Most popular advice for manufacturing informatizat

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Introduction to manufacturing informatization

manufacturing informatization is a field with multiple terms and endless concepts. On the one hand, it reflects that this technical field has received extensive attention. Universal material testing machine is mainly used to measure the physical properties of materials or products. On the other hand, it also brings a lot of confusion to the majority of users. This article talks about my views on the following two issues:

1. Who should be the first to implement PDM, ERP and MES

2. How to view the popularization and improvement of ERP

1 who is the first to implement PDM, ERP and MES

recently, an article proposed that without product data management PDM, enterprise resource planning ERP is passive water, without manufacturing execution system MES, ERP is a tree without roots, so ERP becomes "withered ERP". I think this conclusion is too simple and will cause many misunderstandings

1.1 who comes first in PDM and ERP

the previous view is right from the perspective of data flow. Without product design, parts catalogue, process documents and man hour quota, production organization cannot be carried out. This must be the case whether or not informatization is carried out. However, from the perspective of information integration, it must depend on the situation of the enterprise: for enterprises designed according to orders, the product structure changes frequently and the production cycle is very short. At this time, it is really very difficult to run ERP without CAD and PDM. For such enterprises, we advocate CAD and PDM before ERP. But for general enterprises, the product structure is relatively stable, and new and old products are produced at the same time. Enterprises are on CAD and PDM. The main energy of the design department must be on the design of new products. They have no time to take into account the informatization of old products. Production management is different. Both new and old products need to be managed. In this way, even if the material data, bill of materials, process route and man hour quota of old products have been on PDM for a long time, they still need to be entered manually, and cannot rely on the integration of PDM. A boss of an enterprise told me that he planned to implement ERP in 5 years. I asked him why? He said: I want to use CAD and PDM to realize informatization of all products of the factory, so as to make ERP. It has been six years since the boss said this. He did buy PDM six years ago, but the old products of this factory have not been informatization, and ERP is still not available today. This is to make PDM absolutely prior to ERP. We advocate that whether to use PDM or ERP first depends on the situation of the enterprise. It is right for enterprises that produce strictly according to the order to go to PDM first. Generally, enterprises must go to PDM first according to the needs of enterprises. What affects the survival and development of enterprises will go to PDM first. Even if you go to PDM first, don't expect to get all the data that ERP wants from PDM within this year. First, because the old products cannot be informationized for the time being, they also need to be manually entered; Second, when can PDM provide the manufacturing bill of materials that meet the requirements of ERP (no one doubts providing the engineering bill of materials). Often, the BOM provided by PDM cannot meet the requirements of production planning and cost accounting and needs to be modified

from the perspective of development history, MRPII and ERP have a history of nearly 30 years, while PDM is only 10 years old, which proves that MRPII and ERP can still operate and play a role in the era without PDM

1.2mes and ERP who comes first

Manufacturing Execution Systems (MES). According to the American AMR research company's definition of MES: MES is a factory level information system, which is between the planning system of the enterprise leadership and the direct industrial control system of the production process. It provides operators/managers with the data and information of adjusting passive needle compression spring screws of all resources (personnel, equipment, materials, tools and customer requirements) in the production process from the current perspective. MES plays an intermediate role in the factory integrated automation system. Under the guidance of the long-term plan generated by the ERP system, MES optimizes the planning, scheduling, monitoring, resource allocation and production process of short-term production operations according to the real-time data related to production collected by the underlying control system. The functional modules include process detailed scheduling, resource allocation and status management, production unit allocation, process management, human resource management, maintenance management, quality management, document control, product tracking and product list management, performance analysis and data collection. The lower layer of MES is the lower production control system, including DCS, PLC, nc/cnc and SCADA or a combination of these types

the three-tier model of manufacturing execution system

it can be seen that MES is the intermediate link between business planning system and control system. What kind of manufacturing enterprise has a perfect control system? In process industry and highly numerical controlled discrete manufacturing industry, only such enterprises can collect production execution data from the underlying control system and feed back to MES and ERP. Only in this environment can MES show its unique charm. In this environment, it can be said that ERP without MES in the executive layer is like without touch and vision, and can not get timely and accurate information feedback. MES is absolutely necessary for such enterprises

however, for the general discrete manufacturing industry, due to the low level of equipment automation, the bottom layer lacks or even has no control system at all, and there is no way to automatically obtain production execution data from the bottom layer. All production execution data need to be manually typed, and then MES loses its power. MES in this production environment is no different from the workshop production management system of ERP. Therefore, ERP without MES is not a "tree without roots". Not all enterprises need MES

2 how to view popularization and improvement

since this year, the voice of popularizing ERP has been higher and higher. There is nothing wrong with the fact that manufacturing informatization needs to be popularized and ERP needs to be popularized, but it is worth thinking about how to popularize it

2.1 management reform is the basis of manufacturing management informatization.

the 40 year planned economy has deeply branded Chinese enterprises. The management of enterprise sales and procurement has changed, "Our comprehensive production base is the backbone of the global low-grade products business of high-performance plastics. However, within the enterprise, the traditional management mode and management method are still common in the enterprise. To achieve modern management, only computer network system and ERP are not enough. We must comprehensively optimize the enterprise's strategic development, management mode, business process, organization, performance appraisal, salary system, etc. On this basis, informatization can fundamentally improve the management level of enterprises and improve the core competitiveness of enterprises. Therefore, the implementation of management reform through management consultation is the basis of manufacturing informatization. The effect of informatization implementation of wearing new shoes and taking the old road is very limited

2.2 production management is the core of manufacturing management informatization

whether mrpii/erp is outdated or not, I have discussed it in detail in other articles, so I won't repeat it here. I don't think mrpii/erp is out of date. What I want to emphasize here is that MRPII is not only not outdated, but also the most important and core part in the management informatization of discrete manufacturing industry. At present, the design idea of ERP software in China has two sources, one is from MRP Ⅱ, and the other is from the company that started financial software. Their design ideas are quite different. It is widely said in the industry that "ERP developed from MRP Ⅱ is too complex for suppliers to get involved, and MRP Ⅱ ERP eventually declines or even dies. The ERP of purchase, sale, inventory and finance is the real demand of users at present, and the implementation effect is also highly praised by users." I think this kind of statement is not scientific, and its application mainly includes learning

ERP software with two design ideas should ultimately achieve the same goal by different paths, rather than replacing each other. The author believes that: from the long-term development of enterprises, if there is no advanced production planning and control technology, MPs, MRP, SFC, CRP, JIT, APS, good supply chain planning coordination and optimization, in order to shorten the production cycle and procurement lead time for the informatization of a complex discrete manufacturing enterprise, It is impossible to reduce the occupation of inventory funds, deliver on time and respond quickly to customer needs. Only the existing manual management methods are informationized, it can only improve the management efficiency, and cannot fundamentally improve the management level and economic benefits of enterprises. The existing manual cost calculation methods have inaccurate data collection, simple accounting methods, which can only calculate the cost of product series or products, can not calculate the cost of parts, lack of necessary cost analysis, etc. Of course, mrpii/erp should keep pace with the times and develop to CRM, SRM, EC and CC, but it is wrong to deny MRP and MRPII. This is particularly important in discrete manufacturing. We cannot give up MRP II because it is complex. It is related to how enterprises improve their competitiveness

2.3 leading management and Deepening Application

therefore, the author believes that the popularization of ERP should not be the popularization of a few products and low price sales, not the simple popularization of supply, marketing, inventory and finance, and the popularization of "account rejection". It should take the lead in management reform and popularize on the basis of deepening application. Otherwise, it will make China's already shallow manufacturing informatization more superficial and formal. (end)

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