AT Lately effective production management technologies, first of all, mean systems of the MES class, linking together the technological and business levels of enterprise management into a single information complex, while solving many of the most important for industrial enterprise tasks. However, the maximum effect from the use of all automated systems present in the enterprise can only be obtained by creating a single information space(SIS), with the help of which all the listed systems can quickly and timely exchange information. It is difficult to imagine effective automation production process without taking into account the planning of the provision of materials and components, the work of the warehouse and many other business processes that are inextricably linked with each other.

In this material, we will consider how the use of various management systems affects the effectiveness of production management.

Theoretical part

The purpose of various control systems, their functionality and application features

Most manufacturing enterprises around the world face a variety of tasks every day, the analysis and effective solution of which ensures a stable and competitive position of the enterprise in the market. Some are related to the territorial distribution of production complexes and the increasing globalization of production. Others are the result of inconsistency in internal processes, and as a result, the lack of clear, well-established procedures and effective interaction between departments, the lack of objective information about the most important performance indicators, which directly affects competitiveness in terms of such indicators as cost, quality and relevance of products. Still others stem from the need to coordinate your own business processes with the outside world - your customers, suppliers, partners, and distributors. Often, due to the lack of an objective picture of activities based on transparent financial and operational indicators, it is difficult to respond to constantly changing market requirements and the emerging situation. Thus, the collection and exchange of information, readiness for cooperation, flexibility, mobility and support for innovation remain key guidelines in the work.

The role of automation in the industrial sector. Problems that it helps to solve.

Business processes specific to the industrial sector

Business processes for the industrial sector are extremely diverse: production processes, material support processes, product sales processes, financial processes, after-sales service production, processes of planning and resource management (provision of production resources), processes of interaction between participants in collective decision-making, processes of design and technological development.

In accordance with the definition of Denis Prudnikov, an expert at CROC (the largest Russian system integrator), in contrast to enterprises engaged in, for example, distribution, in enterprises of the industrial sector, all business processes related to production should be called critical processes. The main such processes are:

Production on order
One of the most common business processes for medium and small enterprises (however, it is often the main one in larger ones). It includes many sub-processes, such as: the formation of a price offer for the customer (quotation), assessment of the needs for resources and materials, the formation of deficits and the creation of purchase requisitions, direct purchases and receipt of materials to warehouses, preparation (correction) of the main production plan and production schedules, launching an order into production, accounting and dispatching of the production process, managing product quality control, managing production warehouses and shipping the order to the customer. Within the framework of this business process, processes for configuring and developing products for a specific client can also be used. A feature of this business process is the need to quickly respond to a changing flow of customer orders and the formation of an optimal production process in order to maximize the level of customer service.

Production to stock
This process is more typical for industries with a high degree of serialization of products and the main difference is the absence of a constant flow of orders from customers, but a new business process arises - the formation of a sales forecast finished products, otherwise the process consists of the same set of sub-processes as make-to-order.

Custom development
One of the most complex business processes affecting the product design process. When using this business process, it is understood that the product (or part of it) ordered by the client does not yet have design and technological documentation for its production, which naturally requires its development. Otherwise, the process of production under the order is repeated.

Custom configuration
This process also practically repeats the process of production to order, except that the customer has the opportunity to change the geometric or other characteristics of the product (for example, changes in dimensions within the limits of available ones, change in color), which do not lead to the need to create a new set of design and technological documentation for product (i.e., the need for new development) ". Also widely used are various logistics business processes associated with various purchases (on order, warehouse, for a specific job) and warehouse operations (for example, distribution between storage sites)".

Under the automation of the enterprise can be understood various aspects. It is necessary to distinguish between automation of production processes ("Automated process control system" or APCS) and Full automation of production (formerly "APCS-production" or APCS, now - production modules of ERP systems

Let's take a closer look at these terms below.

APCS

Automated process control system (APCS)- a set of hardware and software tools designed to automate control technological equipment at industrial enterprises. A process control system is usually understood as a complex solution that provides automation of the main operations of the technological process in the production as a whole or in some of its sections, producing a relatively finished product.

Separate systems can be components of automated process control systems automatic control(ACS) and automated devices connected into a single complex, such as supervisory control and data acquisition systems (SCADA), distributed control systems (DCS), and other smaller control systems (for example, systems on programmable logic controllers (PLC)). As a rule, the process control system has single system operator control of the technological process in the form of one or more control panels, means of processing and archiving information about the course of the process, typical elements of automation: sensors, control devices, actuators. Industrial networks are used for information communication of all subsystems.

Functional modules of the MES class- specialized application software designed to solve the problems of synchronization, coordination, analysis and optimization of output in the framework of any production.

The main difference between MES and ERP is that MES-systems are focused mainly on the automation of the production process. While modern production ERP systems, in addition to MES, include wider functionality, including financial and management processes.

Experts believe that for successful automation in the industry, only MES or only SCADA systems are not enough: automation must be comprehensive and implemented at all levels. This is possible thanks to modern ERP systems.

The term ERP, which came to us from the West, can be interpreted quite differently, and often under ERP they take systems of a completely different class. ERP is a comprehensive enterprise business process management system. This system is focused on planning and managing production, financial block, warehouse activities, and other key processes. One of the key tasks of software products of this class is the construction of a single information space that provides a quick and convenient exchange of information between business units, which allows management to quickly take management decisions based on transparent data obtained in real time.

Despite the somewhat controversial attitude towards ERP systems, many manufacturing companies appreciate the opportunities that open up with the introduction of a system of this class.

In particular, the implementation of ERP allows you to coordinate the complex structure of business processes of a manufacturing enterprise, increases the efficiency of planning, optimizes complex relationships that determine supply, demand and the implementation of planned plans, which ensure the achievement of new, advanced levels. economic activity. ERP-systems for enterprise management help in achieving maximum efficiency within a particular production facility.

