| ■ 培训目标：
PMC运作实务是生产型企业物流管理核心课程之一。通过培训，使学员理解我国加入WTO，在批量客户化生产方式下，搞好生产计划与物料控制的紧迫性。掌握如何建立适应市场需求变化的、协调性强的PMC组织架构。掌握生产与物料计划控制的有效方法，掌握物料需求计划（MRP）的原理、MRP与MRPⅡ、ERP、QAD的实施及有待解决的问题，掌握物料配送运作等。达到提升企业适应市场需求、减少库存和降低成本之能力。
■ 培训对象：生产型企业PMC、物流、生产等部门的主管总经理、部门经理及相关人士。
■ 培训时间： 2天
■ 培训内容
★第一部分 生产与物料控制（PMC）——供应、生产、销售物流一体化的核心
一、 我国加入WTO与企业生产经营所面临机遇与挑战。
二、 生产与物流控制（PMC）
1、 生产与物流控制（PMC）的内涵。
2、 多变的市场需求对生产与物流控制（PMC）的新要求。
3、 传统PMC组织构的弊病。
4、 缺乏协调性和系统优化PMC给企业供应、生产、存货和销售带来种种问题。
5、 如何建立适应市场需求变化的、协调性强PMC组织架构。
l PMC组织结构
l PM与PC的职责
l PMC的业务流程
6、 PMC与销售计划、采购、生产作业及存货控制之整合。
★第二部分 生产计划控制
一、 生产与销售业务链接
1、 生产与销售组织与部门之间的沟通、协调
2、 有效的产销链接方式
二、 生产计划
1、 生产计划的内涵
2、 生产计划应满足的条件
3、 生产计划的计划标准
三、 生产计划制定技巧
1、 加工顺序、方法和条件的确定
2、 如何制定能力计划
3、 如何制定个别订货生产型生产计划
4、 预测生产型生产计划的制定
四、 生产异常对策
1、 生产异常现象
2、 如何即使反映生产异常
3、 生产异常对策
五、 生产业绩评价
1、 生产业绩评价分析指标
2、 生产绩效改进
★第三节 JIT生产计划与在制品控制
一、 多变的市场需求给企业生产运作与制品占用带来的问题
二、 JIT生产方式下的生产计划与控制
1、 准时化生产方式（JIT）的观念
2、 推进式控制系统与拉动式控制系统区别
1、 JIT生产计划的特点与追求的目标
2、 JIT生产计划的种类
三、 柔性计划的制定
1、 滚动式生产计划（案例分析与操作）
2、 主生产计划与市场销售部的“游戏规则”
3、 主生产计划、生产指令与IE技术关系
四、在制品占用的控制有效方法——看板管理
1、 看板管理原理与运作（游戏）
2、 看板种类与使用方法
3、 用看板组织生产的过程（一汽大众JIT生产录象）
4、 MRPⅡ与JIT相结合的物流控制模式(案例讨论)
四、 设备的快速装换与调整
五、 工序设计与设备布置合理化
六、 MRPⅡ与JIT相结合的物流控制模式(案例讨论)
1、 一汽大众JIT案例（录像）
2、 -青岛海尔集团物流管理案例及《海尔集团、红塔集团现代物流》录像
3、 上海通用汽车供应链管理与库存控制案例
★第四部分 物料管理与库存控制
一、 物料管理
1、 物料管理精髓与职责
2、 物料管理运作
二、 物料需求计划
1、 常备性物料计划制定
2、 专用性物料计划制定
3、 MRP系统的运作程序原理（案例分析）
4、 现代工业企业MRPII 、 QAD、ERP实施的方式、障碍及解决方案
三、 供应商交货跟催与控制
1、 如何实施采购商务功能与物流控制功能分离
2、 如何建立新型的供应商供合作伙伴关系与实施新型的供货方式
3、 采购框架协议、订单、跟催、看板拉动之间的关系
四、 库存量预测
1、 需求变化的原因分析
2、 库存积压或缺货原因分析
3、 提高预测准确性的途径
4、 库存量预测的方法
五、 库存控制
1、 不同需求特征的物料进货批量的控制方法
l JTT控制方法
l EOQ控制方法
l LOT FO LOT控制方法
2、 物料库存控制
l ABC控制方法
l 定量控制方法
l 定期控制方法
l 变动系数控制法（某外资企业应用案例）
3、 降低库存的有效途径
l 建立供应商库存寄售制
l 实施库存“体外循环”
l 供应商系统供货
l 实施全球采购与供应商集成
l 采购与物流外包
l 网上订货（上海通用汽车网上订货案例）
★第五部分 物料计划与仓储管理
一、现代生产经验方式对仓储管理的要求
1、 以物流运作为核心的仓储与传统仓储之区别
2、 ISO9000、QS9000、VDA6.1、16949国际质量论证对仓储管理的要求
3、 目前仓储管理面临的问题
4、 提升仓储管理水准的有效措施
二、仓储部门职责范围界定
1、 企业如何建立物料与生产控制（PMC）体系，合理确定仓储管理机构。
2、 如何发挥仓储部门在满足需求、协调物料计划、库位利用和库存控制的作用。
3、 在现代企业供应链环境下仓储部门的职责
三、 仓储业务流程
1、 仓储业务流程及其优化
2、 仓储与PMC业务协调及其信息流优化
四、企业物料配送
1、 为什么物料仓储要开展配送业务
2、 传统仓库与配送中心的区别和联系
3、 企业物料仓库如何向配送中心功能转化
4、 如何建立与PMC相协调的配送体系
5、 MRP与JIT看板管理相结合的物料配送运作程序
l 《日本物流配送》录象
l -青岛海尔集团物流管理案例及《海尔集团、红塔集团现代物流》录像
l 上海通用汽车供应链管理与库存控制案例
附件：
1、 《物流过程评审条例》
2、 某企业《外购配套件“体外循环”的管理标准》
3、 《仓库审核条例》
4、 《库存控制运作程序》
5、 赠送《仓储管理》职业鉴定教材。由翟光明主编，中国劳动与保障出版社2003年出版。
■课程形式
讲授- 启发式、互动式教学- 小组讨论- 案例分析 - 练习
Operation of PMC (New Version)
l Goal of training:
The issues faced by the enterprises such as hard sales forecast,
ever-changing demand from customers and hard stock control. Through
training, interaction game and case analysis, enable trainees
to update their ideas, grasp structure of PMC (production and
