1С:ERP Enterprise Management 2.0

Article: 4601546109118

« 1С:ERP Enterprise management» was created on the innovative platform « » version 8.3 by a project team of 1C specialists with the participation of a specially created expert council, which included specialists from leading 1C partners (ERP Centers, 1C Development Centers) and heads of specialized departments of large industrial enterprises.

Before the release of this software product, thorough tests were carried out, both by a team of specialists and by practical implementations in enterprises.

In turn, budgeting has become more transparent due to the tabular mechanism for generating estimates, the obvious calculation of the required performance indicators, the flexible introduction of operational changes and a reliable confidentiality regime. Significant progress has been made in the automation of logistics and warehouse business processes and improvements have been made in the following areas:

• effective coordination of cooperation with clients
• application of automated sales procedures
• automatic pricing according to optimal inventory turnover
• package organization of commercial interaction
• control of the sales process in real time

Borrowing the functionality of "": analysis of the warehouse occupancy and reservation of space for priority deliveries, control of reusable containers, management of goods transportation.

Regarding the organization accounting in this ERP system, it is now possible to regulate individual principles of documenting transactions, quickly control wiring in the context of primary documentation, it is important to correct the operations performed, automate the administration of special VAT accounts, generate detailed required forms financial reporting.

Not without development in the subsystem of personnel management and payroll and bonuses. Now it's comfortable to drive staffing, carry out a fair calculation of wages according to actual labor productivity, correctly display labor costs in management and accounting.

Depending on the required type of access to the system, the appropriate mode of operation is applied: full-fledged, thin and "cloud" client.

Nuances of the functional model "1C: ERP Enterprise Management 2.0"

The operation of this system is based on generally accepted principles of committing entrepreneurial activity according to the business model.

Thus, the whole system is easily configured, if necessary, unnecessary modules are simply not deployed. The company that will implement "1C: ERP Enterprise Management 2.0" without fail complies with the requirement IDEF0 standard, which implies a detailed analysis of the interaction of individual subsystems for each specific project. As a result, stable functioning of the entire system is achieved with significant compliance with the needs of the enterprise.

This article continues the series of publications about the new ERP system released by 1C at the end of 2013, "1C: ERP Enterprise Management 2.0". The article is devoted to the organization of production planning in the program 1C:UP2.0. The author is Ekaterina Smirnova, a leading consultant on the implementation of ERP systems at the Razdolie exhibition center.

Introduction

The purpose of this article is to talk about the production planning methodology in the new software product "1C: ERP Enterprise Management 2.0" (hereinafter referred to as 1C: ERP).

I want to note that the concept of planning in 1C: ERP is fundamentally different from the mechanisms laid down in SCP 1.3. The Theory of System Constraints (TOS) by E. Goldratt is taken as a basis, namely: the performance of the system as a whole is determined by the performance of its “weak link”. Accordingly, the task of the production planning subsystem is to optimize the load of just such a work center. In other words, the work center that does not allow the enterprise to sell more products is called a bottleneck or a drum.

So, in accordance with the TOC, the system must plan the operation of the bottleneck. Work centers in the production chain before and after the drum, if they are not restrictions, are not planned. They are considered only as temporary buffers, that is, the program gives the subdivision time to perform production operations, but does not control their loading. It is understood that due to the greater productivity than the productivity of the drum, such work centers will be able to complete the entire production program.

Due to the fact that the performance of the system is determined by the performance of the drum, the rhythm of launching materials into production should also be determined by the operation of the drum. This methodology is called Buffer Drum Rope (BDR).

It should be noted that 1C:ERP does not limit the work of the planning subsystem to only one bottleneck. In the event that the enterprise has several machines / work centers that should be controlled, then the program allows you to define production routes on several drums.

Together with the BPM, the concept of rhythmic planning is used. This is implemented in the system as follows: all the work of the production unit is divided into equal planning intervals (they can be from one hour to a month), and planning is carried out within the interval.

To ensure rhythm, the processing operations of one batch of products at different work centers are distributed over different time intervals. Even if two operations fit into one time slice, they will be distributed in different intervals, and the remaining time can be scheduled for the operation of another batch.

It should be noted that within the framework of 1C:ERP, buffers for performing other operations that are not involved in planning also occupy at least one entire planning interval, even if the execution of the operation takes only part of this time.

Production planning is divided into 2 levels:

1. The level of the global dispatcher - planning the passage of the production chain as a whole by departments, production sites. The global dispatcher does not schedule time for each operation, but only sends a list of operations to be performed in each time interval. Also, the global dispatcher controls the availability of materials and semi-finished products at the beginning of each operation. Another task of the global dispatcher is to control the execution of all production operations based on the results of the planning interval.
2. Local dispatcher level - Production planning within intervals. The local dispatcher determines a specific execution time for each operation received from the global dispatcher. It also determines the specific work centers that will work on the execution of operations, and the sequence of batch processing.

In addition to the described planning option, the system also implements operational planning, but we will not dwell on this in the article.

Let's consider the principles of planning written above on an example.

Before proceeding with planning operations, reference information must be entered into the system.

The first thing that must be defined in the system is the structure of the enterprise: a list of production units that will participate in the production process.

The information required for the planning subsystem is located on the "Parameters of the production unit" tab

The work schedule determines the periods of availability of the production unit. If it is not set, then the value of the main schedule, set for the enterprise as a whole, is taken.

Each department can have its own work schedule, which will be inherited by work centers.

A very important parameter is the warehouse of materials. When planning, the availability of materials for production will be evaluated exactly at the warehouse specified for the department.

The planning interval is a quantum of time that determines the rhythm of the unit's work. It can be one hour, day, week and month. Each department can have its own scheduling interval.

It also indicates the option of managing route sheets. As part of the article, we will consider the Drum Buffer Rope technique.

The next guide that needs to be completed before starting planning is the work center structure. The directory consists of two parts: Types of work centers (groups of the same type of machines), and the work centers themselves.

The global dispatcher, which controls the entire production process, works specifically with the types of work centers.

The local dispatcher ensures and controls the loading of each work center individually.

The main parameters relevant for planning are set in the form of a work center

The view of the work center must necessarily be subordinate to the site (subdivision). Work center types can have their own work schedule, different from the work schedule of the department or the enterprise as a whole, but the planning interval is taken from the department.

Maximum Availability - a parameter that determines the maximum operation time that can be performed on this type of work centers. This means that if the maximum availability time is 8 hours, an operation that takes 16 hours to complete will take 2 days to process. At the same time, if it takes 16 hours to process one product, then several machines will allow processing more products, but will not speed up the processing of one.

The most significant buffer is a parameter that determines the time (in percent) that will be taken into account when scheduling. If the buffer is smaller, then it will be ignored and will not occupy the scheduling interval.

If the flag "Take into account availability according to work schedule" is not set, then it is considered that work centers of this type can perform any amount of work.

The availability reserve allows you to set the percentage of the safety margin for the repair of marriage, urgent orders, etc. When scheduling, by default, this time is not occupied. To use it, you must set the appropriate permission in the production order.

The "Schedule work for" option determines the default period for scheduling the availability of the DC.

If you want to plan changeover in 1C:ERP, then you can set the time by setting the flag "Setting options are used".

Specific machines are entered in the "work centers" directory with reference to the type of work center. For the work center, an individual work schedule and an "Operating time factor" can be specified. The coefficient allows, within the same type of RC, to drive machines with different productivity. When planning, the required processing time from the specification will be multiplied by it.

Next, for planning purposes, you need to set the availability of work centers. This operation is performed using the document "Accessibility of work centers". The document consists of 2 tabs. The first tab lists the types of work centers. The list can be compiled by division and by work centers for which the availability schedule is not filled.

On the second tab, a list of created availability schedules.

In order to generate a document, on the "Types of work centers" tab, select the line and click the "Set work schedule" button.

The document is compiled for the type of RC, the RCs themselves are listed in the lines of the tabular part of the document.

The period is set automatically as the current date plus the number of days specified in the "Schedule work for" option of the work center view. The period can be adjusted manually.

Work center availability is determined in hours for each scheduling interval, taking into account work schedules and availability reserves.

If necessary, the availability can be changed manually. A sign of manual adjustment appears in the field of the changed value.

Availability must be set for all types of work centers involved in the production process, since the planning subsystem takes data for plotting graphs from this document.

Another mandatory object for planning purposes is the resource specification. It is in the specification that the stages of production and the need for materials are set.

Specifications are set from the "Nomenclature" reference card on the "Production" tab.

All specifications are complete. On the "Output product" tab, one or more output products are specified. It is obligatory to indicate the share of the cost even if the output of one product is planned. The cost share is important for the cost accounting subsystem.

