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         程晓华(John Cheng),全面库存管理(TIM)咨询独立顾问,《制造业库存控制技术与策略》课程创始人、讲师,1995年开始接触MRP,曾在大宇重工业、顿汉布什、IBM、伟创力(Flextronics)等企业担任生产计划员、物料计划主管、高级物料经理、供应链总监、全球物料总监等职务,个人专著:《制造业库存控制技巧》、《首席物料官》、《决战库存》、《制造业全面库存管理》等,邮件johnchengbj@126.com,TIM咨询公众号:ITOOTD

 

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这个俱乐部就是程老师比较活跃(~~)--hunk_sun
此版增加了实战练习,增强对文中理论的理解。
--hunk_sun
[mo.嗯嗯]--likun0416
--likun0416
支持--ldt2008
确实,库存管理是制造企业的重中之重--yongyu888
我就是搞信息化项目的实施工程师,也就是所谓的搞IT的。我不是你文中所太述的这种人。--Jasmine3
1--hking1
程老师有趣,像是面对面交流--刚柔流
基础数据尚做不准.--喜鹊
hhhh--爬行的蜗牛
大兵的故事有趣。有的公司的仓库主动性强的, 也会知道。他们会不断追问计划人员或采购人员。--hbenzj
赞同。这些基本概念要清楚才能在管理上有的放矢,做精细化的提升。--hbenzj
325466--钱小敏
期待后续发文。--tulipbrave
怎么看--无双之城
都知道智能化很重要,但是很多机构都是空喊口号,具体又做了些什么呢?--szhanrui
理论化的东西是一套,实际做法又是一套,在牛毛多一样的小企业里,灵活管理,损失的是一部分效益,但按部就班的做事,可能会死掉,不要总拿外企的启蒙教育国内作坊企业,[呵呵]--FUJIKUO
作者写得真好,的确如此,我想很大的原因是任正非先生想体验一下排队打的的事情,然后大脑休息一下而已。实在没有必要大惊小怪。还有不在父母身边的游子们应该常常回家看看,珍惜父母在的时间,多行孝心,少关注一些不关痛痒的小事。--信息化的小螺钉
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Today’s demand supply chain management is more and more relying on system – IT tools like ERP, EDI, suppliers portals etc. etc., which is good to speed up the information sharing between partners and shorten the cycle time for processes handling.

But the thing is always good and bad. Somehow we are too much relying on the IT tools even indulging ourselves with losing ourselves. Something just like when after computer is invented, less and less people are interested in calligraphy – handwritings, which is actually a kind of art of human being.

Same things are happening on supply chain management. After MRP is introduced to materials management, we are seeing less and less real planners who knows how to judge the purchase requisitions with their own brains, Today more and more planners are actually doing operators jobs, they do not need to think about, judge anything, they just feed the machines and waiting for the output of machines …

We need to get back to some traditional ways like hard copy approval for some critical control points of supply chain management.

  1. MPS – master production scheduling

This is something the most important in the total demand supply chain management, which must be approved the site materials director or even by the General managers.

The control points of this approval –

-         historical forecast variance was analyzed with a variance trend chart

-         current phases of PLC – product life cycle we are in for different products / models

-         total available capacity (machine / operators etc.) is aligned with MPS loading, which is deciding how much buffer level we should or should not build for products;

-         critical materials supply is analyzed and be prepared to handle those critical parts specially, which maybe a manual process as discussed in Chapter 3.

  1. Commitment to customers

This must be seriously and carefully handled – once we commit, we must achieve it with 100%. Sometimes people are too conservative to commit customers, sometimes they over-commit to customers, both are wrong and need to be controlled by managers even directors.

  1. PR / actions report for A commodity

Because most of the inventory is coming from these A commodities and usually the delivery flexibility is very bad for those suppliers, which either they do not accept push out / cancellation or there is little room for pull in. If we purely follow up the instructions from MRP for rescheduling these A commodities, we may suffer from either shortage or excess.

