Beruflich Dokumente
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1. Introduction
Introduction to client
Networks
Requirements of client
Client - customer relations
2. Literature survey
Introduction to ASAP methodologies
ERP packages
Different modules involved in SAP
Application of SAP R/3 system
3. Introduction to project
Title of the project
Objective of the project
Aim and purpose of project
Study of shop floor maintenance
INTRODUCTION OF CLIENT
HISTORY:
The Producer, with variety and various production sites in Lebanon,
Saudi Arabia, Egypt, Philippines, suizhon, shanghai etc spread around
the globe.
NETWORKS:
Gandour products are now available in more then 55 countries world wide
supplied from Gandour network of factories.
Gandour employs more then 25000 associates around the globe with in
the manufacturing stores and group of companies.
PROJECT SCOPE:
SAP-PP implementation in gandour group of companies.
ORGANISATIONAL ELEMENTS:
1. Client --Gandour group of companies.
2. Company codeGandour Malaysia SDN.BHD
3. Controlling areaGandour controlling area.
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REQUIREMENT OF CLIENT:
Implementation of SAP in gandour group of companies due to
globalization of organization for best results.
INTRODUCTION TO SAP
EVOLUTION/HISTORY OF SAP:
In 1971, the first financial accounting software formed the basis for the
continuous development of other software components, which later after one
year I.e. in 1972; SAP AG R/1 was founded in Mannheium (Germany) by a
group of ex-IBM engineers.
After the end of decade,
In 1980 it leads to the birth of SAP R/2, which is designed to
handle different languages and currencies.
In 1990s SAP R/3 has been took birth that has unleashed in to
market as
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Client.
Company code.
Group Company.
Controlling area.
Purchase organization.
Plants.
Sales organization.
Distribution channel.
Division.
Sales organization.
CLIENT CHARACTERISTICS:
A highest hierarchical level in SAP (e.g. corporation).
COMPANY CODE:
A company code represents an independent balancing and or legal
accounting entity for example a company within a company group.
Balance sheet and profit and loss statements, required by law can
be created at the company code level.
CONTROLLING AREA:
In the controlling area intensifies a self contained organizational element for
which the management of costs and profits can be performed.
PURCHASE ORGANIZATION:
Responsible for procurement for one or more plants.
Responsible for negotiating pricing and delivery terms with vendors.
PLANT:
Usually manufacturing facility, ware house or a location that stocks
manages and valuates inventory.
Links to PP, MM and SD.
A plant is assigned to a company
Purchasing organization is assigned to plant.
DISTRIBUTION CHANNEL:
Breakdown with in sales for different product distribution methods
such as wholesale vs. retail.
Sales orders belong to one distribution channel.
DC assigned to a sales organization.
DIVISION:
SALES AREA:
It is the combination of
Sales organization.
Distribution channel.
Division.
ASAP METHDOLOGIES
ASAP-ACCELERATED SAP
Accelerated SAP is a long time tool used to help make this
transformation easier by assisting in the implementing of sap. Its purpose
is to help design your sap implementation in the most efficient manner
possible. Its goal is to effectively optimize time, people, quality, and other
resources, using a proven methodology to implementation. ASAP focus on
tools and training wrapped up in a five well known consecutive phases:
Phase 1: project preparation
Phase 2: business blueprint
Phase 3: realization
Phase 4: final preparation
Phase 5: go-live and support
It entails a reengineering of your current environment, structure,
systems, and process across both business and it organizations.
clearly defined ideas, goals, and project plans devised before moving
forward.
An Efficient Decision-Making Process
One obstacle that often stalls implementations is a poorly
constructed decision- making process .before embarking on this venture,
individual need to be clearly identified. Decide now who is responsible for
different along the way. From day one, the implementation decision-makers
and project leaders from each area must be clearly defined, and they must
be aware of the onus placed on them to return good decision quickly.