ERP solutions are highly integrated solutions for accounting and planning resources of a distributed enterprise, necessary for the implementation of the full cycle of its activities. From taking an order, making it, shipping it, and compiling financial statements. A shared, distributed database provides the ability to get the right information from the right source at the right time, thereby helping all users in the process chain to make effective, informed decisions.

A significant advantage of an ERP system, unlike MES, is the breadth of processes. While MES is focused more on manufacturing processes, ERP covers a wider range of circuits, including customer relationship management (CRM), supply chain management (SCM), sales management, planning and scheduling using MRP2 calculation, product life cycle management (PLM), Quality Performance Management (QPM) and other areas. According to Forrester Research, next-generation enterprise systems will not only be designed with change in mind, they will also be built for people. They will transform with development platforms developed by corporations such as Microsoft, influenced by social factors, as well as corporate Web 2.0 tools that shape practical experience user.

Examples of Effective Automation

In an effort to ride the wave of new, forward-thinking ERP systems, Howe Corporation, a US refrigeration manufacturer and supplier, has decided to move to a second-generation Service Oriented Architecture (SOA) software solution designed for growing companies in the domestic and global markets. market.

“We chose this ERP system because we needed a scalable software solution, which would evolve along with the development of our company,” says Andrew Ortman, sales and IT manager at Howe Corporation. “Realizing that a long time has passed since the last update of our system, we decided that the company should start over.”.

Howe decided to migrate to a new ERP system to improve bottom line profitability by reducing waste in internal processes. In addition, Howe expects cost savings due to the use of the platform built into Windows compared to the previous operating system UNIX.

Since the transition, Howe has benefited from first-hand, real-time information in the system, which has improved the efficiency of all departments in the company. In this way, Howe has been able to significantly improve its manufacturing operations.

“Now we have better control over our inventory and know what we have and what we need,” explains Ortman. "The new ERP system has allowed us to move away from limited scheduling methods and move to a robust forecasting and scheduling process suitable for planning both day-to-day and long-term business needs."

A big advantage for Howe was the ability to organize joint work through business processes. In particular, the automatic routing function has increased the transparency of the production shops. "Now we've got full control over their products and operations,” says Ortman. Previously, Howe employees had to register for projects manually using punched cards. Product Data Management (PDM) is a comprehensive solution that manages all aspects of life cycle product .

Global enterprise strategy international company Alfa Laval (headquartered in Lund, Sweden), a world leader in heat transfer, distribution and transport of liquid substances, is to optimize production processes to improve results. In particular, at the enterprises of the company, the calculation of the needs for components is automated, the cost is calculated according to the model of the standard assessment of the product itself. After the release of each product, using these accelerated procedures, the actual cost is calculated based on the cost of components purchased and spent in production, and the deviation of the standard cost from the actual cost is recorded in the general ledger. All of these processes are fully automated.

As another example, we note that at the Alfa Laval plant in Sofia (Bulgaria), a new Epicor iScala ERP solution was also introduced at the production site, which made it possible to improve control over the consumption of components, reduce production waste, and carry out timely purchase of products directly for issued orders. With the help of full automation of the entire production process, the top management of the enterprise also managed to solve the problem of minimizing production downtime and overflowing the warehouse.

The third example of effective management through the implementation of a new generation ERP system in production is IO Electronics (London, UK), a British supplier of manufacturing solutions for companies - manufacturers of electronics and computer science. This company chose an ERP solution to successfully implement a four-year growth plan.

The IO Electronics team looked at six different ERP solutions before making their choice. Many of the applicants met the requirements of IO Electronics, but the main advantage of the chosen solution was the availability of exceptional additional features. Representatives of the company say that these functions will be useful both now and in the future when implementing the development plan. Other advantages of the new solution include the ability to adapt the system to the needs of each user and tight integration with the Microsoft Outlook package.

“Getting into new territory and expanding the business means that information and communications within the company are at risk of becoming dysfunctional, which can have a negative impact on performance,” commented Andrew Cridland, Managing Director of IO Electronics, on his choice. access to all information in real time. Each time a task is completed, the ERP system is updated. Thus, we have the opportunity to track the progress of production and the location of the consignment on the territory of any of the facilities.”

Another major problem that the new ERP system at IO Electronics solved was overstocking. The earlier solution was not able to unify the components of the same product from different suppliers under a single article number, which led to the ordering of additional volumes of spare parts, because. existing volumes due to the difference in the article numbers of the components turned out to be unaccounted for. As soon as the article of each product became the same at all stages of information processing, the management of the enterprise had the opportunity to optimize the number of spare parts in stock and not to produce their additional order unnecessarily. The new ERP system solved this problem by introducing uniform SKUs for the same components of each product, which in turn improved management. production planning and allowed the company to foresee the optimal availability of spare parts.

findings

In order to be successful and efficient, automation of a manufacturing plant must be a planned, consistent, complex and logical process. Such a process should not take place chaotically, from time to time, or be similar to “patching holes”. At the same time, it is very important to standardize the internal processes of an enterprise, since the work of each division ultimately affects the result and competitive position in the market. Of course, it is possible to completely modernize the equipment, but if the staff is not trained at the same time, there will be no point in upgrading. Also, the production process itself is not a single use of technology, but a complex of solutions consisting of financial indicators, planning, logistics, linked into a single system, a single organism.

Enterprise automation is the most important stage technological development humanity. But in order to fully use industrial automation systems, it is necessary to accurately and competently set tasks. For example, reducing the associated capital by reducing inventory balances, reducing financial losses due to timely payment, promptly displaying the results of business processes for decision-making by management.

