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ERP 2.50:Functional Documentation/Production Management/fr

Contents

Préambule

Dans ce document, la traduction est inspirée du pack Phidias Pack Base, module Translation French-France (fr_FR).

Les choix de traduction suivants ont été pris :

Anglais Français Acronyme


Client Société
Business Partner Tiers BP
Process Plan Plan de Fabrication

Introduction

La Gestion de Production fournit aux fabricants les traitements leur permettant de planifier et programmer, de suivre et analyser, de diriger et exploiter leurs procédés.

Il s'agit de fabriquer les quantités d'articles requises dans une période donnée.

Elle comporte trois domaines:

Les planificateurs doivent créer un plan pour satisfaire la demande du marché à partir des ressources disponibles de la société. Cela impliquera de déterminer les ressources nécessaires pour satisfaire la demande du marché, de comparer les résultats aux ressources disponibles, et de concevoir un plan pour équilibrer les besoins et les disponibilités. Le traitement déterminant les ressources requises et les comparant aux ressources disponibles est un problème de gestion de capacité. Pour une planification efficace, il faut un équilibre entre les priorités et la capacité. Avec les plans marketing et financier, le plan de production entre dans le business plan stratégique.

Suivant la vision d'un utilisateur fonctionnel, le module de Gestion de Production peut être divisés en quatre parties.

Plan de Fabrication

Une suite d'événements qui organise la fabrication d'un ou plusieurs articles. Le même article peut être produit en utilisant divers plans de Fabrication. Cependant, en général chaque article a un Plan de Fabrication.

Un Plan de Fabrication peut être décomposé en :

Configuration

La configuration d'un Plan de fabrication consiste en :

Section: Une liste des différentes zones de fabrication qui existent dans une société

Poste de Travail: Un système composé d'un groupe coordonnées de machines et outillages dans le but d'accomplir une tâche. Le poste de travail est souvent composé de machines et de travailleurs capable de faire un travail d'une manière répétitive. Les machines seront normalement similaires, donc il n'y a pas de différence sur le type de travail que peut faire ces machines ou sur les capacités de chacunes.

Activité: Actions requises, utilisant de l'outillage, dans le but de réaliser une tâche.

Outillage: Un groupe d'objets (outils) à utiliser dans les activités. Par exemple une scie et une meule. Chaque outillage appartient à un type d'outillage et pour des raisons de sécurité inclut un temps maximal limite d'utilisation.

Machine: Appareils utilisés dans le traitement de fabrication de la société. Les machines peuvent être groupées en catégories. Les catégories sont utilisées pour le module de maintenance. La définition de chaque machine peut inclure la date d'achat et la durée de vie. Il est aussi possible de définir la maintenance souhaitée sur chaque machine.

Centre de Coût: Partie de l'organisation qui ne génère pas de profits directs et génère des coûts d'exploitation à l'entreprise. Par exemple, les départements R&D, les départements Marketing, les centres d'appels de support aux utilisateurs et aux clients. Bien que ça ne soit pas toujours vérifiable, un centre de coût ajoute indirectement aux revenus. rentables dans le futur.

Contrôle de Qualité périodique: Les tests de contrôle qui assure la qualité de l'article.

Coût indirect: Les activités qui sont dépendantes mais ne sont pas directement impliquées dans le traitement de fabrication par exemple le Marketing, la Maintenance.

Point de Contrôle de la Qualité: Pour les mesures prises durant la production et un module de Maintenance

Incidents de travail: Liste des problèmes et accidents qui se sont produits pendant la journée de travail.

Work Requirement

Work Requirement determines the amount of work that needs to be done in a specified period of time. Planning for the work requirement involves examining the resources required to meet the process plan and finding ways of making the capacity (labor and equipment and material) available. The process plan will not be implemented unless the company has sufficient capacity to fill the demand. Consequently, Work Requirement planning links the various production priority schedules to manufacturing resources.


Work Effort

This window as it is one of the more important. The production runs are defined in this window, including the real quantities of used and produced products, the time needed and the pace at which the work is done. If the workforce changes pace, perhaps producing more in a given time then the capacity will be altered. When the work effort is validated the stocks of the products are updated.

