生產(chǎn)工單編碼建立及管理作業(yè)流程及時(shí)跟蹤管控工單

精品文檔精心整理精品文檔可編輯的精品文檔Form–N0.04M&E生產(chǎn)工單編碼建立及管理作業(yè)流程年月日制定Planning&Scheduling課作成者阮住鋒1．目的Purpose:確保生產(chǎn)工單能夠及時(shí)有效的跟蹤、管控及關(guān)結(jié)(Makesureworkorderscantrack,control，stopandcarry-overtimelyandeffectively.)2．范圍Scope適應(yīng)于公司內(nèi)所有之生產(chǎn)工單（包括重工工單，試制工單）(ThisapproachisappliedtoallworkordersinKMTC(includereworkorders,trial-productionorders)3．定義DefinitionWIP=WorkingInProcess(在制品)MRP=MaterialRequirementsPlanning(物料需求計(jì)劃)4.權(quán)責(zé)Responsibility4.1生管負(fù)責(zé)所有生產(chǎn)工單之開立、維護(hù)、關(guān)閉或結(jié)轉(zhuǎn)；(Productioncontrollersareresponsibleforallworkorders’issue,maintenance,stoporcarry-over;)4.2倉(cāng)庫(kù)、生產(chǎn)依生產(chǎn)工單進(jìn)行備料、領(lǐng)料及產(chǎn)成品入庫(kù)。(Warehouseandbusinessdepartmentoperatepreparationworks,acquireworksandfinishedgoodsareputinstoragewhicharebasedonworkorders;)5.流程processUnitFlowChart------------------------------------------------------------------------------------------------NN審核Review計(jì)開始Beginning開立工單OpenWorkOrder工單發(fā)放IssueWorkOrder倉(cāng)庫(kù)備料、發(fā)料工單維護(hù)及查核WordOrder’sMaintenanceandCheck編碼原則擬定MakeEncodingRules編碼原則確定EncodingRulesConfirmY生管生管&物管Productioncontroller&MaterialController工單關(guān)閉工單關(guān)閉/結(jié)轉(zhuǎn)Stop/Carry-overWorkOrder結(jié)束結(jié)束Over------------------------------------------------------------------------------------------------6.內(nèi)容content6.1生產(chǎn)工單之編碼原則（暫依SAP顧問建議7碼定）(CodingRulesOfWorkOrders)6.1.1生產(chǎn)工單類型定義：1---代表正常工單；2---代表重工工單；3---代表試制工單；(Thetypedefinitionofworkorders:1-representnormalworkorder;2-representreworkorder;3-representtrial-productionorder;)6.1.2生產(chǎn)工單號(hào)組成：工單類型定義+六位流水號(hào)（如:1000001表示第一張正常生產(chǎn)工單）。(Thecomponentofworkorder:ordertypedefinition+thesixserialnumber(suchas:1000001representthefirstnormalworkorder))。6.2生產(chǎn)工單之開立及發(fā)放（WorkOrderOpen&Issue）6.2.1生管依運(yùn)算MRP產(chǎn)生的計(jì)劃單轉(zhuǎn)換成《生產(chǎn)工單》或依手工錄入創(chuàng)建《生產(chǎn)工單》，產(chǎn)成品批量返工時(shí)需開立重工工單，新產(chǎn)品試制的，需開立試制工單；(Productioncontrollershouldturnplanorderinto<workorder>whichisbasedonmathematicaloperationorcreatewordorderaccordingtomanualinput;)6.2.2不良品重新投入生產(chǎn)時(shí)需手工創(chuàng)建《生產(chǎn)工單》；(Whendefectiveproductsbackintoproduction,productioncontrollersneedtocreateahand-made<workorder>.6.2.3生管需提前將《生產(chǎn)工單》發(fā)放給生產(chǎn)及倉(cāng)庫(kù)等相關(guān)部門，據(jù)此進(jìn)行作業(yè)；(Productioncontrollerssend<workorder>tobusiness,warehouseandotherrelevantdepartmentsaheadofschedulewhichisaproofofoperation;)6.2.4倉(cāng)庫(kù)依《生產(chǎn)工單》轉(zhuǎn)出《生產(chǎn)領(lǐng)料單》，并于生產(chǎn)計(jì)劃時(shí)間提前備料；(Warehousetransfer<ProductionMaterialRequisition>accordingto<workorder>andpreparetheworkaheadofproductionplan’time;)6.2.5生產(chǎn)線依生產(chǎn)計(jì)劃及《生產(chǎn)工單》到倉(cāng)庫(kù)進(jìn)行領(lǐng)料生產(chǎn)；(Productionlinegetstherawmaterialsfromwarehousetoproducewhichaccordingtoproductionplanand<WorkOrder>;)6.2.6跟催并查核各生產(chǎn)工單的料況，確保每一工單能依計(jì)劃順利上線生產(chǎn)。(Followupandcheckeach6.3生產(chǎn)工單之維護(hù)查詢Maintenance&QueryOfWorkOrder6.3.1依生產(chǎn)工單可查詢各工單之物料及完工狀況，良品、不良品之?dāng)?shù)量信息；(PMCcanenquiretheinformationabouteachorder’srawmaterials,quantityofqualifiedproductsanddefectiveproductsaccordingtoworkorders;)6.3.2依生產(chǎn)工單可掌握WIP數(shù)量并對(duì)此進(jìn)行管控；(PMCcanknowthequantityofWIPandcontrolitaccordingtoworkorders;)6.3.3依生產(chǎn)工單可追溯物料批次、計(jì)劃單號(hào)等互相稽核查詢；(PMCcanaccordingtoworkorderstrackbackrawmaterials’batchesandordernumberforreviewandcheckeachother.)6.3.4生管負(fù)責(zé)生產(chǎn)工單數(shù)量的變更之維護(hù)及關(guān)結(jié)；(Productioncontrollersareresponsibleformaintenance,stopandcarry-overofquantitychangeofworkorders;)6.3.5物管負(fù)責(zé)生產(chǎn)工單物料需求或變更之維護(hù)；(Productioncontrollersareresponsibleformaterialrequirementofworkordersandmaintenanceofworkorderschange;)6.3.6可設(shè)置不同條件來(lái)查詢維護(hù)工單信息；(PCMcansetdifferentcriteriatosearchinformationaboutmaintenanceorders;)6.3.6.1開單之日期區(qū)間：查詢各期間之工單開立狀況；(Dateintervalofbilling:searchinformationaboutworkordersateachintervals;)6.3.6.2交期之日期區(qū)間：查詢各期間逾期未結(jié)、已完結(jié)等工單狀況；(Dateintervalofdelivery:searchinformationaboutexceedthetimelimitordersandfinishedordersateachintervals;)6.3.6.3生產(chǎn)部門：以生產(chǎn)線來(lái)查詢、維護(hù)工單信息；(Productiondepartment:searchandmaintainworkorders’informationaccordingtoproductionline;)6.3.6.4客戶訂單別：以客戶訂單查詢投入生產(chǎn)之狀況。（Thetypeofcustomerorders:searchconditionofproductionaccordingtocustomerorders.）6.4生產(chǎn)工單之完工管理CompletionManagementOfWorkOrders6.4.1跟進(jìn)并查核各生產(chǎn)工單的產(chǎn)成品入庫(kù)，生產(chǎn)部門需配合按照先進(jìn)先出原則跟進(jìn)工單關(guān)結(jié)（如，1日001號(hào)工單未完5%部分，當(dāng)2日其它工單生產(chǎn)相同產(chǎn)品，在入庫(kù)時(shí)需先入齊001號(hào)工單未完部分，而不是先入2日其它工單）；(PMCtrackandreviewthatfinishedgoodsofeachworkorderareputintostorage,andthenproductiondepartmentshouldabidebytheprincipleoffirstinfirstouttofollowupwork（Forexample,1stworkorderNo.001had5%didn’tfinish,when2stotherworkorderneedtoproducethesameproduction,theproductionneedtobeputinstorageinworkorderNo.001andthenbeputinstorageotherworkorder.))6.4.2工單正常關(guān)閉與非正常關(guān)閉：計(jì)劃數(shù)量成品入庫(kù)滿后工單自動(dòng)關(guān)閉，非正常關(guān)閉為數(shù)量變更或生產(chǎn)不良等其它原因需生管人員手工關(guān)閉工單；(Normalcloseandabnormalcloseofworkorder:whenproductionquantitiesarefullstorage,theworkorderwillcloseautomatically.Abnormalclosewhichbecauseofchangeofquantityorproductiondefectneededbeclosedmanuallybyproductioncontrollers.6.4.3定期檢討逾期未結(jié)工單及異常關(guān)閉工單并改善；(Reviewandimproveoverdueunfinishedworkorderandabnormalcloseworkorderatfixedperiod.)6.4.4月底統(tǒng)計(jì)未關(guān)結(jié)工單并手工結(jié)轉(zhuǎn)為新工單，對(duì)原工單進(jìn)行手工關(guān)閉；(Calculatenotstopandnotcloseworkordersattheendofeachmonth,andthenturnthemintonewworkorder,andthenclosetheformerworkordermanually.)6.4.5生產(chǎn)工單關(guān)結(jié)后次日的16：00前需要將物料進(jìn)行關(guān)結(jié)。(Workorderstopandcloseneedtostopandcloserawmaterialbeforenextday16:00o’clock.)7.相關(guān)文件Relevantdocument《倉(cāng)庫(kù)管理作業(yè)流程》<WorkProcessOfWarehouseManagement>8.使用表單Form《生產(chǎn)工單》<workorder>《生產(chǎn)領(lǐng)料單》<ProductionMaterialRequisition>以上精品文檔精心整理精品文檔可編輯的精品文檔科技有限公司文件編號(hào)KW-QEO-GL-HR-14修改狀態(tài)第0次修訂對(duì)應(yīng)標(biāo)準(zhǔn)企業(yè)創(chuàng)新獎(jiǎng)管理辦法頁(yè)碼第1頁(yè)共4頁(yè)QEO頒布日期2012年8月1日1.目的為營(yíng)造技術(shù)和管理創(chuàng)新的良好環(huán)境，提高全員投入創(chuàng)新活動(dòng)的積極性，在此基礎(chǔ)上增強(qiáng)我司自主創(chuàng)新能力，從而增強(qiáng)我司的國(guó)際競(jìng)爭(zhēng)力，特制定本管理辦法。2.適用范圍公司各職能部門，含研發(fā)各部全員及生產(chǎn)部全員。3.定義：研發(fā)各部是指研發(fā)部（福州/福清）、工業(yè)設(shè)計(jì)部、企劃部。4.職責(zé)4.1總經(jīng)理4.1.1根據(jù)每年經(jīng)營(yíng)業(yè)績(jī)，確定當(dāng)年創(chuàng)新獎(jiǎng)獎(jiǎng)金額度；4.1.2提名年度創(chuàng)新獎(jiǎng)評(píng)審委員會(huì)人員名單；4.1.3審核，批準(zhǔn)并公布年度創(chuàng)新獎(jiǎng)評(píng)選及獎(jiǎng)勵(lì)結(jié)果。4.2研發(fā)各部和各職能部門經(jīng)理4.2.1宣導(dǎo)和鼓勵(lì)全員投入創(chuàng)新活動(dòng)并提供必要的資源；4.2.2負(fù)責(zé)組織每年度本部門創(chuàng)新項(xiàng)目的申報(bào)工作；4.2.3對(duì)本部門提出的創(chuàng)新項(xiàng)目進(jìn)行審核并給出推薦意見。4.3副總辦4.3.1負(fù)責(zé)接收創(chuàng)新獎(jiǎng)申報(bào)材料的唯一窗口；4.3.2整理創(chuàng)新項(xiàng)目申報(bào)材料和初評(píng)；4.3.3組織評(píng)審委員會(huì)對(duì)創(chuàng)新項(xiàng)目進(jìn)行評(píng)審。4.4評(píng)審委員會(huì)評(píng)審委員會(huì)是跨部門的臨時(shí)性組織，原則上以研發(fā)各部、生產(chǎn)部、財(cái)務(wù)部等部門人員組成，具體人員名單由副總辦提名呈報(bào)總經(jīng)理批準(zhǔn)。4.4.1按照評(píng)選規(guī)則對(duì)創(chuàng)新項(xiàng)目客觀評(píng)選；4.4.2向總經(jīng)理呈報(bào)年度創(chuàng)新獎(jiǎng)評(píng)選結(jié)果。4.5人資部負(fù)責(zé)根據(jù)評(píng)選結(jié)果對(duì)相應(yīng)人員建檔并頒發(fā)證書。