According to Denis Prudnikov, using enterprise resource management systems focused on production-type enterprises, namely, supporting the main business processes of a production enterprise, such as volume-calendar and operational planning, accounting for production at workplaces (MES-interfaces), integration with systems of design and technological preparation of production, it is possible to achieve the solution of many typical problems and tasks at various levels of enterprise management, for example:

• reduce production costs by creating a schedule that is optimized for equipment, taking into account technological constraints and synchronized by resources and materials;
• reduce inventory of finished products and ensure production to order, not stock, using the date of shipment as a reference point;
• reduce stocks of raw materials and materials by planning the loading of equipment, synchronized with the need for materials and their availability in the warehouse;
• reduce work in process by scheduling production orders for semi-finished products in such a way as to reduce the time they wait in line for processing at the next stage;
• reduce the number of changeovers using optimization criteria associated with a decrease in the number of technological transitions;
• reduce penalties for late shipment of finished products and reduce transportation costs for urgent delivery by scheduling production to the date of shipment;
• increase productivity through the optimal use of all pieces of equipment employed in production, balancing their load and reducing the time spent by orders in production;
• improve the quality of customer service by using real production plans and increasing the number of just-in-time orders,
• accelerate the launch of new products on the market through a transparent and inextricable chain of processes, from obtaining design and technological documentation to launching products into production and shipping finished products to the customer.

It is worth emphasizing that the automation of an industrial enterprise should be comprehensive and implemented at all levels. For successful automation of the enterprise is not enough only MES or only SCADA-systems. You need a modern ERP system.

With the help of technologies that optimize processes within the enterprise, ensuring the speed and accuracy of information exchange, the management of any manufacturing company has a high chance of succeeding in competition in the global market, expanding the geography of operations, choosing the most successful strategy and eliminating inefficient links in the enterprise's supply chain.

The means of achieving a leading position in the industry is the coordination of complex relationships that determine supply, demand and the implementation of the outlined plans, which ensure the achievement of new, advanced levels of economic activity.

SCADA (abbr. from the English Supervisory Control And Data Acquisition, Supervisory control and data collection) is a software package designed to develop or provide real-time systems for collecting, processing, displaying and archiving information about a monitoring or control object. SCADA can be a part of APCS, ASKUE, environmental monitoring system, scientific experiment, building automation, etc. SCADA systems are used in all sectors of the economy where it is required to provide operator control over technological processes in real time.

MES (abbr. from the English. Manufacturing Execution System, production executive system) is a specialized application software designed to solve the problems of synchronization, coordination, analysis and optimization of product output within any production. Since 2004, the term has been deciphered as English. Manufacturing Enterprise Solutions - corporate production management systems. MES systems belong to the class of shop level control systems.

ERP (abbr. from English Enterprise Resource Planning, enterprise resource planning) is an organizational strategy for integrating production and operations, management labor resources, financial management and asset management, focused on continuous balancing and optimization of enterprise resources through a specialized integrated package of application software, which provides a common data and process model for all areas of activity. ERP-system is a software package that implements the ERP strategy.

CAD (abbr. from English, “computer-aided design system”) is an automated system that implements information technology performing design functions, is an organizational and technical system designed to automate the design process, consisting of personnel and a set of technical, software and other means of automating its activities. Also, the abbreviation CAD is widely used to refer to such systems.

Epicor 9 Manufacturing - Solution for manufacturing enterprises. An effective investment in the future of your company. Epicor Customer Success Stories. Moscow, 2012

Logistics proclaims the priority of the consumer over all other subjects of the logistics system. Consumer order - ϶ᴛᴏ a kind of signal that triggers various logistic functions. For this reason, the speed and quality of information provided by the order management system affects the overall costs and the level of efficiency of the entire logistics process. Thus, slow and error-prone communications can lead to the loss of some customers or to inflated costs for transportation, stocks and warehousing. For this reason, the fulfillment of the consumer order must be carried out in the ASAP ("as soon as possible") mode.

Order management in an organization begins with the receipt and processing of orders from consumers of material resources or finished products. It uses an integrated approach to order management. It involves making optimal decisions on the procurement and stocks of material resources, production, storage and distribution of finished products based on accurate forecasting of consumer demand. This is possible under the condition of high readiness of the organization for the supply of ordered goods, High Quality supply service, as well as the functioning of the logistics information system and basic logistics systems (MRP II, DRP II).

The main task of order management in the enterprise is to reduce the time of the logistics cycle of orders in order to improve the quality of customer service, reduce the level of inventory and overall logistics costs. The logistics cycle of an order in general view includes:

1) the time for the formulation of the order and its execution in the prescribed manner.

2) time for delivery or transfer of the order to the supplier.

3) order fulfillment time (waiting time for placing an order for execution, order fulfillment time, downtime, a set of services).

4) the time of delivery of manufactured products to the customer.

5) time to prepare products for consumption.

The maximum duration of the order execution cycle is determined by the time ĸᴏᴛᴏᴩᴏᴇ the consumer is willing to wait from the moment the order is placed until the goods are received (hours, days). The actual order execution time may exceed this time. In this case, there is a "time gap in the execution of the order." The purpose of the logistics service is to close this gap. To do this, either reduce the supplier's order execution time, or increase the consumer's order cycle by receiving an earlier order from him. It should be noted that the stage of optimizing the logistics cycle of orders is extremely important for the activities of the organization, since the results obtained guarantee it competitive advantage. It is important to note that in order to reduce the duration of the order cycle, it is extremely important to improve the planning of the work of the drug or the supply chain using electronic processing. EDI data and use of logistics information systems such as ERP.

The logistics cycle of order management is a set of procedures for processing and fulfilling an order (Fig. 4).

Rice. 4. Logistics order management cycle

Orders are received by the organization from consumers of material resources or finished products by mail, telephone, telegraph, e-mail, fax and courier. Οʜᴎ are speech and documented. The purchase order must contain all the information required by the supplier: order number, contact persons of both parties, change number, manufacturer's designation, customer's designation, everything received since the beginning of the first delivery, last receipt confirmation and contract number. This form allows you to significantly reduce the time and cost of telephone conversations regarding confirmation of acceptance of the order.

