1c trade management method of volumetric scheduling. Production planning

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We invite you to watch the video Creating a directive production plan in 1C:UPP using the example of a large machine-building enterprise . (duration - 27 min.)

The "Manufacturing Enterprise Management" (PEM) system implements two types of planning: "Volume" and "Calendar", which are combined into one type of planning: volumetric-calendar. In other words, planning can be carried out both in cost and quantitative terms, and distributed on the time axis.

The UPP uses three types of plans:

procurement plan,

sales plan,

production plan.

Based on any of the plans, another plan can be formed. For example: based on the entered sales plan, you can plan a production plan or a purchasing plan. In UPP, plan documents do not make any calculations; they only serve to reflect plans in terms of analytics in the system. The entire load of calculations and analysis is placed in one single tool for all types of plans - "Planning Assistant". This powerful tool allows you to create a plan for any period with a specified selection by planning period, accounting for balances, both current and planned, etc.

In one session of working with the planning assistant, you can get several types of plans with varying levels of detail. Planning is carried out according to "script". Scenario - a specialized directory of the system is intended to describe the detail, maintenance of quantitative and sum accounting, and the frequency of the plan.

To detail the plan, you can use either “Nomenclature” or “Nomenclature Group”. An item group is used for integrated planning; it combines many items with any similar sign(user defined. For example: TVs, Floor lamps, etc.). Most often compiled enlarged plan for a year with detailing by Nomenclature Group, and then on its basis a more detailed plan is drawn up for the quarter/month with detailing up to Nomenclature.

Bookmark "Quantity Calculation Strategy" serves to set selections, conditions and specify objects for retrieving data for a period. For example:

1) “Procurement volume” is the actual volume of purchases for the period,
2) “Purchasing plans” are planned purchases for the period,
3) Warehouse balances – actual balances,
4) Planned balances – planned balances of the item for the period (specified by the user).
Strategies can be added.

Bookmark " Amount calculation strategy" similar. Serves to select data only in total terms.

Bookmark "Selection" serves to apply filters for the selected data (It is imperative to set selection by script!).

Click the "Run" button and the system generates planning documents.

Shift production planning

Based on production plans, it is possible to plan the employment of work centers, work shifts with detail down to the technological operation, and production needs for materials. To plan production by shift, you can choose different strategies for distributing production and employment: “Just in time”, “As quickly as possible”, “Evenly”. You can also plan production by shifts for individual orders.

For use shift planning it is necessary to enter the data into the regulatory reference system of the UPP. These are the Product Specifications, technological maps production, technological production operations, work centers.

(Continued. For the beginning, see No. 34-43)

Supply planning

A retail business needs inventory planning for several reasons.

Lack of goods in stock when customers need them leads not only to lost profits and reputational costs, but also to a decrease in customer loyalty.

The creation of excess, excessive stock of goods in turn leads to irrational freezing Money. In addition, to increase the volume of inventories, an adequate increase in warehouse space is required, which is accompanied by an increase in the cost of storing goods.

Capabilities of the "Provision Planning" subsystem of the application solution "1C: Trade Management 8" ed. 11 allow you to optimize the level of inventory of goods and thus avoid both a shortage of goods and their unreasonable excess.

To plan provision in different situations the program offers four methods of inventory management: "Volume scheduling", "Order to order", "Reorder point (with a fixed time interval between orders)" and "Reorder point (with a fixed order size)".

The use of a particular inventory management method is determined by a combination of two factors: sales volume and sales stability over the period. To assess the sales volume of a product, the “Revenue” indicator is used, and to assess their stability, the “Number of Goods Sold” indicator is used.

It should be noted that the program allows you to specify the planning method for any combination of item - product characteristics - warehouse.

Suppose there are Orion refrigerators in the Central warehouse long time are consistently sold and have large sales volumes. At the same time, with a high degree of probability we can assume that the indicators “Number of goods sold” and “Revenue” will remain unchanged high level and in the near future. In this case, you can use the Volume Scheduling method to manage inventory.

At the same time, sales of Sirius refrigerators at the Central warehouse, although they happen, are one-time and irregular. In this situation, it is recommended to use the Order to Order method for inventory management. When using it, the stock of goods is not stored in the warehouse. Goods are ordered to the supplier only if there is a need from customers, registered in the system in the form of customer orders.

Thus, for different goods that are sold in one storage location, you can apply different ways inventory management.

