Bsi bs en 62264 3 2007

3.1 Terms and definitions 3.1.1 detailed production schedule organized and structured collection of production work orders and sequencing involved in the production of one or more pro

Terms and definitions

3.1.1 detailed production schedule organized and structured collection of production work orders and sequencing involved in the production of one or more products

3.1.2 finite capacity scheduling scheduling methodology where work is scheduled for production equipment, in such a way that no production equipment capacity requirement exceeds the capacity available to the production equipment

3.1.3 inventory operations management activities within Level 3 of a manufacturing facility which coordinate, direct, manage and track inventory and material movement within manufacturing operations

Licensed copy: University of Auckland Library, University of Auckland Library, Version correct as of 20/05/2012 08:50, (c) The British Standards Institution 2012

Level 1 functions involved in sensing and manipulating the physical process

Level 2 functions involved in monitoring and controlling of the physical process

Level 3 functions involved in managing the work flows to produce the desired end-products

Level 4 functions involved in the business-related activities needed to manage a manufacturing organization

Maintenance operations management at Level 3 of a manufacturing facility involves coordinating, directing, and tracking activities that sustain equipment, tools, and related assets This ensures their availability for manufacturing processes and facilitates scheduling for various types of maintenance, including reactive, periodic, preventive, and proactive measures.

3.1.10 manufacturing facility site, or area within a site, that includes the resources within the site or area and includes the activities associated with the use of the resources

3.1.11 manufacturing operations management activities within Level 3 of a manufacturing facility that coordinate the personnel, equipment and material in manufacturing

This standard outlines the management of manufacturing operations across four key categories: production operations management, maintenance operations management, quality operations management, and inventory operations management It also offers references for other enterprise activities that impact manufacturing operations.

In the PERA model, manufacturing refers to the physical resources utilized in production, while the manufacturing operations management activities outlined in this standard focus on the information-handling functions within the PERA framework.

The production dispatch list outlines a collection of specific work orders that must be executed using designated resources at a specified location, along with the scheduled time or event for initiating or concluding the activities.

NOTE 1 This may take the form of set-up instructions for machines, operating conditions for continuous processes, material movement instructions, or batches to be started in a batch system

NOTE 2 Dispatch lists are applicable to other operations management areas, such as maintenance dispatch lists, quality test dispatch lists and inventory dispatch lists

Production operations management at Level 3 of a manufacturing facility involves coordinating, directing, managing, and tracking activities that utilize raw materials, energy, equipment, personnel, and information This process ensures the production of goods meets the necessary standards for cost, quality, quantity, safety, and timeliness.

3.1.14 production work order unit of scheduled work that may be dispatched to a work center and which consists of lower- level elements

3.1.15 quality operations management activities within Level 3 of a manufacturing facility which coordinate, direct and track the functions that measure and report on quality

3.1.16 storage unit subordinate entity within a storage zone that consists of equipment and information required to contain, move, condition and handle material

NOTE A storage unit is an element of the equipment hierarchy

A storage zone is a logical grouping of resources that establishes a span of logistical control It encompasses the equipment and information necessary for the containment, movement, conditioning, and handling of one or more material items.

NOTE A storage zone is an element of the equipment hierarchy

3.1.18 tracing activity that provides an organized record of resource and product use from any point, forward or backward, using tracking information

3.1.19 tracking activity of recording attributes of resources and products through all steps of instantiation, use, change and disposition

3.1.20 work center process cell, production unit, production line, storage zone, or any other equivalent level equipment element defined as an extension to the equipment hierarchy model

NOTE For compatibility with existing schema implementations the defined term “work center” is used in place of the UK English spelling “work centre”.

Abbreviations

For the purposes of this standard, the following abbreviations apply

ASRS Automated storage and retrieval system

CAPE Computer-aided process engineering

CASE Computer-aided software engineering

LIMS Laboratory information management system

PERA Purdue enterprise reference architecture

PLM Product life-cycle management

PRM Purdue reference model for computer-integrated manufacturing

SCADA Supervisory control and data acquisition

Manufacturing operations management

Manufacturing operations management involves coordinating personnel, equipment, materials, and energy to transform raw materials and parts into finished products This process encompasses activities carried out by physical equipment, human labor, and information systems.

Manufacturing operations management involves overseeing information related to schedules, resource utilization, capabilities, definitions, histories, and statuses of all resources, including personnel, equipment, and materials, within and associated with the manufacturing facility.

NOTE 1 Resources associated with the manufacturing facility but not within it may include, among others, government inspectors, regulatory certifications, resource coordination with other entities, outsourced activities and processes

Manufacturing operations management activities align with the framework established in IEC 62264-1, specifically represented by the heavy dotted line in Figure 1, which signifies the Level 3/Level 4 interface This management discipline is categorized into four distinct areas.

The article discusses various aspects of operations management, including production, maintenance, quality, and inventory management, as illustrated in the shaded areas of Figure 1.

NOTE 2 There are also other activities of a manufacturing facility, not shown in Figure 1, but described in Annex A

The model structure represents a framework of activities rather than a traditional business organizational structure Various companies allocate responsibilities for these activities or sub-activities to distinct organizational groups.

