1、BRITISH STANDARD BS 5192-4: 1993 Guide to production control Part 4: Dispatching (shop-floor control)BS5192-4:1993 This British Standard, having been prepared under the directionof the Quality, Management and Statistics Standards Policy Committee, waspublished under the authorityof the Standards Boa
2、rdand comes into effect on 15May1993 BSI 07-1999 The following BSI references relate to the work on this standard: Committee reference QMS/33 Draft for comment, 90/97590 DC ISBN 0 580 21620 9 Committees responsible for this British Standard The preparation of this British Standard was entrusted by t
3、he Quality, 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 El
4、ectronics, 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 Tech
5、nology Amendments issued since publication Amd. No. Date CommentsBS5192-4:1993 BSI 07-1999 i Contents Page Committees responsible Inside front cover Foreword ii Introduction 1 1 Scope 1 2 References 1 3 Definitions 1 4 Dispatching 1 5 Shop order documentation 3 6 Provision of resources 4 7 Dispatchi
6、ng systems 6 8 Computer based production modelling 11 9 Control 13 Figure 1 Stages of production control 2 Figure 2 Shop-floor documentation 5 Figure 3 Due-date filing dispatching system 7 Figure 4 Scheduling system of dispatching 8 Figure 5 Line of balance 10 Table 1 Example of an input/output reco
7、rd 16 List of references Inside back coverBS5192-4:1993 ii BSI 07-1999 Foreword This Part of BS5192 has been prepared under the direction of the Quality, Management and Statistics Standards Committee. The prime objective of production control is to help a company become more competitive and profitab
8、le. An effective 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 on
9、ly be achieved 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 efficient production control. The Parts are
10、 as follows: Part 1: Introduction: Scope of the guide, purpose of production control, relationship to other functions, technological changes, choosing the system to fit the business; Part 2: Production programming: Relationship to corporate and business programmes, planning techniques, master produc
11、tion scheduling, capacity planning; Part 3: Ordering methods: The various types of ordering and stock control systems, comparing the advantages of each for particular applications; Part 4: Dispatching (shop-floor control): The methods of shop-floor production control and documentation involved and t
12、he increasing influence of computers; Part 5: The relationship between production control and other management functions: The production control information flows in the organization, their generation, presentation, use and maintenance; Part 6: Computer aided production control: The application of c
13、omputer software to the production control function. Throughout this standard use of the pronounds 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 co
14、rrect application. Compliance with 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, pages i and ii, pages1 to 16, an inside back cover and a back cover. This standard has been updated (see cop
15、yright date) and may have had amendments incorporated. This will be indicated in the amendment table on the inside front cover.BS5192-4:1993 BSI 07-1999 1 Introduction This Part of BS5192 is intended to address the area of production control dealing with the control of actual workflow, movement of w
16、ork through various workstations and operations in the manufacturing process. 1 Scope This Part of BS5192 gives guidance on the procedures and documentation used in production control and makes reference to the use of computers for this task. 2 References 2.1 Normative references This Part of BS 519
17、2 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriate 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 th
18、is Part of BS5192 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS5192 refers to other publications 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,
19、but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS5192, the definitions given in BS3138:1992, BS 5191:1975 and BS5192-1:1993 apply. 4 Dispatching 4.1 Definition Dispatching is the detailed allocation and subsequent control of production resources t
20、o individual work orders, necessary to complete orders in accordance with the production programme (seeFigure 1). 4.2 Dispatching methods Dispatching can be a simple or complex task depending on the layout and organization of the manufacturing process and on the information feedback requirements of
21、the production control system in use. In flowline production the operators normally carry out fixed, routine tasks to a constant specification and dispatching is simple. In batch and jobbing production the number of variables increases substantially and with it the complexity of the dispatching syst
22、em. Manual dispatching methods can be highly successful, particularly in simple manufacturing environments. In complex environments, with large volumes of information, it is likely to be of benefit to use the dispatching facilities of a computerized production control system. Documentation can be qu
23、ickly, accurately and automatically provided and information readily passed between users of the system. 4.3 The dispatcher In small departments, the dispatching function is normally carried out by the foreman as part of his normal duties. In larger or more complex departments, especially those with
24、 a large variety of operations, a specialist dispatcher is necessary to carry out this function. The choice of dispatcher is also affected by the type of production control system in use, manual or computer and the volume and complexity of the information required for control of resources and feedba
25、ck to the other parts of the system. A computerized system can often eliminate the need for a specialist dispatcher by reducing the manual workload necessary for documentation. 4.4 Control levels and time spans The allocation and control of resources can be undertaken for time scales ranging from mi
26、lliseconds to months ahead and to different depths of detail dependent on the purpose of the allocation and the level of control. Many levels of control may be present in a production control system dependent on the variety and complexity of the work centres and the degree of automation. A typical p
27、lant may employ four levels as follows. a) Level four is the strategic level where the manufacture of products or groups of products is allocated to a manufacturing plant or to units within a plant. Time scales will typically be from a week to in excess of a year ahead. For the allocation of product
