This page will be maintained asap

My experiences with Production control:
l Experience with mass-production, bulk production, bespoke production and project-related production
l Worked with different production control systems (a. o. MRP/MPS/Mapics, ISIS, Baan, Concorde (like SAGE) and Navision-edition Triml1) - knowledge about SAP
l Experienced with manufacturing engineering
l Experienced with different kinds of  production planning and resource planning
l Analyses of production flow with respect to optimizing and rationalizing (typical production technical work)
l Realization of different rationalization
l Implemented direct, EDP-based time-registering
Saving: about  USD 26,627 the first year
Cost: about USD 3,550
l Knowledge about almost all functions around production, starting with the definition of the basis of the production - also capacity control - (for further re. capacity control please feel free to click on the word) - for more about the area of "Definition of manufacturing basis (description of logistic system)" please click on that link
l Knowledge about JIT (Just-In-Time), SCM (Supply Chain Management), Lean Manufacturing

 

Production control

Underneath mentioned in development

Establish a culture in the company allowing continuously improvement

Beside of that "continuously improvements" is strengthening the company in competition these changes are motivating

Nothing is more deadly for some company than no development or no changes
Establish quality and process control so improvements can be measured To be able to measure the result of your effort is motivating; if something is developing unexpected negative one has to know what is causing this unexpected
Standardize work-steps so they are done in the same way every time - unseen who is doing it The reproduction must be ensured so the product at any time is according to the customers expectations
Find a place for everything and keep things in order. The operator must maintain his machinery and equipment often. This makes him learning about the equipment and they will be easier to maintain Knowledge about machinery and equipment has always increased the effective utilization of them, like the preventive maintenance has increased the effective utilization of machinery
Establish a team able to be responsible for production targets To get entrusted responsibility is motivating - to know who is responsible gives the possibility for correction. This responsibility must not be used for punishment
Make the targets and results visible and build up a fair competition between the teams. Party it when a team reached its targets This is simply a motivation factor for the benefit of the colleagues and the company
Organize the production or working areas in cells, where similarity in processes between the jobs exists and optimize flow and lining up times inside the cells Small units are easy to optimize - but you must never forget the "great lines": look at what "logistics" can do for your company/your manufacturing
Find out and understand the customers rate of needs and organize the production in small serial sizes with fixed numbers so small stocks can cover the customers needs So closer you are at the real need - so smaller is your wrong production which turns into stock: why put money into stock? They can be used better other places
Establish a system so the products are drawn through the production processes according to the actual needs of the customers. Use Kanab-principle where the single production process is asking for its raw material from the previous processes so components first are produced and delivered when needed Establishing stock between operations expresses uncertainty regarding production control and is unnecessary binding of capital. Produce what needed - not more

 

Re. machine maintenance

It is recommended to have a maintenance program for managing preventive maintenance on production machinery to ensure that unplanned downtime is reduced. There must implement customized lubrication and maintenance systems, while all machine parts are recorded and documented.
Basically, the machine park and its wear pattern is recorded, and the establishment of lubrication and maintenance routines for service work in order to achieve stable operation.
This possibility allows a better economy and a quiet life without too many whoops experiences. It can take up inventory, then a cost benefit analysis will show where there is room for optimization in order to achieve a better economy

In order to identify maintenance routines is necessary to know the actual condition of the machinery, ie. pain points in the everyday are not visible until you are faced with a crash. With a state inspection determined your machinery condition, pain points and areas of peak power. After operation mode overhaul bear responsible production staff with an explanation of the actual condition, a maintenance manual as well as weekly, monthly and biannual checklists for future systematic maintenance.
Before the systematic maintenance can begin, the responsible production personnel in the basic methods, purposes and benefits must be teached.

Maintenance program:
l Examination of the machinery for determining the actual condition - this implies a. o. determination of the machine maximum capacity and the "minimum acceptable production" for the machine
l Elaborate Condition Report based on the actual condition of machinery
l Draft of necessary replacements, adjustments and repairs to emergency / non-emergency - this should really point be a part of the delivery, i. e. be part of the specification that comes with the machine
l Drafting a plan for systematic maintenance (manuals) - this point should be part of the scope of delivery
l Preparation of weekly, monthly and half-yearly checklists - this point should be part of the scope of delivery
l Review of maintenance manuals
l Review of priorities and checklists - meaning and purpose

Follow-up - machine capacity must not be displayed alone as some computer printouts, or placed in a binder at the machine: it must be visible and hang at the machine every day, either in form of printouts, or in the form of a blackboard

If - with background in the development of the machine capability patterns - a total renovation of the machine is expected, this has to be planned well in advance, and by doing so the machine capacity is removed from the total production capacity, and sales must be informed of "reduced capacity" in the specified period. This so the company simply can meet its obligations pursuant to WCM.


Can you realize above mentioned beside of your normal job then its just okay - but do you think its good not to control the development of such a important area?
I would like to emphasize, that working with machines like turners bench, milling machines, shepper, welding equipment, and tools typically for manufacturing company was part of my basis education. CNC-machinery like turners bench, milling machines, multiple working stations, and other types of material treatment (extrusion, drawing etc.) and by via CAD/CAM controlled machinery was later on going to be a part of the daily life since these where natural basis for either rationalizing- or planning jobs

You want help with above mentioned - in that case just contact me for a result oriented agreement