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PMC-生产计划与物料控制实务
2014年11月27-28日(上海)
2014年12月06-07日(深圳)
2014年12月20-21日(上海)
2015年01月24-25日(深圳)
2015年01月29-30日(上海)
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课程前言:
生产计划和物料控制（PMC）部门是一个企业“心脏”，掌握着企业生产及物料运作的总调
度和命脉，统筹营运资金、物流、信息等动脉，直接涉及影响生产部、生产工程部、采购、货
仓、品控部、开发与设计部、设备工程、人力资源及财务成本预算控制等，其制度和流程决定
公司盈利成败。 因此PMC部门和相关管理层必须充分了解：物料计划、请购、物料调度、物料
控制（收、发、退、借、备料等）、生产计划与生产进度控制，并谙熟运用这门管理技术来解
决问题， 学习PMC课程从计划价值流切入剖析工厂制造成本和缩短制造周期，提高物流过程循
环效率（库存、资金的周转率）及客户满意。
课程收益：
1、建立制定完善的生产与物控运作体系，提升准时交货和降低库存成本
2、预测及制定合理的短、中、长期销售计划，达成公司策略管理目标
3、对自身的生产能力负荷预先进行详细分析，并建立完善产品数据机制,协助公司建立产品工
程数据
4、生产前期做好完整的生产排程和周生产计划，提高备料准确率,保持生产顺畅
5、配合生产计划做到良好物料损耗控制和备料，完善降低物料损耗机制和停工、待料工时
6、对生产进度及物料进度及时跟进和沟通协调，缩短生产周期,提高企业竞争力
参加对象：
生产总监、生产经理、生产计划相关人员、车间主任、物料主管、采购主管及相关人员
培训形式：
实操讲解-深度解析-情境模拟
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导师介绍：雷卫旭
◆IEMA国际企业管理协会首席高级顾问
◆香港理工大学MBA
◆香港生产力促进局讲师
◆美国管理学(AMA)授权培训师
◆清华大学/北京大学/上海交大/中山大学EMBA班特邀讲师
2004/2005/2006/2007/2008年被培训论坛推誉为“十大实战派培训师”，曽任某大型日港
企业副总经理，二十年生产计划/物料管理经验。讲授/辅导超过5020家中外企业，融集欧美、
中、港、台多家企业之精华，风格生动、幽默，讲解深入浅出或浅入深出，不仅案例丰富，且
提供多种实用的解决问题之工具及技巧。至今有67000以上人次接受过其训练。
曾经讲授及辅导过的企业但不限于：青岛海尔、中国移动、中石油/中石化、中国北京联通
、深圳华为、美的空调、联想、南方电网、深圳核电站、长江三峡电站、大唐电信、白沙集团、
粤电集团、海南航空、上海日立/日立电梯、可口可乐、施耐德电气、阿海法开关、上海松下半
导体、西安杨森制药、苏州/上海西门子、伟创（Flextronics）/ 捷普科技（Jabil）、庞巴迪
机车、蒙牛、河南思念食品、南京巴斯夫、拜尔、杭州/长沙博世、香港长实集团、东莞伟易达
集团、加拿大北电、泰科电子/卡西欧电子、上海米其林/固特异、雅居乐房地产、美赞臣(Mead
Johnson)、珠江啤酒、步步高电子、大金空调、格力空调、上海通用汽车/通用五菱、成都丰田
、华晨宝马/金杯、广州本田二厂、海南马自达、比亚迪汽车、长安汽车、郑州日产、中兴汽车
（皮卡）、北京ABB等多家知名企业。
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课程大纲
第一室:銷售計划/生産計划/物料計划协调接口管理
生産計划角色和定位---订单总导演／总指挥
生产计划制度和流程决定公司盈利成败
銷售計划/生産計划/物料計划架构/职能分工
三星电子滚动周计划负荷分析和三天生产计划不能变职能图
美的集团连续滚动周计划负荷分析和三天生产计划不能变职能图
施耐德銷售計划/生産計划/物料計划组织架构
生産計划/物料控制五大职能----欠料分析跟进／备料功能/呆料预防处理--------
怎样建立/完善计划体系-----一级主生产计划/二级生产计划
年度计划/滚动月度计划/滚动周计划/滚动天计划编制和执行
滚动月度计划产供销平衡会议制度
华为年度/滚动月度/周计划/天计划编制和执行流程
华为滚动月度计划产供销平衡会议制度實例分析
做好生产计划必须具备五大信息条件及九方面专业技能-
一级主生产计划制订和执行流程- APS系统
二级主生产计划制订和执行流程--
主生产计划链接体系----指挥与协调保障功能
销售预测与生产计划的衔接与平衡生产计划
准时生产计划VS市场业务部VS客户“三赢”规则
一汽大众锁定一周生产计划不能变控制流程實例分析
有效控制扦单、急单、补单/加单五种措施(范例)-----中山某有限公司