Figure 1 – Manufacturing operations management model

Functional hierarchy

IEC 62264-1 defines a functional hierarchy model This standard specifies that each level shall provide the functions listed below and illustrated in Figure 2

Level 0 defines the actual physical processes

Level 1 defines the activities involved in sensing and manipulating the physical processes

Level 1 typically operates on time frames of seconds and faster

Level 2 defines the activities of monitoring and controlling the physical processes Level 2 typically operates on time frames of hours, minutes, seconds and sub-seconds

Level 3 outlines the workflow activities necessary for producing the desired end-products, encompassing record maintenance and process coordination This level typically functions within time frames ranging from days to seconds.

Level 4 encompasses the essential business activities required for managing a manufacturing organization, including the establishment of the basic plant schedule, inventory level determination, and ensuring timely delivery of materials for production It relies heavily on Level 3 information and typically operates within time frames of months, weeks, and days.

NOTE 1 There are other business-related activities that may be in Level 4 or higher levels, but these are not defined in this standard

Business planning and logistics Plant production scheduling, operational management, etc.

Manufacturing operations management Dispatching production, detailed production scheduling, reliability assurance,

1 - Sensing the production process, manipulating the production process.

2 - Monitoring, supervisory control and automated control of the production process

3 - Work flow/recipe control to produce the desired end products Maintaining records and optimizing the production process

Days, shifts, hours, minutes, seconds.

4 - Establishing the basic plant schedule - production, material use, delivery, and shipping Determining inventory levels

Level 0 0 - The actual production process.

Figure 2 – Multi-level functional hierarchy of activities

Figure 3 depicts the activity models of this standard in relation to IEC 62246-1 and IEC 62264-2, highlighting the information exchange between this standard's activities and those defined as Level 4 and Level 2 activities The grey circles represent the activities outlined in this standard, while the heavy dashed lines illustrate the general information flows between these activities Additionally, the information flows between this standard's activities and the dependent Level 2 activities are also identified.

Activities inside the enterprise domain

IEC 62264-1 and IEC 62264-2 information flows of interest

Data flows defined in IEC 62264-1 and IEC 62264-2

Data flows discussed in IEC 62264-3

Manufacturing operations process control system boundary

Data flows not mentioned Activity not defined in IEC 62264-3

Manufacturing operations management elements

The shaded areas in Figure 1 illustrate the activities involved in manufacturing operations management as outlined in this standard This encompasses various aspects such as production operations management, maintenance operations management, quality operations management, inventory operations management, and additional activities within a manufacturing facility.

The standard outlines four formal models: production operations management, maintenance operations management, quality operations management, and inventory operations management, detailed in Clauses 6, 7, 8, and 9 The production operations management model encompasses production control and a subset of production scheduling, both functioning at Level 3 The maintenance operations management model includes maintenance management activities operating at Level 3 The quality operations management model focuses on quality assurance activities at Level 3 Lastly, the inventory operations management model covers inventory and material management, including product inventory control and material and energy control activities, all defined as Level 3 functions.

Other categories of operation management may vary based on company policies or organizational structures While these categories are not explicitly defined in this standard, they can still utilize the generic standard model for guidance.

Criterion for defining activities below Level 4

Activities classified as Level 3, 2, or 1 must be directly related to manufacturing and involve information about personnel, equipment, or materials These activities should meet at least one of the following criteria: they are essential for plant safety, reliability, efficiency, product quality, or maintaining regulatory compliance.

NOTE 1 This includes such factors as safety, environmental and cGMP (current good manufacturing practices) compliance

EXAMPLE: Maintaining regional, government and other agency compliance

NOTE 2 This list is a clarification of the criteria for inclusion of an activity in Level 3, 2, or 1 domain defined in IEC 62264-1 This list supersedes the criteria defined in IEC 62264-1

NOTE 3 There are other criteria such as company policy and organizational structure, or the nature of the operations that could expand the scope of manufacturing operations management See Annex B

NOTE 4 Such activities as personnel management of salaries and job titles may be important for running a manufacturing business, but they are not considered part of manufacturing operations management

NOTE 5 Absolute plant efficiencies may be dependent upon factors that are outside the control of a facility (MRP schedules, product mixes, etc.) These activities are not part of Level 3, 2, or 1.

Categories of production information

IEC 62264-1 outlines the models and terminology essential for integrating enterprise and control systems It specifies three key categories of information that must be exchanged between the business planning system (Level 4) and the manufacturing operations system (Level 3) The standard also provides object models for these three categories, facilitating effective communication and integration within the systems.

Production information is categorized into four key areas: a) Product definition information, which outlines the necessary components for product creation; b) Production capability information, detailing the available resources; c) Production schedule information, specifying the planned production activities; and d) Production performance information, which reflects the actual production outcomes achieved.

Business planning and logistics information

Plant production scheduling, operational management, etc.

Manufacturing operations and control information

Production operations, maintenance operations, quality operations, etc.

(What must be defined to make a product)

(What actual production will be executed)

(What actual production was achieved)

Figure 4 – Categories of information exchange

Manufacturing operations information

The production information structure outlined in IEC 62264-1 must also be applied to maintenance, quality test, and inventory transfer information Key elements such as production schedule, performance, product definition management, and maintenance requests are defined in this standard Additionally, equivalent information structures for maintenance, quality testing, and inventory management are crucial for manufacturing operations and are addressed within the standard.

