PSIpenta Production Planning and Control(MRP)ensures consistent processing of all work orders from order-related production, made-to-order production and repeat to variant production and series production. Tiered planning allows materials and capacity to be planned simultaneously across all production levels.
Rough-cut planning in PSIpenta MRP is used for the targeted planning of bottleneck materials and capacities. Based on single-stage material and capacity tables, bottlenecks are planned in good time, ensuring that deadlines are met. Material components (in-house production or external procurement) with long purchasing lead times planned in this way are used to reduce project mean lead times.
Detail planning breaks down bills of materials and routings at several levels, checks the availability of materials and capacities and schedules detailed work orders. If the bills of materials and routings are known at the time of processing the order for a part, then component quantities and their due dates are specified in requirements planning. Where possible, standard items should be planned automatically and fed into production according to the coverage situation determined in Material Planning. Convenient planning options are available for growing bills of materials, i.e. gradually developing production structures.
Manufacturing processes often generate multiple different products, whether intentionally or unintentionally. These are known as co-products. For example, the left and right housing of the exterior rear-view mirrors of cars are manufactured within a single work process. In the process, commercially useful by-products can reduce the total costs associated with the primary product (e.g. through improved material utilisation). When planning and controlling co-product production, equivalent products, by-products or waste may be produced. The materials used can be the same or different for all products. The number of co-products manufactured simultaneously can be fixed (a stamping process always produces a left and right wing) or variable (in a spraying process, different shapes can be open or covered). The quantity of materials used can also be fixed either independently of the number of co-produced products or depending on this number. The same process is applied throughout the duration of the work process. In the aforementioned punching operation, a right-hand wing is produced as the primary product and the left-hand wing with filler neck is created as a by-product. The left-hand wing is a special component of the main product (right-hand wing). Both items share a parts pick list item in which the material distribution is split based on an equivalence figure, in this case 0.5 (half). In addition, the left-hand wing has a further parts pick list item, the filler neck. Using this basic data, user-defined combinations can be created and flexibly implemented within the manufacturing process. Strict partitioning between basic data and manufacturing basic data is useful in this situation. Therefore, if a work order is created, then a basic BOM and routing are copied into the work order BOM and routing, so that all data can be adjusted by the time the work order begins. By considering at an early stage the additional work sequences for the primary product, by-products or additional components of the manufactured items resulting from an order, planning costs can be reduced.
Single-step or multi-step activation is used to calculate quantities and dates, as well as check availability and reservations. The due dates for the individual components are calculated. Rescheduling concerning quantities and dates or cancellations are also performed here.
The release starts production. Thus, it is linked to the release of posting transactions for a work order (cost units) and to form printing. Release can be based on various criteria.
Users can fall back on both order-neutral standard structures (e.g. BOMs or routings) and current or archived work order structures when composing customer-order-related work orders with a high degree of variance or unique work orders. It is always possible to change automatically generated structures at a later date. The work orders contain all the information that is important for production (e.g. components, quantities, deadlines, resources and times). A variety of views supply information about the status, quantities and order progress, even for complex multi-stage work orders.
To manage the work orders, feedback numbers are used, which correspond to the work order numbers that are usual in practice. The feedback numbers are used to uniquely identify the work orders, even if they do not have an item reference ("one-off" items).
One-off items that will not be reused are planned without assigning an item number in production and procurement. These "one-off items" are planned by the user at all levels of the work order structures as an assembly or end product.
Capacity requirements planning allows continuous capacity planning for work units. The actual capacity utilisation for the work centres is shown in utilisation displays, enabling proactive responses where necessary.
Correction and management options are provided for all planning activities, allowing a flexible response to faults and deviations from the plan during operation. For example, operations can be corrected or split in terms of quantities and deadlines. The customer order reference for individual orders or entire structures can be changed if required.
Monitoring functions simplify production control and help to ensure orders are processed on time:
Work order feedback is used to record the actual progression of work orders, in terms of work order and wage feedback. Actual data is recorded for planned and released operations. Likewise, any additional operations that occur can be taken into account in the production process. Retrospective issue postings can be made for order partial completion or order completion messages.
When handling scrap, a distinction is made between planned scrap (negative bill of materials lines in order planning) and unplanned scrap (scrap postings, posting of unplanned goods received for scrap).
Work orders can be archived regardless of their processing status. The associated order, item, bill of materials and routing data is available if required. These archived orders can be used as a data source for creating new work orders.