Recently, Baoguang successfully realized digital production scheduling by combining the existing ERP system platform with management improvement.

         In order to improve the suitability of production and sales, achieve efficient, scientific and reasonable production scheduling, and solve problems on relevant planning and scheduling problem such as difficulties on getting complete order resources, the inability to quickly conduct calculations and organization on production according to requirements to products, and the weak connection between production and sales, Baoguang has been planning since the beginning of the year. Through detailed research and analysis and schematic design of the production planning system, with the attention and guidance of the company leaders and the cooperation of relevant departments, up to now, the VMI inventory management model, search funtion on historical sales data, automatically decomposing parts demand plan from assembly product as per BOM, automatic allocation of purchase orders according to supplier shares, and distinction between confirmed orders and inventory-oriented orders, etc. have been successfully implemented.

  The establishment of the VMI model greatly reduces the financial pressure on outsourcing parts inventory. At the same time, the VMI safety stock is used to ensure qualified parts resources and improve the supply level; the realization of search funtion on historical sales data provides data reference for the formulation of monthly production plans; the realization of the assembly product plan automatically decomposes the parts demand plan according to the BOM and the automatic allocation of the outsourcing parts share. Compared with the original manual decomposition and allocation, the assembly product plan can be quickly decomposed, reducing missing orders, and improving the efficiency and accuracy of share allocation; the whole process distinguish between MTO and MTS modes make the entire production planning system is no longer mixed, and the planning and manufacturing process can accurately distinguish whether the business is for a confirmed order or for inventory production. It is conducive to clarify the progress tracking and priority control of the whole process of order.

   The realization of digital production scheduling is not the end of the project. The project team will continue to track the actual operation effects of digital production scheduling and keep optimizing, and insist on improving the full set rate of parts, reducing the schedule change rate, increasing the response speed of sales order and on-time delivery rate. The production organization and process control and tracking will be strenthened through system function optimization, report development, planning system adjustment and optimization, and management improvement. In later stage, it will gradually establish a parts planning model that combines parts safety stock and assembly scheduling orders, optimize the weekly production scheduling model as per existing vacuum furnaces, develop parts shortage warning reports, etc., to provide a more comprehensive, scientific and powerful support for the supply chain and production scheduling.