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Third, the workflow and production management system this part as much as possible to point out the general aspects of the workflow and analysis and control of their tools.
1. Workflow analysis. If one wants to elaborate on the company's PMS needs, it is of course important to understand the company's workflow. In addition to the SDA method used to analyze workflows in the article, some other aspects of how to handle the workflow are also presented in this section.
Factors that affect the ideal workflow include products, services provided, employees, equipment, and time requirements.
How to design a management information system, Mats Bellander found the following method to analyze the workflow.
· Analyze existing systems by describing conventional and unconventional processes · Analyze why unconventional transactions differ from conventional ones · Analyze why business is routine. This method of developing new information systems is based on the assumption that companies There is an existing system in it, although it may often be manual. It is important to point out the unconventional day-to-day affairs, because that is the way that actually exists in the enterprise, and the routine affairs are the way to run. In any case, using the existing system as a basis, it is risky to develop a new system.
So it is important to critically review the workflow before starting any system. Frequently, people will find it is not optimal, and at this stage it is necessary to change the workflow. It is easy to make mistakes by merely copying the manual process to digital processing without questioning the new possibilities.
2. Define a production management system. In order to understand the features that may be present in a PMS, the requirements should be specified for PMS. The following is a list of what PMS should at least include:
· A complete logical model of the workflow for each production run · A set of decision rules for the coding of management principles and interactive, automated tools for creating and editing workflow models and decision rules · A monitoring mechanism for timely tracking Events in production • A production management engine that dynamically evaluates progress, schedules, and re-dispatches activities and allocates and redistributes resources based on production status and given decision rules • Sends control signals to production processes based on a list of production management engines Devices, timely reports, warnings, and visualization tools, as well as post-production report generators 3. collect message. The workflow tracking as mentioned in the previous section is an essential part of PMS. It is described as a system that tracks the movement of materials. This system produces almost all the data needed to manage production organizations.
The principle of good data collection can be described as:
· Report the lowest level of activity required for any subsystem · Report only once per activity · Normal breaks in the reporting process · Report the basic facts; Computers may classify and cross-index · The person taking the action should report that he is taking place The behavior of the report should be straightforward. Constraint theory. All complex production processes can be described as a series of sub-processes. Constraint theory always has a bottleneck or constraint in each production process. For example, one or more sub-processes restrict the entire production process. It may happen in production (for example, machinery) or in management business (for example, sales). In order to obtain greater production capacity in production, it is necessary to make full use of bottleneck processing.
In many processes it is clear which of the subprocesses is the constraint, while in other processes it is not. The production sub-processes that set Jin's bottleneck may be utilized to a relatively low degree and should also be utilized to a relatively low level so as not to increase a large amount of unnecessary internal cargo reserves. In order to prevent the processing from being stopped at any time due to the lack of input material, the pre-processing bottleneck sub-process should have a buffer store, and the size of this buffer can be calculated.
5. Workflow strategy in the printing industry. There are generally two different strategies in using the production capacity in the printing industry. One is based on the aforementioned constraint theory. Assuming a printing plant, the printing process is the bottleneck. This bottleneck is a selective bottleneck that allows companies to make maximum use of it, increase production capacity as much as possible and reduce the cost per printing unit. This strategy is most common for web printing presses because web printing requires a very large investment and at the same time causes a high time rate. Since these prints are usually large, the price of the printing unit is very important to the customer.
Another strategy is to provide greater flexibility. In order to be able to provide services in the short version, the printers who favor this strategy have chosen not to book all production capabilities in print in advance. The disadvantage is that there is a risk that the ability cannot be fully utilized. If the degree of utilization cannot be kept up, the price per print order may not be kept as low as previously mentioned, but in return their customers will have more freedom in delivery time. It has become commonplace. One of the largest customer bases to use flexibility is advertising agencies. Sheet-fed offset printing shops are common in this strategy and there are post-press processing companies. (To be continued)
Production Management and Workflow (Chinese)
(4) Bottleneck. Here the bottleneck definition is based on the constraint theory. The bottleneck is a sub-process, which is the constraint of the entire production process. The bottleneck may be a selective bottleneck. For example, to maximize the company's conscious use of a sub-process to maximize production. It can also be a harmful bottleneck, making it difficult for companies to take full advantage of this selected bottleneck.