1、BRITISH STANDARD BS5192-2: 1993 Guide to production control Part2: Production programmingBS5192-2:1993 This British Standard, having been prepared under the directionof the Quality, Management and Statistics Standards Policy Committee, waspublished under the authorityof the Standards Boardand comes
2、into effect on 15 March 1993 BSI 06-1999 The following BSI references relate to the work on this standard: Committee reference QMS/33 Draft for comment 90/97361 DC ISBN 0 580 21493 1 Committees responsible for this British Standard The preparation of this British Standard was entrusted by the Qualit
3、y, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/33, upon which the following bodies were represented: British Computer Society British Production and Inventory Control Society Chartered Institute of Management Accountants EEA (The Association of Electronics
4、, Telecommunications and Business Equipment Industries) Institute of Logistics and Distribution Management Ministry of Defence Nottingham University PERA International (Production Engineering Research Association) University of Bradford University of Manchester (Institute of Science and Technology)
5、Amendments issued since publication Amd. No. Date CommentsBS5192-2:1993 BSI 06-1999 i Contents Page Committees responsible Inside front cover Foreword ii Introduction 1 1 Scope 1 2 References 1 3 Definitions 1 4 Production programming 1 5 Master production schedule (MPS) 2 6 Capacity planning 8 Figu
6、re 1 Stages of production control 3 Figure 2 Closed loop system 4 Figure 3 Master production schedule horizon 6 Figure 4 MPS make-to-stock 7 Figure 5 MPS make-to-order 7 Figure 6 MPS make-to-stock/complete-to-order 8 Figure 7 Infinite capacity loading 10 Figure 8 Finite capacity loading 10 List of r
7、eferences Inside back coverBS5192-2:1993 ii BSI 06-1999 Foreword This Part of BS5192 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. The prime objective of production control is to help a company become more competitive and profitable. An e
8、ffective production control function endeavours to fulfil this objective by keeping a balance between satisfying sales demand, achieving high plant utilization and maintaining low investment in stocks and work-in-progress. An optimum balance between these often conflicting objectives will only be ac
9、hieved by a production control system designed to meet the specific needs of the company and run by well trained and dedicated staff. BS5192 is published in six Parts and gives comprehensive guidance in those areas that are considered essential for effective production control. The Parts are as foll
10、ows: Part1: Introduction: Scope of the guide, purpose of production control, relationship to other functions, technological changes, choosing the system to fit the business; Part2: Production programming: Relationship to corporate and business programmes, planning techniques, master production sched
11、uling, capacity planning; Part3: Ordering methods: The various types of ordering and stock control systems, comparing the advantages of each for particular applications; Part4: Dispatching: The methods of shop floor production control and documentation involved and the increasing influence of comput
12、ers; Part5: The relationship between production control and other management functions: The production control information flows in the organization, their generation, presentation, use and maintenance; Part6: Computer aided production control: The application of computer software to the production
13、control function. Throughout this standard, use of the pronouns he, him and his is intended to be non-gender specific. A British Standard does not purport to include all the necessary provisions of a contract. Users of British Standards are responsible for their correct application. Compliance with
14、a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pagesi andii, pages1 to10, an inside back cover and a back cover. This standard has been updated (see copyright date) and may have had amendmen
15、ts incorporated. This will be indicated in the amendment table on the inside front cover.BS5192-2:1993 BSI 06-1999 1 Introduction This Part of BS5192 deals with the creation and maintenance of production programmes and their relationship to other plans in the business and to the resources required t
16、o implement them. Realistic production programmes are essential to ensure achievement of the organizations manufacturing objectives. For the different stages of production control seeFigure 1. 1 Scope This Part of BS5192 gives guidance on production programming and its relationship to corporate and
17、business programmes and planning techniques such as master production schedules and capacity planning. 2 References 2.1 Normative references This Part of BS5192 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriat
18、e points in the text and the publications are listed on the inside back cover. Subsequent amendments to, or revisions of, any of these publications apply to this Part of BS5192 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS5192 refers to other public
19、ations that provide information or guidance. Editions of these publications current at the time of issue of this standard are listed on the inside back cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS5192, the definitions given in BS3138:1
20、992 and BS5191:1975 apply, together with those given in BS5192-1:1993. 4 Production programming 4.1 Relationship between production programmes and other plans As explained in BS5192-1, in most businesses there is a hierarchy of plans, the following being typical examples. a) Corporate plan sets out
21、the strategic direction of the business over a period of2 years to5 or more years. b) Business plan covers a shorter timescale, usually1 to2 years, and lays down in more detail budgets for each of the operating functions of the business together with non-financial objectives. c) Production plan is a
22、 statement of the products to be made and the plant and manpower required to make them in order to achieve the manufacturing objectives contained in the corporate and business plans. It usually covers a similar timescale to the business plan, though the timescale may be considerably longer if major
23、developments in plant are planned. The planned production may be stated in broad terms of value, mass, volume or product groups, depending on the nature of the product and how much information is available about future demand. d) Master production schedule (MPS) is the programme that drives the busi
24、ness in the short term. It is a statement, not a forecast, of the products to be made, and when and in what quantities they are to be made. The time span of a master production schedule depends on the lead time of the products and should be at least as long as the lead time of any item in the schedu
25、le. Typically, the master production schedule covers a6 month to12 month rolling period with monthly or weekly reviews. There is a two-way link between the master production schedule and sales and financial plans in order to obtain a consensus about what constitutes a realistic and achievable plan.