Information for manufacturing operations management

Schedule/request information Performance/response information

Generic template for categories of manufacturing operations management

5.1.1 Template for management of operations

A generic model will serve as a template for defining production, maintenance, quality, and inventory operations management This model, illustrated in Figure 6, will be further detailed for each specific area in subsequent sections.

NOTE The fine details of the generic model are different for each of the manufacturing operations management areas

5.1.2 Use of the generic model

The generic model can be applied to the four categories mentioned in section 5.1.1, but it is also adaptable for various manufacturing operations or other operational areas within the organization.

EXAMPLE 1: A company could apply the model to receiving operations management and shipping operations management where these are separately managed

EXAMPLE 2: A company could apply the model to cleaning and sterilization operations management, where these are separately managed

EXAMPLE 3: A company could apply the model to independent logistics operations management categories for inbound logistics, outbound logistics, internal transfer and inventory control

This normative clause allows companies utilizing the generic model in areas beyond the four specified in the standard to assess and document their level of compliance with the model.

When a generic model is applied to a new category, it encompasses essential activities such as resource management, definition management, dispatching, tracking, data collection, analysis, detailed scheduling, and execution management.

This standard establishes a hierarchy beginning with operations management categories, which consist of various activities Each activity is further divided into specific tasks, and the generic model is applicable to these sets of activities.

The generic activity model outlines a comprehensive request-response cycle that begins with requests or schedules, which are transformed into a detailed schedule This model then dispatches work based on the detailed schedule, oversees the execution of tasks, gathers data, and ultimately converts the collected data back into responses.

– analysis of the work performed for improvements or corrections;

– management of the resources used in execution of the performed work;

– management of the definitions of the performed work

The generic and detailed activity models serve as a consistent framework for manufacturing information systems, rather than representing specific implementations These models help identify potential data flows within manufacturing operations, with ovals denoting main activities and arrowed lines illustrating crucial information flows between these activities Actual systems may adopt different structures to support various task arrangements.

Figure 6 – Generic activity model of manufacturing operations management

Not all information flows are represented in Figure 6, as any activity may require information from other activities in a specific implementation When the model is tailored for particular activities, the lines showing information flows do not represent exhaustive lists of the exchanged information.

Interaction among generic activity models

5.2.1 Information flows between generic activity models

Information flows occur not only within specific operational categories but also between different categories While some of these flows are outlined in the following clauses, it is important to note that not all information exchanges are explicitly defined in this standard.

NOTE Specific implementations of activity models may give prominence to one specific activity model over others EXAMPLE 1: In pharmaceutical industries, quality operations may provide the direction for other operations

EXAMPLE 2: In distribution centres, inventory operations may provide the direction for other operations

EXAMPLE 3: In consumer packaged goods, production operations may provide the direction for other operations EXAMPLE 4: In refining, inventory operations may provide the direction for production operations

5.2.2 Handling resources within the generic activity models

Resources such as materials, personnel, and equipment can be managed within one of the four manufacturing operation activity models: production, quality, maintenance, and inventory, as outlined in this standard.

Data for various resources can be sourced through primary reporting paths Personnel, equipment, and material information specific to each activity model can be obtained directly from those models However, material inventory details, including finished goods and raw materials, are accessible through the inventory activity model Additionally, material movement operations are managed by activities within the production, quality, maintenance, or inventory models, with each specific material movement instance existing within a single activity model at any given time.

An activity within a detailed activity model engages with both other activities in the same model and equivalent activities in different models The interactions occurring within each activity model are outlined in Clauses 6, 7, 8, and 9.

Effective scheduling involves coordinating multiple activity models to manage various work tasks assigned to the same resource within a specific time frame Additionally, the definitions of these work tasks are intricately linked across different operations management types.

A clear definition of the interactions among detailed production scheduling, inventory scheduling, maintenance scheduling, and quality-test scheduling is essential Specifically, three key interactions with production must be defined, as depicted in Figure 7.

The interaction between detailed production scheduling and detailed inventory scheduling involves the coordination of information regarding the quantity of materials consumed or produced during production This coordination occurs at the start or completion of production and is essential for effective inventory management, ensuring that materials are appropriately stored or moved by inventory operations.

EXAMPLE 1: Production not scheduled to start before the scheduled issuing of the corresponding inventory of materials

EXAMPLE 2: Completion of scheduled production triggers a scheduled inventory operation

NOTE 1 Scheduling of transportation can be defined in either detailed production scheduling or detailed inventory scheduling

The interaction between detailed production scheduling and maintenance scheduling involves coordinating information about equipment capabilities and capacities This ensures that production resources are effectively allocated while reserving necessary maintenance based on the equipment's condition.

EXAMPLE 3: Not scheduling corrective maintenance and production on equipment simultaneously

EXAMPLE 4: Scheduling maintenance based on scheduled use of equipment for production

3) Interaction between detailed production scheduling and detailed quality-test scheduling This is defined as coordination of information about the quality of produced and consumed

Materials must undergo quality testing based on the required quality standards and the most recent production performance metrics.

EXAMPLE 5: Detailed inspection schedule embedded in the detailed production schedule

EXAMPLE 6: Inspection operations requests production operations to schedule rework of the product

Figure 7 shows an integrated scheduling framework across Level 3

In for ma tio n on ma teri al q uant ity

In fo rm at io n o n equ ip m ent av a ilabi lity

Expanded equipment hierarchy model

The equipment hierarchy model, as outlined in IEC 62264-1, is enhanced in this standard to include additional elements for inventory operations and material management This model features a structured hierarchy where lower-level groupings are integrated to create higher levels Additionally, recursive structures allow for groupings within the same level to be combined The models can be adjusted, either collapsed or expanded, to suit specific application needs.