After pre-processing, orders are transmitted via telecommunication networks to the information and computer center of the company, in which a special program accepts this order and automatically issues a confirmation of its acceptance for execution. The specific production or sales divisions of the enterprise act as the source for fulfilling the purchase order. Order fulfillment plans are developed for certain sources. The initial indicators for planning are specification data for the production of finished products, updated production indicators with an accuracy of up to a week, or replenishment plans. This allows you to produce and deliver goods just in time in accordance with production plans customer. In the process of order monitoring, procedures for the fulfillment and delivery of ordered products to consumers are implemented. Οʜᴎ are accompanied by continuous monitoring of the timing, volume and quality of supplies. The order management cycle ends with an order fulfillment report.

Impeccable execution of orders is achieved through the use of information and computer technology SKALA. The SAP R / 3 information system, developed in Germany, allows you to more flexibly than SCALA keep records of the movement of materials and Money. It allows for daily planning of materials with automatic registration of a purchase order and sending it to in electronic format supplier, and also allows you to make the ordering system more flexible to changes in the customer's program.

Oleg Gershman

In competitive market conditions industrial enterprises are facing new challenges - accurate timely execution of customer orders, product cost management, cost reduction, etc. What opportunities do modern ERP systems provide for planning material resources and production capacity, production management, and what difficulties do enterprises face when implementing such systems?

Each modern industrial enterprise in one way or another automates the planning of material resources and production - it is impossible to manually calculate the range of thousands of items manually. However, completely exclude emergency situations quite difficult, and from time to time it is necessary to quickly solve many problems: how to fulfill the order in a timely manner if the material was not delivered on time or subcontractors miss the delivery time, or the machine is out of order, or a scheduled equipment repair is approaching? With a wide range of products, it is simply impossible to keep in mind all the information on the materials available in the warehouse and production capacities. "Handwritten" planning systems no longer cope with the new tasks of production management. Under these conditions, many industrial enterprises are turning to ERP systems, primarily to the functionality of planning material resources and production capacities. Let's leave out of the discussion the well-known "theoretical" aspects of enterprise resource planning (ERP - Enterprise Resources Planning) and consider the possibilities practical implementation production planning in the system on the example of one of the leading products in this area - SAP ERP2005.

Planning for the needs of production and purchases

It is clear that the main task planning cycle - obtaining adequate plans for the procurement of materials and services, for production, for subcontracting. To do this, it is necessary to strictly take into account which technological route the product is produced, what materials and services, production capacities are needed for each operation, etc. All this data in the ERP system is consolidated in a block of regulatory reference information (NSI), which is a kind of "backbone" of the system. Planning, production management, and the solution of such tasks as inventory management, costing, budget planning, etc. depend on the correct assignment of this information.

In the SAP ERP2005 system, a block for maintaining master data has been deeply developed. The reference information necessary for planning and managing production includes the following main components.

Material Directory("material master"). A material in an ERP system means a product of any type: manufactured, purchased, semi-finished product. In addition to the basic data (such as units of measure, description of the material, units of weight, weight, etc.), the directory contains almost all the information necessary for accounting for materials in various “functional” areas: for financial accounting (standard material price, moving average price, etc.). etc.); for planning production requirements (type of procurement, time for own production, batch size, etc.); for purchases, sales, etc. In addition, names, GOSTs, a strategy for planning, managing the production of a product, calculating the cost (for example, at a weighted average price, standard price, etc.), and other technological information are determined. Moreover, in SAP, only basic data (code, name) are mandatory, all other parameters are set if appropriate accounting is necessary. Thus, the user himself determines the required set of parameters for a particular product.

Job Directory. It describes the areas where certain operations or works are carried out. Workplace data is entered with the appropriate parameters: master data (name and description), capacity data, payroll data, scheduling data – for example, you can define that workplace will be available only from Monday to Wednesday, then on other days the system will look for an alternative place of production for this item when planning. Work center parameters are also data for calculating the cost of work. You can maintain a hierarchy by workplaces, that is, group them by departments, sections.

Manufacturing specifications(technological routes of products) - lists of components that make up products, assemblies, finished products. Features of the SAP system: in the specification, you can specify not only components, but also auxiliary data - links to documentation, etc.; You can maintain alternative BOMs.

Technological cards- the most important component of NSI for production planning. The cards reflect the sequential composition of the operations necessary for the manufacture of the material (part/assembly). Each operation is defined by work center data, control data, production time. In the system, you can determine the components that are used in this operation, assign positions from a specific specification, set control signs for this operation, calculate the duration of operations using specified formulas. This data is the basis for planning lead times and creating a production order for a product. The SAP system has the ability to generate alternative (parallel) product manufacturing routes. If during the planning process the system "sees" that the product has conditions under which it is necessary to manufacture it according to an alternative sequence of operations, then the "planner" of the system follows this recommendation and uses different sequences of operations.

Competently verified product and workplace directories, production specifications, technological maps are the “three pillars” of successful production planning in an ERP system.

Manufacturing strategies

The SAP system makes it possible to implement the main production management strategies: development to order (design production), production to order, production to stock.

If the “made to order” strategy is selected for the production of a product, then in the planning process separate planning segments are created for each customer order, and all requirements, purchases, goods receipts are planned in the specified segments (Fig. 1). Thus, the user of the system can clearly track under which order certain purchase and production plans are created.

Rice. 1. Planning for the production "Custom Made"

If project production is automated, it is possible to maintain project-oriented cost accounting. To plan project production in the SAP system, a structural plan of the project (Fig. 2) and a network schedule for project implementation are set (project management is automated using the PS module). For each structural element of the project, the system plans purchase orders (MM module - logistics management) and production orders (PP module - production planning and control). Cost accounting is “collected” by structural elements of the project, and it is possible to track the resources involved at each stage.

Rice. 2. Planning in project production

When choosing a production-to-stock strategy, a production program for a product is drawn up in accordance with a given volume of products that must be produced for a specific period (according to sales forecasts). Then needs planning and production warehouse stock. In this case, in addition to the functionality of production planning, the importance of adequate inventory management increases (marketers must have a clear idea of ​​​​what items are in stock, and if something is missing, then when it will appear), and the SAP system can also help with this.