4.6財(cái)務(wù)部4.6.1負(fù)責(zé)對(duì)創(chuàng)新項(xiàng)目效益進(jìn)行復(fù)核；4.6.2負(fù)責(zé)根據(jù)評(píng)選結(jié)果對(duì)相應(yīng)人員的獎(jiǎng)金發(fā)放。4.7創(chuàng)新項(xiàng)目組長(zhǎng)4.7.1組織本創(chuàng)新項(xiàng)目的申報(bào)材料；4.7.2根據(jù)評(píng)選結(jié)果，擬定本創(chuàng)新項(xiàng)目的獎(jiǎng)金分配方案并呈送部門主管審核批準(zhǔn)。5.規(guī)定5.1申報(bào)材料要求創(chuàng)新項(xiàng)目的申報(bào)材料應(yīng)實(shí)事求是、數(shù)據(jù)準(zhǔn)確、報(bào)告內(nèi)容完整，具體包含如下兩個(gè)資料：5.1.1“冠威科技創(chuàng)新獎(jiǎng)申請(qǐng)表”（附件1），該申請(qǐng)表應(yīng)該得到評(píng)定小組初評(píng)意見、總經(jīng)理或副總辦的推薦意見；其中財(cái)務(wù)部經(jīng)理應(yīng)參與評(píng)定小組并對(duì)效益數(shù)據(jù)真實(shí)性負(fù)責(zé)。5.1.2創(chuàng)新獎(jiǎng)申報(bào)附件報(bào)告：格式不限，不限定但應(yīng)包含如下內(nèi)容“項(xiàng)目名稱、團(tuán)隊(duì)成員、背景和目標(biāo)設(shè)定、創(chuàng)新實(shí)施過程、相應(yīng)的驗(yàn)證報(bào)告、效益評(píng)估、標(biāo)準(zhǔn)化應(yīng)用及推廣”。科技有限公司文件編號(hào)KW-QEO-GL-HR-14修改狀態(tài)第0次修訂對(duì)應(yīng)標(biāo)準(zhǔn)企業(yè)創(chuàng)新獎(jiǎng)管理辦法頁(yè)碼第2頁(yè)共4頁(yè)QEO頒布日期2012年8月1日5.2創(chuàng)新獎(jiǎng)項(xiàng)目分類序號(hào)分類定義1新產(chǎn)品在產(chǎn)品的結(jié)構(gòu)/功能和形式上發(fā)生了突破性改變、奠定該產(chǎn)品技術(shù)領(lǐng)先地位、產(chǎn)品成功上市被客戶接受2新工藝技術(shù)對(duì)產(chǎn)品實(shí)現(xiàn)的過程進(jìn)行了改進(jìn)，使得能更高效率、更低的資源投入、穩(wěn)定生產(chǎn)出更高質(zhì)量的產(chǎn)品，或者更好地滿足客戶的要求3新設(shè)備和工裝在我司范圍內(nèi)全新的設(shè)備/工裝和模具，或者對(duì)現(xiàn)有設(shè)備的技術(shù)升級(jí)，在提高產(chǎn)品質(zhì)量穩(wěn)定性、節(jié)能降耗、提高生產(chǎn)效率、或者在解決客戶問題方面有幫助，投入使用并取得實(shí)際財(cái)務(wù)效益4新材料包含全新材料的導(dǎo)入和應(yīng)用，或者現(xiàn)有材料第二來(lái)源的導(dǎo)入和應(yīng)用，在降低相應(yīng)的材料成本方面取得實(shí)際財(cái)務(wù)效益5管理創(chuàng)新把新的管理要素（如新的管理方法、新的管理手段、新的管理模式等）或要素組合引入我司管理系統(tǒng)，能更有效地實(shí)現(xiàn)組織目標(biāo)、促進(jìn)組織的信息化溝通、提高人員技能和工作效率、推進(jìn)企業(yè)文化建設(shè)或者提升我司品牌價(jià)值5.3創(chuàng)新獎(jiǎng)獎(jiǎng)項(xiàng)分類序號(hào)獎(jiǎng)項(xiàng)名額獎(jiǎng)金(每項(xiàng))說明1特等獎(jiǎng)13萬(wàn)獎(jiǎng)項(xiàng)等級(jí)由評(píng)審委員會(huì)根據(jù)評(píng)選成績(jī)排序決定名額可以根據(jù)實(shí)際評(píng)選結(jié)果調(diào)整并報(bào)總經(jīng)理批準(zhǔn)獎(jiǎng)金額度總經(jīng)理根據(jù)經(jīng)營(yíng)狀況可調(diào)整2一等獎(jiǎng)22萬(wàn)3二等獎(jiǎng)31萬(wàn)4三等獎(jiǎng)50.5萬(wàn)5創(chuàng)新進(jìn)步獎(jiǎng)725005.4評(píng)審標(biāo)準(zhǔn)序號(hào)分類權(quán)重說明1創(chuàng)造性40%原則上創(chuàng)新項(xiàng)目以財(cái)務(wù)核算的年收益大于10萬(wàn)為申報(bào)基準(zhǔn)，特例情況描述如下：管理上的創(chuàng)新、解決客戶問題，無(wú)形收益無(wú)法核算的以評(píng)審委員會(huì)評(píng)議有創(chuàng)意、但因可實(shí)施范圍小導(dǎo)致財(cái)務(wù)收益不到10萬(wàn)的也可參與評(píng)選對(duì)評(píng)選結(jié)果有爭(zhēng)議的，以總經(jīng)理裁定意見為準(zhǔn)具體評(píng)選表格請(qǐng)參閱附件2“創(chuàng)新獎(jiǎng)項(xiàng)目評(píng)選表”2項(xiàng)目效