On the “Materials and works” tab, a list is set source materials, semi-finished products or work required to produce a product. For each line, you must specify a costing item. This attribute is not involved in planning, but is significant for cost calculation, so an empty attribute will lead to errors when issuing an issue.

In the specification for products for the production of which semi-finished products are used own production, a semi-finished product can be specified in two ways:

• Can be specified as a normal material. In this case, the system itself will find the specification and build a specification tree taking into account the semi-finished product. But when planning an order for production, operations for the release of semi-finished products will not be taken into account. You will need to plan them separately, using special processing. In this case, the system will analyze the balance of finished semi-finished products, and exclude those positions that are already in stock.
• You can set the "Produced in the process" flag and explicitly specify the semi-finished product release specification. In this case, when planning, the stages of production of semi-finished products will be taken into account automatically. The system will plan the release, regardless of the availability of ready-made semi-finished products in stock.

On the “Production process” tab, the sequence of operations that we want to take into account and plan is set. That is, not all stages of production, but only processing at key work centers.

The production process in 1C:ERP can be either your own (Single-stage / Multi-stage) or carried out by a third-party processor.

In this article, I will talk about planning at my own work centers.

Consider a variant of a single-stage production process:

The stage specifies the department in which it will run. The subdivision is the delimiter for the selection list of work center types.

If necessary, you can set the "Split route lists by" flag. The mechanism is used if there is an optimal batch size for launching products for processing.

In order to specify the types of work centers whose work is to be scheduled, check the box "Schedule the work of work center types".

Then you need to add the view of work centers to the tabular section.

I would like to draw your attention to the fact that despite the fact that the work centers are indicated in the tabular section, the system will schedule only for one of them. It makes sense to indicate several types of work centers in the case when you do not know exactly which one is the key one. With this method of specifying the DC, the system itself will determine the key one during planning and install it in the production schedule.

In the "Working time" field, the time required to perform the operation on the number of products specified in the "Simultaneously produced quantity" field is indicated.

If the "continuous" flag is set, then the stage cannot be interrupted by an inaccessible period of work (for example, holidays).

The algorithm for setting a multi-stage production process is not much different from a single-stage one.

To create a multi-stage process, the corresponding feature is set. A new stage is created in the "Stages" tabular section. It specifies the name of the stage.

The subdivision and details, similar to a one-stage process, must be indicated.

For multi-stage specifications, the sequence of stages is important, so if the stage is the last one, you need to clear the field “No. next. stage".

Also for multi-stage specifications, you can determine the optimal amount of transfer between stages. If this quantity differs from one, then the system will not schedule the start of the next stage until the processing of the optimal number of items in the previous stage has been completed.

Another important point is the specification status. The specification in the status "In development" is available for changes, but is not available for selection in documents. In order for the specification to become available, you must set the status to "Valid"! Current specifications are not available for patches.

In order for the specification to be automatically selected in documents, you must set the flag "Main in any department".

The result of entering specifications can be viewed through the "Specification tree" report.

It is very important that within the framework of the production stage, operations can be performed that do not fix the output products. At the same time, materials, labor costs and operating expenses can be allocated to them.

At the same time, operations can be performed that result in output products, but there are no costs. In addition, the stage, as a result of which the output product will be obtained, will include all the costs of the first stage, and, if necessary, additional costs when calculating the cost.

This completes the input of regulatory and reference information, and you can begin planning.

The main data source for planning is the production order. It can be found in the "Production" section.

The Dispatcher department field specifies the department by which you can later filter orders in the global dispatcher workplace (it does not have to match the issuing department).

The product is set ready product, indicates the quantity and date of the requirement. The release warehouse is specified.

It is very important to note that after entering the product range and selecting the BOM, the system copies the data into the order BOM.

This is a separate object inside the production order, which can be viewed by clicking on the field under the exclamation point. The order specification defines the item used for production, the supply options, and the details of the manufacturing process.

The order specification is created based on the product specification, but can be changed. Production planning will take data from the specification of the order.

The purpose of this object is to provide an opportunity to make changes that will be valid for a specific production order. For example, it is in this document that analogues can be used. You can also manually change the planned quantity of materials, and this change will only apply to a specific document.

The global dispatcher receives only those orders that have the "To production" status.

The global dispatcher works in the "Production schedule" form in the "Production" section.

The form is divided into 3 parts:

• At the top left is a list of production orders. The list can be filtered using quick filters by priority, Dispatcher Unit, Responsible.
• The upper right side shows the finished goods for the allocated production order, release date, requirement date, ordered quantity, and quantity released.
• The lower part reflects the planned stages for the selected order, which will be transferred to the local dispatcher.

In order to schedule production by order, you need to select an order in the production orders section, click on the “Required to schedule” field. The system issues the planning processing form. Planning occurs by pressing the button "Calculate release schedule".

In this case, the following planning options are possible:

• Ignore the availability of materials.
• Ignore work center availability restrictions.
• To an empty factory.
• Use availability reserves (the time that the system, with the appropriate settings for the work center view, leaves in reserve).

If the duration of the operation exceeds the length of the interval, then the operation is divided into several parts.

Operations where buffer before was specified in the example are shifted by one interval. After the operations, in which the buffer after is specified in the example, there is also an empty interval.

For analysis production schedule you can click on the chart element and the production schedule diagnostic form will be opened.

The local dispatcher works in the "Production dispatching" form. The form is intended for units working according to the BBV method.

This form is used to reflect the current tasks of the department dispatcher, as well as to navigate through the rest of the local dispatcher's WP.

In the form, filtering by Department, work center, team and period is available.

The first action that the local dispatcher must perform is the formation of route sheets.

The route sheet is the main document of the operational production accounting.

Firstly, it is used to clarify the nuances of planning: it specifies the specific machines that will be used to perform the operation, as well as the operating time of the machines.

Secondly, the document reflects the actual progress of production: the actual start and completion of work, the actual release, the actual use of materials.

In the normal course of the production process (without deviations from the plan), the work with the document is carried out automatically.

To generate route sheets, in the upper right part of the form, click on the link "Generate route sheets".

Route sheets are formed all at once on the selected date, according to the division specified in the RM.

The route sheet indicates the type of work center and the amount of work in hours. Output products (if any) and required materials and work (if any).

Until the moment of planning, the production period is specified equal to the planning interval.

For this purpose, the tool "Formation of the DC schedule" is intended.

Filters for production stages (route sheets) are set in the form header. Selection by division, type of distribution center, period is available.

In the upper left table there is a list of route sheets for which no TC is specified and no schedule is assigned.

The list of work centers contains a list of DCs available for scheduling, indicating their current load. The bottom list shows the generated schedule.

In order to assign a work center to a stage, you must perform the following actions: select the required stage in the left list, select the desired work center in the right list and click the assign button.

If the operation is completed successfully, the route sheet disappears from the upper left list and appears in the lower "Schedule" list.

In this case, the operation execution time is adjusted by the factor specified for the selected work center.

If necessary, the production stages can be divided into several stages, each of which can be assigned to its DC. To do this, you must click the button above the left list. A form will open in which you can divide the route sheet into several parts.

The generated schedule can be viewed on the diagram, which is located on the "Employment Schedule" tab.

If necessary, the stage schedule can be deleted using the corresponding button. Then the route sheet will again appear in the upper left list, and the schedule for it can be generated again.

Route sheets for which the RC is assigned and the schedule is set must be submitted for execution. This also happens in the RM "Production scheduling".

In the "Tasks" menu, route sheets can be:

• Submitted for execution.
• Marked as done.
• The readiness of the key work center was noted.

From the task menu on the route sheet can be formed:

• Delivery of materials to production.
• Formed the development of employees.

This article will focus on the ERP-system "Manufacturing Enterprise Management". When automating manufacturing companies, this product often turns out to be the best solution, and more than once I have been involved in the implementation of 1C SCP for different organizations.

In the course of work, I noticed that there are practically no reviews of this software product. There is technical documentation, some advice to programmers on solving specific problems in this system, training courses. But for users there is no clear description of the entire system. And very often, before implementing this software product, I have to explain the features, advantages and disadvantages of the "Management of Industrial Enterprises" practically "on the fingers".

Even on Habré, in the ERP section, there was still no information about this system. This is the gap I decided to fill. In addition, I hope that my article will help entrepreneurs and IT professionals at the stage of choosing software for factory automation and prepare them for the features that need to be considered when implementing this system.

In this review, I want to tell you what the SCP ed. system is. 1.3 so that those who decide to buy and implement it are more aware and more conscious in choosing this expensive product. I will try to give an objective assessment of the system, based on my experience with it and the experience of my clients. This review will help someone make a positive decision regarding the acquisition of the program, and someone - the decision to abandon it.

