Production Information System (PIS)
Presented By : Deo Prakash (29) Virendra Ratnoo (31) Ramswroop Sharma (32) Romesh Sharma (33) Inderpal Singh (34)
Production Information System
Production Information System
Human Resource Information System
Cost Accounting Info. System
Production Plan
Master Production Schedule
Rough-cut Personal Capacity Plan
Capacity Requirement Plan
Current Orders
Rough cut Production Capacity Plan
Production Processes
WIP Inventory
Finished Goods Inventory
Sales Forecast
Material Inventory Info. System
Material Requirement Plan Purchasing Information System Receiving Information System Vendor Files Production Design & Dev. Info. System Quality Control Information System
Bill of Material Market Research Data Customer Service Data
PIS to help the Managers
Monitor and Control Production Processes Allocate resources to achieve production goal set
PIS Elements
Material Planning Requirement (MRP) JIT System Capacity Planning System Production Scheduling System Product Design & Development System
MRP
A set of programme that use data from the master production schedule, inventory files, and bill-of materials system or list of the raw material and components needed to create each product to help manage production and inventory To ensure right materials are ordered at right time in the most economical quantities Primary Objective Customers Requirement Perform on great calculation & record keeping
JIT System
Created by Toyota Motor Company, Japan Purpose of JIT System to eliminate waste in use of equipment, parts, space, workers time & materials including resource devoted to inventory Quality must be emphasized Close relationship with supplier EDI- let suppliers monitors the manufactures inventory level by allowing them to access the manufactures Inventory files electronically
Capacity Planning System
It is to make certain that sufficient personnel, space, machines, and other production facilities are available at the right time to meet the organizations planned production Capacity planning decisions are tactical production decisions and include allocating personnel and production facilities There are many technique for capacity planning. One of them is rough-cut capacity planning
Rough-cut capacity planning
It is provides an overall estimate of capacity needs using the information provided by MPS as inputs Rough-cut capacity planning is used to convert the production goals included in the MPS into capacity needs by using historical measures of production or shop-floor standards for producing end products Rough-cut capacity planning produce an estimates of the capacity needed, such as labour hours and the hours of machine time necessary to meet the production goals EXAMPLE Production goals for a data entry department require that 30,000 sales orders be processed daily at three locations. You know from historical data kept by the department that you can expect a data entry clerk to type sales orders at a rate of one character per second for an effective day of six hours, given breaks, lunch, interruptions, and delays. You also know that the average sales order requires 300 keystrokes to complete. Thus you can estimate the number of data entry clerks and terminals to produce the
Rough-cut capacity planning(e.g.)
30,000 sales orders. 1. 30,000 orders * 300 characters per order = 9,000,000 characters per day 2. 1 characters * 60 sec * 60 sec *60 min * 6 hours = 21,600 characters produced per data entry clerk per day 3. 9,000,000 CPD/21,600 CPDEC = 416,667 or 417 clerks and terminals needed If the demand forecast estimates that 20 percent of the orders will be received at location A and 40 percent each will be received at locations B and C, then the data entry clerks and terminals will need to be allocated as follows: 1 417 clerks and terminals * .20 = 83.4, or 84 clerks and terminals at location A 2 417 clerks and terminals * .40 = 166.8, or 167 clerks and terminals each at locations B and C. Furthermore, your production records may indicate that, on average, 5 percent of the terminals are defective and 2 percent of the clerks are ill or absent on any one day. 1 84 * .05 = 4.2 or 5 extra terminals at location A 2 167* .05 = 8.35 or 9 extra terminals at locations B and C 3 84 * .02 = 1.68 or 2 extra data entry clerks at location A 4 167* .02 = 3.34 or 4 extra data entry clerks each at locations B and C
Production Scheduling System
The purpose of the production schedule is to allocate the use of specific production facilities for the production of finished goods to meet the master production schedule for example:
Gantt chart PERT chart (Program Evaluation and Reporting Technique)
Manufacturing Resource Planning Systems
MRP 2 software extends the production information system to Finance, Marketing , HRM and other organizational function A fully developed MRP-II system includes modules that provide material requirements planning. Shop floor control, inventory management and capacity planning MRP-II systems use market projections to generate inventory requirements. During production, design data and output data, including process control, work-inprocess, and finished goods inventory data, are fed back to the system
Computer Integrated Manufacturing Systems
A growing number of manufacturers are utilizing CIM or at least a great many components of CIM to run their factories Implementing CIM can lead to considerable cost savings, improvement in quality, and more flexible responses to consumers CIM implementations typically include process control sensors and system, shop-floor terminals, bar code readers, factory local area networks, CAD workstations, robots, machine tools, automated factory equipment, minicomputers and mainframe computers, the software modules listed previously, and the organizations existing database Organizations with machine-based production that turn out standard products and use repetitive production processes are likely candidates for CIM
Strategic Production Information Systems
Strategic production information systems provide support for top-management-level production decisions such as:
Selecting a plant site Constructing a plant addition Building a new plant Designing and laying out a production facility Choosing the technologies that will be used in the production processes Choosing responsibility for production processes deciding basic policies on vertical integration and outsourcing