销售预测与主生产计划（MPS）与月/周生产计划/物料計划（MRP）链接流程--
ordermanagemen/APS系统
銷售预测計划/生产计划变化反馈和预测库存控制协调管理
敏华家具订单计划微调流程制度与平衡生产计划
一级主生产计划产供销平衡制度-上海某医疗公司-
銷售計划流程――销售预测流程／销售计划流程／备货计划流程／生产计划流程
制造业生产计划控制三种模式――预期滚动计划系统／推进式(push)生产控制系统／拉动式(pull)
生产控制系统
不同产品销售策略决定不同五大計划（銷售計划/生産計划/物料計划/采购計划/库存計划）
深圳华为精美计划管理手册实例分析-

第二室銷售計划/生产计划控制流程--- order management-（包括项目计划）
銷售预测計划/主生产计划（MPS）与月/周生产计划控制流程七途径---讲师/学员点评某公司现
场诊断
通过市场调查/信息反馈提高订单预测准确率三大做法
上海米其林各片区銷售预测計划制订和执行流程制度
艾默生各片区銷售办事处銷售预测計划制订和执行流程制度
提升编制銷售预测計划编制准确性六大步骤
泰科电子銷售预测計划编制六大步骤實例分析
滚动銷售预测計划微调制度化降低预测库存成本原理分析
青岛海尔新产品项目计划总体方案控制流程實例分析-- order management
苏州西门子月/周/日项目计划时间节点协调流程實例分析--- MIS系统
苏州西门子项目计划时间节点考核制度實例分析
富士康集团ERP—SAP/R3系统主生产计划流程案例分析--- order management
大金空调（日资公司）計划控制流程實例分析----MES系统
青岛海尔月/周/日项目计划协调流程實例分析----MES系统
富士康集团（台湾）公司月度滚动产能负荷分析/三天生产计划不能变的滚动产能负荷分
析實例分析
苏州西门子生产计划（拉动）三天生产计划不能变的滚动产能负荷分析實例分析
透过准时化生产机制解决订单频繁变更三种方法-- Production plan change management
顺德美的日用集团扦单、急单、补单/加单/生産計划紧急控制流程實例分析-- Production
plan change management
飞利浦扦单/急单計划紧急控制流程案例分析- Production plan change management
飞利浦周删改生产计划控制基本流程案例分享
第三室一级主生产计划/二级生产计划进度控制---- order delivery management
缩短产品周期流程-- lead time reduction?
西门子产品周期缩短流程价值流案例分享
某公司缩短产品周期电脑系统（用友）流程主界面实例分析
月/周生产计划产能连续滚动负荷分析制度化
中国某著名公司月度主排产计划负荷分析十三依据
中国某著名公司三天生产计划负荷分析九依据
周生产计划要点、内容及编制演练----
月/周生产计划排程表制定与执行重点演练--上海某公司五张订单月/周生产计划排程表
制定个案演练
分析产能负荷七要素方面---人力负荷/机器负荷……
广州某配件公司2007/04月产能负荷会实录文件分析
产能负荷分析表实例-----广州某汽车配件公司
生产进度监控三个阶段---事前/事中/事后--信息化在生产管理中运用
5.1如何统计分析生产数据----MIS系统
5.2通过生产数据采集计算机系统图监控计划与进度---东莞某公司MES系统
5.3现场运用LED/条形码同步监控生产进度实物展示分析---事中管理
协调沟通处理生产异常问题-- 八条改善措施（NCR goods management ）
产销失调原因与对策--跨部门生产进度控制七步骤
飞利浦（上海）各部门异常工时/各部门产能损失图案例分析--------生产绩效管理
中国某公司生产能力效率表/综合效率分析-------生产绩效管理
深度案例：中国某著名公司生产计划各相关部门控制流程（共46页）

第四室 物流计划跟进与存量管制
物流计划流程七步骤----某公司学员现场诊断(学员与讲师互动点评)
产品交期短/物料采购周期长物流计划流程
定期缩短供货商lead time工作制度化流程-- Real Lead time monitoring
物料采购周期长再请购计划（PR）流程--- Reorder point management
扦单、急单、补单/加单/生産計划紧急update物料计划流程解析
上海西门子ERP—SAP/R3系统RUN-MRP流程主界面分析
北京某公司Normal Order/ CONSIGNMENT/VMI/JIT/Buffer Control四种采购工作流程
三菱电机（广州）有限公司(欧洲全资)ERP—SAP/R3系统采购订单管理流程主界面实例分析—
1.供货商交期管制十大之道-- lead time reduction?
