Production Planning Management生产计划管理程序(中英文).docx

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1、Approval批准Reviewer审核Originator作成Change History变更记录Revision版本Effective Date生效日期Originator编写人Reasons for Change修改原因2.02020-11-30Tracy Zhou增加对售服件的管理1.0 PURPOSE 目的1.1 For long/mid term : identify needed resource and resource utilization for internal and external长/中期:识别内外部所需要的资源以及资源的利用率。1.2 For short ter

2、m: perform committed delivery time to customers while meet inventory control target.短期:履行承诺给客户的交货时间，同时满足库存控制的目标。2.0 SCOPE 范围2.1 This procedure includes production planning, capacity evaluation, material planning andinventory control.此计划流程包括生产计划，产能评估，物料计划和库存控制。2.2 This procedure includes long/mid-ter

3、m planning and short term planning process.此计划流程包括中长期计划流程和短期计划流程。3.0 DEFINITIONS 定义3.1 Long/mid term planning: planning time fence covers 3 months 6 months中长期计划：计划时间段为3个月到6个月。3.2 Short term planning: planning time fence covers one week one month短期计划：计划时间段为一周到1个月。4.0 REFERENCE DOCUMENTS 参考文件4.1 PD-C1

4、-01 Contract Review Procedure 合同评审程序4.2 PD-S2-02 Purchasing management Procedure 采购管理程序4.3 PD-C4-02 Material And Goods Management Procedure 物料管理程序5.1 RECORDS 记录5.1 FN-LG-07 Make Order Form 生产工单5.2 FN-LG-01 Finished goods Shipment Form 销货单5.3 FN-LG-04 Outplant Make Order 委外工单5.2 RESPONSIBILITY 职责6.1

5、Customer is responsible for providing forecast to logistics, logistics transfer customerpurchasing order to company sales order, contract review.客户负责提供销售预测给物流，物流转换客户采购订单为公司的销售订单，合同评审。6.2 logistics is responsible for capacity evaluation based on forecast, make production schedule andmaterial requirem

6、ent planning, make sure sales order on time delivery.物流部计划负责根据销售预测进行产能评估，根据销售订单结合预测制定生产计划及物料需求计戈|J,以保障客户订单准时交货。6.3 Purchasing is responsible for capacity evaluation in supplier side, coordinate related functions tosolve abnormal issue.采购负责评估供应商产能，协调相关部门解决供应商产能异常6.4 Production is responsible for perf

7、orm production plan on time, complete and close productionorder in time.生产负责依照计划按时完成生产，及时关闭生产工单。7.0 PROCESS 流程7.1 planning process 计戈U流程7.1.1 customer provide forecast to logistics ,by every week and with weekly update.客户每周提供销售预测给物流，并且每周更新一次。7.1.2 Logistics check and analyze forecast based on sales

8、history and new project information,communicate and confirm with customers物流跟据实际销售数据和新项目信息检查分析预测，并与客户沟通确认预测信息。7.1.3 Before ERP system go life, logistics manage forecast manually via Excel file , After ERPsystem go life, planning team load confirmed forecast into ERP system.在ERP系统投入使用之前，物流通过EXCEL表数据库

9、手工处理预测信息；在ERP系统投入使用之后，物流将确认的预测需录入ERP系统。7.1.4 After EXCEL run, get long /mid term production plan:EXCEL运算后，得到中长期的生产计划：A) Logistics check long/mid term production plan and do capacity evaluation.物流检查中长期的生产计划并做产能评估。B) logistics check whether all resources are enough or not, including machine, labor, mo

10、uld,fixture, and etc.物流检查是否所有资源满足需求，包括机器设备，人员，模具，工装夹具等。C) If all resources are enough, no action needed; if any resource is not enough, planningteam as leader cooperate with related functions to get solution proposal.如果所有资源满足需求，不需要采取任何行动；如有任何资源不能满足需求，计划协调相关部门制定建议的解决方案。D) Make solution proposal appro

11、ved by management.管理层批准建议的解决方案。E) Implement approved solution and re-evaluation capacity until all resources are enough.执行批准的解决方案，重新评估产能，直到所有资源满足需求。7.1.5 After EXCEL run, get long / Mid term purchasing requisition forecast：EXCEL运算后得到采购需求预测：A) logistics checks purchasing requisition and do adjustment

12、 if needed.物流检查采购需求预测，必要时作相应调整。B) Purchasing team provide forecast to key suppliers.采购提供预测给关键供应商。C) Purchasing team review supplier capacity.采购评审供应商产能。D) If capacity in supplier side is ok, no action needed; if capacity in supplier side could notmeet requirement, purchasing team as leader cooperate

13、with all related functions to getsolution proposal.如果供应商产能没问题，不需采取任何措施；如果供应商产能不能满足需求，采购协调相关部门制定建议的解决方案。E) Make solution proposal approved by management team.管理层批准建议的解决方案。F) Purchasing team coordinate supplier to Implement approved solution, and follow up untilno capacity issue.采购协调供应商执行批准的解决方案，并跟踪直到

14、没有产能问题。7.2 Short term planning process 短期计划流程logistics get order (including service parts order) or prepare stock contract from customers, asleader, sales/marketing complete order and contract review process, feedback confirmed deliverydate to customers, and detailed process refers to .物流接收客户订单(包括售后

15、件订单)或备货协议，对订单和备库协议进行评审，并反馈确定的交货期给客户，详细过程参考流程合同评审程序。7.2.1 logistics transfer sales orders and prepare stock contract, before ERP system goes life,logistics transfer confirmed SO or stock contract via email and hardcopy, and managethem manually vial Excel file or Access database; after ERP goes life, logistics loadconfirmed order into ERP system maintain stock parameters based on stock contract intoERP system.物流评审销售订单信息和备库协议，在ERP系统投入使用之前，物流转换销售订单的电子档和手工复印件，通过EXCEL表格或者ACCESS数