Each enterprise must have a minimum of one site, at least one work center within that site or area, and at least one work unit operating within each work center.

This standard does not specify particular rules for collapsing and expanding models; however, certain guidelines should be followed For collapsing, elements can be omitted from the models as long as consistency is preserved and the functions of the removed elements are considered In terms of expanding, additional elements may be incorporated into the models, provided that they are added between related elements while maintaining the integrity of the original relationships.

Level 3 activities typically deal with these objects

Level 4 activities typically deal with these objects

Equipment used in repetitive or discrete production

Equipment used in batch production

Equipment used in continuous production

Equipment used for storage or movement

Legend contains 0 or more contains 1 or more

Figure 8 – Typical expanded equipment hierarchy

Storage zones and storage units shall be elements under an area These are the lower-level elements used in material storage

NOTE 2 Material is also temporarily stored in process cells, production units and production lines This material is typically considered WIP and is usually distinct from inventory managed materials

A storage zone is essential for efficiently receiving, storing, retrieving, moving, and shipping materials It facilitates the transfer of materials between different work centers, whether within a single enterprise or across multiple businesses.

Storage units are crucial for business systems that require detailed inventory management beyond just storage zones Additionally, the physical location of these storage units can vary over time, particularly for items that are in transit.

Storage units may be dedicated to a given material, group of materials, or method of storage

5.3.4 Storage zone and storage unit examples

Table 1 lists examples of a hierarchy of storage zones and the associated storage units

Table 1 – Storage zone and storage unit examples

Tank farm Tank, pipe section

Silo farm Silo, pipe section

Ship terminal Ship, ship’s hold, container, barrel, tank

NOTE Some storage zones and storage units could also be identified as equipment used in a transport request

A work center is a component within the equipment hierarchy of an area, utilized when the specific type of equipment is not crucial to the discussion It can encompass various elements such as a process cell, production unit, production line, or storage zone, and can be defined by the user as part of an extended equipment hierarchy model.

A work unit shall be any element of the equipment hierarchy under a work center Work units are typically the most elemental schedulable item by Level 3 functions See Figure 9

Legend contains 0 or more contains 1 or more

Figure 9 – Work centers and work units

Work centers are organized collections of equipment designated by Level 4 or Level 3 functions for various manufacturing processes, including continuous, batch, and discrete production These centers possess clearly defined capabilities and capacities, which are essential for Level 3 functions and often serve as inputs for Level 4 business processes Additionally, scheduling functions may pinpoint specific work units within these work centers.

Expanded decision hierarchy model

The decision hierarchy model, as outlined in IEC 62264-1, establishes a structured framework for documenting decision-making processes This model is specifically expanded in the standard to address decisions made within Level 3 manufacturing operations It focuses exclusively on decisions deemed to hold significant value for the management of manufacturing operations.

Decisions made at Level 3 pertain to medium-term and intermediate time horizons, as outlined in IEC 62264-1 Each decision within a time horizon is defined by three key elements: horizon (H), period (P), and event (E) The horizon (H) indicates the validity duration of the decision, while the period (P) specifies when the decision will be reassessed An event (E) is a significant occurrence that prompts a review of the decision Furthermore, decisions established at a specific time horizon help set targets, environments, and constraints for subsequent decisions in shorter time horizons.

A horizon refers to the timeframe considered in decision-making, such as a six-month horizon for decisions made over that same period This concept is closely linked to control and adjustment, where a plan, like a three-month strategy, can be reassessed and modified every two weeks In this case, the horizon remains three months while the evaluation period is set at two weeks.

These decisions can be further categorized into several sub-time-horizons

The IEC 62264-1 standard outlines three fundamental decision types—managing products, managing resources, and planning production—which are further categorized within manufacturing operations It is essential to identify and document the relevant sub-time-horizons for each decision category For instance, Figure 10 illustrates two specific decisions, while Annex F provides detailed rules for ensuring consistency in decision models.

Figure 10 – Decision hierarchy model framework for Level 3

The scope of the decision model outlined in ISO 15704 is broadened to include event-driven decisions, as illustrated in the right-hand column of Figure 10.

NOTE 2 For long-term horizons, the majority of decisions are usually periodic whereas for short-term horizons, the majority of decisions are usually event-driven

EXAMPLE 1: Example of events include machine break-down, raw material shortage, unplanned maintenance request, urgent custumer order These events trigger decision-making process/activities

The main items influencing decision-making as shown in Figure 11 (Figure C.3 in ISO 15704) are:

– the decision objective or set of objectives that the decision has to meet;

– the decision variables that are the parameters that the decision-maker can change;

– the decision constraints that are the bounds of the decision variables;

– the decision criteria that guide the choice in decision-making

Decision-making involves choosing values for decision variables within a defined decision-space, which encompasses both decision variables and constraints Each decision represents a specific outcome in this decision-space, reflecting the process of decision-making.

