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MRPⅡ实施前,美的集团一直采用手工制订生产计划的方式,即生产科生产计划、车间生产计划和产品销售计划的生产作业三级计划,这些计划对迅速变化的市场已经显然不能胜任,并且易造成产品积压或供不应求。中国广东省美的集团风扇厂年产量将近1100万台。如此大的产量,所需物种多达上万种之多,同时生产和经营机构也是庞大的。美的集团的领导清楚地意识到若想保持企业的可持续发展的能力,管理思想和手段必须上一个新的台阶。决定大规模投资上千万元全面实施MRP Ⅱ工程。实践证明,美的集团风扇厂通过MRPⅡ工程不仅在企业内部实施了一级
Prior to the implementation of MRPII, Midea Group had been adopting the manual production of production plans, namely, the production engineering production plan, workshop production plan and product sales plan production level three-level plan, these plans have obviously been incompetent for the rapidly changing market, and are liable to cause Product backlog or supply exceeds demand. The annual output of the Group’s Fan Group in Guangdong Province, China is nearly 11 million units. With such a large amount of production, there are as many as tens of thousands of species, and the production and operating institutions are also huge. The leaders of the Midea Group are clearly aware that if they want to maintain the company’s ability to achieve sustainable development, management ideas and methods must be taken to a new level. Decided to invest tens of millions of yuan in large-scale implementation of the MRP II project. Practice has proved that the MRP Group’s fan plant not only implemented a level within the company through the MRPII project.