26、The master production schedule is also the input to systems for planning and ordering purchased and manufactured parts, e.g.material requirements planning (MRP). Each level of planning is dependent on the one above, and decisions made at higher levels will limit the flexibility of plans at lower lev
27、els. The degree of flexibility will depend upon the nature of the manufacturing process. For example, the output of an assembly shop employing simple tools and semi-skilled labour will not be constrained to the same extent as that of a process plant which uses unique equipment requiring several year
28、s to commission. 4.2 Other planning techniques In addition to, or in conjunction with, master production scheduling, a number of other techniques are employed to plan manufacture. Their application depends upon the nature of the manufacturing process. a) Assembly schedules are used to instruct an as
29、sembly shop what products are to be assembled daily or weekly (see5.5). b) Machine programmes. In factories that manufacture products from high cost plant such as large presses or moulding machines, programmes are in many instances maintained for individual machines or groups of machines.BS5192-2:19
30、93 2 BSI 06-1999 c) Linear programming is a mathematical technique used in some process industries to plan the optimum mix of products through the plant, for example, steel rolling mills. d) Project networking techniques are suitable for managing projects, that is planned undertakings that have defi
31、nable starts and definable completions. The technique is usually applied to large complex projects involving multidisciplinary teams, for example, the design, planning and setting-up activities needed for the “first-off” of a new product or the development and manufacture of a large item of capital
32、equipment. For further information, seeBS6046-1 to BS6046-4 and BS4335. Terms such as program evaluation and review technique (PERT), critical path analysis (CPA), critical path method (CPM), precedence method and several others refer to versions of project networking techniques, but the terms are n
33、ot synonymous. e) Bar charts are a well known method for controlling planned activities, but their drawback, especially at the planning stage, of not showing explicitly the links between activities limits their usefulness. This can be overcome by the use of time-based networks (linked bar charts); s
34、eeBS6046-1. 4.3 Criteria for successful planning Successful planning depends on following a number of criteria. a) Clear and rapid communication is essential through all levels of the planning process. This means communicating instructions downwards and reporting back results upwards in a closed loo
35、p (seeFigure 2). Feedback of information is essential if the plan is not to lose contact with reality. b) Plans should be realistic and capable of being achieved in the time and with the resources available. A plan that is not realistic and has no chance of being achieved should be revised, otherwis
36、e the planning process loses credibility. c) A plan should have clearly defined cut-off points after which it should become firm. Changes reached after a cut-off point should as far as possible be avoided as they will either result in non-achievement of the plan or achievement at increased cost. d)
37、The time span or planning horizon should be not less than the longest lead time of any item in the plan. A planning horizon that is too short will result in non-achievement or achievement at increased cost. On the other hand, a plan should not be frozen or firmed up sooner than necessary, since the
38、shorter the time between plan and execution, the more accurate the plan is likely to be. 5 Master production schedule (MPS) 5.1 Operation The master production schedule is the build plan of products or groups of products required to meet market demand, constrained within the limits of production res
39、ources. The master production schedule is derived from the sales plan but the two may not necessarily be identical. Seasonal sales or the need to smooth under- or over-capacity may result in differences between the MPS and the sales plan. Although a master production schedule may be based on a forec
40、ast, it is not a forecast but a statement of what is to be produced over a certain period of time. The schedule provides the input to other systems for planning material provisioning, internal manufacture and short term capacity requirements. 5.2 Relationship with other functions The master producti
41、on schedule is a rolling programme that is updated at regular intervals, usually monthly, and agreed by the various functions of the business, e.g.production, sales, engineering, distribution and finance. To ensure its acceptance by all parties, it should be signed off by the chief executive. The ma
42、ster production schedule drives the business in the sense that it determines what will be available for sale, what is to be manufactured and purchased, and the resultant cash flow projections. 5.3 Input to the MPS 5.3.1 General In order to prepare a master production schedule, the scheduler needs to
43、 have information about the following: a) sales demand, either in the form of a forecast, or, if the business makes to customers orders, actual orders received; b) lead time to procure material and manufacture the products; c) available major plant and other resource capacity including the capacity
44、of any associated activities such as design customization and laboratory testing that may be relevant; d) major products and bills of material.BS5192-2:1993 BSI 06-1999 3 Figure 1 Stages of production controlBS5192-2:1993 4 BSI 06-1999 Figure 2 Closed loop systemBS5192-2:1993 BSI 06-1999 5 5.3.2 Sal
45、es demand Sales demand may be expressed in many forms, for example as individual products, families or groups of products, modules or part completed items, or in terms of mass, size or value. A sales department often has difficulty in forecasting sales of individual products, especially in industrie
46、s in which there are a large number of end products such as pharmaceuticals. In these circumstances it is sometimes possible to forecast sales of product families and to create a bill of material for the family. The master production schedule will then comprise planned manufacture of the product fam
47、ilies, and only at the final build stage will individual products be scheduled. In industries with a large range of customer options, such as the motor industry, the sales forecast is pitched at a level below the end product, e.g.engines of a particular size or number of automatic and manual transmi
48、ssions, etc. The product is designed in the form of modules which can be assembled to provide a wide variety of options, each module having its own bill of material. The content of the master production schedule consists of plans for manufacturing the modules. In some industries, forecast by mass or
49、 volume is used as the input to the master production schedule. In such cases the main purpose of the master production schedule may be to plan forward capacity requirements, rather than material requirements. In industries that have a spares and service demand or produce by-products at lower levels in the manufacturing process, forecasts will be required for these items. The items should be planned as independent demand at the level in the bill of material where they occur so that they are provisioned along with dependent requirements from higher l
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