Title:Documentation N0 . :
Production Control Procedure
怎么换锁屏壁纸QP-PC-001Revision : 1.0Catalog :
Justification of Change:Created By :Manual
空气炸锅炸茄子V New Relea Wang Ning V Procedure
Revi Work Instruction
Obsolete Authorid By :
Form
Others Others (Plea Specify):Applicable To:
V All Customer
Pls Specify:
Reason For Notice :
New Relea
Relea Change Notification
Product Affected :ALL
Notice Description :
New Relea
Approval Authorisation:
Approval Authorisation:Name
Sign Dept Date David Yang
Lim Hoelee
William Chu
SMT Engineering LK Lee
SMT Moto Pyone Wynn
SMT Apple Eddie Lim
CK Wong
Arthur Ng
SMT SEMC Li Yi
Facilities Documentation Attached ?Yes
V
Page(s)17Document Control Center No Date Sam Weng Le Qing Raymond Material PC Wet Process Production
Operations Flex Engineering Dept GM Office Name Sign Dry Process Production Chen Jinle MR SMT SEMC Engineering Peter Wang Design Wu Jian BDD Test Engineering Eric Zhai Simon Gao E
quipment Maintenance Jin Wei FORM#:QA-QPF-001-01 REV.:1.0
Manufacturing Procedure/Specification Sheet 1 of 1
M-FLEX Procedure or Specification
Subject : Production Control Procedure
Date:20 Oct.2007Doc.No. :QP-PC-001
Initiator: Wang Ning
Rev.:1.0REVISION HISTORY
Date
Originator Rev.20 Oct.2007Wang Ning 1.0 Description of changes New Relea
*This document is uncontrolled unless being stamped "CONTROLLED COPY" by DCC or Viewed on line.
Manufacturing Procedure/Specification Continuation Sheet
Subject : Production Control Procedure
Document No : QP-PC-001Rev : 1.0Sheet 1of 4
1. 目的 Purpo
本程序规定了生产计划的制作程序，以便更好的安排计划，控制生产，按时交货，以赢得客户对公 司的信赖。
This procedure have mentioned production schedule procedure how to be generated in order to contorl
production schedule arrangement better,make delivery on time and obtain customer trust.
2. 范围 Scope
本文件适用于公司所有生产计划的运作和管理。
Effective to our company production schedule arrangement and management.
3. 定义 Definition
PC：生产计划
PC: production control
4. 职责 Responsibility
4.1 计划部PC：
4.1.1 根据FORECAST分析产能并每周更新一次。
Analy capacity ba on forecast and update once a week.
4.1.2 根据Work Order和材料来货计划安排生产及出货计划。
牛百叶Work out production and shipment plan according to W.O and material requirement.
4.1.3 审核出货计划并交由业务部。将审核后的出货计划发至生产部，品质/仓库/设计/进出口。 Check the shipment schedule then nd to manufacturing Dept., quality Dept.,warehou,design
Dept.,export.
4.1.4 准备流程单，交于物料。
Prepare traveller issue to Warehou.
4.1.5 统计每日的生产计划完成情况。
Summarized the completion of daily production shcedule.
4.1.6 主持召开Schedule Meeting，评估每日生产计划完成情况。
Organize schedule meeting,review the completion of production schedule.
4.1.7 出货计划完成情况每月进行总结。
Communicate the completion of shipment schedule every mounth.
4.1.8 针对未能完成的计划及时与业务，采购等沟通，提出改善对策。
Privode correct action when we can not complete the shipment schedule.
4.2 业务部BDD：
4.2.1 提供W.O给PC。Provide work order to PC.
4.2.2 确认PC的出货计划是否满足客户的要求并及时与客户沟通。
Manufacturing Procedure/Specification Continuation Sheet
Subject : Production Control Procedure
Document No : QP-PC-001Rev : 1.0Sheet 2of 4
Review if PC can meet customer's demand and communicate with customer immediately.
4.2.3 当PC未及时完成出货计划时，提出改善对策。
Provide correct action when PC can not meet customer's demand
4.3 设计部Design Dept.
4.3.1 设计流程单并下发至PC。
Prepare master traveller and issue to PC.
4.4 生产部Manufacturing Dept.
4.4.1 根据PC安排的生产计划安排生产，及时反馈生产情况。
According to PC's plan arrange the production and feedkack production information to PC immediately.
4.5 仓库 Warehou
4.5.1 提供可下料库存。
Provide daily material available inventory to PC.