materials control) with strong coordination against ever changing
market demand, and be well versed in practical method of coordination
of production and sales and stock control for prompt response-based
business to market demand.
l Participants: Vice general manager in charge of production,
plan, logistics, Dept managers and Staff concerned
l Training term: 2 days
l Training contents:
Part 1 PMC---core of integration of supply, production, sales
and logistics.
1. Opportunity and challenge faced by current enterprises in relation
to PMC
2. Why does outstanding logistics management for an enterprise
become origin of its third profit?
3. How to make PMC to become the operational hub in terms of integration
of supply, production and sales.
(1) The term of PMC
(2) Update of PMC in terms of ever-changing market demand
(3)The weakness of PMC in the context of its traditional structure
(4) PMC without coordination and systematical optimization poses
a few problems in terms of supply, production, stock and sales
from enterprise.
(5) How to develop structure of PMC with strong coordination for
ever-changing market demand
(6) PMC in cooperation with sales, technology and procurement
in terms of coordination of cross-sector
Part2 Production Plan and Control
1. Customers orders processing and coordination between production
and sales
(1) Communication and coordination between production dept and
sales one.
(2) Effective integration between production and sales
(3) Sales orders processing (maintenance of order processing system)(case
for sales order processing process)
(4) Evaluation of order and offer
(5) Internal management of order
(6) Coordination between Production and sales for order and assessment
thereof
2. Master Production Schedule(MPS)
(1) The term of MPS
(2) The conditions made for MPS
(3) The criteria for MPS
3. The skills for formulation of MPS
(1) Confirmation of manufacturing order, approach and conditions
(2) How to make manufacturing capacity Plan?
(3) How to make a manufacturing schedule for an order
(4) Formulation of forecast-based MPS
4. The strategy to fluctuation of production
(1) The phenomena of fluctuation of production
(2) How to feedback fluctuation of production on time
(3) The plan made to fluctuation of production
Part 3 Effective method of WIP control---Just in Time
1. The problems with Production operation and WIP stock arise
from Ever-changing market demand
2. MPS and control in terms of JIT
(1) The idea of JIT
(2) Characteristic and aim of JIT production Plan
(3) How to distinguish between push-oriented control system and
pull-oriented one.
(4) The application of push-oriented control system and pull-oriented
one.
