Let's get to the point, how do we plan to direct the production of this noodle shop? Do we just rely on this small ticket to direct the next article, and leave everything else to the back kitchen to solve it by itself, or do we further open up the problems here and do things in detail? Or do you want to rely on the "smart team leader" to do the "human governance" mode of production scheduling, or do you want to insert a pole to the end, command and optimize to the team and even the workstation and machine mode?
Before answering the above questions, please ask yourself a question, are you afraid of transparency, or do you want transparency? If it is the former, high energy ahead, please do not read down; if it is the latter, then let us move forward together, pain and happiness together.
Lend me a pair of eyes
What's wrong with your factory? What exactly is it that makes you unable to see where the lesions in your factory are, and how to get rid of the root causes of the disease? Order another bowl of noodles and think as you eat: What part of the factory do I control? What are the ones I can't control? Take this bowl of noodles as an example: we confirmed the order according to the order in which the customer paid the bill, and issued a work order (kitchen receipt), which has categories, quantities, orders, and even delivery time (generally three or five minutes are tacitly allowed to be done). Standing at the level of enterprise operation, it seems that what should be done has been done, and the rest is only a problem at the specific implementation level, which is the problem that the people below (referring to the workshop) should worry about, and the senior management responsible for operation does not have to manage so much.
Yes, there's nothing wrong with you thinking that, but if you want to build a digital factory and still hold on to the stereotypes of this era of automation, you're doomed to never see the world of distractions. The problems you want to solve are hidden in the details of the workshop, the production line and even each workstation. Let's do a simple calculation: in the 4 processes of noodle making mentioned above:
1. Look at the process on time, the following bar is 2 minutes, and other processes are 22 minutes, accounting for only 8.3% of the total;
2. According to the occupation of manpower, the following article only needs one person, the first three processes need 2 to 3 people per channel, the subtotal is calculated by 7 people, and the human resources of the following article only account for 12.5% of the total;
3. From the perspective of occupying total man-hours, the following bar only occupies 8.3% * 12.5% = 1%;
4. According to the value, the price of noodles is 6 yuan, the price of three shrimp is 98, and the noodles account for only 5.7% of the total value;
Well, the numbers out of the details, the numbers out of the truth, the numbers are you and my eyes: your lofty, commanding the overall management, in fact, only managed to 8.3%, 12.5%, 1% and 5.7%, these numbers, are you still satisfied? You will say that morning glory only morning glory nose, to do management is to four or two thousand pounds, I pay attention to the key point of noodle delivery, the entire back kitchen is led by me, production and materials do not have to worry, MRP help me calculate well, really sit back and relax. Is this really the case?
If you have MRP
If you have MRP, whether it is a valuable international brand product, or a local brand with a low price, or a "self-developed" product, you may not be confident that your MRP will give you ok production instructions and material requirements. In fact, over the years, the author has seen too many companies, spending huge sums of money to purchase and import MRP but finally abandoned, still through manual arrangement of the elements of production. So how exactly does mrp malfeasance? Let's take a look at the cocoon.
First of all, you can't find the production instructions for shrimp, shrimp brain, shrimp seeds! The only thing you see is the production of a bowl of noodles.
Millions of MRPs, just a few hundred pieces of printer can do the work? hehe...... That dare to love shrimp shrimp seeds shrimp brain those tedious work, are relying on people to command? Yes, in your factory, even if MRP is deployed, more than 90% of the work is still arranged by people. So, compared to the MRP shutdown, are you more worried about some team leaders taking leave and leaving?
So why doesn't MRP issue these pre-process work orders as well? One reason for this is in your implementation consultant, and another is in the design principles of MRP.
MrP implementation consultants will tell you that these things are consumed on the same day of production and do not need to be put into storage, so they can be set up as virtual parts. Otherwise, you have to make warehouse management for these semi-finished products, that is, trouble also increases the cost of operation, and the amount of data is also greatly increased, which will make the system run slower. Well, that makes sense... It is true that some of the truths can be justified, but this truth is from the perspective of "financial control", just because there is no need to enter the warehouse, it is blind to more than 90% of the working hours and value of the part, which is painful and painful, but it is inevitable that there is also some self-deception.
Look back, don't forget the original intention, think about it, if you really don't care, why do you have to engage in such a fine thing as a digital factory, if you care, how can you accept this statement?
What are we going to do?
Digital factory, starting from rejecting "virtual items"! Follow your BoM, follow your tickets, refuse to be lazy. We do digital factories, the most basic one is to make our factory transparent, if more than 90% of the place is handed over to the "smart team leader" or "capable manager", it is simply called "Shengming factory". Maybe you'll say I can't change this setting now, the system has been running for several years, and the change involves too much. We will not talk about how to change it, only talk about what it should be changed. First of all, we make a BoM, don't tell me that your home is a single-storey BoM, this is not a house, "big flat" is not necessarily welcome. Most factories don't make it as simple as a layer of BoM, not even this small bowl of noodles:
Secondly, routing, you should have the corresponding process, working hours, and work center settings on the BoM, that is, how each intermediate product and final finished product on the BoM is manufactured step by step.
The third thing is to place a ticket, and no matter who places the ticket, we can at least define what tickets we need?
Okay, now, look at what we've all done? By analyzing the making of this bowl of noodles, we designed the BoM, formulated the Routing, and defined the Work Order. Isn't that a bit of a digital factory? Looking back at your MRP, how do you rate it?