In order to understand the features of the software product, you need to answer the following questions:

1. What is the system, what tasks are set for it.
2. To what extent is this system capable of performing its tasks?
3. Identify the pros and cons of the system.

The first thing that is very important to understand: 1C. Manufacturing enterprise management is not just an accounting system; modern methods enterprise management, and therefore this product is offered for use, including as an ERP system. Further, from the name it follows that this particular product is intended for the operation of industrial-type enterprises. It is from this point of view that I intend to consider the 1C SCP software product.

What is an ERP system?

The ERP (Enterprise Resource Planning) system is a corporate information system that is designed to control, record and analyze all types of business processes and solve business problems on an enterprise scale.

Simply put, the ERP system combines all types of accounting that are present in the company. With the use of ERP systems, information is exchanged and interaction is carried out between different departments, etc. In the case of the ERP system "Manufacturing Enterprise Management", the software product offers the implementation of all these functions for a manufacturing company.

When implementing the product "Manufacturing Enterprise Management", the developers tried to combine the maximum possible list of functions in the system. If you look at the documents, you can count as many as 15 subsystems. The fact is that in 1C documents are grouped into subsystems:

• Manufacturing control
• Cost management
• Purchasing management
• Planning
• Tax and accounting
• Wage
• Personnel accounting, etc.

Those. they tried to include in this system all the functions that may be required for the operation of a manufacturing enterprise. This is exactly how the 1C company positions its ERP system: it already has everything you need to automate any processes without using others. software products.


The screenshot I made clearly shows that a very small part of the documents relates directly to production. All other documents are additional subsystems designed to make "Production Enterprise Management" a universal solution for the work of all departments. I see no point in considering all these possibilities in detail, but it is important that each of the subsystems work efficiently and fully and be able to solve the needs of a particular business. In this article, we will dwell in detail on the block that distinguishes SCP from other 1s solutions - Production Management.

1C SCP: more about the product

1C Company positions "Manufacturing Enterprise Management" as one of the flagship products. This is a typical configuration from 1C, i.e. the software product is fully released by 1C itself, and any improvements in the system must be made by official 1C partners. SCP is one of the configurations that is constantly supported by 1C, updates are being released for it, etc.

For this typical configuration, a lot of modified, so-called industry versions have been created: 1C. Mechanical Engineering, 1C. Meat Processing Plant, 1C. Furniture Production, 1C. Polygraphy, etc.

Industry solutions are created by 1C partner companies based on the basic configuration. Usually this happens as follows: for a specific customer, improvements are made, after which they are “assembled” new version for the selected industry. The modified configuration is named after the industry for which it was written, and is sold as a "boxed solution".

Product cost

In order to work with this configuration, you must purchase the product itself. The recommended price from 1C is 186,000 rubles. And the licensing of this software product is carried out according to a common feature for 1C, i.e. users of other 1C products may not purchase any separate licenses for this system.

Any license, for example, from 1C Accounting or from 1C Trade and Warehouse, will fit this system. Naturally, the cost of licenses for these products is the same.

It is important to understand that industry solutions from 1C partner companies may require their own separate licenses. And here the price may differ from the basic version.

As with other products, licensing is carried out according to one of the options adopted in 1C: for a computer (device) and for a user (connections from any device). Here I will not dwell in detail, since all the information is on the 1C website. You can get acquainted with it at the link: http://v8.1c.ru/enterprise/

A lot has been written about the 1C program itself. I also already wrote about this platform, for example, in the article “Why 1C is bad and why 1C programmers are so disliked”. Taking into account the fact that the system "Production Enterprise Management" works on the basis of 1C. Enterprise 8.3, all the advantages and disadvantages of the basic software are also present in it.

Let's take a closer look at the configuration.

In the book “Production and Operations Management” by R. B. Chase, F. R. Jacobs, N. J. Aquilano, I liked the list of tasks that are set for ERP systems for a manufacturing enterprise:

1. Keep a record of new orders and inform the production department about them in a timely manner.
2. Provide the opportunity for the sales department to see at any time the status of the execution of the customer's order.
3. Provide the purchasing department with the opportunity to see the need for materials in production at any time.
4. Timely provide the state with data on the work of the company, i.e. maintain accounting and tax records.

Let's take a closer look at each of these points. For clarity, as an example, I will cite one of my clients - a sewing enterprise that uses the SCP system and is a classic and visual model of production. This enterprise has many different departments: design, engineering, production, fabrics and accessories storage department, finished products storage department, management department.

Accounting for new orders in the sales department

Accounting for orders is an integral part of the work of any sales department. Any order consists of several parts:

1. Accounting for customers (to whom the sale is carried out);
2. Accounting for goods (what will be sold to the client).

Buyers (clients) are entered in the directory of Counterparties. Clients can be like individuals as well as legal ones. In the counterparty card, you can specify all the bank details of the company, phone numbers, delivery address and other information necessary for processing documents and making a sale.

And detailed information about all goods that can be sold is stored in the Nomenclature directory.


The nomenclature is a directory that is designed to store information about goods and services that can be provided to the buyer. And in this system, the nomenclature is one of the most complex reference books.

Here can be stored:

• Product Name
• Series
• Photos
• Technical documentation files
• Description and almost any other information about the product.

Using these directories, a sales department employee creates a Customer Order document, where he indicates the counterparty and the list of items with prices.

On the example of sewing production, work on an order is divided into the following stages:

1. Accept the order and fix the customer's need.
2. If necessary, purchase material for the order.
3. Make cutting, and then tailoring products.
4. Carry out inspection (quality control) of goods.
5. Transfer finished products to the warehouse.
6. Carry out shipment or delivery to the buyer.

So, the first stage of work has been completed: the Buyer's Order document has been created, which reflects the customer's data and the goods that he needs. Now we need to transfer the information to production.

Notification of production about new orders

Production should see new orders as soon as they arrive. The configuration of 1C UPP, in general, copes with this task. But a counter task arises: production should see only those orders that need to be produced. Those. if the order document specifies goods that are already in stock, the production is not interested in such an order, and its appearance in the list of documents available for production may introduce additional confusion.

Production should see orders immediately after they are received, but only that part of the orders for which products need to be produced.

In order to avoid such problems, 1C developers offer the following solution: based on the Buyer's Order, the sales manager must create a new document - the Production Order, which will list the headings that need to be produced.

But this option cannot be called very convenient, since there is one more step in the work, completely dependent on the human factor. Those. after creating an order, the manager may forget to create a production order, make a mistake, and so on. As a result, the required goods will not be delivered to the production schedule on time, and the customer will not receive the ordered products on time. Naturally, with full automation of the enterprise, such situations are unacceptable. On the other hand, this problem can be completely solved by creating additional processing.

For a sewing company, we have created the following solution. An additional plug-in was written that creates an order for production automatically, based on a certain list of different conditions.

This processing determined whether the required items were in stock. If not, then the next step was to analyze free items in production. If there are no such products or they are scheduled for a date later than specified in the order, a production order is automatically generated.

Conclusion: the system has everything you need to store information about products and customers. It is possible to create an order and transfer it to production. But for full automation of work, it will still require refinement to the needs of a particular enterprise.

Status of an order in production

As already mentioned, after the order has entered production, it is necessary to provide the sales department with the opportunity to observe in real time the status of the order. It is important for the sales department manager to know at what stage the work is: whether the already ordered product has arrived at work, when it is planned to be completed, etc.

This is done in one of two ways:

1. The sales manager can track at what technological stage the work on the order is: planned, entered work, quality control, etc. Thus, the sales specialist can constantly monitor the work on each of the orders and notify the client about the deadlines.
2. For the goods, a sales period is set, i.e. the date when the list of the required nomenclature will be made, will be tested and will be ready for shipment.

To implement the first option the right tools not provided in the system. The reports that are available reflect only the status of orders and goods in stock. For production, if it is necessary to implement a phased notification, improvements will be needed.
Unfortunately, in the second case, there are no ready-made tools for cases where production can change the date of the order. Any changes to the date of shipment can only be made by the sales department, moreover, upwards. Usually, the manager can reschedule the shipment to a later date, but the production will have to be notified of the possibility of changing the terms for the creation of goods manually. Also, the production, if necessary, cannot postpone the date of shipment, even if it became possible to complete the order faster.

In the basic configuration, any changes in the timing and determination of the stage of order fulfillment are performed by employees manually, as a result, an unpredictable human factor is included in the work. But here improvements will help to solve the issue.

So, for the clothing industry, we created a summary report that showed which batch of goods (from which orders) is in production, including from the report you can see which batch is in cutting, which is in tailoring, and so on. Those. we divided the production processes into stages, and the report displayed a general picture - which goods from which orders are at what stages of production, which are in the queue (with an indication of the start date), which are under quality control, which are sent to the warehouse.

