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1、BRITISH STANDARD BS 5192-6: 1993 Guide to production control Part 6: Computer aided production control Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 This British Standard, having been prepared under the direction of the Qual
2、ity, Management and Statistics Standards Policy Committee, was published under the authority of the Standards Board and comes into effect on 15 May 1993 BSI 03-1999 The following BSI references relate to the work on this standard: Committee reference QMS/33 Draft for comment 90/97592 DC ISBN 0 580 2
3、1623 3 Committees responsible for this British Standard The preparation of this British Standard was entrusted by the Quality, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/33, upon which the following bodies were represented: British Computer Society Britis
4、h Production and Inventory Control Society Chartered Institute of Management Accountants EEA (The Association of Electronics, Telecommunications and Business Equipment Industries) Institute of Logistics and Distribution Management Ministry of Defence Nottingham University PERA International (Product
5、ion Engineering Research Association) University of Bradford University of Manchester Institute of Science and Technology Amendments issued since publication Amd. No.DateComments Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993
6、 BSI 03-1999i Contents Page Committees responsibleInside front cover Forewordii Introduction1 1Scope1 2References1 3Definitions1 4Specification of requirements1 5Option selection of standard packages5 6Bespoke systems8 7System selection and justification9 8Implementation10 9Ongoing operation of comp
7、uter aided production management (CAPM)12 10Future trends15 Annex A (informative) Development of the use of computers in production control17 Annex B (informative) Production and inventory control software19 Figure 1 Stages of production control2 Table B.1 Standard modules and functions20 List of re
8、ferencesInside back cover Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 ii BSI 03-1999 Foreword This Part of BS 5192 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee.
9、 The 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 i
10、n stocks 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. BS 5192 is published in six Parts and gives comprehensive
11、guidance 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: Producti
12、on programming; 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: Dispatchin
13、g (shop-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 generatio
14、n, presentation, 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 inc
15、lude 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, page
16、s i and ii, pages 1 to 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 the inside front cover. Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT
17、+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 BSI 03-19991 Introduction The planning and information flows in the various stages of a production control system (see Figure 1) can be facilitated by the use of computers. This Part of BS 5192 describes the benefits of the use of computers in t
18、he production control process. The capabilities of computers to store, maintain, manipulate and share large volumes 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, quic
19、kly changing markets, the customers expectation of significant reductions in design-to-delivery lead times and severe 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 mana
20、gement of this area of the business is vital and can lead to significant cost reductions in the areas of work in progress 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 evalua
21、te the use of computer aids in production control. This evaluation has to be professional in terms of the objectives 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 enor
22、mous. NOTEThe development of the use of computers in production control is described in Annex A. 1 Scope This Part of BS 5192 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, engineer
23、ing management, finance, purchasing, payroll, maintenance and sales order processing. However, the techniques and requirements identified and recommended in this Part of BS 5192 for the establishment of a formal specification of requirement, selection and justification of a computerized production c
24、ontrol system (either bespoke or a commercial package), installation and implementation of the system, together with the guidance on ongoing operational requirements and future trends, may be applicable not only to production control systems but equally to the professional evaluation, selection, imp
25、lementation and operation of any business system in the manufacturing company. 2 References 2.1 Normative references This Part of BS 5192 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriate points in the text an
26、d the publications are listed on the inside back cover. Subsequent amendments to, or revisions of, any of these publications apply to this Part of BS 5192 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS 5192 refers to other publications that provide i
27、nformation or guidance. Editions of these publications current at the time of issue of this standard are listed on the inside back cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS 5192, the definitions given in BS 3138:1992, BS 5191:1975 a
28、nd BS 5192-1:1993 apply. 4 Specification of requirements 4.1 Business requirements In todays business environment of international competition, world class quality for products and drastically reducing manufacturing lead times, the need for good production control systems has to be clearly understoo
29、d in terms of the business requirements. These should be defined clearly in three strategy statements. a) Marketing strategy 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 in 5 to 10 years. b) Business s
30、trategy: the business and financial targets that the company has set for itself over the next 5 years should be stated. Examples are return on investment targets, inventory turns, production lead times, quality targets, cost reduction targets, profitability targets, training targets, market share by
31、 country. c) Information technology strategy: the types of systems that will be required to meet the demands of the business and marketing strategies in the face of competition should be identified. After the business, marketing and information technology strategy statements are known and agreed wit
32、hin a company, the informational subset that is now required to support the production control part of the business can be defined. Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 2 BSI 03-1999 Figure 1 Stages of production co
33、ntrol Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 BSI 03-19993 4.2 Problem definition Once the business, market, and information technology objectives have been established, the problem for production control is to define
34、how to achieve them. It is necessary to identify 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 proble
35、m definition phase should describe the production 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 manufacturin
36、g lead time objectives; j) quality/rework 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)
37、 space contraints. The objective here is to 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 requi
38、rements specification (FRS) should be drawn 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 evalua
39、tion of all possible solutions is haphazard 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 u
40、seless without the agreed specification against 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 t
41、he end users. The FRS should describe in detail 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
42、for alternative structures and routeings; 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 leve
43、ls; n) material requirements planning (MRP) 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. Licensed Copy: sheffieldun sheffieldun, na, Fri Dec 01 13
44、:44:30 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 5192-6:1993 4 BSI 03-1999 The objective of the functional requirements specification is to think through and address in detail the type and flow of information required to support the business objectives and to solve the business problems. The act
45、ual systems required to implement the specification range from face to face verbal communication in a small partnership to large scale integration in very large companies. However, without the agreed specification a detailed computer software solution (if required) cannot be designed. 4.4 Feasibilit
46、y study Once an agreed functional requirements specification has been obtained, the feasibility of the alternative solutions should be examined so that a recommendation can be made. At this stage the feasibility of manual systems, bespoke software, commercial software, or the combined use of two or
47、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 systems still require documented procedures and controls. If part of the solution deemed appropriate to address the functional requirements definition o
48、f 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 commercially available product that has a reasonable fit to the requirements. The best fit will always be from a system specifically designed and prog
49、rammed for the defined requirements. However, this is a costly and time consuming task even with the use of the most modern development tools. The costs 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 maintenance and error correction support costs of the finished product. Bespoke systems provide
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