The control points for this approval is –

-         Materials planners need to check / calculate the rationality for rescheduling information from total demand of monthly and try to avoid rescheduling activities back and forth in different weeks, which is easy to lose our reputation / credibility in suppliers side.

-         Terms for rescheduling and the market supply trend must be double checked before take real actions by buyers;

-         DOS on hand / on order vs rescheduling requests with a macro approach.

  1. Urgent shipment request

There are many excuses for urgent shipments which caused lots of extra logistics cost, but this is not the key, the most serious issue is behind urgent shipments, there may be many system problems / human mistakes hidden.

Many times we find that the so called urgent shipments are caused by wrong lead time maintained in ERP system; sometimes are purely human mistakes.

  1. Manual PR / PO

Manual PR is outside of MRP running, usually because of –

-         Customer request for risk orders to components suppliers

-         Alternative parts

-         Last buy for EOL models

-         Compensation for human mistakes

Our employees are usually very listening to customers because we are EMS and customer is customer, somehow our employees even do not want to follow their bosses’ instruction but just customers … sad to say that but that’s true, especially when the case happened between our low level employees and the low level employees from customers.

Risk order is quite risky to us, but sometimes our employee just release the orders to suppliers without approval;

Alternative parts are very hateful and very dangerous to handle, they must be approved by managers to help to reduce the mistakes of people;

Last buy PO is the most key activity for controlling and reducing the E & O liability for both customers and ours. When release last PO for components, people are either too conservative for cheap parts or too bodacious for more expensive parts. Approval from managers will be helpful to check on. Historical attrition / physical counting variance must be checked.

  1. Manual W/O or production orders

This is something quite similar with manual PO for risk orders from customers. As we said, people usually regard customer as everything, and customers can control our production lines what and when / how many to do. This is absolutely wrong and production team can only follow the production schedulers’ instruction for any production activities. Let them go or just escalate when there is any interruptions from whoever is not production planning persons.

  1. Adjustment for cycle counting variance

This is common sense but not executed very well, where 2 tings need be controlled –

-         Owners for inventory adjustment. Who should be authorized for inventory adjustment when variance is found? Warehouse and Production? NO. Either inventory planning or finance only;

-         Excuses on variance. Usually we need explain why variance is there and usually what we get from the owners of each inventory location is “ because we did not control materials very well …. We have variance” and the actions is “ we will strengthen the control, we will train the people there, we will enhance their duty of sense  …”   all these are bullshit and totally nonsense for digging out real root cause behind and not mention to improve.

These 7 areas are the most dangerous areas during daily materials operations and a regular audit like quarterly is needed for these 7 items to check the implementation. Remember that people are never self-controlled unless they are controlled and that’s the reason we still need to have managers / directors, VPs etc. We trust people but it does not mean we believe what people are doing …

发表于: 2009-06-01 10:49 程晓华 阅读(2230) 评论(4) 收藏 好文推荐

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评论列表
# re: Supply chain approval matrix
2009-06-01 11:15 | Sophie Shi | 1楼
Eyesight is deep. Thank you.
# re: Supply chain approval matrix
2009-06-01 15:27 | 【匿名用户】:Joanna | 2楼
这是否是在考核管理水平?
# re: Supply chain approval matrix
2009-06-01 16:40 | 程晓华 | 3楼
NO, SCM流程控制点。
# re: Supply chain approval matrix
2009-06-01 18:03 | 吴学强 | 4楼
确实,没有ERP等IT系统来辅助管理,肯定是难以提高效率与效益的。然而如果完全依赖IT系统,缺失了发挥人的主观能动性,同样也是不行的,毕竟企业内外部环境时刻在变,而MPS/MRP是依据一些固定的参数进行处理的,比如提前期、生产批量等等都是固定的,所以人的经验与知识水平对于用好MPS/MRP是非常重要的。

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