Initially, this report was created for production workers so that they could control their work and make adjustments if necessary. But in the future, we opened the same report for the sales department, so that managers could also see the status of this or that order.

Conclusion: the configuration does not provide for automatic data exchange between the sales department and production after the order is transferred to work. But it is possible to implement such solutions based on this configuration by creating additional reports and processing.

Communication between production and purchasing department

A very important point is the provision of production with the necessary materials. At the same time, for correct operation, it is necessary to provide production with everything necessary to fulfill orders and create goods for free sale from the warehouse, and on the other hand, it is necessary that excess materials do not accumulate in the warehouse. Therefore, the supply department must have access to up-to-date information on the amount of materials in stock and current production needs, including a list of materials for orders that are just planned for production.

How this work should be done:

1. A list of needs is formed.
2. Based on this list and product specifications, a list of materials necessary for the production of products is formed.
3. Based on the list received, a procurement plan is formed.
4. In accordance with the procurement plan, the system generates orders to suppliers.

An important flaw in the system: the purchasing department is unable to see what materials, from which suppliers and at what prices to be purchased. Those. the reports show only the general current needs of production, and to get more detailed information further improvements are needed.
The system has a document called Procurement Plan. It collects information about needs, i.e. about what needs to be purchased to ensure production and in what quantity, as it should be in a classic MRP system.


MRP (Material Requirements Planning)- this is an automated planning of the needs of the enterprise in raw materials and materials for production. Planning is based on specifications.

Specification (Bill of Material)- This is a reference book that describes all the parameters of a particular material, its quality, features, tolerances. For a finished product or "semi-finished product", the specification indicates what the product consists of.

For the production of each product, certain materials and semi-finished products are required. Materials can be ordered immediately based on specifications. For semi-finished products, it is necessary to take the next step - to figure out what materials, in turn, this or that semi-finished product consists of. And also add the necessary materials to the order.

Thus, each finished product is automatically broken down into materials in a few steps. For example:

The suit consists of trousers, a jacket and packaging (package). Pants and a jacket are semi-finished products that need to be decomposed in the next step; to create a package, the material can be immediately added to purchases. At the second step, the trousers are “divided” into different types of fabric, threads, zipper, buttons. Similarly, the jacket also consists of different types of fabric, threads and buttons. All these materials are added to the procurement plan.

Now you can proceed to the selection of a supplier for each of the materials and create an order. All the steps listed above in the SCP system are not automated, and therefore some improvements will be required to solve the problem. At the same time, the configuration provides the ability to store all requirements, it is also possible to collect information on purchases. But in the basic version, they all require human participation, which reduces the level of convenience and reliability. Therefore, external processing will also be very useful here, especially since all the data and access to them are available in the system.

For the sewing industry, we solved the issue as follows. Based on the report developed for production, as well as information on orders, the need for the necessary materials was automatically calculated. Further, the materials stored in the warehouse were subtracted from this list, and a report was created with which it was possible to make purchases. Next, suppliers report how quickly they can deliver the materials. And this information is already manually entered into the system, on the basis of which sellers will be able to notify customers about the timing of the production of orders.

Accounting and tax reporting in a "boxed solution"

The typical configuration of "Manufacturing Enterprise Management", according to the developers' intention, should collect all the information necessary for accounting and tax reporting and create all the reporting necessary for the work of the accounting department.
And here this configuration has a very large "Achilles' heel". The fact is that in each document there are three checkmarks:

• UU - a document passed through management accounting;
• BU - the document passes through accounting;
• NU - the document passes through tax accounting.

Since the documents are not divided into different systems, the human factor comes into play. For example, an employee of the purchasing department or a storekeeper, after receiving materials, posts an incoming document. The material is taken into account. But if at the same time he did not put a “tick” on the BU, then the accountant does not see the document, and he himself posts the receipt invoice on the basis of the tax invoice received by him. As a result, the document is corrected twice by different authors. And if there are any errors, it will be very difficult to identify the culprit.

How is this problem solved in different occasions, I don't know. So far, I have come across options where the management agreed with this shortcoming and preferred to rely on employees. The only method of protection against the human factor that has been implemented is setting the default checkboxes. In principle, in the small and medium business with which I usually work, this is really enough.

Integration with other software products and systems

Integration is an important step that is necessary when automating the work of any company, including production. At the same time, it is necessary to understand that integration is an expensive process that takes a significant amount of time and effort. Since we are talking about a complex multifunctional ERP system, for high-quality process automation, you will need to obtain a large amount of various data from different sources.

If you look from the point of view of production, then you will definitely need to upload data on the timing of production, semi-finished products and materials into the system. The purchasing department uploads invoices and other incoming documents to the system. The sales department needs to upload order information and so on. In addition, in production it is possible different situations, and it is very important that the system receives timely information about the consumption of material, the percentage of rejects, the postponement of production due to some difficulties that arose in the process of work, etc.

For example, at a sewing enterprise, integration with a cutting machine was carried out. Also, integration with any CAD, with the company's website, with other solutions is often required. And this stage of work often takes up to 30% of the budget.
At the same time, without such integrated solutions, the use of the EPR system will not be effective, you will not be able to reach a new level of control and automation of the enterprise. This is very important to understand.

Any system is only as effective as its weakest link. And if, during implementation, integration is abandoned in one case or another, and rely on the human factor, errors will definitely accumulate, and the whole system will become unstable.
For example, if we are talking about the design of a new product, then all project documentation should be uploaded from the design system (CAD) to the ERP system automatically. And then, in case of any questions and difficulties, it will always be possible to understand what specific product is being discussed. And designers will be able to make the necessary changes quickly and without errors.

When it comes to production, it is very important to receive information about incoming orders (for example, from a website or a special order form) that need to be produced in a timely and error-free manner, as well as to transmit information about actually used materials in a timely and error-free manner, which will allow you to continue working. without downtime.

I have already mentioned above that at the sewing enterprise it was necessary to carry out integration with a cutting machine that cut 36 layers of fabric at the same time, it was necessary to obtain information about trimmings, the amount of scrap, and distribute this scrap to the cost of the entire batch of products. Accordingly, an add-on was required that integrated directly with the machine so that the system understood the data that came out of it and sent the data to the machine in a format that it could understand. In addition, processing was required for the data received from the machine to calculate the marriage and the cost of products.

Also, in many other cases, relying on the human factor is unacceptable, since errors, inaccuracies in the system, untimely entry of information lead to disruptions in work. Therefore, integration is a process, of course, not fast and expensive, but necessary to improve the quality of work.

Industry Solutions

In addition to the basic configuration 1C. SCP there is a significant number of industry solutions. They are created by 1C partner companies based on the basic configuration. Most often, such solutions appear as a result of the introduction of 1C.UPP for a manufacturing enterprise. After that, the modified version of the configuration for a particular industry is slightly improved and offered as a ready-made industry solution to customers.

Now on the 1C website you can find such configurations for almost any industry. But it is very important to understand the following points:

1. The configuration was finalized for the needs of a particular enterprise. And there is no guarantee that this approach will work for your company. For example, dairy production can be engaged in the creation of weight cottage cheese and sour cream, and can pack these products in certain containers. It can produce milk, kefir and ryazhenka, and can specialize in yoghurts and desserts. In each of these cases, different improvements will be required. And it’s not a fact that the ones offered in the basic version from partners will suit you.
2. Industry-specific configurations are performed by partner companies on the basis of the main one, while significant changes are made to the configuration itself. Therefore, updates for the basic version of 1C. SCP for the industry configuration will not work. Users will have to wait until the 1C partner company also updates the industry version.

A few words about 1C. SCP ERP 2.0

There is also a separate 1C configuration. UPP ERP 2.0, which was made significant improvements and additions necessary to automate the management of a manufacturing enterprise. Those. this configuration is positioned not just as a complete solution, but as a universal solution for a manufacturing enterprise, which includes a complete ERP system.

This system is also created on the basis of 1C, the configuration is also complex, not modular. Therefore, all the features of 1C products in principle, as well as the problems encountered when implementing complex 1C configurations, are also inherent in this system.

On the one hand, version 1C. SCP ERP 2.0 is really distinguished by an extended set of functions, primarily related to automation and control issues. But this software product was created relatively recently. And I believe that it is too early to switch to this version due to the fact that it has not yet been fully developed.

It is constantly updated with new features, new directories, documents, reports, unlike 1C. UPP, to which the updates include only the correction of identified bugs and updates of accounting and tax reporting related to changes in legislation.

In addition, the system 1C. SCP ERP 2.0 is much more expensive than the 1C configuration. SCP.