In the material requirements planning (MRP) process, each end product is exploded, the component requirements are determined, and the delivery schedule (manufacturing or purchasing) of each required component is calculated according to the routing data. Based on the results of the MRP calculation, the system automatically generates information about scarce components and special situations. At the same time, the SAP system uses the "traffic light principle" to reflect the results (Fig. 3), and it is convenient for the planner to analyze emergency situations - delays in the delivery schedule, etc.

Rice. 3. Form of the SAP ERP system, reflecting the calculation of the need for materials

For production scheduling and capacity utilization planning, the source data is material reference books, workplaces, technological maps, planned and production orders, as well as information about the upcoming equipment repair, used to account for periods when production capacity will be unavailable. The system analyzes the compliance of the available and required production capacities and adjusts calendar plans(automatically or manually).

The system provides an opportunity to balance the capacities required to perform operations in order to optimize the loading of workplaces (for example, by optimizing planning and reducing setup and dismantling time, equipment downtime, etc.). Balancing is performed automatically based on a model defined by the user. At the same time, load-overload compensation of workplaces is performed, the optimal scheme is searched for, suitable resources are selected. In addition, it is possible to configure the system in such a way that in the event of an overload of the workplace, the system will automatically suggest ways to optimize planning (transferring operations to another workplace, etc.).

It is necessary to especially note the wide possibilities of the SAP reporting system: many options for planning reports, analysis of the adequacy of the plan from various angles: by products, semi-finished products, work area, date, etc. Each report can be displayed both in tabular form and in the form charts, or export to Excel.

Production order management

After the completion of the planning procedure, orders are transferred for execution (purchase, production). The main control element in this case is the production order, which is a complex structure that combines all data on planning, warehousing, production, scheduling, accounting and reporting. A production order is created to produce a specific material in a specific quantity, or to perform a specific job.

Main stages of production order management: creation of a production order; preparation of materials for order fulfillment; registration of work performance; registration of the movement of materials; order calculation.

To track a production order in the system, you can set dozens of statuses that characterize the order fulfillment process. It is possible in the system at any time during the execution of a production order to check the availability necessary materials and capacities. Based on the system data, “bottlenecks” can be analyzed, the timing of the purchase of materials and the production of components, the timing of operations can be adjusted. It is possible to implement in the system the procedure for reserving materials in a warehouse for a production order, which is in demand at some enterprises. In this case, the system will exclude the possibility of transferring the reserved material to another order. The actual costs of the production order can be automatically controlled in comparison with the planned ones.

Since the data in the system is recorded up to an operation and a component, the manager gets the opportunity to quickly control the execution of each order, to prevent the occurrence of critical situations (the network schedule for the execution of an order reflects the entire dynamics of its implementation). If necessary, sending an automatic message about the threat of shifts in calendar production dates, the lack of materials necessary for production, etc. can be configured.

Implementation of the system: "heart surgery"

Manufacturing is the main functional area of ​​an operating industrial enterprise, and the implementation of an ERP system in terms of production management is sometimes compared to a heart operation. Anyone who decides to "operate" must weigh all the "pros" and "cons", determine the goal for himself and prepare for solving a number of issues.

The first group of questions is related to the conduct of NSI. I repeat that a clear task regulatory information is the key to success. Enterprises often develop their own "traditions" in the formation of this data, which the system will not support. For example, the system requires that technological maps times were clearly spelled out - operating times, changeover times, times of transportation, soaking, etc. Each enterprise decides individually how to set these times. So, many people use "standard hours", but, unfortunately, they are often "tailored" to the salary. When introducing the system, this practice will have to be abandoned, and the times will have to be put in order, verified and entered into the system. And there are some painful questions associated with this.

Whole line organizational issues associated with the maintenance of reference data in the system. Who will enter data and keep track of changes (for example, changes in specifications - product composition, material consumption rates, etc.)? Many are on the path of integration with design systems(CAD), and SAP provides special software products. But here there are difficulties. After the designers, technologists enter the work, which determine the production sites for the manufacture of the product, the times of manufacture, transportation, readjustment, etc. Corrected data must also be entered into the system. It is important to understand that it is necessary to maintain a specification in the system that allows you to manage data, and technological information is not enough for this. (For example, we can cite the issue of coding shop redistributions, which has already become mandatory with each implementation of the system.) At some enterprises, special NSI maintenance groups are organized that process the changes made by designers and technologists and enter this data into the system.

The second group of questions is related to the correct task in the system of optimal batches (minimum, maximum, etc.). The methods of “lean” production and the rejection of batching, popular in the West, are not yet used in Russia (at least at enterprises that perform, for example, both electroplating and assembly operations), and the task of determining “optimal batches” will have to be worked out.

Questions arise directly in production. Manually or automatically write off materials? Who will write them off and when? How will transactions be recorded? In automatic mode, the system strictly and accurately registers the issued materials according to the entered consumption rates, and does not allow violating the accepted strategies for registering operations. Here, too, there are many problems, therefore, at the first stage of implementation, many follow the path of write-off "after the fact."

Finally, there are also the usual, well-known issues of organizing an implementation project - the creation of working groups, the allocation of specialists to them, etc.

Thus, before implementing the system, it is necessary to prepare for the solution of all these issues. And if the most actual problem consists, say, in automating the accounting of working hours and the calculation wages, then maybe you should not start implementing ERP, because its main purpose - what the first MRP systems were created for, which "grew" in ERP - is the automation of enterprise resource planning.

