Planning and control of production processes through a highly developed ERP, as well as monitoring of all internal and external production phases are the key strategies in the reduction of overall response times, financial and logistics costs.
Also the stock optimization and reduction depends on the attention paid to the organization and planning of production processes.
Planning and control of production processes through a highly developed ERP, as well as monitoring of all internal and external production phases are the key strategies in the reduction of overall response times, financial and logistics costs. Also the stock optimization and reduction depends on the attention paid to the organization and planning of production processes.
PLANNING and PLM (Product Lifecycle Management)
Production phases, processes and bills of materials are defined by means of technical drawings, images, documents, editions per date, etc. Bills of materials can be generated with CAD technology; they can include different variants so that different production methods can be applied and they can improve the production of “similar” items. Production and cost quotation can be calculated for each end or semi-finished product; items subjected to wear and tear are highlighted, so that price lists for spare parts can be easily generated; editions of bills of materials and the related validity dates are monitored according to stock availability. The planning stage can be better performed thanks to an automatic acquisition of the technical-sale catalogue from the company’s component suppliers (ex. Medel format).
The amount of goods to be purchased and produced determines a significant stock optimization and reduction of storage costs. The related delivery date, warehouse stock as well as “dynamic availability” (booked or shortfall amount, demands related to sale or production orders already confirmed and purchase or production orders already issued, and sale forecast – MPS) are considered too; supply programs, open sale orders, framework agreements and “calling orders” are monitored too. According to the required delivery date, the system suggests the orders (purchase, production orders or contract work) to the most appropriate suppliers highlighting all the possible critical points.
MRP-II SCHEDULING at UNLIMITED capacity (CRP)
Division of work to human resources and business plants (first stage machining) according to the sequence of orders and the relations between production stages and production cells. Through workload analysis, possible critical situations are spotted and the resources required to satisfy the market’s needs are identified. Daily workload can be displayed for each division (highlighting orders and customers) and Gantt diagram for each production order.
MRP-II SCHEDULING at LIMITED capacity (FCS)
Division of work to human resources, where delivery dates and product
availability are taken into account, according not only to order planning (MRP-I), but also to the company’s actual production capacity. Plants, machinery, timetables, priorities and the relations between production stages, production cells and cost centres are thus taken into consideration.
Aiming at a prompt and complete intervention, “dispatching lists”, sequence analysis and Gantt diagrams are available for each production order (the graphics of Gantt diagrams can be changed in order to modify scheduling and save different scheduling plans).
Overall executive production management and monitoring, both within the company and by external suppliers: production orders, bills of materials, production sheets, “collection” check (for batches of production orders or orders), work in progress, timing analysis, contract work and outsourcing, immediate check and valorisation of accomplished production stages, work in progress, and materials availability.
Manufacturing EXECUTION System (MES)
Real-time monitoring of the resources’ (plants, machinery, staff) status and use through synoptic table. Its main features are: registration of production times through bar-code, self-learning system of production processes, registration of timesheets in order to balance working hours, graphics showing each person’s performance in real time, maintenance of plants and machinery.
Management and monitoring of public and industrial production sites: quotations and prices for works, management and location of means and tools, material handling, daily reports, cost check (labour, materials, tools, general costs, amortization), profit, work in progress, final balance (cost/benefit) and statistics.
CMMS (Computerized Maintenance Management System)
Maintenance of the company’s plants and equipment can be managed by means of the Computerized Maintenance Management System (CMMS), proposing “overhauls”, “replacement”, or “repair” actions before any malfunctions can occur and making it possible to plan “system downtimes” for maintenance operations to take place at the most appropriate times, thus optimizing the use of the systems in question in full compliance with WCM (World Class Manufacturing) directives.