2.采购物料交期跟催监控三张表格/工具
偉創力（美資）在采购物料欠料分析跟进表實例分析
格力空调采購物料预防欠料表案例/
联想集团采购备料齐套表实例分析
某世界五百強企業（美資）采購物料跟踪表案例研討――捷普科技
中国某著名家电民營企業ERP-ORACLE系统物料查询/跟进主界面实例分析
物料短缺八大原因和七种预防对策
物料收/发/补/退/借/换/还料控制流程
美的物料收/发/补/退/借/换/还控制流程
物料收/发/补/退/借/换/还单据管理及冲减流程-----帐物一致

物料管理相辅相成十四流程-- warehouse management
3．1物料管理精髓三 个盲点和八大死穴--――伟创力（Flextronics）美資公司呆料预防
处理制度实例
3．2某公司物料工程更改流程分析
3．3一汽马自达公司补料/损耗控制案例分析--降低内循环成本
3.4仓储及时配送的运作规划五措施
1建立配送时机/地点 2完善配送中心数据
3配送方案的制定 4配送工具的合理配置 5配送作业的技巧
伟易达仓储及时配送总体方案控制流程實例分析存量管制-- inventory management
在銷售预测不准条件下避免预测采购导致库存量提升工作流程
青岛海尔公司需求预测变化和库存相应调整控制流程實例分析
TCL远期采购库存模式实例分析---海外lean time长物料采购
安全存量VS最高存量VS.最低存量定义
安全存量三种设定方法ABC控制法-- warehouse management
施耐德電氣ABC控制法實例分析
库存量根据生产淡旺波峰调整两套方法
ABB根据生产淡旺波峰库存量调整三阶段實例分析
使用条形码及与供货商进行电子数据交换(EDI)降低库存量方法
库存量降低五大方法
九大库存指标管理/考核
库存周转率定量计算
提高库存周转率的途径
联想集团物料周转速度/周转率/存料率简例
透过现场诊断学员公司库存现状运用六种存量管制模式设置恰当库存管理方法----降低
外循环成本
透过供应链管理控制：MTO /ROP 需求量少/供应商要求MOQ等外循环成本库存
某著名电讯公司透过打破常规实现“零库存”故事
尾声:当头棒喝—捅破窗纸
学习/兴奋两天,回到公司后……结合公司实际情况-
通过学员成果发表--体会分享/经验回顾/讲师点评
实践/活用所学五步骤
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学习费用:3800元/人，5800元/2人（提供讲义、午餐、发票、茶点等）
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Results (English) 1:

Hdqupxd, Hello!==================================================================================== PMC-production planning and material control practices In November 2014, 27-28th (SH) December 2014 06-07th (Shenzhen) December 2014 20-21st (Shanghai) January 2015, 24-25th (Shenzhen) January 2015, 29-30th (Shanghai)====================================================================================Course objective: Production planning and material control (PMC) Department is an enterprise "heart" and the control over the production and materials operation dispatchingAnd Lifeline, operations and finance, logistics, information and other arteries, directly affecting the production department, production engineering, purchasing, goodsWarehouse, quality control Department, engineering development and design department, equipment, human resources and financial budget controlling, its decision of systems and processesSuccess in corporate profits. PMC and related management must therefore fully understand: material planning, requisitioning, dispatch of material, materialControl (receiving, sending and return, lent, recipe cards, etc), production planning and production control, and be familiar with using this management technology solutionsOutstanding issues, learn from PMC course plan value stream analysis of cut manufacturing costs and shortening manufacturing cycles, improving logistics processes throughLoop efficiency (turnover of inventory, capital), and customer satisfaction.Course benefits:1, the establishment of sound production and material control system, improve on-time delivery and reduce inventory costs2, forecasting and develop a reasonable short-, medium-and long-term marketing plan, reach policy objectives3, a detailed analysis of its capacity loading in advance, and establish and improve the mechanism for product data to help companies build products Process data4, pre-production of complete production schedule and weekly production plan, improve the accuracy of preparation, keep production smooth5, with production planned to do a good loss control and preparation of materials, and improve the mechanism of reduction of material loss and downtime, material work6, for timely follow up production progress and material progress, communication and coordination, shorten the production cycle, improve competitive capacity of enterpriseParticipants:Production Director, production manager, production planning, plant Director, materials supervisor, purchasing managers and related personsForms of training:Hands-on tutorials-depth analysis simulations====================================================================================Teacher: Lei WeixuIEMA International Enterprise Management Association, Senior Adviser to the ChiefThe Hong Kong Polytechnic University MBALecturer, Hong Kong Productivity CouncilUnited States Administration (AMA) authorized trainer//Shanghai/Beijing University, Tsinghua University, Sun Yat-sen University EMBA classes of guest lecturers Training forum for 2004/2005/2006/2007/2008 years was pushed as the "top ten combat trainer", perform in a large fullCorporate Vice President, 20 years of experience in production planning/materials management. Teaching/coaching over 5,020 Chinese and foreign enterprises, into Europe, theEssence of enterprises in