Quality Control

Assists the planner in locating and editing errors within the project. The reports catalog operator comments. They should check for completeness, consistency and provide constructive quality management input. Quality control reports need to be run periodically through the lifecycle of the process plan.


Periodic Quality Control Data

Typically a business creates a General Specification for each product. A Quality Level needs to be specified in the General Specification. Subsequently product designers are able to build that quality level into the products produced. Quality can be measured by the following dimensions: Performance (Reliability, Durability, Maintainability), Features, Conformance, Warranty, Service, Aesthetics, Perceived Quality and Price.


Internal Consumption

Material consumption for a specific project or for an internal use which has no sale associated with it.


Maintenance Plan

A good maintenance plan provides an organized and disciplined approach ensuring a high level of manufacturing system availability. It also ensures that the system operates as efficiently and safely as intended. The scope of a maintenance plan includes the overall manufacturing system and it’s interaction with other ongoing activities, particularly production scheduling.

A maintenance procedure using Openbravo ERP would be this:

Maintenance Order

An instruction indicating specific tools, machines, or devices that need maintenance before performing any production activities.

Maintenance, repair and operational supplies (MROs) Items used in production that do not become part of the product. These include hand tools, spare parts, lubricants and cleaning supplies.


Insert Maintenances

Insert maintenance tasks or routines are required to ensure the correct maintenance of individual equipment in terms of maintenance intervals.

Standard Cost

The method uses cost determined before production begins. The cost includes direct material, direct labor, and overhead. Any difference between the standard cost and actual cost is stated as a variance. Standard costing is used for budgeting and planning, product pricing and inventory valuation.


Production Costs

The production cost of a product is determined by the sum of the cost of the resources that went into making it (labour, material, equipment). Calculating cost price enable a selling price to be set. The cost used in accounting to valuate the inventory is the production cost and not the standard one.

Pending Production Reports

Pending Production Reports list all the orders due to be executed. They have a variety of uses. They can be used to estimate cost for a pending production or to clarify whether the Production (Process) Plan will achieve the overall business goals of the company. On a more specific level the user will be able to determine at a glance the number of products ordered or on-hand.


Production Run Status Report

For a given product in production, the report shows the status of each work requirement and each phase of a work requirement, in terms of: quantity required, done and left to be done. Each phase of a work requirement is displayed as a work effort. Other information included in the report details the speed at which the work is being done, a refund quantity and whether the phase is closed I.E. the required quantity has been built.


Production Management Process Model

General View1

ProductionManagement2.jpg

Detail View

BusinessProcessFlow.jpg

Production Management Example

A Production Planner needs to create a production plan for 400 bicycles. He must decide how to accomplish the task. He defines each of the components parts in the process: wheels, frame, gears, handlebars, etc... and defines the activities that are required to assemble these components I.E. How to add the handlebars to the Frame. The planner then uses these component definitions to Define a Process Plan. Essentially this is a guide for the bike detailing the quantities of components needed I.E. 14*10mm ball bearings are required in the bottom bracket of each assembled bicycle. He then inputs the work requirement which lists all the required component quantities for all 400 bicycles.

The Production Manager is aware of the resources available to him. His team comprises of 10 people, they work from 9am – 5pm and on average each member of the team can assemble a bike and have it inspected in 1 hour. He can enter these parameters into the Work Effort, and at the end of each day update the quantity of bicycles that have been assembled by using the Validate Work Effort functionality. If his team have made 80, the Work Requirement will automatically be updated to show that 320 bicycles are left to be made. Inventory available will also be updated automatically.

The completed bicycles can now be sent to the warehouse, and soon off to the customer. The Production Manager can track the quality of his teams work by generating a pending work requirement report. The Production Manager has the ability to adjust the Work Effort. He may decide to increase or decrease the time and labor depending if the schedule is being met. After making changes he will again need to Validate the Work Effort to make the necessary changes to the inventory and work requirement.

In addition, before the project starts, the planner can use Standard Costing project costs, and Real Costing to see what the project actually costs.

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