BS 5192-5-1993 Guide to production control - The relationship between production control and other management functions《生产管理导则 第5部分 生产管理和其他管理职能的相互关系》.pdf

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1、BRITISH STANDARD BS 5192-5: 1993 Guide to production control Part 5: The relationship between production control and other management functionsBS5192-5:1993 This British Standard, having been prepared under the directionof the Quality, Management and Statistics Standards Policy Committee, waspublish

2、ed under the authorityof the Standards Boardand comes into effect on 15 June1993 BSI 08-1999 The following BSI references relate to the work on this standard: Committee reference QMS/33 Draft for comment 90/97591 DC ISBN 0 580 21622 5 Committees responsible for this British Standard The preparation

3、of this British Standard was entrusted by the Quality, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/33, upon which the following bodies were represented: British Computer Society British Production and Inventory Control Society Chartered Institute of Manage

4、ment Accountants EEA (The Association of Electronics, Telecommunications and Business Equipment Industries) Institute of Logistics and Distribution Management Ministry of Defence Nottingham University PERA International (Production Engineering Research Association) University of Bradford University

5、of Manchester Institute of Science and Technology Amendments issued since publication Amd. No. Date CommentsBS5192-5:1993 BSI 08-1999 i Contents Page Committees responsible Inside front cover Foreword ii Introduction 1 1 Scope 1 2 References 1 3 Definitions 1 4 Production control information flows 1

6、 5 Generation and use of production control information flows 2 6 Basic parameters and controls 7 7 Other aspects affecting information flows 9 8 How information flows combine to give control 10 9 Display and presentation of control information 12 10 Review of information flows, formats and controls

7、 14 Annex A (informative) Bill of material 21 Annex B (informative) Management of changes in design 22 Figure 1 Stages of production control 3 Figure 2 Principal inter-departmental flows of production control information 4 Figure 3 Examples of use of performance indicators 15 Figure 4 Example of a m

8、aster production schedule 16 Figure 5 Example of a production schedule 17 Figure 6 Example of material requirements planning 18 Figure 7 Examples of works documentation 19 Figure A.1 Typical BOM hierarchy 21 Figure B.1 Engineering change procedure 25 Figure B.2 Engineering change request 26 Figure B

9、.3 Engineering change order 27 Table 1 Production control information flows 5 Table 2 Examples of key performance indicators 13 List of references Inside back coverBS5192-5:1993 ii BSI 08-1999 Foreword This Part of BS5192 has been prepared under the direction of the Quality, Management and Statistic

10、s Standards Policy Committee. The prime objective of production control is to help a company become more competitive and profitable. An effective production control function endeavours to fulfil this objective by keeping a balance between satisfying sales demand, achieving high plant utilization and

11、 maintaining low investment in stocks and work-in-progress. An optimum balance between these often conflicting objectives will only be achieved by a production control system designed to meet the specific needs of the company and run by well trained and dedicated staff. BS5192 is published in six Pa

12、rts and gives comprehensive guidance in those areas that are considered essential for effective production control. Part 1: Introduction: Scope of the guide, purpose of production control, relationship to other functions, technological changes, choosing the system to fit the business; Part 2: Produc

13、tion programming: Relationship to corporate and business programmes, planning techniques, master production scheduling, capacity planning; Part 3: Ordering methods: The various types of ordering and stock control systems, comparing the advantages of each for particular applications; Part 4: Dispatch

14、ing (shop-floor control) The methods of shop-floor production control and documentation involved and the increasing influence of computers; Part 5: The relationship between production control and other management functions: The production control information flows in the organization, their generati

15、on, presentation, use and maintenance; Part 6: Computer aided production control: The application of computer software to the production control function. A British Standard does not purport to include all the necessary provisions of a contract. Users of British Standards are responsible for their c

16、orrect application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pagesi andii, pages1 to28, an inside back cover and a back cover. This standard has been updated (see copyr

17、ight date) and may have had amendments incorporated. This will be indicated in the amendment table on the inside front cover.BS5192-5:1993 BSI 08-1999 1 Introduction Production control (seeFigure 1), like other aspects of manufacturing industry, has developed over the years from a simple almost inde

18、pendent function to a complex sphere of influence interacting more widely with other functions. This development and its likely future development can be described in three phases. a) The traditional role of production control: production scheduling; materials procurement. b) The current role of pro

19、duction control: costing; labour planning; material requirements planning; optimizing production; manufacturing control; quality control c) The developing role of production control: direct input into and feedback from computer-controlled machinery, automatic guided vehicles, processes and systems;

20、networking of production control systems via electronic data interchange (EDI); real-time finite scheduling. The trend inherent in production control systems is a diffusion of the production control function amongst those responsible for managing the business, in order to improve its effectiveness,

21、e.g.a shop supervisor may schedule the optimum work flow and the sales manager may advise delivery dates to customers. The shift in authority away from the production control function to the other business functions will result in a smaller, albeit more crucial, production control function with a wi

22、der sphere of influence. Larger and more detailed volumes of information are required, interlinking and used by all departments. Production control systems are thus becoming more critical to the efficient running of the company. Data processing systems enable the information to be handled effectivel

23、y, but the flows, details, accuracy, amendments and presentation of this information should be very carefully designed and monitored. This Part of BS5192 considers these aspects of the production control system. 1 Scope This Part of BS5192 gives guidance on the increasing influence of the production

24、 control system throughout the manufacturing organization. Information flows between management functions and the ways in which they are used in the control of the organization, are described in some detail. Formats and methods of transmission, presentation and revision of information are also consi