In conclusion, a few words about the possible scope of the project. Modern ERP systems are focused on automating the entire chain of business processes of an industrial enterprise, from procurement and production to product sales and building relationships with customers. But implementing all the functionality at the same time is very difficult. Therefore, it is not necessary, for example, to immediately transfer accounting to the ERP system and “fight” with resistance financial service- you can organize the integration of ERP with the operating system (for example, 1C), and leave the implementation of the financial block to the second stage. On the other hand, it is necessary to evaluate the complexity of such integration, and if the costs (labor, monetary, moral) are much higher than the costs of centralized implementation, then the "truncated" version of implementation is inappropriate. It is better to cover the logistics chain of material flows at the first stage of implementation, that is, together with production, implement procurement management, sales management, and inventory management.

By "order" is meant the form No. TORG-26 filled in two copies, containing information about the type, name and volume or quantity of the goods, as well as the terms of delivery. From the point of view of the management system, the customer's order is of decisive importance: it is he who "starts" production or the chain of logistics activities in the company.

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Competently organized system order management allows you to minimize the time and number of events from the moment the order is placed by the consumer to the moment it is processed and implemented.

How does an order management system begin?

Developing effective system management of applications, it is necessary to take into account their type. Applications and orders can be classified according to the form and time of processing, the subject and object of the application. The decisive role in the development of the management system is played by the subject of the order - the consumer. You can be a customer:

• one of the departments, workshops or branches of the enterprise ("internal" consumer);
• "external" consumer: state, municipality, trade company or manufacturing enterprise, private person.

The order goes through several stages of processing:

1. documentation;
2. sending an order to a manufacturer or supplier;
3. direct execution of the order (production, delivery from a wholesaler or manufacturer);
4. delivery to the customer.

Each of these stages requires separate study. With a well-established order management system, the customer's waiting time and the manufacturer's costs are reduced to a minimum.

On the way to placing an order

The order is formed in a document of form No. TORG-26, where all the necessary data are indicated (names of goods or services, volume or quantity; date and time of delivery; cost and terms of payment). The receiver fills out two copies, one of which is kept for himself, and the second is handed over to the customer.

The document is drawn up in the presence of the client, certified by his signature, as well as the signatures of the persons responsible for processing the order. After that, the application is entered into the company's database and processed on a first-come, first-served basis, or on terms agreed with the client.

AT without fail the name of the details of the organization of the customer is indicated, if it is entity, or passport and contact details, if the client is individual. All necessary information, including phone number, details, last name or first name of the customer, is entered into the database along with data on the type and time of delivery of the goods.

Execution of a customer order

After the order is formed, it is processed on:

1. production, if we are talking about products according to individual sizes or projects;
2. warehouse where goods are selected desired type in the ordered volume, and produced:

• equipment
• examination
• package
• shipment.

Delivery is the last stage of order execution, which is realized at a strictly defined time. Upon completion of delivery, the goods are shipped to the client, who signs the documents provided by the carrier, makes payment, if this has not been done before, and accepts the order.

Without fail, each stage of order processing, up to its full implementation, is recorded in the documentation or database. This is necessary in order to track the progress of the order, speed up its implementation and ensure its safety.

In addition, having on hand data on all processed orders for the last reporting period, the head or financial analyst of the enterprise can predict future profits or develop an effective business plan for the next period (month, quarter or year).

It is quite difficult to systematize information about completed and current orders if it is stored in paper form, entered into Excel spreadsheet or fixed in some other inefficient way.

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Order management in an organization begins with the receipt and processing of orders from consumers of material resources or finished products. It uses an integrated approach to order management. It involves the adoption of optimal decisions on the procurement and stocks of material resources, production, storage and distribution of finished products based on accurate forecasting of consumer demand. This is possible subject to the high readiness of the organization for the supply of ordered goods, the high quality of the supply service, as well as the functioning of the logistics information system and basic logistics systems (MRP II, DRP II).

The main task of order management in the enterprise is to reduce the time of the logistics cycle of orders in order to improve the quality of customer service, reduce the level of inventory and overall logistics costs. The logistics cycle of the order in general includes Anikin, B.A. Logistics: a textbook for universities. INFRA-M, 2003. 327 p.:

1. time for the formulation of the order and its execution in the prescribed manner.

2. time for delivery or transfer of the order to the supplier.

3. order fulfillment time (waiting time for placing an order for execution, order fulfillment time, downtime, a set of services).

4. delivery time of manufactured products to the customer.

5. time to prepare products for consumption.

The maximum duration of the order fulfillment cycle is determined by the time that the consumer is willing to wait from the moment the order is placed to the receipt of the goods (hours, days). The actual order execution time may exceed this time. In this case, there is a "gap in the execution time of the order." The purpose of the logistics service is to close this gap. To do this, either reduce the supplier's order execution time, or increase the consumer's order cycle by receiving an earlier order from him. It should be noted that the stage of optimizing the logistics cycle of orders is extremely important for the activities of the organization, since the results obtained guarantee it a competitive advantage. To reduce the duration of the order cycle, it is necessary to improve the planning of the work of drugs or the supply chain with the help of electronic data processing EDI and the use of logistics information systems such as ERP.

The logistic cycle of order management is a set of procedures for processing and fulfilling an order (Fig. 1) Blank I.A. Control trading company. - M.: Tandem, 2001. 51 p. .

Rice. one.

Orders are received by the organization from consumers of material resources or finished products by mail, telephone, telegraph, e-mail, fax and courier. They can be speech and documented. The purchase order must contain all information necessary for the supplier: order number, contact persons of both parties, change number, manufacturer's designation, customer's designation, total received since the beginning of the first delivery, last receipt confirmation and contract number. This form allows you to significantly reduce the time and cost of telephone conversations regarding confirmation of the acceptance of the order Naumov V.N. Sales marketing, N. Novgorod, IRC, 2005. 402 p. .

After pre-processing, orders are transmitted via telecommunication networks to the company's information and computer center, where a special program accepts this order and automatically issues a confirmation of its acceptance for execution. The specific production or sales departments of the enterprise act as the source for fulfilling the purchase order. Order fulfillment plans are developed for certain sources. Initial indicators for planning are specification data for the production of finished products, updated production indicators with an accuracy of up to a week, or plans for replenishment of stocks Danko T.A. Marketing management. - M.: INFRA-M, 2001. 83 p. . This allows the production and delivery of goods just in time in accordance with the production plans of the customer. In the process of order monitoring, procedures for the fulfillment and delivery of ordered products to consumers are carried out. They are accompanied by continuous control of terms, volumes and quality of deliveries. The order management cycle ends with an order fulfillment report.

