When it comes to production planning, don't innovate, just follow the try. Moreover, you must read textbooks, you must read classic textbooks, and you must not innovate. To be honest, mortals like you and me can't innovate.
In general, the operation plan (scheduling) of the workshop can be implemented in accordance with the following principles:
1. Priority in emergency
When it comes to workshop operations, don't have any bad ideas, follow a principle: urgency is the first priority.
Urgent priority, at least two latitudes:
The first is document priority. Invoices, sales orders, replenishment orders, ** orders. That is, to allocate materials and capacity to urgent needs.
Secondly, there is the priority of the date. Under the principle of document priority, the urgency of the date is then considered. The demand day is close to the current day's demand priority. It is important to know that the amount of inventory can also be expressed by date. In MRP, the demand day of the replenishment order = T+1.
Priority for urgency, at least in line with 9999% of the scenes. Don't think too much about it, go for useless work such as the fixed shooting process, and do high-level things such as equalization. The point is, you won't be able to set the shot and equalize it.
Ten million, ten million, urgent priority is enough.
2. Go online in a complete set
Material alignment is a hard constraint rather than a soft constraint on capacity. When the production capacity is insufficient, it can be increased by outsourcing, overtime, and increasing equipment. And the material is uneven, and no is nothing. Therefore, it is necessary to find ways to improve the availability of materials: the procurement lead time of purchased parts, the economic batch of purchases, and the frequency of deliverySelf-made parts reduce changeover time to reduce economic batches, control the amount of material in the workshop, and shorten the manufacturing lead timeIt can even realize small batch transfer, parallel production to shorten the lead time, and so on.
3. Limited production capacity
It is necessary to clearly know that the capacity of the equipment is on-line, on-line, and on-line. Equipment, teams, workshops, and factories all follow Ritter's law (WIP=TH CT). Therefore, according to different equipment load conditions, you can use the granularity of unlimited capacity, daily output (the work center is the scheduling object), cycle time and model change (single machine). Depending on the intensity of the load of the work center, it can be used for a low capacity with unlimited capacity, a medium daily output (work center) for rough scheduling, a high cycle time and a detailed schedule for changeovers.
You can use software (preferably), without software, manual excel can also do simplified scheduling. It can be factory-level or single-workshop scheduling, which is to be simplified.
4. Continuous production
In actual production, it is inevitable that the workshop will close the order. However, the value of the order should follow three principles: first, it should not affect the delivery time of urgent orders. That is, in the case of the expiration of the ** period. Second, the amount of orders should not be too large. Otherwise, it will be a serious tie-up of materials and capacity. Third, the order should be orderly, not the workshop can merge by itself, but PMC pre-merge and plan.
In actual production, changeover optimization can be considered. That is, try to arrange the same and similar materials to work on the same machine. When a machine can complete multiple process tasks (attributes) for continuous production. Especially in the bottleneck equipment, it should be optimized to ensure output.
Continuous production, where possible, enables parallel production of transferred batches and shortens the manufacturing cycle.
Of course, after PQ PR analysis, the layout can be changed to achieve streamlined, cell-based, and group-based production.
5. Load balancing
When there are multiple resources in the work center, because there is a lot of relationship between products and equipment, find a way to balance the capacity load of the combined resources. When the task is urgent, the process task can also be split to shorten the manufacturing cycle.
When production planning and scheduling, if you can be software-based, if you can't do detailed scheduling, you must do a good job in the main production plan (MPS, assembly and packaging), balance the key materials and key production capacity, and use the function of MRP to optimize the batch of production orders to achieve small-batch production. For the machining of parts, the SDBR of TOC is used, and the production is carried out according to the priority of the production task, and the synchronization of increments is achieved.
Production planning and scheduling, it is recommended not to learn Toyota. Toyota is a god, you are nothing, how can you learn?
Or according to common sense, according to textbooks.