A decision frame is a combination of a decision space and decision objectives

NOTE 3 The decision criteria are outside the decision frame since they are not specific to a particular decision

Decision criteria and other information

Figure 11 – Decision-making with two variables

NOTE 4 The decision hierarchy model does not define how decisions are made within various manufacturing operations Instead the decision model helps with identifying

– significant decisions that are taken either periodically or triggered by events within the manufacturing operations;

– decision objectives, decision variables and decision constraints associated to those decisions;

– horizon and period of the decisions so that decisions can be properly linked in a hierarchy for possible consistency analysis

In production operations management, generating a detailed production schedule is crucial for effective decision-making, especially when addressing over-demand for future capacity For instance, if there is a production load that exceeds available capacity by 250 man hours for the upcoming week, a timely decision must be made within a one-month horizon.

Possible decision variables are: (1) extra man hours, (2) subcontracting man hours and (3) re-scheduling

Constraints are, for example, a) min and max extra man hours: 50 < h < 100 per week; b) min and max subcontracting man hours: 100 < h < 500

The objective of the company is to give priority to internal extra hours whenever possible and to re-schedule as infrequently as possible

The decision entails allocating 100 additional hours for company personnel and 150 hours for subcontracting This choice aligns with the established objectives and adheres to the necessary constraints, making it a viable option.

EXAMPLE 3: Considering an example of event-driven decision-making triggered by an unplanned maintenance request due to machine breakdown This event triggers a decision-making activity

Two decision variables defined are: a) delay on-going preventive maintenance activities to repair the machine; b) overtime work to repair the machine

The decision constraints stipulate that ongoing preventive maintenance activities may only be postponed if they do not affect the planned manufacturing schedule Additionally, overtime maintenance hours must remain below 5% of the total maintenance hours.

The decision objective is to give priority to reactive maintenance

The decision would be to delay on-going preventive maintenance activity (1/2 day delay with no impact on current production schedule) to repair the machine.

Hierarchy of planning and scheduling

Planning involves clarifying actions to achieve specific goals while ensuring sufficient resource capacity to meet minimum targets In contrast, scheduling focuses on allocating these actions to designated resources at specific times, considering various constraints and optimizing multiple evaluation parameters.

Planning is prioritized over scheduling in the hierarchy, as a schedule is derived from the outcomes of a plan It establishes the goals that guide scheduling, with certain constraints and sub-goals for objective functions being predetermined through planning activities The effectiveness of scheduling reflects the feasibility and efficiency of the planning results If scheduling proves infeasible, planning typically produces an alternative outcome for scheduling Thus, feasibility and efficiency in scheduling serve as critical constraints of the planning process.

Figure 12 – Schematic relationship of planning and scheduling

The differences between planning and scheduling are the kinds of results which are related to different aspects of time concepts Figure 12 also illustrates these two concepts

In planning, the main results will be target quantities that apply over certain periods of time The results of planning are represented on a discrete time scale as periodic times

EXAMPLE 1: Results of planning might be “50,000 widgets this month”, “divisional sales of $480,000 next month”,

“summary of overtime hours for next week”, etc

Scheduling results indicate the precise timing of various actions, such as the start and completion times of operations, inventory issuance, and shipping These results are presented on a continuous time scale, reflecting both relative and absolute times for operational sequences.

EXAMPLE 2: Results of scheduling might be “9:00 Monday run Work Order 2345 for 6 shifts at 100 % utilization”,

“9:00 Wednesday perform preventative maintenance on E887e”

Resource definition for scheduling activities

5.6.1 Consumable resources and non-consumable resources

According to IEC 62264-1, a resource encompasses personnel, equipment, and materials This standard categorizes resources into two main groups for detailed scheduling: consumable resources, which typically refer to materials, and non-consumable resources, which generally pertain to personnel and equipment.

A consumable resource is generated or utilized during production processes, encompassing raw materials, work-in-progress (WIP) inventories, and finished products The amount of this resource often fluctuates before or after the production phase.

A non-consumable resource remains intact during production processes and is allocated based on its capacity The amount of this resource generally remains constant before and after production.

In production scheduling, consumable and non-consumable resources are managed differently, as outlined in IEC 62264-1 and IEC 62264-2 The scheduling process relies on the availability of both resource types, where available capacity refers to the portion of production capacity that is not currently committed It's important to note that available capacity for consumable resources does not equate to the inventory of those resources Instead, projected inventory defines the expected future availability of consumable resources at specific times.

Example 1: For a bicycle factory, the available capacity for production is 10 bicycle seats per hour of operation, during first shift, Monday through Friday

Example 2: For a bicycle factory, the available capacity for consumption is 30 bicycle seats per hour of operation, during first shift, Monday through Friday

At the beginning of the first shift on Monday, a bicycle factory has a projected inventory of 380 bicycle seats, which decreases to 360 seats by the end of the shift During this 2-hour period, 60 seats are consumed, while 40 seats are produced over the course of 4 hours.

Production/consumption rate pieces/hour

10 per hour for 4 h Projected inventory

Figure 13 – Projected inventory for a consumable resource

NOTE Consumable resources and non-consumable resources are typically handled differently in scheduling activities In IEC 62264-1 and IEC 62264-2, production scheduling depends on the availability of both consumable

Production capacity is influenced by the availability of consumable resources, such as raw materials and components, as well as the capacity of non-consumable resources, which include equipment, facilities, and personnel.

