done?

Figure 103 – Directory “Work centers”

Based on the manufacturing specification, the required set of technological operations and work centers is analyzed. The technological operation is performed at one work center. At the same time, the essence of a work center can be different - people, machines, production lines. A work center for a planning task is characterized only by its availability time, which is determined by the work schedule selected for it.

Figure 104 – Directory “Groups of replaceability of work centers”

Work centers can only be grouped if they can completely replace each other. Within one work group, the priority for the use of work cents is indicated. This information will be used to analyze work center availability in shift planning. When searching for an available work center, work centers with the highest priority will be analyzed first. If the analyzed work center is busy for the time planned for the operation, then a work center from the same group, but with a lower priority, will be considered next.

When describing a production flow chart for each technological operation, you can either specify a group of work centers at which the operation can be performed, or explicitly specify one work center. In this case, when planning such an operation, only the availability of the specified work center will be analyzed.

Figure 105 – Composition of the work center replaceability group: Lathes

Each work center belongs to a division of the enterprise. If the divisions of an enterprise are points geographically distant from each other, then to move inventory items between divisions, you can set the planned time of movement. If inventory items are moved between work centers of one department, then it is considered that the movement is carried out at shift boundaries. For products that are processed on one work center, the movement time is not specified.

Figure 106 – Transportation modes

Viewing and monitoring of generated shift plans is carried out using the “Shift-daily task” report.

Plan-fact analysis of shift production is carried out using the reports “Plan-fact analysis of production planning” and “Assessment of production backlog”

Shift production planning

Based on the enlarged production plan, the updated sales plan, data on orders received and the actual accounting data of the completed period, an updated production plan is drawn up. And based on the updated production plan, a production plan for shifts is drawn up.

An updated production plan and shift plan are drawn up with detail down to product items, materials used, and work centers. A work center here refers to the place where a technological operation is performed: a machine, a group of equipment, a workshop.

The shift production plan differs from the revised production plan in a greater degree of detail and a shorter planning period. It provides for the formation of a detailed shift schedule for production and consumption and an assessment of its feasibility, taking into account the planned load of resources.

Shift scheduling has the following capabilities:

• Planning based on capacity availability. If there is insufficient capacity in subperiods, planned operations are transferred to subperiods with available free capacity.
• Formation of a detailed production and operations schedule.
• Accounting for transportation time between warehouses and departments.
• Refinement of the production plan down to individual product items with calculation of exact production dates.
• Formation of a schedule for loading production capacity and production requirements for raw materials and components.
• Formation of a final assembly schedule with clarification of production dates.
• Calculation of work center loads during the determination of the material requirements schedule.
• Formation of a schedule of production needs.
• Formation of production assignments, shift and daily assignments.
• Monitoring and analysis of deviations from task completion.

Operational (shift) planning and operational production management

General methodology for operational production planning in MRP II, implemented in 1C:UPP

Operational production planning means drawing up detailed plans for performing specific technological operations for the production of certain parts and products for a short period of time, broken down by working days and shifts. In the 1C:UPP configuration, this type of planning is the most detailed, and it is implemented in the “Shift Production Planning” subsystem.

Operational plans drawn up in accordance with the methodology MRP II, have a high degree of reliability. These plans are compiled using information about production technology, taking into account the capabilities and limitations of equipment (work centers), and previously drawn up operational production plans are also taken into account and, accordingly, new tasks are assigned taking into account the current level of equipment load and those already assigned to work centers tasks. When assigning tasks, not only the current and available equipment load level is taken into account, but also the ability to complete the task by the specified deadline. That is, tasks are assigned until the equipment resource, the time resource are exhausted (maybe the production cycle of the product is longer than the time period available for planning) or all available tasks are scheduled.

In addition, the results of operational planning will be the formed requirements for materials. Based on the generated shift plans and the actual output reflected in the system, it is possible to conduct a plan-fact analysis and make management decisions.

It is at this planning level that the algorithms are implemented MRP I+ CRP(planning material needs and production capacity needs), and these algorithms work in pairs at once, and not sequentially.

