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1、生产计划与控制 Production Planning and ControlThis course can be divided into 8 chapters.The first chapter is introduction of production planning and control. In this chapter we learn basic concept of production management, scope and content of production management, features of production management. The
2、production system is a combination of input transformation output function through effective resource allocation. A typical companys organization has 4 basic functions: marketing, finance, production and operation.Production management is to manage the operation of the production system, that is, to
3、 organize, plan and control the production process. The scope of production management is the basic activity of business management.The content of production management includes strategic decision-making, operational decision-making and control decision-making.The few features of production manageme
4、nt are to speed up the development and production of new products, Management of global production network and so on.第一章为生产计划与控制导论。本章学习了生产管理的基本概念、生产管理的范围和内容、 生产管理的新特点。生产系统是通过有效的资源配置来实现“投入-转化-产出”功能的综合。 一个典型的企业组织有三个基本职能：市场营销职能、财务职能、生产经营职能。生产管理：对企业生产转换子系统的运行进行管理，即对生产过程进行组织、计划和控制。 生产经营范围是企业经营管理的基本活动。生产管
5、理的内容包括战略决策、经营决策和控制决策。生产管理的几个特点是加快新产品的开发和生产，管理全球生产网络等。The second chapter is Product / service design and technological design.In this chapter we learn Product strategic decision-making, new product development, new product design.Product strategy decision-making determines the introduction of new pro
6、ducts or services, improvement or reorganization of existing products and elimination of outdated products. Product strategy is an overall plan for the products produced and operated by an enterprise. Product development strategy: leading development, following development. The new product refers to
7、 the product which has significant improvement in performance, structure, material quality and technical characteristics compared with the old product, or is original.It has the value of use and promotion and at the same time can produce obvious economic benefits.第二章是产品/服务设计和工艺设计。在本章中，我们将学习产品战略决策、新产
8、品开发、 新产品设计。产品战略决策决定引入新产品或服务，改进或重组现有产品，淘汰过时产品。 产品战略是企业生产经营产品的总体规划。产品开发策略：主导开发，跟随开发新产品是指与旧产品相比，在性能、结构、材料质量、 技术特性等方面有显著改进或者具有独创性的产品。它具有使用和推广的价值，同时能产生明显的经济效益。The third chapter is demand management.In this chapter we learn requirements management concepts, and demand management under different production
9、 types. Demands means that customers not only have the desire to buy a certain product, but also have the ability to buy the product.The task of demand management in production operation system is to balance the demand and supply ability. The production types: Make to Stock or Production to Stock (M
10、TS or PTS), Assemble-to-Order (ATO), makEo-order (MTO), Engineer to Order (ETO).The order separation point of MTS is the finished product inventory of the enterprise. The key to determine whether the enterprise can meet the needs of customers is whether the finished products at the sellers place sti
11、ll have enough inventory.The central problem of demand management is how to balance the inventory level and service level.As to ATO the main task of demand management is to configure appropriate parts according to the customers personalized requirements, and ensure that the goods can be delivered ac
12、cording to the delivery time required by the customer. As to MTO the main task of demand management is to coordinate the relationship between customer demand and manufacturing process.As to ETO requirement management is to balance design capability with customer demand, because product redesign may
13、be a very long task.第三章是需求管理。在本章中，我们学习了需求管理的概念，不同生产类型下的需求管理。需求是指顾客不仅有 购买某一产品的欲望，而且有购买该产品的能力。生产作业系统需求管理的任务是平衡供需 能力。生产类型：按库存生产或按库存生产(MTS或PTS)、按订单装配(ATO)、按订单 生产(MTO)、按订单工程师(ETO)。MTS的订单分离点是企业的成品库存。决定企业能 否满足顾客需求的关键是，卖方所在地的产成品是否还有足够的库存。需求管理的核心问题 是如何平衡库存水平和服务水平。对于ATO来说，需求管理的主要任务是根据客户的个性 化需求配置相应的部件，保证货物能够按照
14、客户要求的交货时间交货。对于MTO来说，需 求管理的主要任务是协调客户需求与制造过程之间的关系。而ETO的需求管理是平衡设计 能力和客户需求，因为产品再设计可能是一项很长的任务。The fifth chapter is MASTER PRODUCTION SCHEDULE (MPS).The main production plan is to determine the production plan of each specific product in each specific time period.Through the refinement of the production s
15、chedule in the comprehensive plan, according to the order and forecast information, during the planning period, it concretes the product series and makes the production plan for the final demand. Calculation of relevant indexes in MPS: 第五章是主生产计划主要生产计划是确定每个特定时间段内每个特定产品的生产计划。通过对综合计划中生产计划的细化，根据订单和预测信息，
16、在计划期内具体化产品系列，制 定最终需求的生产计划。MPS中相关指标的计算：毛需求量(Gross Requirements),计划接收量(Scheduled Receipts)预计可用库存量(Projected Available Balance, PAB)净需求量(Net Requirements)计划出产量(Planned Order Receipts) 计划投入量(Planned Order Releases)可供销售量(Available to Promise, ATP).The sixth chapter is MRP (material requirement planning)
17、and ERP (Enterprise resource planning). MRP is developed on the basis of solving the defects of order point method. According to the processing logic of the MRP system, the MRP system can be divided into four subsystems: 第六章是物料需求计划和企业资源计划。MRP是在解决阶点法缺陷的基础上发展起来的。 根据MRP系统的处理逻辑，MRP系统可分为四个子系统：Main produc
18、tion planning subsystem 主生产计划子系统,Product structure maintenance subsystem产品结构维护子系统,Inventory management subsystem 库存管理子系统,Material requirement planning subsystem物料需求计划编制子系统.ERP integrates advanced management ideas including supply chain management, value chain management and lean production. Through
19、business process and information process reengineering, ERP integrates information of all processes in the supply chain, so as to better support and manage the mixed manufacturing environment, improve the enterprises adaptability, and complete the transformation from traditional enterprise to virtua
20、l enterprise and agile enterprise.ERP集成了先进的管理思想，包括供应链管理、价值链管理和精益生产。通过业务流程和信 息流程重组，ERP集成了供应链各流程的信息，从而更好地支持和管理混合制造环境，提高 企业的适应性，完成了从传统企业向虚拟企业和敏捷企业的转变。The seventh chapter is capacity planning. Production capacity is the maximum output that the production system of an enterprise can produce after compreh
21、ensive balance in a certain period of time and under a certain production organization condition. Rough -cut Capacity Planning is a relatively rough capability plan for key work centers and key resources. Mainly for the main production plan, and check its feasibility.第七章是产能规划。生产能力是企业生产系统在一定时间内和一定生产组
22、织条件下综合平衡 后所能产生的最大产量。粗能力计划是针对关键工作中心和关键资源的相对粗能力计划。主 要针对主生产计划，并验证其可行性。一| 口5 M *ST.K-M，W 专 i=M M = It)：-回回 no八Qa. C oATTe-oq 房 已q w t g i it li-i0.,t:-5. ti-15.h-10Tws=iiWh : (n-1) mti M) =4 X(ia4-5-l54-my-4- L)： (5+5+10) - WO3平行尊f岛煎圳理!Hu他）？1丰tjtt K55K. J： Mffi +*1A etr U36aw* Hffg gfJxUt . to D X只A 七5二-1U f r3* 睥MlAjjH：eju . ,_)。人二iQAlfOMB 皿. 440片，ItTHms KOTftM MPS横丈拊赛典型备式王产) 9*1 MH岫霁I：衬加日.M】L需 A会IN* Ul命W 虹，人，中 8临D |