Pros and cons of the 1C SCP system

The system is indeed complex and, with appropriate refinement, it can perform the functions of managing a certain type of manufacturing enterprise. It is also important to understand that each industry will require different improvements. If the system was created for tailoring, it will not be suitable for a dairy production plant. Of course, you can also use industry-specific solutions, but I personally do not recommend using such solutions.

Simply because if the typical configuration of "Manufacturing Enterprise Management" does not suit you in many ways, then industry solutions will not do either. In this case, it will be easier to choose another product or actually order a customized solution. And if the typical configuration suits you for the most part, then the number of improvements and settings for the specifics of a particular business for a typical solution and an industry one will not differ much.

An important disadvantage of the system is the lack of modularity. Those. to solve certain problems, you can create certain processing or reports, "add-ons" on the system. They will work, but the basic solutions will remain intact. But if for some purpose you need to make changes to the work of documents or directories, you will need to make changes to all subsystems that exist in the configuration.

Due to the lack of modularity in this system, it is impossible to make any significant adjustments to accounting or, for example, to warehouse accounting without significant changes to documents and directories intended for other departments. They are all connected and work with the same directories and documents. However, this feature is widely known, as it is inherent in all software products from 1C.

That is why no one usually makes significant improvements in this system, they try to get by with external processing, reports and other add-ons. Industry solutions are most often just a variation of such a set of add-ons that was created for a particular enterprise related to a specified area. And you will still need certain improvements, the cost of which differs little from the refinement of the basic configuration. And the reliability of a typical solution is always higher than products from partner companies.

Conclusion. If you are satisfied with the basic configuration of the system, it is best to buy and install it. But at the same time, it is very important that experienced specialists who will be able not only to configure software, but will also make all the necessary improvements for your business, reports, and will integrate with other software products and systems.

With a competent approach, the 1C Manufacturing Enterprise Management system becomes an excellent tool that will allow you to get a high level of automation of business processes and coordinate the work of different departments of the company.

As a conclusion, I want to give some advice to those who decide to purchase and implement the program “1c: Manufacturing Enterprise Management 8 ed.1.3”:

1. Choose a strategy

SCP is a complex and large product that claims to be universal. The product is expensive, and I'm talking here not only about the cost of acquisition, but also about the cost of owning the program - qualified specialists are expensive, and there are very few of them. Choose a strategy and determine why you are buying this particular program and how you will use it, what you are going to do with it next.

What are the strategies? A client of mine chose this configuration because "it's the only system that has it all." This enterprise worked in several systems: 1s, Excel, etc. - they decided to take one system for accounting consolidation.

Another company, which was developing production, wanted to control work in progress - they were worried about accounting for materials in production. This is also a strategy.

2. Consider integration

Integration must be thought through initially in order to assess what financial and time resources will be spent on its implementation. An objective assessment of this fact can influence the decision to purchase this program or give preference to another product.

3. Assess the need for SCP in terms of company size

Not for every company, SCP is suitable. I saw a company that employed 15 people. They somehow “inherited” the SCP system, but at the same time, implementation and refinement cost a lot of money, and in the end they never switched to SCP. You need to understand that if your company is not ready enough to work with such a complex product, then there will be no effect from it. I do not recommend this configuration for a small company.

4. Assess the need for SCP from an industry perspective

Although 1s writes that SCP is a universal solution, it must be understood that it is only suitable for assembly production, which involves the assembly of several parts of one whole product. For the production of, for example, building materials, mixtures, this configuration did not fit.

Introduction

In Russia in last years set a course for the development of its own production. The state defense order is being actively financed, the depreciation of the ruble has made it profitable to open new production enterprises.

In this regard, there is a growing need for software solutions that could comprehensively automate such enterprises.

If you look at the number of implementations of ERP systems in Russian market, then the main software manufacturers for integrated automation enterprise management will be "1C" and the well-known Western system.

It is traditionally believed that the products of a Western vendor are qualitatively superior to 1C in terms of resource planning. There is an opinion that the products of the 1C company are pure accounting systems, and if it comes to the need to calculate the production schedule or determine the planned need for personnel or material resources, then here you need to either purchase something “more serious”, well or significantly modify the typical 1C configuration.

There is a certain amount of truth here - the evolutionary software products of the 1C company originate from the needs of Russian accounting, and this is really, first of all, accounting, and here the primacy of 1C is undeniable. But already in 2005, 1C released the 1C: Manufacturing Enterprise Management configuration, which supported the MRP standards, and, to some extent, the MRP2 standards.

"1C: Production Enterprise Management" turned out to be a product that is quite in demand on the market. It combined the traditional reliability and quality of 1C accounting systems and provided intuitive tools for resource planning. First of all, material resources - raw materials, semi-finished products, etc.

Along with the subsystem of material planning of production needs, the program implemented a subsystem of budgeting. Now it was no longer possible to say that 1C configurations are only accounting systems.

And in 2013, 1C released a completely new software solution for the integrated automation of industrial enterprises - 1C: ERP Enterprise Management 2.

The solution turned out to be so innovative that the concept of automation proposed in it, at a certain point, was ahead of the needs of the market. In the program, the main emphasis was placed on planning and, only a consequence of the established plan, was the operational activities of the enterprise and its accounting. Moreover, the formation of accounting entries is generally not carried out online. The accountant forms the accounting policy of the enterprise (regulatory accounting rules), and then becomes only a controller who is connected at the final stage of work, when the plans are set, fulfilled, and it is necessary to prepare regulatory reporting.

To call such a solution another accounting program from 1C is absolutely wrong.

"1C: ERP Enterprise Management 2" in the full sense of the ERP-class management system.

But this caused its own difficulties. Many enterprises were not ready for this. On the first implementation projects of 1C:ERP, customers had a lot of complaints about the system.

The reasons for the complaints are mainly the following:

Traditional expectations that, despite all the novelty, the program will remain an accounting program. If the documents do not form postings immediately, then “what kind of program is this ???”.

Lack of planning culture in enterprises.

Lack of available training materials on the capabilities of the 1C:ERP program.

Reason number one is a matter of tradition and a competent “political” approach to automation: the new program does not beg for the importance of an accountant in an enterprise, but only frees him from the routine of operational work, bringing him to the level of a strategist and controller - he determines the rules for procedural accounting, and then only controls their execution. For this, the program has everything necessary tools and they are no less reliable than before.

In order to help customers understand the 1C: ERP planning mechanisms, we, the Razdolie Implementation Center, have prepared several introductory courses on the management subsystems of the program.

This course focuses on production planning. The course allows you to master the program gradually - from simple to complex. We will start with production management in the style of "a la 1C: SCP" and get to the use of MES mechanisms. The explanation of the program operation methodology is based on business examples (cases): the task is briefly described, a description of the abstract enterprise for which the program will be configured is given. Then the necessary document flow and reporting is demonstrated.

The iterative approach of the course does not imply that each enterprise using "1C: ERP" is obliged to reach the use of MES mechanisms in its work. You are free to use the tools of the system that are most convenient for you.

There are no references in the course to the location of certain directories, documents, reports and other objects in the program. There are practically no pictures and screenshots. In order to “live” see how everything works, a course of thematic video lectures has been recorded, links to which are present in the text.

There is no deep dive in the course technical details which are of interest only to specialists. The main objective of the course is to give the reader a complete picture of the possibility of using 1C: ERP mechanisms to obtain practical business results.

Who is this course for:

For managers and specialists of production and planning and economic divisions.

For managers and specialists of IT departments, who are faced with the task of choosing a system for complex enterprise automation.

For directors and owners of enterprises who are interested in new management tools.

For everyone who is interested in methods of managing industrial enterprises.

What problems can an enterprise solve with the help of "1C: ERP" using the course materials?

Familiarize yourself with different options for organizing planning and accounting in production.

Select the appropriate production management method.

Determine next steps to improve enterprise management tools.

Modern methods of production management

Before proceeding to describe the capabilities of the 1C: ERP Enterprise Management 2 program, I would like to give a brief digression into the terminology and methodology.

Management standards

Production management can be divided into several sections:

Planning the needs for material resources (materials, semi-finished products, parts, etc., necessary for the production of products).

Planning the need for production personnel.

Planning the need for production equipment.

Issuance of production tasks, according to certain plans.

Quality control of work performed and products manufactured.

Accounting for the results of work.

One of the simplest production management standards - MRP (Material Requirements Planning) - covers only the planning and accounting of material resources.

A program that complies with the MRP standard should, on the basis of a given production plan and current inventories in warehouses, calculate a plan for the necessary material support (purchases). This standard was supported in the "1C: Enterprise Management" configuration and was further developed in "1C: ERP Enterprise Management 2".

