Pull production in the hottest variety of manufact

Pull production in a variety of manufacturing environments

there is no denying that lean thinking has brought great benefits to enterprises. As we all know, ERP brings ball screw to enterprises. Because its structure is more complex than trapezoidal screw, it is highly information-based and integrated. At the same time, it also brings convenience to enterprises to deal with changeable and complex manufacturing environment. For example, production to stock (MTS), production to order (MTO), assembly production (ATO), and design to order (ETO). This paper focuses on how to change from batch production, queuing supply to lean production of continuous production process, implement Kanban pull system, and implement electronic Kanban system well integrated with ERP under the four environments of ERP

the production and inventory strategy of an enterprise determines the focus of production management and inventory management. Subdivide the enterprise into four production inventory environments and the product life cycle into four production inventory environments, which plays a decisive role in the competitive lead time and effective inventory control of enterprises. Enterprises should quickly change their production and inventory strategies according to the changes of market competition environment. This requires enterprises to have a high degree of flexibility in planning, production layout, inventory and production preparation

among them, soybean protein is the most studied.

first, facing the inventory environment

it is that before receiving the customer's order, the products have been warehoused and waiting for shipment. Use the MPS master production plan or SOP sales forecast of ERP to drive the finished product plan, MRP batch production and queuing supply to organize production

under lean production, the production is organized in the way of Kanban pull plan and single piece continuous flow. Its characteristics are stable logistics

this figure is a typical Toyota pull production. The customer sends a Kanban, which can be in the form of electronic data, fax, empty box, cardboard. The products are pulled out of the finished product supermarket and shipped to the customer for delivery. During this period, the internal Kanban returns to the factory to supplement the goods of the finished goods supermarket. Its supermarket is based on intuition, and each finished product has code and batch number and strict first in first out management. Perhaps, your company directly faces many wholesalers, whose sales order frequency, quantity and product mix change greatly, and your business model is to deal with customer orders almost immediately. Therefore, there must be a buffered finished goods supermarket

II. Order oriented assembly environment

it is that the sub assemblies have been completed, and they are assembled into the final product after receiving the order. Key components can be planned and stored in the warehouse to wait for customer orders. The main production plan drives the application of sub assemblies or single-chip computers, which not only greatly reduces the equipment cost, but also the key component plan

this figure is a typical Dell pull production. This kind of Kanban mode is becoming increasingly popular. Since there is no finished product inventory (except for products waiting to be shipped), the company's resources can be effectively managed. The premise is that the replenishment cycle of manufacturing is less than the delivery time of the order. Dell uses this method on the Internet to directly connect with customer orders. For example, the daily delivery volume of orders is not uniform, but in production, the average daily output can be used to level the production line

III. order oriented production environment

it completes the manufacturing of products after receiving customers' orders. In order to shorten the delivery time, it is often necessary to plan the sub items with a long lead time before accepting the order

if we deal with extremely irregular orders and implement the pull plan, there are potential difficulties. Implement a visual and electronic dynamic Kanban system, automatically adjust the number of Kanban and Kanban loop to adjust the buffer inventory, so as to effectively meet the irregular order demand. Although this requires the increase or decrease of the actual number of containers, and the buffer may increase, it is also more effective than you try to plan or predict. Because the prediction driven MRP will magnify the problems existing in the supply chain

in fact, fundamentally speaking, it is necessary to understand the productivity of customers, timely adjust their own takt, design their own flexible production lines and combine them with suppliers to form a strategic alliance

the picture data comes from the fourth shift Kanban system

IV. order oriented design environment

it carries out unique design or customization according to the specifications and requirements of customers. Customer orders generally require a unique set of part numbers, bill of materials and process routes

to sum up, the essential difference between the four processes is how to set up a parts supermarket. Usually, we set a small internal buffer warehouse between the final assembly line and the upstream supplier. Use internal Kanban to handle internal replenishment goods. As the replenishment time becomes shorter and shorter, the buffer capacity of the supermarket will continue to decrease. Therefore, another key factor to maintain a small supermarket is the minimum preparation time (smed)

some traditional enterprises, old equipment layout, large-scale mass production equipment, do need mass production. It is really difficult to turn to pull lean production. However, we can first establish a parts supermarket between each process, which can quickly supplement supplies to operations that consume parts. The longer-term solution is to reduce the equipment for mass production and gradually shorten the replenishment time to form a continuous production process

external Kanban is connected with suppliers to generate electronic Kanban, which is integrated with ERP procurement and a/P modules to reduce the loss of kanban. Streamline Kanban, purchase and a/P processes

lean enterprises may think that the manual Kanban system is simpler. The reason is that the system can be established quickly and easily. However, the demand is unstable, and the number of Kanban should also be dynamic and multi box. Parts are often changed, Kanban cards are replaced and lost, etc. It brings difficulties to the actual use of manual Kanban system. From the perspective of control, maintenance and flexibility, using the electronic Kanban pull system with bar code and integrated with ERP can make the enterprise more lean, flexible and agile. It is characterized by dynamic electronic Kanban - visual, automatic, with Kanban loop. Through the timely collection of supply chain information and rapid response to demand, we can produce optimized supply chain planning and scheduling. It also needs to transform and integrate with the existing ERP system data

in the lean pull system, MRP can be used to predict the demand for materials and output, and a production capacity plan can be made in advance to determine the internal production capacity (CRP capacity demand plan) or to generate the capacity commitment (CTP) through TOC constraints. Enable managers to conduct production capacity analysis and bottleneck analysis earlier and more effectively. (end)