生产计划控制程序Production Plan Control Procedure 文件编号 Document No. ： (*W-07-12) 生效日期 Efficient date ： 2008.09.01 版 本 Revision ： A 受控状态 Controlled status ：批准Approved by 审核checked by 会审 review 制定 /修订Prepared /Revised by 研发R&D 工程engineering 质量quality 生产manufacturing 供应purchasing 销售sales 行政人事HR 财务finance 安全后勤Security &logistics 法务law * 程序文件 Procedure Documentation 编号 No.:*W-07-12 生产计划控制程序 日期 Date ： 08/09/01 版本 Edition: A Production Plan Control Procedure 1 /8 页 Page 仅供 * 公司内部使用变更记录Changing Record 序号No.变更申请单号 Change sheet No.生效日期Efficient date变更内容Change history变更页次Change page No.版本 /版次Revision (No.)1 08082801 08.09.01 文件由中文版调整为中英文对照版，文件版本重新改为 A 版The edition of document has been adjusted Chinese-English edition and renewed as A edition.8 A * 程序文件 Procedure Documentation 编号 No.:*W-07-12 生产计划控制程序 日期 Date ： 08/09/01 版本 Edition: A Production Plan Control Procedure 2 /8 页 Page 仅供 * 公司内部使用1 目的： Purpose 协调公司内部生产资源，满足销售需求。Coordinate the company internal production resources to meet the sales demands. 2 范围： Scope: 本程序适用于公司的成品，零件车间。This procedure is applicable to the company finished product and component factory. 3 程序： Process 3.1 流程：销售部采购部，计划部供应部生产部生产车间销售部，报关订单决定接受决定外购outsourcing 外购计划进行采购生产能力确认生产计划安排生产进行进度控制交付* 程序文件 Procedure Documentation 编号 No.:*W-07-12 生产计划控制程序 日期 Date ： 08/09/01 版本 Edition: A Production Plan Control Procedure 3 /8 页 Page 仅供 * 公司内部使用3.1 Flow: Sales Dept. Purchasing and planning Dept. Provision Dept. Production Dept. Production workshop Sales & Customs3.2 生产计划安排 Production Plan arrangement 3.2.1 订单一经确认后， 生产部负责制定每月生产计划 ，供应部根据订单 和每月生产计划 所需品种，数量等确定外购材料及供应厂商，并按 “ 采购控制程序 (*P-07- 06)” 进行采购。Once the orders be accepted, Production dept. prepare the monthly production schedule , purchasing department will confirm the outsourcing materials and suppliers according to the kinds and quantities that required by orders and monthly production schedule, and purchase as per “ Purchase Control Procedure (*P-07- 06) ”.3.2.2 生产部根据订单交货期要求， 将该订单的开始生产时间录入 SAP 系统， 并按照最终确认的每周销售需求安排生产。Production department will arrange the production schedule according to the PO delivery requirements, put the PO production time to SAP system, then arrange production schedule as final weekly sales. 3.3 生产安排及准备： Production arrangement and preparation:3.3.1 生产车间 确认销售需求后 ，应着手安排各有关人员实施。Decide to accept the order Decide to outsourcing Outsourcing Plan Outsourcing Confirm the production capability Production Plan arrangement Production on-going Schedule Control Delivery * 程序文件 Procedure Documentation 编号 No.:*W-07-12 生产计划控制程序 日期 Date ： 08/09/01 版本 Edition: A Production Plan Control Procedure 4 /8 页 Page 仅供 * 公司内部使用Once the production workshop confirm the sales demand, they should start to arrange each related people to carry it out. 3.3.2 采购人员应及时将有关外购原辅材料购入，以保证生产计划得到执行。Buyers should purchase the relevant outsourcing raw and auxiliary materials in time to make sure the production plan be implemented. 3.3.3 IQC 及时对进厂的原辅材料进行验收。IQC need to check and accept the purchased raw and auxiliary materials in time. 3.3.4 设备维修人员应对生产设备的良好状态负责，以满足生产需要。Equipment repairers should be responsible for keeping the production equipments in good conditions, and meet the production requirements. 3.3.5 生产车间装配线的生产环境应保持良好。The production environment of assembly line in the workshop should be kept all right. 3.3.6 有关资源不足之处，生产经理应及时提出并报主管领导批准。Production manager should put forward the insufficiency of relevant resources, and report to supervisor leaders for approval. 3.3.7 研发部应及时提供技术图纸规范等，以加强技术方面的支持与指导。R&D department should provide the technical drawing criterions in time to strengthen the support and guidance in technical aspect. 3.4 生产进度： Production Schedule:3.4.1 生产车间对每日的生产完成进行统计分析， 并将每日生产状况 上报生产部管理层。Production workshop should stat. and analyzes the daily production performance, and report the daily production status to the production department in proper ways. 3.4.2 生产部必须了解生产计划的执行情况，并进行负荷分析。若生产计划得不到执行应分析造成原因。 并及时向公司领导报告， 并协调各方力量以完成计划， 必要时请求总经理协助。Production department should know about the implementation status of production plan and do burthen analysis. If the production plan cannot be carried out, analyze the root causes and report to company leaders, coordinate with each party to fulfill the plan, and ask general manager for assistance if necessary. 3.4.3 生产计划调整应以不影响交货期为原则。Adjust the production plan without affecting the delivery term. 3.4.4 生产计划对下述情况：Production plan be affected by the following conditions: a) 因销售订单或生产订单的错误造成的Caused by the mistakes of sales orders or production orders.* 程序文件 Procedure Documentation 编号 No.:*W-07-12 生产计划控制程序 日期 Date ： 08/09/01 版本 Edition: A Production Plan Control Procedure 5 /8 页 Page 仅供 * 公司内部使用b) 因材料未齐套和未能及时到料造成的Caused by incomplete materials and late delivery of materials c) 生产线产能问题造成的Caused by capability of production line d) 因工艺原因：如测试问题、原材料问题、因产线产出少于标准产出的所有有影响生产计划导致承诺交货期有影响的原因， 都要通过生产计划员与项目经理沟通讨论出有效的 Recover plan ，必要时项目经理需与销售或客户沟通达成一致。Process reasons ： Such as