4.6 采购 Purchasing:
4.6.1 根据Work Order制定材料来货计划，反馈计划部。
Run MRP according to work order and feedback to PC.
5. 程序 Procedure
现况调查
5.1 产能分析根据Forecast 估计所需的设备，人力等相关生产资源，并与现有的生产资源相对比公司 的产能。一般，产能分析每一周更新一次，每月制造部经理确认一次并存档。
We analyzed our capacity ba on updated BD’s forecast,figure out the demand of equipments,hum
an
and other resources which will compare with current situation and then provide status the PC Manager.
Generally,the capacity analy will be updated once a week,Manufacturing manager will confirm the
capacity issue once a month and then it will be saved as well.
5.2 根据Work Order及产能分析计算材料计划，并反馈采购部；根据材料的到货情况制定出货计划。 Work out the material requirement plan according to work order and capacity analy sheet and then
feedback to purchasing personnel.Will submit commitment shipment schedule ba on material delivery
plan which will be provided to PC by buyer.
5.3 出货计划由计划部门审核，并交由业务部门确认是否能满足客户的需求。必要时业务部门与客户 进行沟通，由业务部保存与客户沟通的相关记录。
The shipment schedule have to be double check by PC and then provide to BDD personnel for customer reviewing if it can be meet their demand or not.PC will request BDD personnel to communicate with
customer if there is any chance to postpone the schedule,BDD personnel will keep the records that
customer agreed with us to postpone the schedule.
5.4 经批准后的出货计划发放给制造部、仓库，品质部，设计部，进出口部等，以便提前安排和备料活动报告
Manufacturing Procedure/Specification Continuation Sheet
Subject : Production Control Procedure
Document No : QP-PC-001Rev : 1.0Sheet 3of 4等各项准备工作。
The shipment schedule after get customer approval will be dispend to manufacturing ,warehosue,quality , design,export and etc departments so that they will prepare material and other aspects in advance.
5.5 设计部设计流程单，由文控下发给计划部。计划部根据下料计划准备流程单，交于物料部门准备材
山东高考物理料等，并提供投料清单给生产部，PC根据投料清单安排裁切计划。仓库需每日提供可下料库存给 计划部和相关部门。具体详见《下料工艺规范》
Design department will prepare master traveler and then issue to Production control department by
document control department after ready.According to traveler,PC will issue work order to warehou for material preparation,also PC will provide WO issuing list to manufacturing depar
tment in order to arrange production schedule better.Warehou provide daily material available inventory to PC and other
departments.Plea refer to <<material issuing technology regulation>> for detail information.
5.6 计划部根据出货计划及设备设施的维护计划安排生产计划，并下发给生产部；以保证按时、按量出 货；生产部执行生产计划并反馈相关部门。计划部负责协助生产部与各部门的沟通与协调工作。
生产计划的制定是基于客户定单驱动的。生产计划的完成情况每天的按时按数量完成结果统计在月 度完成绩效（生产日报）中，反馈给相关部门。
PC arrange production schedule ba on shipment schedule and equipment maintenance schedule and then inform manufacturing department,make sure to make shipment on time as our commitment,Manufacturing department will follow up production schedule to build the parts and feedback to related departments if
they are meeting any problem to affect production/shipment schedule.PC will assist with manufacturing
department to communicate with other department to solve the production problems to reduce sched
ule
affection as least as we can.Customer demand will drive production schedule submitting.The completion of daily production schedule will be summarized into monthly effective report and then feedback to related
department to get solution on existing problems.
5.7 由计划部主持召开Schedule Meeting，评估每日生产计划的完成状况。每日Schedule Meeting主要评
审的内容有：生产计划状况，生产设备异常报告，每日品质状况报告。Schedule Meeting会议记录中 需记录下在会议中提及的改善要求。
PC will organize schedule meeting every day,review the completion of production schedule.The content for schedule meeting should be include production status,equipment abnormal report and daily quality status. The improvement action and requirement have to be recorded into schedule meeting sheet.
5.8 产能分析表每周与业务、采购等相关部门沟通，对于出货计划的完成状况每月需进行一次总结，
对 于未能及时完成的情况需提出改善对策，以防止类似问题的再次发生。
火含
灭火的原理Communicate with BDD,purchasing and related departments about capacity analy sheet every week,make a summary report once a month regarding to shipment schedule completion status.In regard to the parts
