1、BRITISH STANDARD BS 5192-6: 1993 Guide to production control Part 6: Computer aided production controlBS5192-6:1993 This British Standard, having been prepared under the directionof the Quality, Management and Statistics Standards Policy Committee, waspublished under the authorityof the Standards Bo
2、ardand comes into effect on 15 May1993 BSI 03-1999 The following BSI references relate to the work on this standard: Committee reference QMS/33 Draft for comment90/97592 DC ISBN 0 580 21623 3 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 CommentsBS5192-6:1993 BSI 03-1999 i Contents Page Committees responsible Inside front cover Foreword ii Introduction 1 1 Scope 1 2 References 1 3 Definitions 1 4 Specification of requirements 1 5 Option selection of standard packages 5 6 Bespo
6、ke systems 8 7 System selection and justification 9 8 Implementation 10 9 Ongoing operation of computer aided production management (CAPM) 12 10 Future trends 15 Annex A (informative) Development of the use of computers in production control 17 Annex B (informative) Production and inventory control
7、software 19 Figure 1 Stages of production control 2 Table B.1 Standard modules and functions 20 List of references Inside back coverBS5192-6:1993 ii BSI 03-1999 Foreword This Part of BS5192 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. Th
8、e prime objective of production control is to help a company become more competitive and profitable. 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 s
9、tocks and work-in-progress. An optimum balance between these often conflicting objectives will only 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 guid
10、ance in those areas that are considered essential for effective production control. The Parts are 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 p
11、rogramming; Relationship to corporate and business programmes, planning techniques, master production 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 (s
12、hop-floor control); The methods of shop-floor production control and documentation involved and the 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, p
13、resentation, use and maintenance. Part 6: Computer aided production control; The application of computer software to the production control function. Throughout this standard the use of the pronouns he, him and his is intended to be non-gender-specific. A British Standard does not purport to include
14、 all the necessary provisions of a contract. Users of British Standards are responsible for their correct 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
15、and ii, pages1to 22, an inside back cover and a back cover. This standard has been updated (see copyright date) and may have had amendments incorporated. This will be indicated in the amendment table on theinside front cover.BS5192-6:1993 BSI 03-1999 1 Introduction The planning and information flows
16、 in the various stages of a production control system (see Figure 1) can be facilitated by the use of computers. This Part of BS5192 describes the benefits of the use of computers in the production control process. The capabilities of computers to store, maintain, manipulate and share large volumes
17、of data and communicate information very quickly is ideally suited to the present day needs of production control. Todays manufacturer can be faced with international competition, quickly changing markets, the customers expectation of significant reductions in design-to-delivery lead times and sever
18、e profit margin erosion. Much of this pressure is brought about by the intelligent use of computers by the competition especially in the field of production control. The effective management of this area of the business is vital and can lead to significant cost reductions in the areas of work in pro
19、gress and component stores; it can also lead to an overall reduction in delivery lead time. To remain viable and to meet and beat the competition, manufacturers should seriously evaluate the use of computer aids in production control. This evaluation has to be professional in terms of the objectives
20、 and the likely costs and benefits. The effort required is large and cannot be taken lightly, but the rewards in terms of improvements in performance and management control can be enormous. NOTEThe development of the use of computers in production control is described in Annex A. 1 Scope This Part o
21、f BS5192 gives guidance on the use of computers in production control. It does not describe the use of computers in other areas of the business such as computer aided design, engineering management, finance, purchasing, payroll, maintenance and sales order processing. However, the techniques and req
22、uirements identified and recommended in this Part of BS5192 for the establishment of a formal specification of requirement, selection and justification of a computerized production control system (either bespoke or a commercial package), installation and implementation of the system, together with t
23、he guidance on ongoing operational requirements and future trends, may be applicable not only to production control systems but equally to the professional evaluation, selection, implementation and operation of any business system in the manufacturing company. 2 References 2.1 Normative references T
24、his Part of BS5192 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 publica
25、tions 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 publications that provide information or guidance. Editions of these publications current at the time of issue of this standard are listed on the in
26、side 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 BS3138:1992, BS 5191:1975 and BS 5192-1:1993 apply. 4 Specification of requirements 4.1 Business requirements In todays business environment of intern
27、ational competition, world class quality for products and drastically reducing manufacturing lead times, the need for good production control systems has to be clearly understood in terms of the business requirements. These should be defined clearly in three strategy statements. a) Marketing strateg
28、y of the company: it should be stated what segments of the market the company is in, what segments it is not in and where the company plans to be in5 to10 years. b) Business strategy: the business and financial targets that the company has set for itself over the next5 years should be stated. Exampl