Let's start with order management in a wholesale company.

Order start.

The client appears on the horizon. The manager enters the client (if absent) and the order itself into the database. When an order is formed, the need for resources to fulfill the order is also formed. The manager issues an invoice or contract to the client. Regardless of whether the client needs an order, we already have a market need for goods, our ability to use resources, as well as some portrait of the client, his needs, frequency of calls, etc.

By order, management transactions are planned: income generation and possible expenses for production and purchases, as well as cash flow. The portfolio of orders becomes the basis for the short-term budget, and if the order cycle is long (for example, R & D), then the medium-term budget.

Work on order. The client agrees to the terms of the order, the manager puts the order into work. Some of the items are sent to production, some to purchases, some are in stock (reserved). Now each position of the order begins to live an independent life and becomes a task (task, workflow). Task management is the management of non-financial flows within the company, tracking the performance of work, timing and use of resources Voronin A.A., Mishin S.P. Optimal hierarchical structures. - M.: IPU RAN, 2003. 27 p. .

Big role order management is played by internal orders, orders from one contractor to another.

Of course, the fulfillment of the order will require cash flow to purchase the necessary inventory items, pay for the work of subcontractors or pay workers from the buyer's advance. But in general, these actions are elements of the execution of certain stages of orders, and in some cases do not affect the execution of the order at all: goods and materials are in stock, workers are paid for work next month, subcontractors are tied to the end of the order as a whole. Accordingly, a certain stage of order management is the receipt of materials, and not their payment.

At this stage, the purpose of the management information system is to tell the manager what to do. If one manager manages 10 orders at the same time, and there are 10 positions in each order, then the manager actually has to manage 100 tasks at the same time. This amount of work in the mind cannot be tracked, so the order management system must focus the manager's attention on important points.

End of order. If the order is ready or part of the items is ready for partial shipment, the manager generates a sales document, after which he informs the client that the order can be accepted. If the start of work is a plan in management accounting, then the end of work is already a fact management accounting and, accordingly, the data for accounting. At this stage, the main operations are financial flows and their reflection in management and accounting: the sale and release of goods and materials from the warehouse, cash flow, accrual of bonuses for work, the formation of receivables and payables.

In the first two stages, the manager plays the main role, in the last stage, most of the responsibility falls on the planned financial department and accounting.

After the positions are ready for shipment, the manager calls the client, and after his arrival, he creates documents and ships the products.

This is the modern understanding of Trade and Warehouse or Trade Management, which can be thought of as Order Management. What should a manager see in order to make an adequate decision? He must see situations with orders: put or not put an order into work, find out from the client whether the order is needed after invoicing, determine whether the necessary products have been produced, notify the client about the readiness of the order, etc.

That is, the manager becomes the owner of the process, keeps track of all its inputs in order to receive a finished order at the output. By managing orders, he knows what needs to be done. The trading and warehouse system itself determines its actions: call the client, put it into production, determine the reason for the delay in the order.

Although some of the order movements can be arbitrary and chaotic, most can be described and ordered because they are a description of business processes within the company. The approach to the description may be different, the description may arise in the course of the work of managers, or you can approach it from a scientific point of view and invite consulting company. After the processes in the company are described, you can start optimizing them. You can redistribute the deadlines, make some processes more detailed, remove some Anikeev S. Methodology for developing a marketing plan. - M.: Folium. 2003. 66 p. .

The ultimate goal of implementing order management is to reduce lead times and increase the efficiency of managers. In addition, the portfolio of orders is the basis for short-term and medium-term planning of the company's activities: planning of income, expenses, cash flow. Managers, as those responsible for the business process (order), monitor the performance of internal performers (production and financial departments) and external performers (suppliers and subcontractors), thereby increasing the efficiency of performers and, ultimately, the efficiency of the company itself as a whole Wissema X .Management in the divisions of the firm. - M.: INFRA-M, 1998. 118 p. .

· Management of logistics activities at the distribution stage is carried out in the following sequence.

· Order management. Formation of a portfolio of orders.

· Establishment of quantitative and qualitative parameters of ordered products, their differentiation according to selected criteria.

· Development of a plan for the receipt of finished products from production workshops to the marketing warehouses of the logistics system, its implementation and coordination.

· Management of material (commodity) flows in the transport and storage divisions of the logistics system (rationing and inventory management, warehouse processing, preparation for production consumption according to customer requirements, packaging, labeling, etc.).

· Development and implementation of multivariate distribution of finished products.

· Development of delivery plans. Formation of commodity (freight) flows.

· Management of commodity (freight) flows outside the logistics system.

Order management is one of the most important functions of distribution logistics. Its share in the logistics costs at the distribution stage is much less than the share of transport and inventory management. However, the role of this function is very significant.

In essence, it is order management that provides effective promotion material flows for logistics chains on the way from producer to consumer Gordon M.P., Karnaukhov S.B. Merchandising logistics. - M.: Williams. 2005. 75 p. .

In a broad sense, order management is a synthetic function inherent in the management of material flows, both at the stage of logistics and at the stage of marketing finished products. However, it acquires priority only in close integration with marketing functions, since in the conditions of market relations it is this union that is decisive for all production and commercial activities of the enterprise.

The main complex indicator in the area under consideration is the portfolio of orders.

The portfolio of orders is a set of orders of consumers (buyers) available for a certain date.

This indicator is used both in micro- and macrologistics.

In micrologistics, it is calculated at the level of an individual enterprise (company, logistics system).

In macrologistics - at the level of the region, industry, national economy as a whole. For example, in the United States, this indicator is regularly calculated by the Department of Commerce and published in the corresponding bulletin.