China, Hong Kong and Taiwan, the style is vivid, humorous, explaining in layman or light into the deep, not only cases abundant, andOffers a variety of practical problem-solving tools and techniques. So far more than 67000 passengers had used their training. Once the teaching and counselling of companies, but are not limited to: Qingdao Haier, China Mobile, PetroChina and Sinopec, China Unicom, Shenzhen Huawei, midea air conditioning, Lenovo, China Southern power grid, nuclear power plant, the three gorges power station in Shenzhen, Datang Telecom, Baisha group,Guangdong electricity group, Hainan Airlines and Shanghai Hitachi/Hitachi elevator, Coca Cola, Schneider Electric switches, ocean law, Shanghai Panasonic semiConductor, Xian-Janssen Pharmaceutical, Siemens, Flextronics, Suzhou/Shanghai (Flextronics), Jabil Circuit (Jabil), BombardierHenan synear food locomotive, mengniu, Hangzhou, Nanjing, BASF, Bayer, Bosch/Changsha, Cheung Hong Kong, Dongguan VTechGroup, Canada Nortel Networks, Tyco Electronics/Casio Electronics, Shanghai Michelin or Goodyear, agile property, Mead (MeadJohnson), Pearl River beer, BBK electronics, Daikin air conditioner, gree air conditioners, Chengdu, Shanghai GM/GM-Wuling, Toyota, BMW Brilliance and Jinbei, Guangzhou Honda plant, Hainan Mazda, Zhengzhou Nissan, ZTE, BYD Auto, ChangAn Automobile, car(Pickup), several well-known companies such as ABB, Beijing.====================================================================================Course outlineFirst room: how important do sales plan/product plan coordinated plan/material interface management Product plan roles and positions---order Director/Director Production planning systems and processes determines the success company profit How important do sales plan/product plan/plan of materials structure/function Samsung scroll weekly load analysis and three-day production schedule from variable functions Midea group, continuous scrolling weekly load analysis and three-day production schedule from variable functions Schneider how important do sales plan/product plan/product plan organizational structure Product plan/material control----five functions under analysis follow up/preparation functions/dead stock prevention-------- How to build/poor planning, master production scheduling system-----level/second-level production plan Annual plan/rolling/rolling weekly/monthly plan rolling day planning and implementation Rolling monthly plans, supply balance system Huawei rolling annual/monthly/weekly/day plan preparation and implementation processes Huawei rolling monthly plans, supply balance system Extensible Markup Language instance analysis Production plan must have the professional skills and nine with five information- First-level master production planning and implementation process-APS system Secondary master production planning and implementation processes- Master production scheduling system----links command and coordination support functions Sales forecasting and production planning of cohesion and balance the production plan On time production planning VS marketing VS customer a "triple win" rule Faw-VW lock a weekly production schedule would not change control process Extensible Markup Language instance analysis Effective control was determined by a single, urgent orders, repair orders/plus order five measures (example)-----Zhongshan limited Sales forecast and master production scheduling (MPS) plan with monthly and weekly production plans/item (MRP) link flow- Ordermanagemen/APS system How important do sales forecast plan feedback/production planning and forecasting inventory control management Man Wah furniture orders plan to fine-tune the process system and balance the production plan System level, master production scheduling, supply balances-Shanghai medical products company- How important do sales plan sales forecast processes/process-sales planning process/capacity planning/production planning process Production planning control mode-rolling planning system/push expectations (push)/pull production control system (pull) Production control system Product sales strategy decision not to five plan (how important do sales plan/product plan/plan/procurement plan of materials/inventory plan) Case analysis of Shenzhen Huawei exquisite project management manual- Second, how important do sales plan---order management-/production planning and control processes (including project plan) How important do sales forecast