29、es are return on investment targets, inventory turns, production lead times, quality targets, cost reduction targets, profitability targets, training targets, market share by country. c) Information technology strategy: the types of systems that will be required to meet the demands of the business a
30、nd marketing strategies in the face of competition should be identified. After the business, marketing and information technology strategy statements are known and agreed within a company, the informational subset that is now required to support the production control part of the business can be def
31、ined. BS5192-6:1993 2 BSI 03-1999 Figure 1 Stages of production controlBS5192-6:1993 BSI 03-1999 3 4.2 Problem definition Once the business, market, and information technology objectives have been established, the problem for production control is to define how to achieve them. It is necessary to id
32、entify the main problems that have to be overcome in the production control function to support these strategies and at the same time fit into the overall framework of present and future system communication requirements implied by the strategies. The problem definition phase should describe the pro
33、duction problems in terms of the following requirements: a) batch sizes; b) routeing options; c) contract control; d) traceability; e) frequency of change over; f) work-in-progress value; g) engineering change control; h) bottlenecks; i) overall manufacturing lead time objectives; j) quality/rework
34、objectives; k) volume; l) warranty control; m) key equipment maintenance; n) multi-site manufacturing; o) centralized or decentralized purchasing; p) centralized or decentralized production planning and control; q) cost of space; r) cost of people skills; s) space contraints. The objective here is t
35、o define the production control problems that are specific to this business and then prioritize their importance. 4.3 Functional requirements specification (FRS) After the objectives have been established and the specific problems defined, a functional requirements specification (FRS) should be draw
36、n up. This step is absolutely crucial and cannot be ignored. It establishes the basis for the system design and provides the reference point for comparing all proposed solutions (whether in-house or third party). Without this vital reference point the evaluation of all possible solutions is haphazar
37、d and unprofessional. Without it there is a risk of comparing one solution against another rather than always comparing a proposed solution against an agreed standard (the FRS). In the case of purchasing computer software, shopping around for a solution is useless without the agreed specification ag
38、ainst which to compare it. The FRS has to be agreed formally by the major business divisions within the company such as finance, manufacturing, sales/marketing, engineering and data processing. Otherwise the resulting solution will not be used seriously by the end users. The FRS should describe in d
39、etail the flow of information required, the volumes anticipated and the business issues to be serviced. For example the following sizing requirements may be specified: a) number of parts; b) number of product structures; c) number of operations; d) the need for alternative structures and routeings;
40、e) contract control requirements; f) traceability requirements; g) batch sizes; h) quality control targets; i) shop-floor data collection requirements; j) finite scheduling requirements; k) capacity modelling; l) master scheduling modelling; m) re-order levels; n) material requirements planning (MRP
41、) capabilities; o) links to cell controllers; p) links to other business systems such as accounting/finance/ledgers purchasing finished goods receiving engineering/design sales orders sales forecasts.BS5192-6:1993 4 BSI 03-1999 The objective of the functional requirements specification is to think t
42、hrough and address in detail the type and flow of information required to support the business objectives and to solve the business problems. The actual systems required to implement the specification range from face to face verbal communication in a small partnership to large scale integration in v
43、ery large companies. However, without the agreed specification a detailed computer software solution (if required) cannot be designed. 4.4 Feasibility study Once an agreed functional requirements specification has been obtained, the feasibility of the alternative solutions should be examined so that
44、 a recommendation can be made. At this stage the feasibility of manual systems, bespoke software, commercial software, or the combined use of two or all three of these is evaluated. Manual systems are most effective when volumes are low and the timeliness of data is not critical. However, manual sys
45、tems still require documented procedures and controls. If part of the solution deemed appropriate to address the functional requirements definition of production control is computer based, there are two options: develop a bespoke production control system in-house or using a third party; or find a c
46、ommercially available product that has a reasonable fit to the requirements. The best fit will always be from a system specifically designed and programmed for the defined requirements. However, this is a costly and time consuming task even with the use of the most modern development tools. The cost
47、s are in two areas: development of a system requirement specification that is a detailed computer specific specification; development of a system design specification that is a detailed code level specification. There is an associated cost and talent requirement for each of these plus the ongoing ma
48、intenance and error correction support costs of the finished product. Bespoke systems provide the best fit but they are usually not undertaken because of the huge overhead costs in developing and maintaining a one-off system. The usual compromise is to find a commercial product which is a close fit
49、(80% is satisfactory) and either to modify the last20% in agreement with the vendor or to modify the company procedures to fit the standard. The benefits of commercially available systems are: ongoing maintenance and development; error correction support; consultancy and training availability. It is the function of the feasibility study to evaluate these options and to choose the most cost effective direction. 4.5 Market appraisal If the recommendation of the feasibility study is to utilize a commercial software product, a market appr