General activities in production operations management

Production operations management encompasses a range of activities that coordinate and oversee the use of raw materials, energy, equipment, personnel, and information to efficiently produce goods while adhering to cost, quality, quantity, safety, and timeliness requirements Key activities include reporting on production and variable manufacturing costs, maintaining data on production metrics such as inventory and manpower, and conducting necessary data analysis for engineering functions, including statistical quality control Additionally, it involves managing personnel functions like work schedules and training, establishing detailed production schedules that consider maintenance and transportation needs, optimizing costs for specific production areas, and adjusting schedules to address any production interruptions.

Production operations management activity model

The production operations management model, depicted in Figure 1, is further elaborated in the detailed activity model shown in Figure 14 This model encompasses four key elements of information: product definition, production capability, production schedule, and production performance, which align with the exchanged information outlined in IEC 62264.

The production Level 1-2 functions, depicted in Figure 4, illustrate the sensing and control capabilities at Levels 1 and 2 Additionally, the other ovals with solid outlines signify the various activities involved in production operations.

The activities outlined in this model are designed to assist in identifying potential tasks and the corresponding roles, rather than suggesting a specific organizational structure for systems, software, or personnel It clarifies what actions are taken without dictating how they should be organized, acknowledging that various organizations may have distinct arrangements of roles and assignments.

Equipment and process specific production rules

Equipment and process specific data

Figure 14 – Activity model of production operations management

Not all production requests and responses are integrated into business systems; instead, they may be utilized internally within manufacturing operations management These internal processes are essential for managing scenarios like rework, local intermediates, and consumable production, even when production operations are primarily guided by production schedules.

Not all information flows within production operations management are depicted in Figure 14

In production operations management, activities often require information from one another, highlighting the interconnectedness of processes This clause outlines the detailed definitions of these activities while also identifying additional information flows However, it is important to note that not all data sources and sinks are explicitly detailed in the models.

Information exchange in production operations management

6.3.1 Equipment and process specific production rules

Equipment and process specific production rules shall be defined as the specific instructions sent to Level 2 based on the specific assigned tasks

CNC machine programs tailored for specific product types, PLC programs that adapt based on the controlled process, and unit recipes executed in Level 1 or Level 2 equipment are essential components of modern manufacturing systems.

NOTE See IEC 61131-3 for examples of this type of data

Operational commands refer to the information requests sent to Level 2, primarily aimed at initiating or completing tasks within a work order This information can also include Standard Operating Procedures (SOPs) provided to operators, detailing processes for machine setup and cleaning.

NOTE This information exchange corresponds to the recipe-equipment interface defined in IEC 61512-1

Operational responses shall be defined as information received from Level 2 in response to commands These typically correspond to the completion or status of elements of work orders

NOTE This information exchange corresponds to the recipe-equipment interface defined in IEC 61512-1

6.3.4 Equipment and process specific data

Equipment and process specific data shall be defined as information received as a result of monitoring Level 2 This is typically information about the process being performed and the resources involved.

Product definition management

Product definition management shall be defined as the collection of activities that manage all of the Level 3 information about the product required for manufacturing, including the product production rules

Product definition information is essential for sharing details among product production rules, bill of materials, and bill of resources The product production rules serve as instructions for manufacturing operations, often referred to as general, site, or master recipes, standard operating procedures (SOP), standard operating conditions (SOC), routing, or assembly steps, depending on the production strategy This information is accessible to other Level 3 and Level 2 functions as needed.

Product definition management involves overseeing the distribution of product production rules, which may be found in Level 1 and Level 2 equipment To prevent disruptions in production, it is essential to coordinate the downloading of this information with other manufacturing operations management functions Additionally, this information can be integrated into operational commands when the download is part of a production execution management activity.

Figure 15 illustrates some of the interfaces to product definition management

Work center specific product production rules and detailed production routing

Equipment and process specific production rules

Figure 15 – Product definition management activity model interfaces

6.4.3 Tasks in product definition management

Product definition management encompasses several critical tasks, including the management of essential documents like manufacturing instructions, recipes, and product structure diagrams It involves overseeing new product definitions and implementing changes to existing ones, ensuring that design and manufacturing bill modifications undergo appropriate approval processes Additionally, it requires maintaining detailed production routings and providing necessary production rules, such as manufacturing steps and machine setup guidelines Effective management also includes optimizing production rules through process and performance analysis, facilitating the exchange of product information with Level 4 functions, and managing key performance indicator (KPI) definitions related to products and production.

Several tools are available to support product definition management, such as mechanical and electronic computer-aided design (CAD), computer-aided engineering (CAE), and computer-aided software.

NOTE 2 Engineering (CASE), recipe management systems, computer-aided process engineering (CAPE) and electronic work instructions (EWIs)

Product definition involves the exchange of information with engineering and R&D teams to establish site-specific production rules This includes R&D manufacturing definitions that product definition management adapts into localized definitions, utilizing regional materials, equipment, and personnel Additionally, this process may encompass the translation of these definitions into work order elements.

EXAMPLE: Translation to master recipes, machine set-up rules and process flow diagrams

Product definition management may also include managing other product information in conjunction with manufacturing information This may include

– customer requirements, product design and test specifications;

– technical publications and service materials;

Product definition management collaborates with production dispatching and execution management to ensure tasks are completed efficiently It also engages with research, development, and engineering teams to establish the production rules necessary for effective work execution.

