PMC工作流程PMC workflow.docx

PMC工作流程PMC workflow.docx

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PMC工作流程PMCworkflow

PMC工作流程（PMCworkflow）

PMC工作流程（PMCworkflow）

PMC代表产品材料控制的缩写形式，意思为生产及物料控制通常它分为两个部分----PC和MC。

电脑:

生产控制或生产管制（台、日资公司俗称生管主要职能是生产的计划与生产的进度控制）。

主持人:

物料控制（俗称物控），主要职能是物料计划、请购、物料调度、物料的控制（坏料控制和正常进出用料控制）等。

所以对一个PMC的要求就是:

该人协调能力如何及是否懂得合理有效利用-规划时间…

个人认为PMC的职位没什么专业知识的限制，只要该人性格外向点，善于与人沟通，基本上没什么难的。

但是要做的好可就得花一定的时间了…

基本要求办公软件得熟练，起码是Excel的运用，然后是初进入公司对公司产品的研究，产品生产周期，机器设备生产能力，物料采购周期（最重要的是关键零件的L/T），做到最后是有能力辅助（提醒）工程在发更改将会对公司现有材料及成品出货造成多大影响，这已经是参与公司的运作及协助决策了，这就算是该PMC到了一定高度了。

PMC的流程从大的来看就是公司的运作流程:

从销售得到订单开始，PMC就该接手并参与到后面所有的工作中，新产品的关务的合同备案（如无外销则无需海关备案），然后是根据需求得到MRP（物料需求计划），指导采购下单并根据料况及时调整生产，因为料况的变化是比较大的，所以工作的重点肯定是根据料况来调整生产。

成品好后还得关注是否及时入库，然后出货扣账，再就是关务出货是

否会有问题…直到物品到达客户手中你还得考虑到中途是否产生损坏（RMA），当然了，做到后面就是细节问题了。

生管这项工作对任何加工部门都是举足轻重的。

随着公司的发展，经过多年的经验累积和不断的改善，加上各种生管系统的开发和运用，目前在笔者工作的nwing自动机加工部（以下简称”加工部”），这项工作开展起来已十分得心应手，应付一般性的问题更是绰绰有余了。

但情况总是在不断变化的，时不时会有新的问题冒出来考验我们的应对能力。

如何更高效地适应当前的要求，更大程度地发挥加工部生管作用，更有效地满足客户需求，这是加工部生管人员必须面对的一个恒久的改善主题。

加工部生管的工作内容

加工部生管目前的工作内容可分为两类。

第一类:

相关数据处理。

加工部生管要处理的资料很多，其中最主要的有以下六种。

蓝图扩散。

即按系统文件要求和生产制程需要将蓝图扩散至相关单位，对于返修工件还要在蓝图上标示清楚返修内容，然后将生产联络单发至备料工段备料。

这是加工部生管工作的第一步，也是至关重要的一步。

一套订单的顺利生产不仅涉及到加工单位，还涉及到相关程序设计单位而设计单位能否及时投入并保障工作的流畅进行，就取决于蓝图扩散的正确和及时。

制程变更。

制程的正确排配关系到能否有效降低成本、节省加工时间和确保客户的要求精度。

我们的业务人员由于要负责大量的订单制程设计，因此制程的错误就难免时有发生，制程的合理性也可能被加工人员质疑，所以制程的变更不可避免。

一般来说，制程变更由加工人

员向业务人员提出，由业务人员根据加工人员的要求进行变更。

Processchangesarerelatedtochangesinprogramdesign,resultinginnewcontactstatementsandprocesses.

Blueprintchange.Eachorderwillhavealargenumberofproductiondrawings,anddrawingthedesigninevitablyhaveunreasonableerrorsorprocessing,theproductionunitmustclearprocessingblueprintandwiththeproposedchangestotheservicepersonnel,managementpersonnelinatimelychangewillbesenttothenewblueprinttheblueprintforthediffusionunit,toensuretheblueprintdesignandmachiningofsurfaceconsistency.

