How to do a good job in production planning management and workshop planning management

Production planning management is the key to connect finished product logistics and raw material logistics. However, what is the basis for making production plans? Generally speaking, there are two planning modes: MaketoOrder and MaketoStock. Make-to-order (MTO) means that enterprises arrange production according to the demand of customer orders and the delivery date. Its purpose is to reduce inventory, do not store any inventory, arrange production only if there is an order, and adjust production only if there is no order. After receiving customer orders, organize production activities, which are called make-to-order production, also known as make-to-order production. Make to stock (MTS), also known as spot production, meets users' needs at any time through finished product inventory. The product has been produced before the order is received, and the goods on the customer's order can be removed at any time. This kind of products may belong to the general specifications of mass consumer goods in the market, or may be the products of enterprises' own brands. It decides whether to arrange the production plan according to the market demand and referring to its own inventory. In the inventory production mode, the final product is delivered directly from the finished product warehouse, which has the advantage of shortening the delivery time and allowing customers to get the product without waiting. The demand for production comes from dealers and customers, and manufacturers don't know who the customers are. The first mode mostly occurs in the case of producing special products or bidding projects and large definite orders. Enterprises that adopt this mode of production generally have no finished product inventory before receiving orders from end users or winning the bid. And the customer also agrees to wait for a certain delivery date. The second mode is suitable for the production of general-purpose products (except that enterprises like Dell are the first mode). This kind of enterprises, because the end users are often unwilling to wait too long, have to leave some inventory by themselves or in the channel. When the enterprise thinks that the inventory is not enough, it will make up for it through production. Most enterprises may encounter the second mode (most of the discussions in this article are applicable to this mode). ★ Minimize the time occupied by the production line. It is extremely important for enterprises with tight production capacity. ★ Minimize the completion time of production orders. It is very important for enterprises that make orders, and customers are very sensitive to the delivery date of orders. It is difficult for each specific enterprise to meet these constraints at the same time when making production plans, but it must choose suitable targets according to its own actual situation. Before making a production plan, it is necessary to determine the relationship between the elements and objectives of the production plan with the production management personnel. However, enterprises that have not applied these management software are very anxious. After getting a new front-end demand plan (such as central warehouse) every week, the production planner should first calculate the required shifts according to the production speed table and compare them with the available shifts provided by the production department (excluding equipment maintenance and legal holidays). This calculation is often not accurate enough, because the product production cycle and raw material inventory are not considered. But the preliminary calculation, especially according to the speed of bottleneck equipment, can roughly know whether the demand is possible to complete. With the continuous improvement of planning management and market forecast, the planners of company X are more inclined to split the process of production capacity analysis into two steps: medium and long-term analysis and short-term planning. Mid-and long-term analysis is conducted monthly and quarterly. This reduces the probability of demand reduction due to insufficient production capacity. Because planners can perceive this deficiency earlier and have enough practical actions, such as making inventory reserves in the period of overcapacity in advance. Even in the case of tight production capacity, if planners can perceive in advance, they can increase supply by using backup shifts (such as weekends) or seeking outsourcing production. Because it takes enough time to increase the number of shifts to consider the rest of production personnel or the recruitment and training of temporary production personnel, and to find outsourcing production, medium and long-term analysis is very necessary. Short-term planning is more closely intertwined with the subsequent master production planning process. This is mainly to understand the short-term shift demand more accurately. At the same time, product production cycle and raw material inventory should be considered. The traditional process needs constant calculation, adjustment, recalculation and readjustment.