Environment Suitable For Change and Re-Engineering
Your team must be willing to accept that along with the new sap
software, things are going to change the business will change, and the
information technology enabling the business will change as well. by
implementing sap, you will essentially redesign your current practice to
model more efficient or predefined best business practices as espoused by
sap. Resistance to this change will impede the progress of your
implementation
Building a Qualified Project
Probably the most important milestone early on is assembling a
project team for the implementation. your project team must be a
representative sample of the population of your company. If you are
implementing the materials management and plant maintenance modules in
etc.
PHASE 3: REALIZATION
With the completion of the business blueprint in Phase 2, functional
experts are now ready to begin configuring SAP. The realization phase is
broken into two parts:
before go-live and more importantly, the migration of data from you old
system or system of SAP.
Workload testing (including peak volume, daily load, and other form of
stress testing), and integration or functional testing are conducted to ensure
the accuracy of your data and the stability of your SAP system. Because you
should have begun testing back in phase 2, you do not have too far to go until
go-live. Now is an important time to perform preventative maintenance
checks to ensure optimal performance of your SAP system.
At the conclusion of phase 4, take time to plan and document a go-live
strategy. Preparing for go-live means preparing for your end users questions
as they start actively working on the new SAP system.
ERP PACKAGES
1. SAP
2. Oracle
3. People soft
4. Baan
5. Ramco
As an entrepreneur he decides as to
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OBJECTIVE OF PROJECT:
Implementation of SAP-PP in confectionary firm.
PLANT LAYOUT
Plant layout refers to the arrangement of the physical facilities including
work centre for the manufacturing of a product.
It is spatial arrangement of the physical resources used to produce a
product.
OBJECTIVES
PRINCIPLES OF LAYOUT:
Meether in his practical plant layout has suggested the
fallowing six principles
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Principles of flow:
The best layout is that in which all the availability space (vertically
and horizontally) is most effectively and economically utilized.
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Principles of flexibility:
The layout should be flexible for future adjustment at the lest cost
disturbance. This is in view of changes in product design or production
process.
LAYOUT DECISIONS
Once site selection (plant location) is finalized, necessary data
pertaining to the desired product are collected. Then, depending on the
methods of manufacturing or processing fallowing layout decision are
taken.
TYPES OF LAYOUT
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B.
C.
Process layout
Product layout
Fixed position layout
D.
Combination layout
PROCESS LAYOUT
This type of layout is characterized by keeping similar
machines at one location.
For example, lathes placed in a separate place called lathe section
or subsection. Similarly drills, shapers, welding machines etc... Fixed
place exclusively in their respective section on functional basis.
Similarly, manufacturing layout could have process department
such as welding, heat treatment, painting etc,
This type of layout is also called Analytical layout.
APPLICATIONS:
Process layout is suitable for job order, nonrepetitive and
non-standardized production.
Distribution ware house, Hospitals, Medical clinics, Office
buildings etc, often designed in this manner.
Process oriented layout is appropriate for intermittent
operation such as automobile repair facilities.
ADVANTAGES:
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DIADVANTAGES:
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PRODUCT LAYOUT
In this type of layout machines are arranged along the product line.
All the machines required in the processing of a product are grouped
together in a department and one installed to sequence of operation.
All the components, sub assemblies etc, are started at right time
to be ready at the required time and are kept moving until the finished
product is available at the end of assembly line.
This is also know as synthetic layout
The product layout need not be a single straight one it may be
rectangular, Z-shaped, circular etc. with out back-tracking.
APPLICATIONS:
Continuous production.
Production of standardized parts.
Mass production.
Automotive industry and beverage bottling plants, for
instance, are excellent examples which use product layouts.
ADVANTAGES:
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work.
DISADVANTAGES:
COMBIMATION LAYOUT
A combination of both the process layout and product layout is the
rule rather than exemption. Combination layout combines the advantages
of the both the layout. As the matter of fact, each process is setup asa unit
or department, and these units are then arranged into a product layout.