This is the most labor-intensive planning stage, when a large amount of computer time is required and it is not the first time that it is possible to create an executable plan when all work tasks are planned. Therefore, to reduce the number of planning iterations, it is necessary and even rational to use the previous stages of planning (cumulative and preliminary). Already at these stages of planning, it is possible to detect bottlenecks in production and take the necessary measures in advance to adjust the plan itself or introduce additional measures to remove bottlenecks (purchase of equipment, organizing an additional shift, hiring temporary workers).

So, the drawn up operational work schedule will answer the questions: “what?” (what parts and (or) operations), “when?” (at what point, period of time), “in what quantity?” (must be completed), “what should be obtained as a result?” (what products).

It is possible to draw up operational plans (or they are also called shift-daily assignments) based on data from previous planning levels (cumulative and preliminary), but also without their participation. In addition, if an enterprise has decided that this type of planning is redundant for it, then it is possible to manage production (assign production tasks, etc.) manually, without using the operational planning mechanism. But in this case, there will be no automatic assessment of the feasibility of assigned tasks.

The general scheme of operational planning is shown in Fig. 9.56. Using the document "Production Plan by Shifts" the operational planning scheme is implemented. The initial data of the scheme are: production plans and customer orders available in the system, individual releases manually assigned by the user (forming the so-called master production schedule), normative reference subsystem (specifications, technological maps, work center schedules, etc.); You can also take into account the level of stocks available for use (if there is a stock of parts, the need for them will be satisfied from stocks). When assigning new tasks, work is taken into account

Rice. 9.56.

her prescribed operations. The result of planning is the formation of daily shift assignments, the possibility of introducing production and supply operational management documents “Production Assignments” and “Formation of Requirements”, as well as the possibility of conducting a plan-fact analysis of production.

For enterprises working on the “assembly to order” or “production to order” strategies, it will be relevant to use “Customer Orders” as a source of information for operational planning. Working in conditions of virtual absence of production plans, using customer orders, the enterprise must use operational supply mechanisms or store safety stocks of raw materials for production.

Typically, in practice, a phased implementation of information systems is used: first the operational accounting unit, and then gradually everything else. To implement the production planning function, it is advisable to first implement the shift planning functionality. And while planning using the “Production Plan” document has not been established, it is possible to use “individual unscheduled releases” as the initial data for operational planning, when in the document “Production Plan by Shifts” on the “Individual Releases” tab you can indicate the number of products the production of which is necessary plan.

When the planning mechanism is fully implemented at the enterprise, including summary and preliminary planning, the “Production Plan” should act as the standard main source of data for operational planning.

Let us recall the main provisions of the operational planning model and additional requirements:

• it is necessary to first formulate a regulatory framework (specifications, technological maps, etc.);
• shift planning is focused mainly on a discrete type of production;
• planning is carried out with precision down to detailed operations, i.e. operations and items with characteristics;
• The production schedule is drawn up down to the second;
• the planning horizon used should be no less than the production cycle time for manufacturing the planned product, and better also taking into account the time of purchasing materials for production;
• the operation has no internal structure; if it is necessary to detail a specific operation, it must be decomposed into its component operations;
• a work center can be busy performing only one operation at a time or period of time;
• as a result of the operation, it is possible to produce several products at a time;
• the time required to perform one operation using one technology at a specific workplace is constant and does not depend on the volume of production;
• group work of work centers on one copy of a product is not provided;
• there is no internal employment structure of the work center;
• the same product cannot be simultaneously processed at two work centers;
• the work center is occupied throughout the entire production operation;
• the shift planning subsystem does not control the execution of operations, actual production accounting (product output) is carried out by the document “Production Report for a Shift”, plan-fact analysis involves comparing planned data with the actual recorded output;
• the release and consumption of materials are associated with the performance of a specific operation, with materials consumed at the beginning of the operation, and finished goods obtained at the end of the operation;
• only the consumption of materials and the production of semi-finished products and products according to specific specifications are taken into account, and consistent accounting of the consumption and production of work in progress objects according to the operations of the technological map (i.e. inside, in the “black box” of the specification) is not maintained in the system;
• data on consumed semi-finished products is not stored in the system, but is calculated using a regulatory reference system.

In conclusion, we present a comparison of planning subsystems at various levels (Table 9.1).

Table 9.1. Comparison of planning subsystems