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POK launched a pilot trial of shop floor data collec- tion where the operators themselves input data in real time.


POK公司着手进行车间数 据采集的试点试验,由操 作者本人实时录入数据。


conduct the inventory. When the stock take


was complete, POK found a huge setback. When castings reach the machining stage, many can be turned into a variety of part numbers. Although the new ERP program had the ability of tracking serial numbers, the supplier had never had a cus- tomer tracking 100% of its production through unique IDs nor had it converted one part (casting part number) to several others (machined part numbers). POK wanted to make sure the system represented what


was truly going on, so customization programming had to be done at a core level of the software. Tis set the timeline to launch back a few months. POK also learned that the concepts of how to allocate


parts to production orders had not been fully understood by everyone, which meant the Work in Progress (WIP) tracking was not reliable.


Te main issue was the most advanced serial numbers in


the process had not been put against the most urgent orders. Also, several part numbers did not have open orders. POK could not allocate its data since it had not been input. After serious consideration, the metalcaster decided it was


easier to clear all the stock take information and start again rather than fixing the unreliable information already input. 5. Getting Ready to Go Live, Take 2: Involving peo-


ple so they believed the new ERP system would eventu- ally minimize administration labor was probably the most difficult part of the implementation. Even though POK has a relatively young (but experienced) staff who were comfortable working with complex computer pro- grams, breaking habits was hard. Te basic concepts of how the system worked and the


goals it would help the company reach had not been success- fully communicated to the workers. Te company chose 20 ERP process owners and launched a training week during which the people who were going to be using the ERP pro- gram on a daily basis were taught the advantages of a correct WIP count and order allocation. After the training week, POK was ready to make another


stock take. In February 2013, POK conducted a physical inventory and commissioned teams to input data. As a con- firmation, a route sheet was printed from the ERP program and attached to every single part in process to ensure nothing was left out. POK controlled what it defined as most important processes and instituted obligatory bookings. Tis meant if


到达加工工段,许多已 经变成各种部件编号。 虽然新的ERP系统有跟 踪序列号的能力,但是 供应商从来没有通过唯 一的ID号为客户100% 追踪其产品,也不会把 一种产品编号(铸件编


号)转换为其他编号(已加工零件编号)。 POK公司想要确保系统能够展示工厂真实的运行状 况,所以定制程序不得不作为软件的核心层面开发。这 个要求把项目进度时间表又向后推了几个月。 POK公司还了解到,如何把产品编号分配到生产 订单的概念还没有完全被大家理解,这说明在制品 (WIP)的追踪工作还不可靠。


目前面临的主要问题是系统没有把最靠前的序列号 分配给最紧急的订单。此外,有些部件编号没有订单。 因为它没有被输入,所以POK公司无法分配这些数据。 经过认真考虑,铸造厂认为先清除所有库存信息再 重新开始,比整理已输入的不可靠信息更加容易。 5.准备使用,第二步:与人有关,他们相信新的ERP 系统最终会减少管理的工作,因此,可能是实施过程中 最困难的部分。尽管POK公司有相对年轻的(但是有经 验的)员工,能够胜任复杂的电脑程序工作,但是打破 习惯很困难。


系统是如何运行的以及它能够帮助公司实现的目 标,对于这些基本概念,公司并没有与操作者进行有效 沟通。公司选择了20 位每天将要使用ERP程序的员工 进行为期一周的培训,让他们了解准确的在制品盘点和 订单分配的优点。


培训一周后,POK公司准备再次盘点。2013年2 月,POK公司进行实物盘点,并让现在的团队来输入数 据。为了确保准确,从ERP程序中打印了进度表并附在 过程中的每一个零件上,以确保没有遗漏。 POK公司控制它所定义为最重要的工艺过程,并制 定了强制性登记。这意味着如果某个序列号没有被记录 为“通过阶段”,该零件将不被下一个阶段接受。这些 阶段包括浇注、热处理、无损检测、铸造清理、待加工 和精加工。


40 | FOUNDRY-PLANET.COM | MODERN CASTING | CHINA FOUNDRY ASSOCIATION December 2015


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