Note that the capabilities of the application solution allow you not only to determine the recommended method of inventory management, but also to do it automatically using ABC/XYZ classification.

ABC/XYZ classification

ABC classification is used to categorize products based on sales volumes for a period. Products with high sales volumes are classified as class A, those with moderate sales volumes are classified as class B, and those with low sales volumes are classified as class C.

To distribute items into categories based on data on the number of goods sold, XYZ classification is used. Class X includes products that are consistently sold in the selected period, class Y includes products with average sales stability. Products that are sold very rarely are classified as class C.

As a result of combining ABC and XYZ classifications, products are combined into groups AX, AY, AZ, BX, BY, etc., which are characterized by two indicators - “Sales volume” and “Number of goods sold”. Depending on the group to which a particular product belongs based on the results of the ABC/XYZ classification, the application solution automatically recommends the appropriate method for managing its inventory.

For example, products of the CX group are characterized by a small volume, but at the same time, high stability of sales. To manage inventory of goods in this group, the application solution recommends using the "Reorder point (with a fixed time interval between orders)" method.

The "Volume scheduling" method is set for goods that belong to groups AX, AY, BX and BY. Sales of these products are stable and are characterized by high revenue.

Products that are sold irregularly and whose sales volume is small are classified as CY. To manage the inventory of these goods, the "Reorder point (with a fixed order size)" method is established. The "Order to order" method is recommended for goods of groups AZ, BZ and CZ.

ABC/XYZ classification of goods is carried out automatically both for each warehouse and for the enterprise as a whole. If the purchasing manager has his own idea about the inventory management method for a particular product, he can manually specify this method.

Information about the specified inventory management methods will be used later in determining the volume of goods that need to be purchased.

Product and transport restrictions

There are a number of risks in inventory management activities that lead to unplanned emergency situations. These include, for example, failure by the supplier to comply with agreements on the delivery time or volume, vehicle breakdown when moving goods from one enterprise warehouse to another, etc.

To mitigate the consequences emergency situations, which lead to shortages, the company needs to have some stock of goods in each warehouse. Data about such stock is registered in the application solution as “product restrictions” of the warehouse and is taken into account when planning supply.

The program provides for several types of product restrictions: “safety stock”, “minimum stock”, “standard stock” and “maximum stock”. The calculation of the first three types of restrictions is based on data on the average daily consumption of goods in each warehouse and is performed automatically. "Safety stock", for example, is calculated as standard deviation daily consumption of goods from the warehouse. The "maximum stock" data is entered manually by the purchasing manager.

The use of “transport restrictions” allows, when planning supply, to take into account the supply calendar (calendar dates or days of the week on which the supplier ships the goods), the time required for the delivery of goods from the supplier, as well as for their movement from one warehouse to another.

One of the important parameters of the transport restriction is the “Inventory replenishment method”, which can take arbitrary values ​​- “Purchase from a supplier”, “Move from a central warehouse”, etc. Let's assume that deliveries of Belochka sweets are made to the Central Warehouse. After this, they are moved to the warehouse " Shopping room store" and then sales. In this case, the "Replenishment method" parameter for "Squirrel" candies in the central warehouse will have the value "Purchase from a supplier", and in the "Store sales area" warehouse - "Move from the central warehouse".

In the future, at the inventory management stage, if there is a need for Belochka candies, the program will automatically generate the necessary order for the supplier and/or transfer order.

Planning and forecasting sales volume

The application solution allows you to plan and forecast the need for inventory of goods, using various data sources to make a forecast. You can use any data stored in the infobase as sources. This could be, for example, data on the sales volume for the previous period, the volume of purchases, the current balance in the warehouse, etc.

Data sources can be shared and grouped. Suppose, in order to plan sales volumes in October, you need to select maximum sales volumes based on sales data in August and September. For planning in this case, two sources are used - “sales volume for August” and “sales volume for September”. After grouping the sources, the interaction rule for them is indicated - “maximum”. For groups of data sources, you can also use other interaction rules - "addition", "average" and "minimum".

As a result of planning and forecasting sales volumes, the system generates a “Sales and Internal Consumption Plan”, which contains estimated data on the planned volume of demand for goods. The obtained data is further used in inventory management.

Scope and calendar planning ensures the prompt implementation of tasks defined in the portfolio of research topics, in the portfolio of projects, in the target program.