The MRP standard has evolved over time into a new version - MRP 2. This version has been significantly expanded, now it is necessary to manage not only inventories, but also other production needs (personnel, equipment), control the quality of work, form production tasks, keep records, evaluate the results of work . Management has gone beyond production and now it is necessary to link the possibilities of production with the possibilities of supply and marketing. The needs of the enterprise must match the available funding.

This standard is supported only in one software product of the 1C company - 1C: ERP Enterprise Management 2.

The organization of work at the enterprise in accordance with this standard requires a comprehensive understanding of all ongoing processes and their interactions. The planning of actions comes to the fore, and only then their execution and accounting.

As part of this guide, the capabilities of the 1C: ERP program will be demonstrated, corresponding only to that part of the MRP2 standard that applies specifically to production. The possibilities of the financial planning program will not be described. Information about purchases, sales, warehouse subsystem will be given to the extent necessary to demonstrate the capabilities of the program for production management.

Among the terms above, there is no main one, which is contained in the name of the program "1C: ERP Enterprise Management 2". This is "ERP" (Enterprise Resource Planning).

The ERP management standard is a general description of a set of required management practices for integrated enterprise management. Production part of this standard is directly linked to the requirements of MRP2.

This standard (ERP) is supported by the 1C:ERP program, at the level of leading foreign software solutions. Due to the fact that the 1C: ERP program appeared quite recently, the most modern requirements for solutions of this class were used in its development, it does not contain the inevitable historical encumbrances and restrictions inherent in competitors.

Planning Methods

Let's imagine that our enterprise looks like this:

We manufacture metal structures

There are three workshops - procurement, welding and assembly,

The production chain is as follows:

How can work be planned in such a situation?

The simplest option is to get the planned sales volume from the commercial service, make a production plan for the assembly shop, based on the needs of the assembly shop, make a production plan for the welding shop, then a production plan for the blank shop.

Thus, we have drawn up plans for the work of all workshops and can get to work.

This approach has some obvious limitations:

If our actual sales are less than planned, we will end up with excess inventory in the finished goods warehouse. The reverse is also true - if demand exceeds the original sales target, we will not be able to meet it and will not receive additional profit.

Problems in the middle of the production chain can lead to the formation of illiquid stocks of semi-finished products. For example, problems in the welding shop will result in finished kits from the blank shop piling up in shop pantries. Yes, and such work of the procurement workshop becomes essentially unprofitable - we will not be able to sell the results of its work, respectively, we spend materials and pay wages to workers without having a profit.

This approach to production planning is called “pushing”: each production site seeks to fulfill its work plan, to “push” the result of its work further along the production chain.

The main feature of the "push" approach to management is the availability of production / supply plans set for a certain period.

A striking example of a "push" planning option is the planned economy that existed in the USSR.

An alternative to this approach is the "pull" planning technique.

Let's go back to the original example. Imagine that we have determined for each shop a certain norm of production stocks in shop pantries. We have determined a similar norm for the warehouse of finished products.

If the volume of stocks falls below the norm, a task for replenishment is formed. For the warehouse of finished products, a task is formed for replenishment for the assembly shop (an order for the production of finished products), from the assembly shop the task goes to the welding shop, and so on along the production chain.

We sort of "pull out" the necessary material flows, starting from our actual sales.

There are a number of production management concepts based on the "pull" method of planning:

Lean production (lean production),

Just in time (Just In Time, JIT),

This planning technique is considered the most optimal in terms of the material resources involved. We do not waste materials in vain, every production has a specific purpose - sales.

But there are also certain disadvantages:

Potentially we are not loading production capacity(work is carried out only if necessary).

The methodology is difficult to implement - you need to correctly determine the amount of standard reserves in order to compensate for fluctuations in demand from them.

At the moment, the "pull" method of planning is considered the most progressive and cost-effective, but it is quite "knowledge-intensive" - ​​the enterprise must quickly balance demand, production load, material flows and stocks.

"1C: ERP Enterprise Management 2" supports both "push" and "pull" options for building plans.

Planning levels

Each production shop in its composition most often has a number of production sites.

The production sites for our welding shop can be, for example, automated welding lines, which produce components for future metal structures. Suppose that we have three such lines in the workshop, for different types of nodes, that is, three production sites.

The production plan handed over to the welding shop contains a list of required units, but does not contain specific instructions on which section which unit should be produced. It's just a release plan for a certain period. Such a plan is also called an "inter-shop plan".

At the moment when the question arises of in which areas, what work will be performed and at what moment this should take place, we are already talking about the intrashop plan.

In other words, we have two levels of planning:

Top-level plans are intershop plans, they contain output volumes for the shop as a whole.

Intrashop plans that decipher the plans of the shop to the production tasks of a specific work area.

This approach is, of course, rather arbitrary. Nothing prevents us from immediately drawing up a detailed plan for the entire enterprise, detailing each production site. But developing such a plan can take a long time. And if the actual execution of work on a separate site will require regular recalculation of the plan of the entire enterprise, then this may not be physically feasible due to the limitations of computing resources.

A two-level approach to planning gives a certain zoning - the problems of one workshop, which do not go beyond its limits, do not affect the work of other workshops.

This approach was generally accepted at large Soviet factories. There was a PDO service (planning and dispatching department), which was part of the production directorate of the enterprise. She prepared interdepartmental plans for the period.

And in each workshop there was one or more dispatchers (sometimes they made up the planning and dispatching bureau of the workshop), who were responsible for issuing production tasks for work centers (production sites) in accordance with the planned scope of work for the entire workshop.

From the description of this two-level planning model, it may seem that we are talking only about the "push" method of production management - after all, we are constantly talking about plans. This is not the case - the work plan of the shop can be a request for replenishment of stocks for the "pull" methodology. And already this application will be detailed to intrashop production tasks.

This method of production management is still used today. For medium, and even more so for large enterprises, it is difficult to offer The best way work. Therefore, "1C: ERP Enterprise Management 2" fully supports a two-level approach to planning. Moreover, at the level of intrashop planning, there is a wide range of tools for managing production resources.

Scheduling work within the workshop

The number of working sections inside the workshop can reach several dozen. The work of each section consists of a set of operations: it is necessary to install the necessary equipment (for example, a drill), fix the part, drill the part, remove the part, remove the equipment. Each operation has its own execution time. By multiplying the operations by the number of sections, we may already get several hundred parameters that need to be taken into account when planning.

How can all this be done in a reasonable amount of time?

There are two well-known operations management techniques - MES and TOC.

The MES (manufacturing execution system) technique involves the use of specialized software (most often called MES systems).

The MES system receives as input information about all the parameters of the workshop (production sites, their equipment, operations performed on it, their time, available working time for each site), as well as information about the needs for production in the form of a workshop work plan. For each manufactured item, a product route map is loaded into the MES system - a list of operations by sections (production equipment) that must be performed for its production.

After that, the program calculates the optimal work plan for each section of the workshop, which is specified in the production tasks (shift-daily tasks).

According to the results real work plan can be recalculated.

In general, this is a very good management technique, if not for one BUT - the calculation of such an operating plan requires good computing resources, and the need for regular recalculation of the plan can make such a planning system unrealizable in practice.

To help solve the problem of significant calculations, a planning technique was developed, called the Theory of Constraints. Its author (more precisely, popularizer) is Eliyahu Goldratt. The main ideas of the methodology were codified in three "production" novels - Purpose, Purpose 2, Purpose 3.

The essence of the theory of limitation is as follows: the productivity of the entire production chain is determined by the weak link (the section with the lowest productivity). Therefore, it is unnecessary to plan the work of all links in this chain; it is enough to make sure that the weak link never stands idle.

This idea can best be understood with an example. Imagine that we have a machining shop and it has three production areas - a drilling section, a milling section, and a cutting section. In this shop shafts of electric motors are made. We take a metal bar, cut it, then mill it, then drill the holes required by the technology. The production chain for manufacturing the shaft is shown in the figure below:

The performance of each section is presented in the table below:

How many finished motor shafts will we get per hour of operation of such a production chain?

No more than 30 pieces. Because the milling section will not be able to process more, no matter how much the other sections produce - it is the “bottleneck” of this production chain.

And in order for the milling section to be able to work with a maximum productivity of 30 blanks per hour, it should not be idle. His work must be properly planned and there must always be a supply of workpieces in front of him for processing.

Therefore, this approach to planning is often called "Drum-Buffer-Rope". The beat of the drum is the tact of planning the work of production. The cycle coincides with the cycle of operation of the bottleneck of production (in our example, this is the milling section). A buffer is a necessary stock of blanks in front of a bottleneck, designed to ensure that it never stands idle. A rope is a management action that "pulls" work and materials along the entire production chain at the right time so that the bottleneck does not stand idle.

Theory of Constraints is often criticized for the following:

There are problems with the definition of a bottleneck.