28、ion resources it is probable that only the resources that are scarce or whose cost has a major impact on final product costs will be taken into account and the finished products may be grouped. The end result is the master production schedule. b) Level three is the level where the machines to be use
29、d in the unit to enable the operations to be performed on each batch of work are determined, where a choice is possible. The sequence in which the jobs will be released is also determined. Level three is the sequence control (or operational control) level and is the level where the process of dispat
30、ch is normally undertaken. The time span covered is typically from a shift to a week, the output being a work-to-list for each separately identifiable work centre.BS5192-4:1993 2 BSI 07-1999 Figure 1 Stages of production controlBS5192-4:1993 BSI 07-1999 3 NOTEIn a machine shop with numerically contr
31、olled machines (possibly segregated into groups of similar machines) there may be the need for two further levels of control; level two, the cell control level and level one, the machine control level. c) Level two contains dedicated processors, each controlling a number of machines within a cell. T
32、he cell controller receives the detailed programme from the sequence controller; loads the machine control software into the machine as it is required and receives back details of performance. It covers a time span of, for example, an hour to a shift and is the interface between the dispatching syst
33、em at the workshop level and the machine controller. d) Level one relates to the actual programmable controller attached to the machine, that controls the individual machine movements and initiates the necessary action when a sensor identifies that there is a malfunction. 5 Shop order documentation
34、5.1 Documentation used in manufacturing industry This clause describes documentation typical to many batch and jobbing applications in manufacturing industry. More complex documentation than that described will only be practicable as part of a computerized system. In this case the information, in si
35、milar format, can be printed by the system or displayed on appropriately positioned visual display units (VDU). It is not uncommon for the majority of this information to be provided without the use of hard-copy documents. Similarly, feedback to the computerized system can be achieved by direct inpu
36、t from appropriately positioned terminals. The process of dispatching is normally initiated by the issuing of a shop order set of documents (seeFigure 2) that typically consists of the following. a) Route cards (travellers). A route card is a summary of all the operations that will be performed on a
37、 batch of work from the initial issuing of materials to the eventual inspection and receipt of finished goods, including details of the machines/work stations where the operations are to be carried out and tooling required for these machines. This information is obtained from the process planning sh
38、eet. The route card generally stays with the batch of work, being passed from stage to stage and annotated by supervisors/inspectors when appropriate. It is thus a record of the progress of a job and its current position. The recording of inspection details may include first-off inspection for an op
39、eration (when the first component is inspected after the machine has been set up) and final inspection when the operation is complete. Where work fails inspection a decision should be taken and recorded as to the action to be taken. This will typically be authorizing the material as scrap; downgradi
40、ng the material and transferring to another order; or authorizing rectification work to bring the material back up to standard. Where such rectification work is significant, it may result in the raising of a new works order. In addition to the route card it may be helpful to raise a batch identifica
41、tion card that will remain with the batch throughout manufacture and into storage. This can assist stores to operate a first in, first out issue system. Completed route cards can become part of the goods inward procedure, i.e. they can assist the booking in of goods into stores and stock records. Th
42、ey are then passed to the accounts section for batch costing and finally filed as archive records. b) Material requisition (stores requisition). The stores requisition is the list of materials required for manufacture. It is obtained from the bill of materials. A materials requisition is surrendered
43、 to stores in exchange for materials (and subsequently posted to stock records). For any parts or materials not available a shortage requisition should be raised. c) Operation cards (job cards). For each operation on the route card one operation card is created, containing quantitative details of th
44、e operation. These details are obtained from the process planning sheet. A simple operation card may list the following information: 1) works order reference; 2) batch quantity; 3) production method; 4) equipment to be used; 5) production aids required (jigs, fixtures, etc.); 6) standard time for th
45、e batch. This card can be used as an instruction sheet for the operator(s) and should be fed back after completion of the operation, annotated with relevant information (quantity, time taken, etc.) as part of the monitoring process.BS5192-4:1993 4 BSI 07-1999 The computerized production control syst
46、em can be additionally used to set operation control parameters automatically by linking it to microprocessor controlled operations or processes. In this case, the main function of the job card is achieved in a totally different way. Similarly, monitoring information can also be fed directly back fr
47、om the operation or process to the computerized production control system. Such automated systems need to be integrated into the manufacturing system at the design stage. When in use, an effective system of checks is required to ensure errors are not automatically transferred. d) Move cards. In addi
48、tion there may be move cards used to authorize the movement of materials or tools to or from appropriate locations. 5.2 Reduction of dispatching paperwork The complexity of the documentation required for dispatching is dependent on the nature of the manufacturing process. In certain organizations it
49、 is possible to adopt a group layout in which groups of machines are established to perform all the processing on a number of similar components. This approach can be extended into what is termed group technology which attempts to gain the advantages of flow production in what would normally be a batch production environment by categorizing output into families of components and establishing flow lines for each family. If period or standard batch control is used with group layouts, dispatching paperwork can be reduced; simple list orders being used to
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