Calculations for operational scheduling are carried out taking into account a number of requirements:

Unconditional assurance of the implementation of the entire planned range of work in accordance with the deadlines for completion of the work

(established by directive or in agreement with the customer) in general

or at individual stages of their implementation;

Ensuring continuity of work on each planned facility;

Ensuring possible uniform and full loading of performers and equipment over segments of the planned period.

The listed requirements in real conditions often contradict each other; to ensure the fulfillment of these requirements, special methods and techniques for calendar distribution of work are used.

In accordance with the nature of the calculations, three stages of volumetric scheduling are distinguished:

Volumetric;

Calendar;

Operational regulation of the progress of work.

With volumetric planning, the nomenclature (composition) and volumes of work performed by each performer (division or employee) are determined, the resources available to each performer are specified, and tasks are distributed among the performers in relation to enlarged segments of the planned period - quarters, months.

The volume of work performed is determined in cost (cost) and labor (labor intensity) terms. Calculations for volume planning do not include establishing a calendar sequence for completing work on individual topics and tasks.

Within a separate department, as a rule, the development of not one, but several topics (projects) is carried out simultaneously, which are in varying degrees of completion. This determines the structure of the scope of work planned for the department. The volumetric plan of each department includes three types of work:

Work carried over from previous periods that were in work in progress at the beginning of the planning period – Q 1 ;

Works to be started and fully completed in the planned period - Q 2 ;

Work that is to begin in the planning period and the completion of which is envisaged in subsequent periods - Q 3 .

Total scope of work:

Q pl . =Q 1 +Q 2 +Q 3

Values Q 1 And Q 3 are established using indicators of technical readiness of tasks. The indicator of technical readiness in practice is calculated as the ratio of the amount of work completed at the time of planning (or intended for execution) to the total amount of work on the assignment. Value value Q 2 is established as the total amount of work planned for full completion in the planning period. The scope of these works is established in accordance with the contractual deadlines for completing the work.

The total volume of work for each department should be determined in accordance with the expression (when measuring the volume of work by the complexity of its implementation):

Q pl . ≤P x F disp. . ,

Where P x – number of department employees, people;

F disp. – available time fund of one employee in the planning period, h.

When scheduling, further detailing of work is carried out for each task, the technological sequence of their implementation and calendar dates for completion.

The task here is to establish an interconnected system of calendar deadlines for completing work for the entire set of tasks and for all performers. It is important to determine the expected duration of work for each task and time reserves.

During calendar planning, work schedules are drawn up

for each task, individual work schedules for individual performers. It is in the process scheduling work ensures the fulfillment of the most important requirements for the operational planning system: ensuring continuity of work on projects, full and uniform workload of performers, compliance with contractual deadlines for completion of work, rhythmic delivery of completed work to the customer and uniform receipt of financial resources. Scheduling is carried out in the form of Gantt charts and network diagrams.

When operatively regulating the progress of work, the actual results of the work are taken into account and the work is regulated when transferring it from one performer to another. At the same time, the state of implementation of planned tasks is assessed, the reasons and magnitudes of discrepancies between the planned and actual state of work on individual tasks are determined, and accepted management decisions aimed at eliminating emerging deviations.

The general scheme of innovation planning is presented in Fig. 18.

When scheduling volumes, it is also necessary to coordinate the plans for each project within the enterprise portfolio. At the same time, “conflicting” projects are identified that require the same resources and have the same profile cash flows over time, which can disrupt the sustainable course of the innovation process.

Thus, it is necessary to resolve issues of the priority of a particular project, the sequence or parallelism of work, and the possibility of suspending the progress of work.

Volume-calendar planning method (standard of MRP II and ERP concepts)

Calendar method MRP does not take into account the presence of limited production capacity. Therefore, the main, most significant point in the development of systems of this class was the inclusion in the new scheme MRP II (production resource planning) of the capacity planning module at the inter-shop and intra-shop levels, which made it possible to immediately see the overall imbalance of the plan, more accurately and efficiently carry out the entire planning cycle and operational management production.

The structural diagram of production resource planning (the basis of volume scheduling) is presented in Fig. 1.15.

The result of calculations according to the scheme in Fig. 1.15 is the formation of a general volume-calendar plan for all

Rice. 1.15.

mu portfolio of orders of the enterprise. The task of its construction is the mutual combination of work and deadlines for fulfilling orders, taking into account bandwidth production capacity.