EXAMPLE: Production dispatching activities may need to refer to production dependencies to identify when a specific resource will be required

The product production rule identifies elements of a work order and establishes relationships between them Each element can contain information regarding personnel, equipment,

The University of Auckland Library holds a licensed copy of the material and product parameters from The British Standards Institution, as of May 20, 2012 Effective product definition management may require the exchange of information with resource management to fulfill its functions.

The product definition encompasses the dependencies of work order elements, which may include intricate routing details not visible to business systems This level of detail is essential for effectively managing the flow of work between various work centers, such as process cells, production lines, and production units The organization of this detailed routing aligns with the physical production process.

NOTE A detailed production routing is sometimes called a production route, master business system route, master route, or business route.

Production resource management

Production resource management encompasses the activities involved in overseeing the information related to the resources necessary for production operations, including machines, tools, skilled labor, materials, and energy, as outlined in IEC 62264-1 This management is crucial for ensuring that resources are directly controlled to meet production demands, which is facilitated through activities like production dispatching and execution management Additionally, managing information about various segments of production is an integral part of resource management.

Management of the resource information may be handled by computer systems but it may be partly or entirely handled by manual processes

Effective resource management involves utilizing local reservation systems to track future availability Each critical resource may have its own dedicated reservation system, and activities can be tailored to individual resource types or combined for groups of resources.

Maintaining information about the resources required for production segments is essential This includes details on available, committed, and unattainable capacity for specific resources over defined time periods, as outlined in IEC 62264-1.

Figure 16 illustrates some of the interfaces to production resource management

C u rre n t in fo rm ati o n

Figure 16 – Production resource management activity model interfaces

6.5.3 Tasks in production resource management

Effective production resource management involves several key tasks: defining personnel, material, and equipment resources, which can be provided on demand or on a set schedule to individuals, applications, or activities It also includes assessing resource capabilities—whether committed, available, or unattainable—based on current statuses, future reservations, and needs outlined in the production plan This information is crucial for maintaining balance and accounting for product costs Additionally, it is essential to initiate requests for acquiring resources to support future operational capabilities and to ensure that equipment is available for assigned tasks, with accurate job titles and up-to-date training for personnel.

Before assigning equipment to a production operation, it is essential to verify that its sterilization status is confirmed as "clean." Additionally, it is important to provide information regarding the location of resources and their assignment to specific production areas.

A mobile inspection machine can be strategically located for use across various sites, while effectively coordinating resource management with maintenance and quality oversight It is essential to gather data on the current status of personnel, equipment, and materials, as well as their capacity and capabilities This information can be collected based on events, on demand, or according to a set schedule from various sources, including equipment, personnel, and applications Additionally, it is important to assess future resource needs based on production plans, ongoing production, maintenance schedules, and employee vacations Maintaining records of personnel qualification test results and equipment capability test results is crucial, along with managing reservations for future resource utilization.

Resource availability defines the time-specific parameters essential for effective scheduling and reporting It is crucial to consider factors like working hours, labor regulations, holiday calendars, breaks, plant shutdowns, and shift schedules when assessing resource availability.

Available time can be categorized as either fixed or flexible In personnel resource management, lunch breaks may vary between 11:00 a.m and 2:00 p.m., while machinery might be out of service for 8 hours within a 16-hour timeframe Additionally, personnel availability determines workdays and days off, with Monday to Friday designated for work and weekends typically off, or alternatively, a schedule may include 2 days of early shifts, 2 days of late shifts, 2 days of night shifts, followed by 3 days off.

Figure 17 illustrates the types of information about the capacity of a single resource that may be provided by resource management

Production capacity for a specific time period

Figure 17 – Resource management capacity reporting

6.5.5 Collecting future committed resource information

Production resource management ensures the availability of committed resources in alignment with the detailed production schedule and product demands Resources transition from available to committed status for the duration specified by the production plan or until the scheduled task is completed.

Once the scheduled time for a resource is completed, it usually returns to an available state unless it has been assigned to a new task In basic systems, the conclusion of the planned schedule automatically ends the committed time window However, in more advanced systems, this process may be initiated by production tracking that communicates the actual completion time to resource management.

The production resource management activity includes collecting information about new, modified, or deleted resource definitions, classes and instances This includes information on resource property definitions

Management of information about personnel resources and future personnel availability is part of resource management

When an employee is on vacation or unwell, the HR department should inform production resource management to avoid scheduling conflicts This proactive communication ensures that resources are not assigned during their absence Additionally, having access to the complete work schedule of personnel is essential for production to make informed allocation decisions.

Effective labor management in manufacturing requires detailed information, including certification levels, task tracking, and personnel availability While some of this data may be stored in corporate HR systems, it is essential for manufacturing operations However, critical details like certification expiration dates and union seniority lines are often not included in HR systems, necessitating the integration of labor management into manufacturing activities.

The production resource management activity also has to address skill levels Each member of the personnel may have recognized skills through qualification tests results This defines a

The University of Auckland Library holds a licensed copy of a skill profile used in production resource management, which facilitates the assignment of qualified personnel to specific production activities.

