It is not difficult to intelligently arrange flexible packaging.
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Most of China's flexible packaging enterprises are adopting extensive management, which is one of the reasons why China's flexible packaging industry lags behind developed countries. Nowadays, some large domestic enterprises have begun to try advanced ideas and methods such as “Internet +” and “Big Data”. Let us take a look at Huangshan Yongxin’s approach.
At present, there are problems in the way of scheduling of flexible packaging enterprises in China.
Most of the domestic flexible packaging enterprises have adopted the scheduling process, which is the first-order printing process. After the printing is completed, the compounding process is repeated. After the composite curing is completed, the cutting process is followed by the cutting process. After that, the bag making process is finally repeated. How to arrange this sort of process scheduling, there will always be products that affect the delivery deadline. The specific problems are as follows.
1. Can't reply the order delivery accurately
After receiving the customer's order, what criteria should the flexible packaging company use to answer the customer an accurate delivery date? If there are problems such as order insertion, delivery change, quantity change, order cancellation, machine failure, etc. during the production process, can the flexible packaging company predict which orders will be affected? If the order is affected, can the flexible packaging company predict whether it will be completed in advance or delayed? And how long will it be delayed or delayed? Under the traditional sub-process scheduling method, the above mentioned problems are basically not known accurately.
2. It is impossible to accurately predict the future machine capacity and cannot allocate production capacity evenly.
In normal production, can soft packaging companies predict which processes and machines will be busy in the future, and which ones will be idle? If you want to transfer orders or change production plans, which machine's capacity load will exceed the standard? These are basically not known in time.
3. Manual Excel method for rough scheduling
So far, most of the flexible packaging companies still use the manual Excel method for rough scheduling. This method can only estimate and arrange the flexible packaging production plan based on the experience and the order delivery time given by the customer. However, it is often impossible to combine the order delivery time, the order quantity, the difficulty of the process, the length of time required for the process, the importance of the customer, the priority of the order, the spare time of the machine, etc., to consider the priority of the production arrangement. Production time and production quantity.
4. What is the pre-process, what does the post-process do?
There is a common phenomenon in many flexible packaging enterprises in China. The right to schedule production in the post-processing machine lies in the directors of various workshops. When multiple orders are available, the workshop directors estimate the order of these orders based on experience and feeling. order. In addition, there are some soft-package enterprises that still have the phenomenon of ordering the order of people by the relationship of the salesperson. This situation can easily affect the progress of the company's overall orders, often resulting in orders that are not urgently scheduled to be scheduled first, and urgent orders will arrive later, but the inorganic stations are available, thus delaying delivery.
Rationalized scheduling recommendations
The author suggests to adopt “process linkage scheduling” and arrange specific machines for each process. According to the specific equipment capacity (speed), the start time and completion time of each previous process are calculated from the subsequent process. In order to achieve intelligent production scheduling, relevant data and constraint rules must be set in advance. First of all, it is necessary to digitize and serialize the time required for each order of the company and the production of the machine, as follows.
(1) The order priority setting of the order.
(2) The specific transportation time of each order.
(3) The time required for each production process per order.
(4) Equipment that can be ordered for each order in each production process, and the priority level of equipment scheduling.
(5) The start-up time for each order before each production process.
(6) The time for each order to be changed during each production process.
(7) Capacity per unit of production process and per unit of equipment (used to calculate the production and processing time of the order).
(8) Residence time of the composite membrane in the ripening chamber.
Another premise is that for each order's production time and transportation time, the salesman must confirm with the customer in the contract when designing the product. For example, the production time of the calculated order takes 5 days, and the customer hardly requests. 3 days delivery, this is no way to achieve, must communicate with the customer a good scheduling plan, allowing customers to accept reasonable delivery time.
If the above data can be well sorted out and the data accuracy is high, follow-up work can consider using the system software to achieve intelligent scheduling, that is, the intelligent APS scheduling system. If the entire production schedule of the order is in order, the author suggests that a preliminary simulated scheduling can be performed at the time of ordering to provide the customer with a pre-answer for the delivery date. If there is no time to arrange, you can also coordinate with the customer when ordering, in order to improve the overall delivery timelines of the order.
Suggestions on the implementation of intelligent scheduling
The author summarizes the following recommendations for implementation, for industry reference.
(1) For the orientation of production workshop assessment, flexible packaging companies consider not only the level of production and unit consumption, but also the timely rate of order completion delivery.
(2) As far as customer orders are concerned, ensuring on-time delivery is the primary consideration; for each production process, to ensure the punctuality of the operation of the post-process, the next production process must be completed immediately after the completion of the production process. Ensure the effective connection of the two production processes before and after.
(3) It is best to use an intelligent APS scheduling system to arrange production. It is necessary to pay attention to the orderly insertion order, which can clearly understand the impact and changes brought by other orders.
(4) Many people believe that the flexible packaging industry is complex and has many changing factors, and it is impossible to manage and arrange production with intelligent systems. In fact, as long as you think hard, have the determination and courage to change, and establish relevant technical research teams, it is impossible to do it. There are always ways, as long as there is a determination to find a way.
(5) It is recommended to set up a special team within the company to set up production scheduling personnel, first collect and organize the data of each positioning and equipment machine, and evaluate the accuracy of the data; then, the intelligent APS scheduling system and MES ( Production workshop implementation) The system conducts evaluation and investigation to judge the difficulty and feasibility of its implementation. If there is difficulty, it is necessary to study how to overcome the problem and continuously improve and improve.
Flexible packaging companies need to establish a healthy development model. Advanced production equipment can make flexible packaging companies “run” faster, and the fine management of information systems can ensure that flexible packaging companies go further.