plan/master production scheduling (MPS), with month/week all process controlling seven ways---lecturer/student reviews of a company Field diagnosis Through market surveys/feedback improve the forecast accuracy of three approaches Shanghai Michelin area how important do sales forecasting system of plan formulation and implementation processes Emerson area how important do sales offices how important do sales forecasting system of plan formulation and implementation processes Improve writing how important do sales forecast plan developing accuracy six steps Tyco Electronics, how important do sales forecast plan the preparation of six steps to Extensible Markup Language instance analysis Scrolling how important do sales forecast plan to fine-tune system reduce forecast inventory cost analysis Qingdao Haier products project plan overall program control flow analysis – order Extensible Markup Language instance management Suzhou Siemens month/week/day project planning timing coordination process Extensible Markup Language instance---MIS system Suzhou Siemens project planning timing system Extensible Markup Language instance analysis Foxconn ERP-SAP/R3 case studies---order a system master production scheduling process management Daikin air conditioner (Japanese company) plan control Extensible Markup Language instance of----MES system Qingdao Haier month/week/day project co-ordinating process Extensible Markup Language instance analysis of----MES systems Foxconn technology group (Taiwan) company's monthly analysis of rolling load capacity/production plan can not be changed for three days of rolling load capacity Analysis of the Extensible Markup Language instance analysis Suzhou Siemens production plan (led) three-day production schedule change analysis of rolling load capacity analysis of Extensible Markup Language instance JIT production mechanisms to address the order through frequent changes in three ways--Production plan change management SHUNDE midea household group was determined by a single, urgent order, single/single/supplement product emergency control plan process Extensible Markup Language instance analysis – Production plan change management Philips spike single/the urgent emergency plan case study-Production plan change control process management Philips week scrapping all process control case studyMaster production schedule at the third level/second-level production plan----order delivery progress control management Shortened product life cycle processes – lead time reduction? Siemens product cycles shortening process value stream case study Shortened product cycles in a company computer systems (UF) processes the main interface examples Monthly and weekly production plans to institutionalize continuous analysis of rolling load capacity A well-known Chinese company master scheduling planned load of 13 monthly basis A well-known Chinese company nine three-day production schedule load analysis based on Weekly production schedule, contents and preparation of exercise---- Monthly/weekly planning schedule table develop and implement key walkthrough – a company with five orders monthly and weekly production plan and scheduling form Developing case walkthrough Analysis of seven elements---human/machine load capacity load load ... ... A parts company in Guangzhou two thousand seven-fourths per month to load video files analysis Capacity load analysis case-----Guangzhou auto parts company Three stages of production progress monitoring---//after prior-information application in production management 5.1 How do I analyze data----MIS system 5.2 past---Dongguan production data acquisition system monitoring plan and schedule a company MES system 5.3 use LED/bar-code synchronization monitoring production progress real shows---in the management Communication processing production problems-the eight improvement measures (NCR goods management) Marketing reasons and countermeasures of disorder – cross-sectoral production progress control seven steps Philips (Shanghai) all sectors exceptions work/departments output loss of case analysis--------manufacturing performance management /Efficiency the efficiency of a company's production capacity in China table analysis-------production performance management Depth cases: a well-known Chinese company produces a plan departments control process (46 pages) Forth room logistics plans to follow up with stock control Logistics planning process----seven steps a company trainee