For industries with a large range of manufactured products, with changing production plans, different equipment can be a bottleneck at different times.

These problems can be solved by using computational tools that dynamically determine the bottlenecks in production chains.

One of these automation tools is "1C: ERP Enterprise Management 2".

Production management without planning

general description

The story about the capabilities of the production subsystem "1C: ERP" will begin with the simplest version of production management: from accounting without using any planning tools.

Planning tools is a mechanism for constructing a production schedule. It will not be used here.

In this mode, 1C:ERP works in the style of its predecessor, 1C:Manufacturing Enterprise Management.

You can opt out of planning tools for the following reasons:

You do not yet have reliable information about the norms of consumption of materials,

You have no information about the time of execution of works and use of equipment,

You have a purely design organization, where each project is a unique set of materials, works, etc.

The first two reasons on the list are temporary obstacles. One way or another, you should move on and later you will most likely use planning tools in your work.

When design organization the production planning subsystem may not be used at all - if we are talking about projects that are completely unique in composition. If projects use some standard products, from which a unique design solution is then assembled, then the production of standard products is well planned, it is better not to neglect this possibility of the system.

Before talking about the necessary settings and workflow, let's get acquainted with the business case, on the basis of which the description of the program's capabilities in this section will be conducted.

The company Metal Structures LLC is engaged in the production of standard metal structures - supports and modules.

A support is a pipeline support, a module is a metal box in which equipment can be mounted. All work on the manufacture of products is carried out in one workshop - assembly. The work uses hand power tools, home-made fixtures and welding machines.

Products are made from sheet metal, steel bars and corners. Work assemblers and work welders are involved in the production. At the moment, there are no clear standards for the consumption of materials and work for products.

The company is running a comprehensive automation project based on "1C: ERP Enterprise Management 2". The goal of the project is to improve business manageability and optimize costs. It is required to choose a management model for production at the initial stage of the project. Model requirements are as follows:

Ability to collect production costs for manufactured products.

Opportunity to obtain further statistics on the consumption of materials and work for the development of production standards.

Possibility to use production planning mechanisms in the future.

In general, this example reflects quite well the wide range of enterprises that exist in Russia at the moment. These are workshops and small factories of metal structures, furniture workshops, and other small industries with a high proportion of manual labor.

In addition, almost any enterprise, even a very large one, can find itself in a situation where there are no current production standards. Therefore, as the initial stage of automation, this example will be useful to many.

Management model

Proposals for the organization of accounting are as follows:

The version of 1C:ERP production management mechanisms used is 2.2.

Production management methodology - "Without scheduling of production."

Production order documents will be used to manually create production orders.

The structure of the enterprise is included in the program, the directory of divisions is filled in, there is a dispatcher division (it is also a manufacturing division) "Assembly Shop".

The nomenclature reference book was filled in, the materials used, finished products were entered.

Two types of work have been introduced: "Welding", "Assembly". For welding, the tariff is 500 rubles. hour, for assembly - 200 rubles. hour.

The program works in the following way:

The manager of the sales department at the moment when he needs to meet the needs of his customers, creates the document "Order for production".

The document contains a list of products (supports/modules) that need to be produced for the client.

The document indicates the desired release date.

The document is posted in the "For Production" status.

Documents go to workplace production manager (processing "Managing the queue of orders for production"), where the responsible employee forms the stages of production - tasks that will be performed by teams of workers.

When creating the next stage of production (production task), the number of manufactured products, the list of necessary materials and the amount of work required are indicated. From the "Production stage" document, you can immediately reserve or request necessary materials in stock.

The document "Production stage" is transferred for execution and goes to the workplace of the team leaders. Further, for simplicity, we will call this document a “production task”.

Team leaders accept assignments.

Based on the needs of production, materials are transferred from the warehouse.

In the process of work, as soon as they are ready, the products are transferred to the warehouse, information about this is entered into the program.

If necessary, the program draws up production documents for calculating wages for workers - based on ongoing production tasks.

The release of scrap and the additional requirement for materials is reflected in the production order itself.

After the work on the task is completed, the document is marked as completed.

Upon completion of all production tasks, the production order is also marked as completed. Specialized workstations provide appropriate means of visualizing the state of affairs, which help to quickly change the status of documents and create the necessary subordinate documents.

The scheme is quite simple and understandable, it satisfies the initial requirements of a comprehensive accounting of material and labor resources in production.

Advantages of the proposed accounting scheme:

Convenient tools for production accounting, which are collected in workstations.

Linking production needs with the transfer of materials from the warehouse. Executable production orders determine the limit for the transfer of materials from the warehouse. If a production employee needs to receive additional materials, he must change the initial need, which is reflected in the program and is available for further analysis and proceedings.

The ability to immediately switch to piece work in production. All work is carried out within the framework of production tasks, payroll is based on the specified amount of work.

In addition, the scheme allows you to get the necessary statistics for calculating future production standards and this ensures the transition to the use of planning mechanisms in the program.

A demonstration of working with the program "1C: ERP Enterprise Management 2" according to the above accounting scheme is shown in the video lecture from the full version of the course, available after registration at the link:.

Frequently Asked Questions from Readers

Why does the program have two documents “Order for production” and “Stage of production”, because, in fact, both there and there the task is set to produce a certain volume of products?

A production order contains a certain amount of work that needs to be done (to produce products). The stages of the work of the order (what will be done in which workshop, on what types of work centers) is contained in the documents "Production stage".

A similar need may arise if the order needs to be produced in separate batches; these batches are also conveniently grouped by production stages.

According to the stages of production that are in progress, it is required to transfer half of the sheet of metal, but the warehouse cannot “cut off” the half and will give the whole sheet. How to arrange it in the program?

When transferring materials from the warehouse, transfer half of the sheet according to the order (on the basis of the “stage for production” document), and half to the pantry of the workshop. The next time this material is needed in production, it can be obtained from the leftovers in the pantry.

We are accustomed to working with shift-daily tasks, how can this document be formalized in the program?

Using the documents "Stage to production", select the desired list of documents and print them. The most convenient way to do this is in the "Scheduling stages" workplace.

There has never been a mention of a production specification or any other document that sets the norms for the consumption of materials, etc. This is fine?

It is clear that working without standards is not very good: it is difficult to plan the needs of production, it is difficult to deal with abuses. But you have to start somewhere. Sometimes the regulation development phase can take a long time, which creates problems for the entire plant automation project. In this case, you can start working in this way - indicating the necessary materials and work in the “Stage for production” document itself at the moment when it is necessary. Over time, you can easily give up this practice.

With the help of fairly simple settings and an understandable workflow of the program, we put things in order in accounting and have already met some of the requirements of the MRP standard. Although it is said here that we do not yet use planning mechanisms, the production orders themselves and their production stages create planned requirements for materials that can be involved in the procurement subsystem - for procurement planning.

And the production orders themselves can be created not just like that - manually, but based on the needs of the production plan (for the "push" method of planning) or, as necessary, replenish the standard stocks for the "pull" method.

How to set up the program "1C: ERP Enterprise Management 2" to make these mechanisms work will be described in the next chapter.

An exemplary workflow scheme for this management model is shown in the figure below:

Ways to create production orders

In the example above, the production order was created by the sales manager. This is a valid way to work with the program "1C: ERP Enterprise Management 2", but not the most correct and convenient.

What other options can there be for creating production documents in the program?

The manager can create a "Customer Order" document and, based on it, fill out a production order. This approach is more convenient - you do not need to enter the same information into the program twice.

Managers can create several customer orders, and then the production manager will independently generate the final production order, which will provide all the needs of the original customer orders. So you can define the areas of responsibility and access of employees. Also, this approach allows you to make the work easier, and accordingly it will be done faster and better - each employee works with his own type of documents, which he knows well.

The video lecture, which demonstrates the use of the program mechanisms from paragraphs 1-2, is in the full version of the course, available after registration at the link:.

Sales department an enterprise can form a sales plan for a period (month), according to which a production plan will be automatically generated. Based on the production plan, production orders can be created. This option for creating documents is closest to the classic "push" planning technique.

For the warehouse of finished products, the standard of stocks of finished products will be determined. If, during the sales process, the actual stock in the warehouse is below the target, a production order can be created to replenish stocks. This option implements a "pull" planning technique.

A video lecture that demonstrates the use of plans and standard stocks for the formation of orders for production is in the full version of the course, available after registration at the link: .

The creation of production orders based on sales orders is possible when it comes to project activities. Here, each customer order has unique needs, they are implemented by a separate production order. Another option is a government order (defense enterprises, etc.), here customer orders may contain serial products, but the legal requirements are such that it is necessary to track the material flows related to a specific order. This is implemented by a special mechanism of "separate provision" of customer orders. In other cases, it is better to consider more convenient ways of production workflow.

