The Dynamic Production Adjustment module in PSIpenta Advanced Planning & Scheduling optimises the order networks with the aim of adhering to the prescribed delivery deadlines, factoring in scarce resources and unforeseen faults. The ERP system retains full planning and data sovereignty. This enables faults in procurement and production to be corrected at the same time.
Production systems are susceptible to faults with a wide range of different causes. The higher the number of production stages and involved partners, and the more complex the end product, the higher the susceptibility to faults. The availability of material and manufacturing resources are equally affected. Usually, a whole series of orders is affected as many different interdependencies exist between the orders and within a production system.
The representation of the real planning situation and the derived automated effect on possible variables allows production processes to be dynamically optimised. The production of complex products is illustrated via various connected work orders. Continuous adaptation of the actual situation in all order networks using dynamic production adjustment enforces adherence to the promised delivery deadlines as far as possible. A distinction is made between the DPA II (control) and DPA III (simulation) components.
DPA II acts as a control module that directly influences the order networks by continuously intervening in them. The focus here is on the synchronisation of purchasing, production, assembly and shipping processes in backlog-free production.
The optional, additional DPA III component provides an additional simulation platform. Special attention is paid here to a long-term capacity forecast that can be used to identify specific strategies for future adjustments to capacity.
Backlog processing within DPA II changes the speed of the production process by reducing or eliminating dead and idle times and prioritising the order networks. High priorities are processed as urgent orders. Unavoidable delays that can therefore no longer be influenced automatically and the causes of such delays are marked as a critical path. Creative solution variations can be attempted with manual interventions. Advance orders can be used to shorten delivery times considerably and ease the capacity situation. If further project assemblies are released at a later point, these are automatically combined with the advance orders to form a network. Significant importance is placed on controlling hybrid processes. Operations from different branches of an order network can be synchronised where necessary. This makes complex hybrid production, e.g. painting processes within production, considerably easier. It is thus possible to synchronise the scheduling of parts from different branches of the order network that have to be painted concurrently and to realign the rest of the network accordingly.
A key function is the assurance of the mandatory materials in production and the synchronisation of purchasing, which aligns the entire order network according to the receipts scheduled by purchasing. The updated prioritisation of the orders is applied to the relevant procurement transactions. The buyer is able to distinguish between important and unimportant purchase orders at a glance. The extensive work involved in reducing the quantity of missing parts is therefore focussed on critical items that lead directly to production bottlenecks and, consequently, a delayed delivery. Confirmed delivery deadlines can be fixed and can therefore be used to align the order networks concerned. The purchasing synchronisation is first simulated with the purchasing workflow. The buyer identifies bad planning and can give precedence to critical purchase orders. Realignment of the order networks does not start until the plan has been confirmed by the buyer. Fixed completion dates are specified for reasons of workshop control.
The release simulation identifies short coverages in the selected order networks and can be used on a single level (assembly level) or on multiple levels (order network). Any short coverages are recorded in materials tables against the corresponding production structures. The missing parts are planned and the orders can be released. The release simulation enables the identification of orders that can be released for production without further measures.
The complete order data is imported into a "data cube". The calculations and simulations take place in the main memory of suitably configured server hardware (Windows®). All deadlines for the orders or order networks are recalculated, simultaneously factoring in materials and capacity. The simulation results in different solutions that represent different strategies. The "fixed work time model" strategy determines the delivery deadlines for all customer orders taking into account the prevailing limited capacity. As an alternative to this, the capacity requirement necessary to meet the fixed delivery deadlines can be calculated using a "variable work time model". The bottlenecks and additional capacity requirement are indicated.
The link between anonymous preproduction or procurement (requirements coverage) and specific work orders (requirements cause) is established through "virtual networks". Anonymous requirements coverages are generated through grouping and the formation of lots. All orders and procurement activities are combined to form a company-wide order network.
This simulation function combines similar operational processes. Operations for different orders with the same setup code are grouped under a new collective operation number.
Project-based and one-off producers can only start the actual planning once the detail planning structures (bills of materials and routings) are in place. In order to plan capacities as far into the future as possible, representative items can alternatively be used for planning. These representative items essentially constitute technologies or resources that are required to process an order or project currently in planning. The representative items are replaced with real structures as detail planning progresses.