25、dered. Emphasis is given to the design of the production control system to meet the control requirements of the organization. 2 References 2.1 Normative references This Part of BS5192 incorporates, by reference, provisions from specific editions of other publications. These normative references are

26、cited at the appropriate points in the text and the publications are listed on the inside back cover. Subsequent amendments to, or revisions of, any of these publications apply to this Part of BS5192 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS5192

27、 refers to other publications that provide information or guidance. Editions of these publications current at the time of issue of this standard are listed on the inside back cover, but reference should be made to the latest edition. 3 Definitions For the purposes of this Part of BS5192, the definit

28、ions given in BS3138:1992, BS5191:1975 and BS5192-1:1993 apply. 4 Production control information flows 4.1 Each management function needs a constant flow of basic information in order to be able to operate effectively. The production control system can be used to supply the majority of this informat

29、ion (seeTable 1). 4.2 The principal information flows around and between the various management functions are shown inFigure 2. This demonstrates that production planning and control is the centre of the information flows. 4.3 The information flows shown inFigure 2 andTable 1 are not all essential t

30、o the operation of the production control system itself, but they are necessary indirectly to enable inputs to the system to be made from other sources.BS5192-5:1993 2 BSI 08-1999 Other information flows between the management functions exist and can be essential to the overall operation of the orga

31、nization. This Part of BS5192 considers only those information flows that are necessary to ensure production of an item to meet required quality, cost and delivery criteria. Some of the major information flows not considered in this Part of BS5192 are as follows: cost estimates; sales analysis; prod

32、uction efficiencies; credit control; market research. 5 Generation and use of production control information flows 5.1 General In manufacturing companies a high volume of complex production control information circulates between the various departments; the most important of these flows of informati

33、on are shown inFigure 2. In order to maximize the effectiveness of this information it is essential that the source of each information flow should be understood and its end use be clearly defined. In this way the format and method of information transfer can be effectively designed. It is very easy

34、, particularly with computerized systems, to provide irrelevant or even confusing information to a management function. The information flows shown inFigure 2, their sources and end uses are described in5.2 to5.15. Guidance on their formats, with examples, is given in9.3 and9.4. 5.2 Senior managemen

35、t The master production schedule is an overall short, medium and long term production strategy. It is used by the sales department to indicate the availability of products for sale and by the manufacturing and production control departments to enable effective planning of all production resources in

36、cluding plant, labour and materials. 5.3 Marketing 5.3.1 Market requirements information is needed by the senior management of the company in order to assess the suitability of the product range and the level of demand likely in the future. This is an important factor in defining the master producti

37、on schedule for the long term. 5.3.2 Market forecasts of trends in style, colour or other relatively minor design changes are used by the sales department to establish sales forecasts for the product range and identify the need for updating current models. 5.3.3 Market data on new products are neede

38、d by the design department to ensure that any new design meets the practical and aesthetic needs of the market place. 5.4 Sales 5.4.1 Sales forecasts are used by the senior management of the company in the definition of the master production schedule for the short and medium term. 5.4.2 Details of t

39、he customers order including quantity, delivery date, specification/design reference are the major elements in the operation of the production control system. The planning of all production is triggered and determined by these details. 5.4.3 An acknowledgement of order sent to the customer can be us

40、ed in some cases as a check on the order details if it requests formal approval of the design before manufacture. It always confirms formally to the customer that the order has been received and is included in the production plans. 5.5 Design Based on the requirements for new or modified products, t

41、he design department produces detailed drawings and technical specifications. The production engineering department converts these into production specifications and defines plant, tooling, materials and methods specifications. The interrelationship between the research and design department and the

42、 production engineering department is particularly important in ensuring that the correct design of product is made within the defined cost and quality parameters. Compromise in the technical specification is often needed to achieve this. Many production control systems, particularly if computerized

43、, require a formal bill of materials to be defined. This is described further inAnnex A. 5.6 Production engineering 5.6.1 Material specifications produced by the production engineering department are needed by the purchasing department in order to source and procure materials, by the production cont

44、rol department in order to complete works documentation and by the quality control department in order to define inspection techniques. 5.6.2 Production specifications are used by the production control department in order to complete works documentation, by the quality control department for defini

45、ng inspection requirements and by the manufacturing department in defining plant and labour requirements.BS5192-5:1993 BSI 08-1999 3 Figure 1 Stages of production controlBS 5192-5:1993 4 BSI 08-1999 Figure 2 Principal inter-departmental flows of production control informationBS5192-5:1993 BSI 08-199

46、9 5 Table 1 Production control information flows Input information required Management function Output information Market needs Sales forecasts Factory loading data Production statistics Output statistics Quality control statistics Turnover, cost and profitability analyses Inventory forecast Senior

47、managements Master production schedule Marketing Market requirements Market forecasts New product data Market forecasts Master production schedule Orders from customers Order status Production schedule Sales Sales forecasts Order details Order acknowledgements New product data Standard minute value

48、(SMV) data Research and design Technical specifications Technical specifications Quality control statistics Production engineering Material specifications Production specifications SMV data Master production schedule Order details Material specifications Production specification SMV data Finished pr

49、oduct stocks Plant downtime Goods received Raw material issues Work-in-progress (WIP) reports Production planning and control Production schedule Labour requirements Material requirements Plant/tooling requirements Stock allocations Works documentation Dispatch details Factory loading data Production statistics Order status Inventory forecast Master production schedule Production schedule Labour requirements Works documentation Production specifications SMV data Quality control statistics Manufac