A combination layout is possible where layout is possible where an
item is made in different types and sizes. It is suitable for JOB SHOPS
and semi mass production situations. A combination layout is also useful
when sequence is same; none of them is to produce in bulk.
For example files, hacksaw, circular metal saws, wooden saws etc...
Can be manufactured on a combination type of layout.
In factories, where first the products are manufacturing and then
assembled, this layout is generally used.
Example:
APPLICATIONS:
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Ship building.
Locomotives.
Air craft manufacturing.
High pressure boilers and vessels fabrication.
ADVANTAGES:
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Continuity of work.
Involves least movement of work.
Maximum flexibility for changes.
Variety of project can be undertaken.
DISADVANTAGES:
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CLIENT :
General data
2.
Material number.
Description.
Units of measure.
Technical data.
PLANT:
Plant specific data
MRP data.
Work scheduling data.
Purchasing data.
3.
STORAGE LOCATION:
Storage location specific data
Storage quantities.
BILL OF MATERIALS:
Definition:
A bill of materials is a complete, formally structured list of the
components of a product or assembly. A bill of material contains the
description of each component, the quantity, and unit of measure. A bill of
material creates the relationship between an assembly and all of its direct
components.
BOM INTEGRATION:
1. BASIC DATA:
Material
Equipment
Documents
BOMs
Routing
Classes
PRTs
Work centers
3. Controlling:
Product costing
4. Material management
Purchasing
Storage location
5. Plant maintenance
Preventive maintenance plan
Maintenance order
PUPROSES OF BOM:
1)
The data stored in bills of material serves as a basis for production
planning activities such as:
A design department (working with CAD) can base its work on bills of
material. You can also create a BOM in the R/3 System from your
CAD program, via the SAP-CAD interface.
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The data stored in bills of material is also used in other activities in
a company such as:
Sales orders
STRUCTURE OF A BOM:
BOM data is structured as follows in the R/3 System:
The BOM header contains data that applies to the entire BOM.
The BOM item contains data that only applies to a specific
component of the BOM.
Sub-items contain data on the different installation points for
partial quantities of an item.
BOM CATEGORIES:
1. Material BOMs:
A bill of material that you create for a material is known as a
material BOM
2. Equipment BOMs: BOM with Reference to Equipment
The system also allows you to maintain BOMs for equipment
(technical objects for plant maintenance).
Equipment BOMs are used to describe the structure of equipment
and to assign spare parts to equipment for maintenance purposes.
Uses of BOM:
1. Production i.e. operation.
2. Engineering i.e. technical data.
3. Costing i.e. price.
4. Sales and distribution i.e. order quantity.
Item categories:
Recursiveness.
Simple BOM:
A.
Variant BOM:
B.
Multiple BOM:
WORK CENTER:
Work centers are used to describe where and how each
manufacturing operation is performed.
Each work center contains distinct capacity, costing and scheduling
information.
Operations are carried out at a work center. In the R/3 System work
centers are business objects that can represent the following real work
centers, for example:
Production lines
Scheduling
Operating times and formulas are entered in the work center, so that the
duration of an operation can be calculated.
Costing
Formulas are entered in the work center, so that the costs of an operation
can be calculated. A work center is also assigned to a cost center.
Capacity planning
Various default values for operations can be entered in the work center.
Default Values
You can enter default values for operation and sub-operations in work
centers. The default values are then copied when you assign the work
center to the operation or sub-operation.
Default values in work centers are for instance:
Control key
Suitability
Activity type
Control Keys
A control key uses the following keys and indicators to determine how
an operation or a sub-operation is to be processed in a task list.
Examples of such keys and indictors are:
Scheduling:
If you set this indicator, the system carries out scheduling for an operation
or it determines the earliest or latest dates for a sub-operation. If you do
not set this indicator, the system does not schedule the operation or suboperation, the system automatically sets the duration to zero.