3. Formulation of flexible MPS
(1) Cycle-based MPS (The case analysis and operation)
(2) “Game Rule” between dept of MPS and dept of marketing&sales
(3) Relationship between MPS, production order and IE
4. Effective control with WIP stock—Kanban management
(1) The principle and operation of Kanban(game)
(2) Type and use of Kanban
(3) Operation of production based on Kanban
5. Application of Kanban in pull-oriented supply in terms of
JIT
(1) Kanban pulls suppliers to supply RW just in time
(2) Kanban pulls warehouse to distribute goods
(3) WIP supply pulled from this process moved downstream to next
process.
(4) The application of Electronic Labeling to distribution of
RM warehouse
Logistics control model in the context of integration of MRPII
and JIT(case discussion) ( First Auto Volkswagen JIT VCD)
Part 4 Materials management and stock control
1. Materials management
(1) The core and duty for materials management
(2) Operation of materials management
2. Materials demand Plan
(1) Formulation of standby RM schedule
(2) Formulation for Specialized RM Schedule
(3) Rationale for operational procedure of MRP system (case analysis)
(4) Method and barrier of Implementation and scheme of resolution
for MRPII, QAD and ERP of modern industrial enterprises
3. Stock control
(1) Control of inbound materials batch based on varied features
of demand
l JIT control
l EOQ control
l LOT for LOT Control
(2) Materials stock control (ABC review, quantity review, periodic
review, safety stock review, long cycle time inbound materials
stock review)( foreign-invested firm stock control case)
(3) Effective approach of reducing stock
4. Management of sink and off-book stock
(1) What is cause of Sink stock made?
(2) How to prevent and handle sink stock through cooperation of
cross-sector.
(3)Detailed approach to management of Off-book materials
5. Materials packing and container management in working position
(1) Weakness of traditional materials packing
(2) How to build up standard container system in working position
based on nature of products, production batch, and warehouse conditions
(the pictures presentation)
(3) Basis demand for design of standard container in working position
(Shanghai Volkswagen<< Design Criteria for standard container
in working position>>)
(4) Use and management of the container in working position.
6. Management to components and spare parts
(1) The problems usually seen in terms of management of components
and spare parts
(2) How to resolve descriptions difference of products (South
China Sea Petrol Zhanjiang branch case)
(3) How to cover the variance with uncertainty in demand and stock
control
How to resolve the problem arising from variance with uncertainty
in demand and stock control(components and spare parts management
from Daya Bay nuclear power station)
(4) Application of procurement and business process for components
and spare parts(Shanghai Huizhong auto case)
(5) How to develop key control point for application of purchase
to components and parts, receiving and check, acceptance and payment
7. Game development---Bear Game (inventory forecasting, order,
skills exercise of stock cost accounting and improvement of psychological
quality)
(Game Gift:<<Warehouse Management>> national professional
qualification publication from China labor and protection publishing
house2003, chief editor Zhai Guangming)
Part 5 Warehouse management and materials distribution
1. Demand of Modern production to warehouse management
(1) The distinction between logistics-focused warehouse management
and traditional one.
(2) Demand of MRP, ERO, QAD info system to warehouse management
(3) The issues faced by current warehouse management
(4) Effective measurement for raising the level of warehouse management
2. The range of responsibility of warehouse management
(1)How to develop the system of PMC, and warehouse management
dept
(2) How to build up warehouse dept for meeting demand, coordination
of materials plan, space utilization, and JIT distribution
(3)Duty and responsibility of warehouse dept for modern enterprise
in terms of supply chain.
3. Warehouse operational process
(1) Optimization of WH operational process
(2) Coordination between WH and PMC, and their information flow
optimization
4. Implementation of distribution business
5. Pros and cons of receiving, delivery and distribution
6. Advanced distribution
(1) MRP schedule distribution operation
(2) Kanban distribution operation( Shanghai Ketai air-con case)
(3) Electronic labeling Kanban distribution operation( Shanghai
GM “ press button” distribution system case)
7. Vendors JIT supply
(1) Management of VMI
(2) Vendors JIT deliver goods toward working positions
(3) How to resolve the problem arises from difference of book
and goods in terms of VMI
? The video << Japan Logistics Distribution>>
? The video <<Haier group, Hongta group modern logistics>>
Appendices:
1. << Rule of Appraisal for Logistics Process>>
2. << Procurement of CKD “ Off-System Cycle” Management
Criteria >>
3. << Rule of WH Verification>>
4. << Stock Control Operational Procedure>>
5. Present VCD<< Modern Logistics Technology>> |
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