The construction of a volumetric calendar plan is carried out by sequentially plotting on a graph (on the abscissa axis of which is plotted work time, and along the ordinate - the composition of operations with the corresponding number of jobs assigned to the operation) of the corresponding ordered work on individual operations with recording of their duration (labor intensity). If bottlenecks or excess production capacity are discovered during the process of drawing up a plan, adjustments are made in certain periods of time that shift or tighten the work schedule, which is reflected in the cyclic schedule by changing the timing and scope of work. As new orders are received, additions are made to the volume calendar plan.

This is a general simplified scheme of work using the volume-calendar method. Work on this method is fraught with the unforeseen emergence of “bottlenecks” and “broad” spots in production, an overestimation of the level of work in progress or the occurrence of shortages, etc.

OCM is mainly used in systems of the class MRP II and ERP. Using integrated control systems built on the concept ERP, allows to some extent compensate for the lack of static planning methods due to the efficiency of identifying bottlenecks and greater reservation of production capacity. The static nature of the volume-calendar method is manifested in simplifying the idea of ​​the production process of processing batches of parts and averaging the indicators of calendar-scheduled calculations. For more information about static and dynamic representation of the production process, see the work.

At the same time, the use of OCM is not effective enough and does not meet today’s requirements imposed by the consumer market, and modern views on management professed by logistics.

Just-in-time (JIT) concept versus RP standards

In foreign theory and practice of production management, there are two different systems: “push” and “pull” types.

The previously presented systems of operational planning and management and the methods built on their basis are a kind of “push-out”. Finished products are “pushed out” in accordance with a production plan based on a demand forecast and without taking into account current changes in demand. These systems are called RP-systems ( MRP I, MRP II, ERP). The abbreviations are deciphered as follows:

• R.P.– resource/requirement planning, resource planning;
• MRP I – material requirement planning, planning of material needs;
• MRP II – manufacturing resource planning, management of production resources;
• ERP– enterprice resource planning, enterprise resource management.

The principle of their operation is that objects of labor in the production process are transferred from the previous to the next production stage according to a specific schedule for the planned period, by command centralized system control (Fig. 1.16). In domestic practice, this type of planning was the only one; at the same time,

Rice. 1.16. Structure of a "push" planning system

in market conditions it is used mainly at procurement enterprises and enterprises manufacturing standardized products.

In contrast, the just-in-time concept ( JIT – just in time – “just in time”), also called lean production (“lean production”), refers to the category of “pull” or “pull” system (first used in Japan), which is based on a decentralized principle of material flow management, when instructions to start production come directly from the SOE warehouse or distribution system enterprises. Processing of objects of labor at the previous stage of the production process begins by command (as necessary) from the next stage, and so on along the chain from the last to the first production operation (Fig. 1.17). The process occurs in the direction opposite to the movement of the material flow. Concept JIT

Rice. 1.17. Structure of a "pull" planning system

is focused primarily on stable demand, working with a minimum level of inventory or no inventory at all, which, with significant fluctuations in demand, leads to shortages and failures in the system.

This drawback was eliminated by the use of a new method of planning and managing material flow in production, developed on the basis of two concepts, R.P. And JIT, which is called ORT (Optimized Production Technology – optimized production technology) (see works). Other disadvantages JIT may be an increase in transportation costs and an increase in procurement costs.

In general, the general reasons contributing to the popularization of the concept JIT, are the possibilities:

• minimizing inventories of work in progress (interoperational backlogs);
• work "from wheels", i.e. without creating reserves and reserves;
• reducing the duration of the production cycle;
• flexible response to fluctuations in demand for products and changes in consumer preferences;
• reducing the need for production and warehouse space;
• achieving small production volumes and individualization of products;
• improving overall quality;
• reducing costs of inventory maintenance, etc.

To implement the concept LT In the practice of the enterprise, it is necessary to comply with fairly strict requirements, otherwise the system will not work. For example, it took US enterprises 10–15 years to establish quality work"pull" systems, since this required:

• establish coordinated work with suppliers and consumers using modern means communications;
• rationalize the structure of the production process in the direction of subject-closed sections and production lines;
• apply modern methods, production technologies and industrial equipment(CNC machines, robots, etc.);
• strictly adhere to delivery deadlines and quality levels;
• introduce modern management information systems;
• prepare highly qualified general-purpose workers.

Implementation of the concept JIT made possible thanks to the use information system Kanban, which means "card" in Japanese. The mechanism of operation of this system is built on the principle that all workplaces of the enterprise must be supplied with objects of labor (material resources) only in the quantity and on time necessary to complete the task received from the previous workplace. IN in this case missing hard production schedule, and all production at each workplace is based on the order coming from the subsequent workplace. The means of transmitting information about needs and orders is the Kanban card, which is implemented on paper or digital media.