Accountingtreatment.Thereisnodoubtthattheamountofshipmentofaprocessingunitthusreflected.Theshipmentdetailstoprocessingdepartmentandcustomersonthebillsremainthesame,thisisthefirstpoint;secondistheprincipalsubsidiaryDivissionandinterdepartment,interplantinternaloperationstotransferandprocessingoftheshipmentdetailsremainthesame.Thekeypointoftheaccountingtreatmentisthatalotofmoneyiscollectedandnoaccountistransferred.

Outsourcingdataprocessing.Outsourcingasamandatoryprocessingmethodisunavoidableincertainprocessingareas.Forsomedepartments,theoutsourcinghasbeeninvolvedinthemanufactureofmorethan90%finishedpartsasaprocess.Inordertomakethecooperationmoresmoothandmoreefficient,therelevantdatamustbeprepared.Systematicanddetailedinformationprovidesaplatformformutualconfidencebetween

thetwosidesofthecooperationandstrengthensthewillingnesstocooperate.

DatamaintenanceofTITOPsystem.TITOP,asavirtualwarehouseofthegroup,isresponsibleforalargenumberofentryandexitoperations,andrecordstheactualstatusofeachorder.Itisanecessarysystemrequirementfortheprocessingdepartment.TITOPdatamaintenancecanprovidethebasisforthemanagementsystemofthecompany,andensurethetimelyandaccuratehandlingofaccounts.

Thesecondcategory:

orderprocessing.

Therearealotoforderstobeprocessedbytheprocessingdepartment,andtheconcretecanbedividedintosixkinds.

Orderfollowinganddeliveryreply.Eachorderhasitsowndeliveryrequirements,andundernormalcircumstances,theprocessingdepartmentwillhaveonetotwothousandordersatthesametimeinproduction.Somanyordersarerequiredtobeproperlymanaged,managedandcontrolledinordertomeetthecustomerrequirementstomaximumextent.Forquickorderprocessing,notonlyrequiresstudentstohaveapreliminaryanalysisofmanagementpersonneloftheorder,tojudgetherationalityoftheprocess,butalsocansurviveontheprocessingofpersonnelmanagementpersonnelandreasonablearrangementoftheorderprocessingscheduletokeepcontroloftheprocess,construction,completionanddeliveryofthenextsectionofsupervision.Thepreparationsfortheconfirmationandaccesstoinformationfortimelyconvey.Fromthebeginningtoacceptasetofprocessingorders,mustbeon

thedeliveryconfirmation,combinedwiththeexistingproductioncapacityevaluationandpreliminaryreplyonthebusinessstaff,andtheneedtoconstantlychangeaccordingtocustomerrequirementstoreconfirmandupdatedelivery,toallordersaretoplanfor,guaranteethetrustedprocessingDepartmentdegree.

Orderprocessinginoutsourcingsection.Whentheproductioncapacityisinsufficientortherelevantresourcesareinsufficient,themanagementmayseekexternalsupportoroutsourcetheorder,andtheoutsourcingordermusteffectivelycontrolitsprogressanddelivery.

Undertakeexternalorders.Whentheprocessingdepartmentinaccomplishingtheirordersandorders,toundertakeexternalforceorotherunitstoassistprocessingprojectorders,managementaccordingtothefeedbackinformationorbusinesspersonnelaccordingtothecorrespondingunitmanagementnegotiationresultsconsidered,setsection,singlesectioninordertoundertake.Theprocessingdepartmentcancontroltheprogressoftheseordersinatimelymanner,andreplytotheentrustedunitsfordeliveryontime.

Packagingshipment.Fortheinspectionofcompletedorders,productionpersonnelshallbepackagedandpasteproductlabels,printinvoicesinmanagementsystem,andthecorrespondingorderofdatamaintenanceinTITOPsystem,andthenshippedtothefinishedgoodswarehouse.

