PSIpenta Advanced Planning & Scheduling / Self-Regulating Mechanisms work as a controller that reacts automatically to given environmental conditions based on the business goals. The basic functional principle of SRM involves continuously regulating the production resources.
The modular controller system analyses production data to adjust parameters with a view to optimising processes and, consequently, to meet specified targets. This particularly relates to mean lead times and the requisite stocks or delivery deadlines. The right combination of stocking strategies and correctly calculated mean lead times in production and purchasing lead times in purchasing is a prerequisite to achieving short, reproducible delivery times. The controller system continuously compares the system data from the ERP system with quantified objectives. The mean lead time is always at the forefront of every analysis. At the same time, a certain availability to deliver both preliminary products and assembly parts must be guaranteed. Data and planning sovereignty is a fully integral part of the ERP system. These directly intervening regulators enforce compliance with the set targets; the ERP system is not modified, but simply parameterised.
The necessary planning parameters are calculated for specific items on the basis of historical consumption data and future requirements, and taking specifications into account. This particularly applies to the notification stock, minimum stock, purchase order quantities, purchasing lead times or the type of planning (requirement-oriented, consumption-oriented) for the individual items. The key aim of configuration is to achieve minimum stocks alongside high delivery capacity and adherence to delivery dates.
To improve collaboration with vendors, the system generates a medium to long-term forecast for internal material management and external suppliers. On the basis of this data, vendors can adjust swiftly to the timings and quantities of the requirements. The delivery date acknowledgements of the vendors are in turn incorporated into the in-house planning. Forecasts, current requirements, open purchase orders and stocks on-hand, as well as manual entries, are used as data to determine requirements.
The introduction of a logistical decoupling point (assembly limit) between pre-production and final assembly supports material planning. The item structures of all orders from the ERP system are examined for multiple use of items. Redundant stocks can be identified and eliminated. The necessary volume of stocks at the assembly limit is constantly adapted according to the requirements and the purchasing lead time and mean lead time. The reduced stock levels reduce the capital tie-in.
The current utilisation of capacities is reflected in a resource's operational characteristic curve. The system uses the relationship between the capacity availability and requirement and the orders on hand to determine the performance parameters of a resource. In addition to the mean lead times and production quantities determined by technology, the dead and idle times also play a key role in calculating the actual mean lead time. These dead and idle times are depicted as a transfer time between the individual resources (work centres). The actual transfer times are adapted to the utilisation situation and incorporated into the calculation of the deadlines.
Key figures such as stock and consumption information, missing stocks, adherence to deadlines or utilisation of work centres can be displayed in a dashboard. Drill-down functions allow access to the relevant databases and assist the evaluation of the current situation in the production process. The provision of the logistical figures ensures ongoing monitoring of success. Potential and opportunities to intervene in the process can be identified.