The volume of the portfolio of orders depends on many external and internal factors. For example, from the general economic situation, business activity, consumer demand, the level of loading and the state of production and logistics capacities, etc. Gordon MP, Karnaukhov S.B. Merchandising logistics. - M.: Williams. 2005. 117 p. .

The portfolio of orders is compiled on the basis of relevant requests for the supply of products, reflecting the demand of consumers. When forming it, the production and logistics capabilities of producers should be taken into account. They create the basis for the conclusion of contracts for the supply of products, which in turn become a formalized basis in the process of managing material (commodity) flows.

In recent years, thanks to the rapid and comprehensive development of computerization, the introduction of automated order management systems operating in real time is expanding. They allow you to create a fundamentally different from traditional system organization of logistics activities, covering not only the distribution sector, but also production and procurement (placement of orders for material resources). In this regard, additional opportunities for optimizing warehousing, storage, and transport and handling operations are opening up.

adaptability automated system order management to real conditions is provided by flexible marketing and logistics modules - a collection subsystem and an order processing subsystem. Another module that ensures the efficiency of logistics in this area is the order forecasting subsystem Bagiev L.Yu. Marketing. - St. Petersburg: Piter-Kom, 2006. 274 p. .

A significant increase in the efficiency of managing flow processes (material, informational) is provided by paperless order management technology. This is a technology for selecting products according to orders (applications) in the system of storage and processing of the logistics system without the use of paper documentation. The paper document is being replaced by an electronic one. The indicator of a portable terminal, which is used, for example, by a picker, displays the information necessary for work. Data exchange between working terminals and a local (warehouse) computer can be organized in two ways.

The first way is that the corresponding series and parameters of orders are loaded into the memory of the terminals of all departments of the storage and processing system.

The details of each of the orders are displayed on one or another terminal sequentially, at the request of the operator.

The printers of the terminals located in the respective subdivisions can print the necessary shipping documents. At the end of the execution of the entire series of orders, information about them is entered into the central computer of the logistics system Dixon P. Marketing Management - M .: Binom, 1999. 74 p. .

The second way is that the exchange of information between working terminals and computers is carried out via radio channels. This method is more appropriate in those logistics systems where there is a high percentage of emergency orders. The computer can interrupt the execution of the current order and organize the execution of the priority order without the intervention of the manager of the storage and processing system.

Both in the first and in the second case, all information about the material flow (about placement, movement, selection, etc.) is entered by the operator directly into the local network without paper. Then the necessary information from local network transmitted automatically to the control center of the logistics system Dichtl E., Hershgen H. Practical marketing. - M.: INFRA-M, 2004. 249 p. .

When forming a material flow corresponding to an order, information about the quantity, type of product, address of its storage, etc. is displayed on the terminals.

The use of portable terminals makes it possible to carry out work on the inventory of the warehouse economy of the logistics system without stopping the activities of the warehouses of the storage system and product processing. Periodically, after completing several orders, the operator takes inventory of certain storage locations. The use of portable terminals makes it possible to establish a comprehensive record of the work of each operator in terms of labor productivity, quality of work, utilization of working time, ensuring the safety of commercial products, etc.

In addition, through the operational coordination of joint actions, the overall efficiency of the operators' activities is increased.

The paperless technology of order processing allows to reduce the number of errors of employees of logistics departments in the process of managing material flows by an average of 5 times, as well as to increase labor productivity by 2-3 times.

In general terms, order management technology includes the following minimum logistics work and operations Evans JR, Berman B. Marketing. - M.: Economics, 2007. 59 p. .

· Completion of incoming orders and clarification of their specifications.

· Formation and structuring of a portfolio of orders.

· Development, coordination and approval of the order satisfaction plan.

· Operational control of production and issuance of marketable products in accordance with orders.

· Preparation and execution of commodity flows in accordance with orders accepted for execution.

· Monitoring the receipt of commodity flows to customers and analyzing their assessment of the quality of order fulfillment.

Maintenance feedback customer with a supplier.

In the process of order management, lead time is of great importance. If there are many orders, then their optimization in terms of implementation is the basis for normalizing the functioning of the logistics system. Variable lead times have a direct impact on customer demand for adequate resources as well as the reliability of the distribution system. A long order fulfillment period leads to an increase in stocks not only among consumers, but also in all links of the supply chain. At the same time, a short lead time for orders can lead to errors in their processing and implementation. Material flows may not correspond to the declared quantitative and qualitative parameters. Moreover, simply unnecessary material flows can be generated.

In many countries, lead times are standardized within certain limits. For example, in the USA it (including production time) in the distribution system is a minimum of 7 days, a maximum of 72 days. In Germany, the norm of logistics service for orders for the delivery of materials and products of the existing range is considered to be 24 hours. Orders that take into account the individual needs of the customer are completed within 14 days.

Due to the fact that enterprises usually seek to expand their production and commercial activities, logistics links are also expanding. This leads to an exponential growth of current information. The problem is getting worse and there is a need to simplify procedures operational control execution of orders. Help in resolving these problems is provided by the use of computerized methods of order management.

In recent years, the term "easy-to-do business" has emerged in the field of business relationships. This is not just a phrase, but a recognition of the advantages of the logistics concept in the field of distribution. The meaning of this term is that producers can receive orders without much effort if they apply electronic systems exchange of information Uvarov, S.A. Logistics: general, concept, theory, practice. SPb. Invest-NP, 2005. 232 p. .

In the logistics system, dynamic models of planning production and commercial activities are most effective. They most fully take into account the continuity of the process of accepting new orders, changing the capacity of those involved technical means, the ability to control emerging situations, etc.

These procedures are given paramount attention in any logistics system, since the management process in distribution logistics is subject to random fluctuations due to market instability and the specifics of forwarding activities.

The larger the logistics system, the more complex, as a rule, the order management processes. The most effective approaches to managing orders in complex logistics systems are those based on queuing theory.