diagnostic (students interact with the instructor reviews) Products, short delivery/purchase cycle logistics planning process Process to shorten the supplier's lead time of work on a regular basis-the Real Lead time monitoring Material procurement cycles longer, purchase plan (PR) process---Reorder Point management Determined, urgent order, fill Bill/plus/product plan emergency update material planning process analysis Siemens ERP-SAP/R3 RUN-MRP flow analysis of main interface Beijing Normal Order/CONSIGNMENT/VMI/JIT/Buffer a company Control the four purchasing workflow Mitsubishi Motor (Guangzhou) Limited (wholly in Europe), purchase order management process ERP-SAP/R3 system main interface case study- 1. supplier delivery control top ten – lead time reduction? 2. procurement of three form/delivery follow up monitoring tools Flextronics (us information) in the procurement of material under analysis follow up table Extensible Markup Language instance analysis Gree air conditioners posted by mining material prevent owes table case/ Lenovo purchase stock align table example One of the world 500 strong industries (United States information) posted by studying material tracking sheet case – mining Jabil Circuit A well-known Chinese appliances 營 corporate material queries/ERP-ORACLE system to follow up the main interface examples Material shortage causes eight and seven kinds of preventive measures Items received/sent/BU/borrow/return/exchange/stock control processes Beautiful material incoming/outgoing/fill/back/debit/check/change control process Items received/sent/BU/borrow/return/exchange/document management and reduce process-----account agreement Materials management complement 14 flow – warehouse management 3. 1 materials management essence of three blind spots and eight death – – Flextronics (Flextronics), American information company for the prevention System examples 3. 2 engineering change in a material flow analysis 3. Mazda 3 Faw feeding/loss control case studies--reduced circulation cost 3.4 operational planning five measures for warehousing and distribution 1 establishment of data distribution time/place 2 perfect distribution center 3 distribution plan 4 distribution tools, proper configuration of the 5 delivery operation techniques VTech warehousing process Extensible Markup Language instance analysis of overall programme delivery control – stock control inventory management In predicting how important do sales forecasts under the conditions to avoid purchasing inventory upgrade workflow Qingdao Haier company's demand forecast and inventory control process Extensible Markup Language instance analysis TCL forward purchasing inventory mode examples---lean long time overseas materials procurement Safety stock VS stock VS highest. minimum inventory definition Three safety stock setting method control method-ABC warehouse management Schneider Electric control method of Qi ABC Extensible Markup Language instance analysis Inventory according to Dan Wang Crest adjusting method ABB adjusted according to Dan Wang Crest stock three-phased Extensible Markup Language instance analysis Using bar codes and electronic data exchange with suppliers (EDI) methods to decrease inventory Inventory method of reducing the big five Nine major stock indices management/evaluation Quantitative calculation of inventory turnover The way to increase inventory turns Lenovo material flow rate of feed speed/velocity/examples Through onsite Diagnostics company inventory stock status using the six trainees----control mode sets the appropriate inventory management method to reduce Extracorporeal circulation cost Through supply chain management control: MOQ/supplier requirements less demand for qualified circulation cost inventory A well-known telecommunication company through the break to achieve "zero inventory" storyEpilogue: shout-pierce the window paperLearning/excited for two days, back to the company ... ... Combined with the company's actual situation-Issued through the student's work experience – share experiences/reviews/instructor reviewsPractice using the five steps ====================================================================================Tuition fee: 3800 RMB/person, 5800 Yuan/2 (handouts, refreshments, lunch, invoices, etc)Your reliable partner in:------------------------------------------Lai Yuan business consultants limitedCountry: 4008,899,628East: 021--51

Results (English) 3:

Hdqupxd, hello!