Management of information about equipment resources and future equipment availability is part of resource management

Maintenance operations often have a major impact on resource utilization Periods of future unavailability, based on yet unscheduled maintenance requirements, also affect utilization

When equipment is reported as defective, a maintenance task request can classify it as unavailable Additionally, if preventive maintenance is scheduled, the equipment will also be marked as unavailable Once the repairs are completed or the preventive maintenance is finished, the maintenance task will request the equipment to be restored to its available status.

Equipment can undergo a capability test as outlined in IEC 62264-1, which assesses whether it is suitable for a particular task within a specific process segment.

Detailed production scheduling

Detailed production scheduling involves organizing activities to optimize local resources in order to fulfill production schedule requirements This process includes minimizing equipment setup and cleaning times, merging requests for efficient equipment use, and splitting requests when necessary due to batch sizes or production rate limitations It also considers local conditions and the availability of resources.

NOTE Enterprise-level planning systems often do not have the detailed information required to schedule specific work centers, work units, or personnel

Figure 18 illustrates some of the interfaces to detailed production scheduling

Production tracking D et a ile d pr o du ct io n sc h ed u le

Reports on WIP and work Completed

Wo rk ce nt er sp ec ific pr od uc t p rod uc tio n ru les an d d eta ile d pr od uc tio n r ou tin g

Figure 18 – Detailed production scheduling activity model interfaces

6.6.3 Tasks in detailed production scheduling

Effective production scheduling involves several key tasks: creating and maintaining a comprehensive production schedule, comparing actual output with planned production, and assessing the committed capacity of each resource Additionally, it requires collaboration with maintenance, quality, and inventory management to gather essential information Executing what-if simulations is also crucial, as it helps calculate production lead times and identify bottleneck resources, ensuring future production availability aligns with specific requests.

EXAMPLE: Ability to promise inquiry from a Level 4 system

A detailed production schedule is derived from a Level 4 production schedule, incorporating defined requirements, product specifications, and resource capabilities It considers constraints and availability while utilizing data from production tracking to reflect actual work in progress This schedule can be generated on demand or at set intervals and may be adjusted in response to unforeseen events like equipment failures, workforce changes, or fluctuations in raw material availability It is shared with individuals, applications, or other operational activities.

Effective production scheduling involves implementing strategies like forward (push) or backward (pull) selection, prioritizing work orders, applying specific plant constraints, and allocating time buffers for bottleneck resources.

Finite capacity scheduling is a production methodology that ensures work is allocated to resources without exceeding their available capacity This detailed approach to production scheduling helps optimize resource utilization and meet production requirements effectively.

Finite capacity scheduling is usually performed locally due to the necessity of detailed local information for creating an accurate production schedule This involves understanding both current and future resource capabilities and capacities, as outlined in IEC 62264-1.

For effective production scheduling, it is essential to utilize licensed resources, such as those provided by the University of Auckland Library These resources, updated as of May 20, 2012, are crucial for managing production activities in accordance with British Standards Institution guidelines.

6.6.5 Splitting and merging production schedules

Figure 19 demonstrates the process of managing production schedules, showing how a single schedule can be divided into several detailed schedules on the left, while the right side depicts the merging of multiple production schedules from various sources into a comprehensive detailed schedule.

EXAMPLE 1: Multiple detailed production schedules may be generated from a weekly production schedule, one schedule for each day of production

EXAMPLE 2: A single detailed production schedule may be created that combines multiple production schedule elements in order to reduce set-up time and optimize production

Splitting of a single schedule into multiple detailed schedules Merging of multiple production schedules into a single detailed schedule

Figure 19 – Splitting and merging production schedules to detailed production schedules

Effective production scheduling often involves consolidating production requests into single work elements to minimize start-up and switchover times This approach is particularly prevalent in dispensing operations, where the same material is used for multiple requests simultaneously, thereby reducing set-up and cleaning times Additionally, creating a detailed production schedule allows for the sequential production of related products, which can significantly reduce or eliminate product changeover delays Another key optimization strategy includes adjusting batch sizes by merging multiple requests for the same product.

Optimizing a detailed production schedule for specific objective functions can help resolve conflicts and minimize penalties associated with constraint violations through improved sequencing and assignment of production work orders.

A detailed production schedule consists of a series of production work orders and their sequencing necessary for manufacturing one or more products This scheduling may also outline the creation of intermediate materials that are not covered in higher-level scheduling definitions.

A detailed production schedule connects physical and chemical work order elements to specific production equipment, outlining precise starting times or events This is generally achieved through production work orders and may also include references to specific personnel or categories of personnel.

A detailed production schedule specifies the allocation of resources to production tasks with greater precision than general process segments According to IEC 62264-1, a product or process segment can be executed through multiple work order elements For instance, the detailed production schedule outlines various sub-levels of production activities.

“operations-oriented” work order elements that may be required

The detailed production schedule also contains the information required by the production tracking activity to correlate actual production with the requested production

Figure 20 presents a comprehensive production schedule for equipment, depicted in a Gantt chart format The hashed rectangles indicate production work orders, with each unique hash pattern signifying a distinct production job.

R eso ur ce a ss ig n ed t o pr od uc tion w or k or d er s

Tiêu đề	Enterprise-control System Integration — Part 3: Activity Models Of Manufacturing Operations Management
Trường học	University of Auckland
Thể loại	British Standard
Năm xuất bản	2007
Thành phố	Auckland

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Số trang	112
Dung lượng	1,35 MB