Superviseon-sitemachiningprocess.Becausetheorderproductionprocessislikelytooccurmanyunexpected

conditionsortherearecertainproblems,

Suchastheprogramorelectrodeerrors,abnormalprocessing,workpieceprocessleakagerow,sectionshipmentisnottimely,soinordertoensuretheorderschedule,processingdepartmenttosupervisetheproductionprocessanddealwiththeabnormalsituation,topromotetheproductionefficiency,ensurethedeliverydate,tomeetcustomerneeds.

Productioncoordinationmeeting.Weeklyprocessingdepartmentproductionpersonnelshouldbeattheheadoftheclassorganizationandthesceneheldonetotwotimestheproductioncoordination,tofocusontheestablishmentoftheworkprocess,tocoordinatetheorder,informedofthecurrentordersituationofeachsectionandloadconditions,tosolveproblemsinproduction.Theorganizationofproductioncoordinationbenefitisrelativelyeasytoaccepttheorderinformationsectionincharge,andcancomposetheprojectteamtodealwiththeimportantorders,whichsavestimeandenergymanagement,productionpersonnelcanmakethetimeandeffortspentonmoreimportantwork.

Thetimetakenbytheprocessingdepartmenttoprocesstheabovetasksvariesfromtimetotime.Sometimesaproblemmaytakealongtimetodealwith,andeventhesamethinghastobeverifiedmanytimesbeforeitcanrestassured.Buttheorderstatusisalwaysupdated,hasbeenthenewsituationandnewproblems,whichrequireallprocessingdepartmentproductionpersonnelmustimproveworkefficiency,andstrivetodosomethingthatdaythatdaytofinish,otherwisemaynotbeabletodotheworkofmanypeople.Fromtheprocessingdepartment

itself,inordertoimproveworkefficiency,wemustmasterthecorrectmethodofwork,withapositiveandresponsibleattitude.

WorkpracticeofrawpipeproductioninprocessingDepartment

Inouropinion,theprocessingofpipetodotheirworkmustbedoneinfouraspects:

thedifferentiationofstudentsmanagementwork;playthefieldproductionpersonnelmanagementroleoftheorder;andon-siteprocessingpersonneltosolvetheeasyproblemsinbuildingnewmanagementconcept.Thefollowingareourspecificpractices.

Theworkofdifferentiatedtubes.Thisistomakebetteruseofthehumanresourcesofthefieldunits.Asearlyasthefirsthalfof2004,themanagementdepartmentofautomaticprocessingDepartmentadjustedtheinternalworkofthemanagementdepartment,andpointedoutthatthemoretimeitinvestedintheorder,thebetterthejobwas.Sowhatcanbedonetofindtherightplatformfordifferentiationandtosplititup?

Dataprocessingisclearlynotneeded.Becauseitdoesnotneedtohaveaclearunderstandingofthewholeprocess,anddonotanalyzetherationalityoftheprocessingtechnologyandprocess.Orderprocessingisdifferent,anditcanbeproperlydifferentiated.Infact,forthedifferentiationoforderprocessing,processingdepartmentexecutivesareveryconcernedwiththeprojectteam,specializedorganizations,toexplorehowtostrengthencustomerexpresscasecontrol,demonstrationsixdaysdeliveryorderintheheattreatmentprocessunderthesituationwithoutworkingmethodscanalsofollowupthemanagementanddeliveryontime.Ifthismethod

canbefound,nodoubt,themanagementoftheworkwillbesuccessfullydifferentiated,willgreatlyenhanceourefficiency,butalsogreatlystrengthenthecontroloforders.Asaresult,theprocessingdepartmentwillhavemoretimetoprocessorders,notonlytoexpandthecontentofthework,butalsotomaketheworkdonebetter.Atpresent,wearemovingtowardsthisgoal,andhaveachievedcertainresults.

Givefullplaytothecontrolroleofthesitehealthmanagementpersonnel.Astheprocessingsitemanagementpersonnel,ifthedailyworkisjustgettingatubetoarrangewithreminderordersfromthecompany,thejobistoomeaningless!

Becauseoftheabove80%ordersarefromthecompany'smanagementsystem,eachsectioncanseeatanytime,withouttheneedforhealthmanagementspecialtreatment.20%othert