China's large and medium-sized backbone printing enterprises have enjoyed preferential policies of the state to encourage the introduction of high-tech equipment during the “Ninth Five-Year Plan†period, and have carried out large-scale process upgrades and upgrading of technology and equipment. On this basis, with the ISO9000 certification, the implementation of modern management methods and other forms, focusing on improving product quality, standardizing on-site management, etc., we have strengthened the work of basic management and achieved certain results. At present, many printing companies have begun to pay attention to the control of production logistics control, and regard it as an important way to increase efficiency, tap potential and increase efficiency, and develop the company's “third profitâ€. This article, combined with the factory's practice, talks about establishing a new type of printing enterprise logistics control management mode. Analysis of Production Characteristics and Logistics Status of Printing Enterprises The internal logistics control and management of printing enterprises is different from what is commonly referred to as “third-party logisticsâ€, but it is the control and management of the internal logistics planning, storage, transportation, settling, distribution, statistics, and information record feedback. For internal logistics, different types of companies have their own internal laws and objectively understand this pattern, which helps enterprises to plan and design scientifically suitable production characteristics from the perspective of establishing a benign production order, reducing production costs and increasing productivity. The logistics control model. As a discrete processing enterprise, the printing enterprise has the characteristics of small batch, multi-varieties, non-repeated and non-streamline production in the processing of product structure and processing methods. Therefore, raw materials, work-in-process, and finished products are not concentrated in the logistics state, and distribution is not regular. Happening. Under such circumstances, there are problems such as large production area, unconcentrated warehouse goods, and irregular site management. In addition, the extent to which modern scientific management is implemented lags behind the upgrading of technological equipment. There are also problems such as the lack of timely feedback of material information and the experience of logistics control management. Effectively improving this situation has important implications for improving the logistics management level of printing companies, standardizing on-site management, and improving economic efficiency. The practical exploration and understanding of the factory in the past few years are: establishing a new concept, overall planning and layout, starting with the details, introducing modern management techniques, and attending the workshop and the staff of the cadres and workers. "Paperflow" control is the key to logistics control The most direct processing and production target for a book printing company is paper. From raw materials to work-in-process, to finished products, the volume of paper flow, the space occupied, the number of times of repeated processing, and its value are the largest and most numerous. Therefore, it can be said that "paper flow" control is the key to the logistics management of book printing companies. The control of "paper flow" is undoubtedly the fundamental link to improve the status quo of logistics and solve the problem of lag. The factory has adopted new control measures based on three different flow patterns of paper, product in process, and finished product in the production process, and has received more obvious results. The specific approach: three-dimensional storage of raw paper; dynamic distribution of processing; finished products shipped in a timely manner. In order to improve the paper inventory conditions and ensure that there are no major changes in its physical properties, and at the same time achieve the "first-in, first-out" inventory paper, the factory invested nearly 10 million yuan in 2002 to build a fully automated warehouse with shelf-style automation, warehousing There are 2097 sheets (1.5 tons/bit) of lithographic paper, and the paper roll adopts a three-dimensional erection method, which can store 1800 tons of paper, which solves the problem of paper storage. In order to maintain a good production order and ensure a smooth production site, a dynamic paper distribution system and a product placement management system are strictly stipulated and implemented. The material supply department dynamically feeds paper according to production schedules and demands, and semi-finished products are placed in designated areas and specified times. Batches of products are sent from the production site in a timely manner, and sporadic products are put into storage in a timely manner. In the environment of production scheduling, material supply, and overall coordination of workshops, the “paper flow†is well controlled and the production season reaches a monthly production capacity of 90,000 reams. "Paper flow" was about 4,500 tons, and 14 million finished books were produced. There was no outdoor storage or the scene of the workshop was crowded and chaotic. The production order was orderly. Establish a standardized logistics order in the production process On the basis of good control of “paper flowâ€, printing companies must improve their logistics management. They must also do a good job in the logistics management of related accessories and production processes, establish a sound logistics environment, and standardize them. The details of the logistics management can not be ignored, and the "paper flow" management of the main material paper complement each other, and determine the realization of the overall logistics management effect. After strict and standardized management of "paper flow", the factory set up a standardized logistics order for all aspects of