Capacity planning:
If you set this indicator, the system creates capacity requirement records
for the operation or sub-operation. If you set this indicator for a control
key, you must also set the scheduling indicator.
The system only creates capacity requirements if you have set the
capacity planning indicator and maintained the corresponding
formulas.
Costing indicator:
Use this indicator to specify whether the operation or the sub-operation
should be costed.
Confirmation: Use this indicator to specify whether and how the
operation or sub-operation should be confirmed.
Time tickets: Use this indicator to specify that time tickets is printed for
the operation or sub-operation.
Print operation: Use this indicator to specify that shop papers are printed
for the operation or sub-operation.
ROUTING
Routing describes the sequence of operations required to produce a
specific material, for each operation, the material component and the
production resources and tools required to produce the material are
maintained in the routing.
PURPOSE:
Routings enable you to plan the production of materials (products).
Therefore, routings are used as a template for production orders and run
schedules as well as as a basis for product costing.
FEATURES
In a routing you plan
Material master.
Bills of material.
When you use MRP for in-house production, you also need the following
components if you want to determine production dates:
Work center.
Routings.
Demand management.
MASTER DATA:
Implementation Options:
The Master Data component forms the basis for MRP. You cannot
execute MRP without maintaining the master data.
Features:
The master data for MRP, which can be maintained over the MRP menu,
includes:
Planning calendar.
Quota arrangements.
lot-sizing procedure
MRP type
MRP area
MRP AREA:
Definition
The MRP area represents an organizational unit for which material
requirements planning is carried out independently.
Basically, there are three types of MRP area:
The plant MRP area initially contains the plant together with all its
storage locations and stock with subcontractors.
When you have defined MRP areas for storage locations and for
subcontractors and you have assigned the materials, the plant MRP area is
reduced by exactly this number of subcontractors and storage locations.
This is because they are now to be planned separately.
You can define an MRP area that consists of a particular storage location,
by creating an MRP area and assigning the storage location to it. Material
requirements for this storage location are then planned separately from the
rest of the plant.
REPETITIVE MANUFACTURING:
Purpose
This component can be used for production planning and control in a
repetitive manufacturing environment.
You can use repetitive manufacturing as either make-to-stock REM
or make-to-order REM such as in the automotive industry, for example.
The goals of repetitive manufacturing are the following:
Implementation considerations:
You can implement Repetitive Manufacturing if the following is true
of your production process:
Your products always follow the same sequence through the machines
and work centers in production.
Integration
Within logistics, Demand Management precedes Repetitive
Manufacturing:
o
PP MRP
PP Work Centers
PP Routings
PP Bills of Materials
Features
Master data
There is specific master data required for Repetitive Manufacturing.
This includes the repetitive manufacturing profile and the product cost
collector.
Planning table
Sequencing
You can use Sequencing to carry out takt-based scheduling which
determines the sequence in which planned orders are produced on the
production line. Sequencing simplifies the dispatching process, especially
for high order volumes, and enables you to display them in a graphic.
Pull list
You can use the pull list to control in-house material flow, supplying
production with materials. The pull list checks the stock situation at the
production line, calculates the missing parts for the components and
triggers replenishment for these missing parts.
Back flushing
Production completion confirmations are simplified and are made with
reference to the material being produced. The completion confirmation
usually includes the back flushing of components and the posting of
production costs.
Cost Object Controlling
In repetitive manufacturing, you usually determine costs per material or
per production version via a product cost collector (product cost per
period).
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PP-PI(process industries)
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PP-PC(product costing)
PRODUCTION ORDER
A production order specifies which material is to be produced, where it is
to be produced, which operations are required to do this and on which
date production is to take place. It also defines how the order costs are to
be settled.
Order Release
A production order must be released, before it can be processed. You can
use the time period between creating and releasing a production order, for
example, to carry out company checks and preparations.