There are two types of cards: selection card (transport card) and production order card. IN transport map information is indicated on the type and quantity of parts that need to be collected from the storage facility and delivered to the place of consumption; V production order cards the name and quantity of parts that must be manufactured at the previous work site are recorded.

The operation of the “pulling” mechanism is shown in Fig. 1.18. Let us highlight two workplaces (WW) in the production process, designating them as “supplying WM” and “consuming WM”, which interact with each other through the storage of working and insurance reserves of labor items in containers. Each container has one of two types of cards attached to it: a transport card, if the container moves from the storage unit to the consuming RM when it is full, and from the consuming RM to the storage unit when it is empty; order card when the container moves from the storage unit to the supplying RM when it is empty, and from it to the storage unit when it is full.

Replacing one type of card on a container with another, related to the same type of parts, can only occur in a storage facility where card circulation cycles intersect. Replacing a card of the same type, but belonging to a different type of part, can only occur at the consuming or supplying RM through card indexes 1 and 2, respectively.

The mechanism of card circulation and the operation of the “pulling” system consists of three phases.

Rice. 1.18.

• 1. The consuming RM, having received an order from the RM subsequent in the production process, determines its need for the parts necessary to fulfill this order. The corresponding transport cards are selected from card index 1, which, as the containers are emptied, are attached to them one by one and transported to the storage facility.
• 2. In the drive based on information transport cards containers filled with the necessary parts are selected. Order cards are removed from them and attached to incoming empty containers, from which, in turn, transport cards are transferred to selected filled containers. Thus, on each selected container with parts, the order card is changed to a transport card, and on empty containers, the transport cards are changed to order cards. Filled containers with transport cards are moved to the point of consumption. Empty containers with order cards are sent to the supplying PM.
• 3. The supplying RM, having received empty containers with order cards from the storage unit, begins processing parts (of the required grade and in required quantity indicated on the card) and plans his need for materials with further placement of the order at previous workplaces along the production process. If the supplying PM is still busy processing previous orders, then the newly received order becomes queued (in file cabinet 2). When the order is filled and the containers are full, they, with the order cards attached, are sent to the storage unit, where the corresponding stock is replenished to the required level (see work).

Production planning is one of the key processes in every enterprise. Thanks to a successfully implemented planning process, we can talk about the maximum possible success of the enterprise: orders are completed on time, the supply of materials and components is optimized for the timing of the launch of products into production, clarity in the loading of production resources, understanding and the ability to analyze the entire complex of production costs.

Planning options in the Omega Production system

Various approaches to production planning, adequate serialization, duration of production cycles of products, condition and types of data that can be provided at various stages of implementation. Distinctive feature planning module in the Omega Production system is its full integration with engineering data management modules.

Electronic production and technological documentation is used as initial data.

The main planning options are:

• Volumetric production planning and calculations of required resources by calendar periods;
• Volume scheduling and calculations of required resources, taking into account batching and duration of production cycles of parts and assemblies;
• Operational planning of product assembly;
• Operational calendar planning with obtaining production schedules for batches of parts by operation and resource work schedules.

Various options for planning and modeling production schedules will allow you to accurately determine the workload of departments and the resources required to implement the plan.

Volume planning

The initial data for volumetric production planning are the design compositions of manufactured products and technological data (material consumption rates and technological routes)

The result of calculating volumetric plans will be shop reports on the production/receipt of inventory items in the planned period, as well as the amount of resources required to implement the plan (materials, purchased inventory items, labor resources)

This approach is applicable to many enterprises with short and medium production cycles and large-scale production.

Volume-scheduling production planning (OKP)

The use of volume scheduling functionality allows you to obtain a production schedule, taking into account batch sizes and the load of production resources. This approach makes it possible to determine when the planned product will be manufactured in the current production situation.

This approach provides production planning with the ability to generate tasks for production units accurate to the operation and time of its implementation.

The functionality of ObKP is suitable for manufacturing enterprises with a long production cycle of products and low serial production.

Operational scheduling (OCP)

Operational scheduling is a more accurate version of volumetric production scheduling. When using OKP, planning and generation of tasks occurs with an accuracy of the work center and personnel number of the performer. The work schedule of production resources allows you to quickly assess the production situation and correctly influence it. To ensure the efficiency of entering data on the progress of production, terminals are often used at the point of operation.