production. Specific measures mainly adopt the "three concentrations and one standard" approach. "Three-concentration" refers to the centralized production and distribution of printing plates, centralized management of auxiliary materials, and centralized cutting of the original paper. "One criterion" is to ensure the unification of logistics route and time. In the centralized production and distribution of printing plates, the imposition and printing processes were merged into the platemaking workshop. According to the requirements of the production process, the plate-making staff concentrated on making the plates for each machine and delivered them to the machines on time. The old printing plate replaced by the machine table is timely recycled by the material delivery personnel, so that the plate material management rules are orderly. The centralized production and management of printing plates not only saves production sites and personnel, but also standardizes the printing plate work procedures and quality standards, and improves production efficiency and product quality. In terms of centralized management of auxiliary materials, the original material warehouses of all workshops were cancelled, and they were directly managed by the supply and marketing department of the factory materials. Three distribution site libraries are set up in the production area, and the staff regularly delivers production auxiliary materials to the machine platform. The implementation of a centralized distribution system for auxiliary materials has greatly reduced the inventory of materials, increased the flow rate of inventory, shortened the logistics routes for a large number of accessories, and reduced the number of warehouse managers. The centralized cutting of the base paper takes centralized management of the paper cutting process, which reduces the occupation of the work area and enables the paper cutting equipment efficiency to be more effectively played. The centralized management of the paper cutting process has become an effective part of the "paper flow" orderly management. The specification of the logistics route and time refers to the flow of people and transport vehicles and distribution on a certain route and within prescribed time and area. In order to ensure the quick and convenient production of internal logistics, in the closed production area of ​​20,000 square meters, each production unit is connected to an organic whole, the automatic induction quick start gate is installed between the channels of each process, and the door opening to the outside is modified. As an automatic industrial door, it ensures the smoothness and quickness of various logistics in the production process, and meets production and technical requirements in terms of temperature, humidity and dust degree in the production area. In addition to transportation vehicles and delivery personnel carrying material distribution along the prescribed route and time, employees have specific designated locations, specified routes and time for meals, changing clothes, going to work and so on. The implementation of the "Three Concentrations and One Regulation" has promoted the safety, orderliness, efficiency and speed of production and operation logistics. "Three-in-one" information network logistics management The "three-in-one" of logistics, information flow and value flow is the goal pursued by each printing company's logistics management. To achieve this goal, it must rely on a complete computer information network system. Since 1999, the factory has started to set up an enterprise LAN and completed the construction of hardware facilities. It has introduced and applied MRPII management commodity software. This is a production management information system that integrates materials, production, and finance. Its basic function is to collect customer information, to achieve material delivery and production tracking under production orders, and to report sales from products to financial settlement and cost allocation. To achieve unified production scheduling, online logistics information, business data network transmission, and sharing of information resources. The logistics information network subsystem is based on the concept of “big logisticsâ€. On the one hand, it connects the inventory information generated by the computer control system of the integrated warehouse with the MRPII system of production management; on the other hand, it passes through various departments and workshops. The computer terminal timely enters and generates on-line production logistics information, and establishes a fully functional automated logistics management system including production raw material storage and distribution, finished product and work-in-process transfer, and finished product delivery and other information, so that the physical form of material flow and corresponding statistical data, The simultaneous reflection of value information, through step-by-step implementation and gradual improvement, completes the integrated communication of materials, production, and financial information, and initially realizes the “three-in-one†logistics management control. We believe that printing companies implement a scientific logistics control management model, and standard site management is the basis. A complete computer information network environment is a condition. Establishing a procedural production workflow and material deployment process is a guarantee. From the perspective of increasing the economic efficiency of enterprises and raising the level of scientific management, the introduction of advanced production equipment and the application of modern management techniques, and the implementation of scientific corporate logistics management are the major management issues that many large and medium-sized printing companies should pay attention to at present. It is also an effective way for companies to increase revenues and reduce expenditures.
How to establish a new type of printing enterprise logistics control mode