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production planning and material control of PMC- practice in 2014 November 27-28 day

(Shanghai) in 2014 December 06-07 day (Shenzhen) in 2014 December 20-21 day

(Shanghai) in 2015 01 months 24-25 day (Shenzhen)
01 in 2015 August 29-30 (Shanghai)
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curriculum objective:
production plan and material control department (PMC) is an enterprise "heart",Hold the enterprise production and operation of materials of total adjusted
degree and lifeline, overall working capital, logistics, information and other artery, directly relates to the effect of the production department, engineering department, production, procurement of goods
warehouse, quality control department, development and design department, engineering equipment, human resources and the financial cost budget control, the system and process decide the success or failure of
company profit. Therefore the PMC department and related management must fully understand: material planning, ordering, material scheduling, material
control (admission, withdrawal, borrow, preparation, etc.), production planning and schedule control, and be familiar with the use of this technology to solve the problem of management of solution
,Starting analysis of factory manufacturing cost and shorten the manufacturing cycle from the planned value stream learning PMC courses, improve logistics process based
ring efficiency (inventory, capital turnover rate) and customer satisfaction.
course benefits:
1, to establish a appropriate production and material control operation system, enhance the on time delivery and reduce the inventory cost and short,
2, prediction, long-term sales plan making, Achieve Inc strategy management target
3, on its own production capacity load pre detailed analysis, and to establish and perfect the mechanism of product data, help set up company products
process data
4, pre production to work out production schedule and weekly production plan complete,To improve the accuracy rate of preparation, maintaining smooth production
5, with the production plan to do a good material loss control and perfect preparation, reduce material loss mechanism and shutdown, material waiting hours in
6, on the production schedule and material progress timely follow-up and communication and coordination, shorten the production cycle, improve the competitiveness of enterprises to participate in the object:

, production manager, production director production planning related personnel, workshop director, supervisor, in charge of procurement of materials and related personnel training form:

practical explanation - the depth of analysis - situational simulation
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Introduction: Lei Weixu
- IEMA tutor of International Enterprise Management Association - Hong Kong Polytech University chief senior adviser MBA
*

* Hongkong Productivity Council lecturer American Management (AMA) authorized training division Tsinghua University / Peking University /
- Shanghai Jiaotong University / Zhongshan University guest lecturer in class EMBA
2004/2005/2006/2007/2008 years by pushing Training Forum known as "ten major practical training" our teacher, as a large Japanese port
company deputy general manager, material management experience of twenty years of production planning /. Teaching / tutoring more than 5020 Chinese and foreign enterprises, the essence of thaw set in Europe and America, Hong Kong, Taiwan,
in many enterprises, vivid, humorous style,Explain profound theories in simple language to explain or shallow into the deep, not only case is rich, and
provide a variety of practical problem solving tools and techniques. So far, more than 67000 people received their training.
had taught and coached enterprises but not limited to: Qingdao Haier, China Mobile, PetroChina and Sinopec, Beijing Unicom, Shenzhen Chinese
Huawei, beautiful air conditioning, Lenovo, China Southern Power Grid, Shenzhen nuclear power plant, the Yangtze River Three Gorges power station, Datang Telecom, Baisha Group,
Yudean group, Hainan Airlines, Shanghai Hitachi / Hitachi elevator, Coca-Cola, Schneider electric, a Hai FA switch, Shanghai Panasonic semi
conductor, Xi'an Yang Sen pharmaceutical, Suzhou / Shanghai Siemens,Flextronics (Flextronics) / Jabil Circuit (Jabil), Bombardier
locomotive, Mengniu, Henan Synear food, Nanjing BASF, Bayer, Hangzhou / Hongkong, Changsha Bosch long group, Dongguan VTech
group, Nortel, Tyco Electronics / Casio electronics, Shanghai Michelin / Goodyear, garden Yue real estate, Mead Johnson (Mead
Johnson), the Pearl River beer, BBK electronic, Daikin air-conditioning, air conditioning, Gree Shanghai GM / GM Wuling, Chengdu Toyota
, BMW Brilliance Jinbei, Guangzhou / Honda two factory, Hainan, Changan, Mazda BYD car car, Nissan, Zhengzhou Zhongxing Automobile
(pickup),Beijing ABB and many other well-known enterprises.
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syllabus
first room: sales plan / production planning / material planning coordination interface management
production planning role and position of director / - order commanding general production planning system and the decision process of

earnings success sales plan / production planning / material planning structure / function division
Samsung rolling load analysis and three week plan production plan can not be changed functions map
Midea Group continuous rolling plan weekly load analysis and three day production planning not change functional map