The use of the production plan is available for enterprises with serial production and medium-long production cycle (from a week or more).

An alternative to production plans can be to use the variant with control of standard stocks. Based on the inventory turnover of products, you determine the stock reserves you need to cover the needs of customers. If the balances are below the standard, then production replenishes them.

The choice between the second and third options is determined by the following parameters:

shelf life of finished products. For example, for the food industry as a whole, only the third option is applicable (maintaining the standard stocks that are necessary to ensure the current shipment), with the rare exception of the production of raw smoked, dry-cured sausages, jamon, cheeses with a long ripening period - it is better to produce them according to plans. This is due to the fact that fluctuations in demand during the production period can lead to overstocking of the warehouse, which will lead to damage to the goods and losses. Here we need a more dynamic system for the formation of orders for production, which will promptly respond to demand - the dynamism is precisely determined by the inventory standard, which is regulated by the current demand itself (excess stocks began to deteriorate, storage standards were lowered).

The term of production of finished products - the shorter it is, the greater the priority of the option with standard stocks. If the production cycle is measured in days, then it is possible to have relatively small reserves of goods in warehouses and quickly replenish them as needed. This eliminates the problem of overstocking finished products.

Large fluctuations in demand - if the volume of demand is guaranteed for a period of a month or more, then it is possible to organize production according to plans, if fluctuations within the planning period are significant, it is better to adhere to standard stocks with their regular adjustments depending on the turnover of goods.

All three options for generating production orders are very well implemented in 1C: ERP. In their technical implementation in the program, there are no advantages of one option over others, so the choice should be made based on the real needs of the business.

Simple planning of material and production resources

Preliminary remarks on production planning

When it comes to production planning, two concepts are often confused and confused: planning the scope of work and production needs for materials, personnel, equipment and building a production schedule.

In order to avoid this error, we would like to give the following definition. Planning in volumes (output / consumption of production) is, one might say, our top-level intentions, which are then seriously refined and turned into a production schedule that has a specific time reference for the direct performer - at what point this or that production event should occur. And this moment is not a certain period, but an exact obligatory date (and sometimes exact time) the start of the event.

Drawing up a production schedule is laborious work, and its implementation requires high production discipline, when any deviations must be promptly controlled and, if necessary, the process of recalculating the work schedule should be launched just as quickly.

Due to the fact that many enterprises immediately strive to build a work schedule in the program without establishing proper organizational order, it often happens that the production schedule is a kind of declaration “for all the good things” hanging on the wall, which is fantastic and not mandatory to execution, which devalues ​​the very idea of ​​​​such a serious control. In this case, it is better to put things in order with other simpler and more convenient tools.

There is another serious problem - the production schedule calculated by the program may cause doubts among the staff, who, from experience, seem to “know how to do better”. These doubts grow into discontent and conflicts, which aggravates the situation, it can even go so far that they will try to blame the disruption of work on the “wrong” schedule and excessive regulation and bureaucratization of work.

The recommendations here are simple - production employees themselves should want to get a convenient tool that will allow them to properly plan their work. It is better to move towards this "evolutionary" rather than "revolutionarily" - starting with the planning of production volumes. The program "1C: ERP Enterprise Management 2" has all the necessary tools for this.

Using the planning subsystem

Let's imagine that at our exemplary enterprise - Metal Constructions LLC - there was a task to plan the production needs for materials (to create a procurement plan), as well as the needs for workers in order to control employment. While we do not need an exact production schedule, we only need a general estimate - what needs to be purchased and how many workers are needed to produce the planned production volumes for the period.

Such a task can be quite simply solved if you use the planning subsystem "1C: ERP" and the following scheme of work:

For each article of manufactured products, we must determine the planned standard for the consumption of materials and work. This document in the 1C:ERP program is called a resource specification.

It is necessary to create and fill out a production plan (document "Production Plan" of the program).

You need to use other planning mechanisms and reports of the program to determine, analyze and meet production needs:

Based on the production plan, it will be possible to fill out the purchase plan (our need for materials). Based on the purchase plan, it will be possible to create orders to suppliers.

The report "Planned need for labor resources" will show the required amount of work in hours. By comparing these data with the available working time fund, it can be determined whether additional staff is required or enough staff, and, perhaps, the number of workers is even excessive for such a production plan.

This accounting option is a continuation and simple development of the accounting scheme that was shown earlier. Here it is only necessary to fill in the reference book "Resource Specifications" for all positions of the manufactured products. The work on creating specifications can be greatly facilitated by the fact that we already have in the program information on the costs of materials and work in production, available from the statistics of the completed stages of production (you can use the reports “Production costs” and “Cost of manufactured products”).

What gives such an account:

We are moving towards full-fledged production management, plans allow us to link the work performed and the necessary resources.

If we use a “push” management methodology at our enterprise, then the production plan can be used to motivate production personnel - this is a KPI for the effectiveness of their work.

If, in the future, we are going to use the "pull" method, the plans will allow us to assess the overall need "from above" - ​​whether we have enough resources to quickly provide our customers with products. This is such a combined approach, where the production plan is not strict requirements, but an assessment of production capabilities.

What is missing here? We do not yet take into account production equipment, even from the point of view of its sufficiency. This is not a limitation of the program, but a limitation of the original example, where it was assumed that we do not have work centers (equipment) in production, and all work is done with hand tools (welding machines, grinders, etc.) and it is enough for working personnel. But the example can be extended by specifying the work centers (equipment) and the required work time in the resource specification. After that, it will be possible to use the report "Planned need for types of distribution center" and get the same assessment of the need for equipment as the one that was obtained earlier for production personnel.

A video lecture that shows how to use the production plan to determine the required production resources is in the full version of the course, available after registration at the link:.

Dynamic provision of production with materials

Before moving on to building a production schedule, I would like to define another "evolutionary" step in the organization of accounting - material flow management in "1C: ERP Enterprise Management 2".

Imagine a situation - we have several stages of production, materials are required for work. At the same time, materials for production are being purchased - orders are placed with suppliers, goods are delivered to the warehouse, goods are moved from other warehouses, etc. It is necessary to correctly link these processes in the program so that production employees can quickly assess the picture of material flows and correctly distribute their work (still manually).

To do this, 1C:ERP keeps records not only of actual events, but also records of future events.

In the document "Production stage" in tabular parts contains information about the planned dates when certain materials must be transferred from the warehouse in order to ensure the completion of the stage. When posting a document, the planned movement of materials is recorded in the program register - a plan for the departure of materials from the warehouse appears.

The document "Order to the supplier", in turn, contains information about when the materials will arrive at the warehouse - a plan is obtained for the receipt of materials at the warehouse. The same is true for orders for the movement of materials. The production stage itself, in addition to the plan for the departure of materials, forms a plan for the receipt of manufactured products that can be used to provide other stages of production and customer orders.

All these planned movements are controlled by the program (you can see them in the Commodity Calendar report). Moreover - there is a convenient workstation - the processing of the "Order supply status" in order to manage these movements - to balance planned requirements with planned (and actual) supply. Management can be done in manual mode as well as partially and fully automatic. The program will show you gaps in supply (periods when there is a planned write-off, but this material is not enough in the warehouse and it is not expected) and offers options for eliminating them (shift the shipment date, split the shipment into batches, etc.).

If you want to competently use the 1C: ERP program to manage material flows, then it is imperative to understand this processing and use it in your work.

The video lecture, which demonstrates the work with the processing of the "Order supply status", is in the full version of the course, available after registration at the link: .

Building a production schedule for materials

We will assume that at the moment we have completely put things in order in the current production accounting: information about ongoing orders is promptly entered into 1C: ERP, materials are transferred to production, finished products are issued, production needs are linked to purchases, production competently interacts with sales . Now you can start building a production schedule.

The easiest way to calculate a schedule to start with is to use information about available inventories and current purchases to determine when all the required materials are in stock and the production step can be completed.

This planning and accounting scheme looks like this:

An order for production is created, production stages are formed according to the order.

Based on the material needs of the production stages, a certain supply plan is formed. The supply plan here does not mean a specific object of the 1C: ERP Enterprise Management 2 program, but a set of activities - the creation of orders to suppliers, the creation of orders for the movement of materials, the creation of supporting production orders for the production of the necessary semi-finished products / nodes.

Using the Order Supply Status processing, it is determined when the production steps of the original production order can be supplied (currently or from future receipts).

The production schedule is calculated. The program analyzes information about when the requirements for the materials of the stages can be met and proposes to change the start date for the stages.

If the proposed terms of work do not satisfy the dispatcher, then he can redistribute the materials between the stages (remove the reserve) and recalculate the schedule.

On the day when the materials are in the warehouse, information becomes available in the program interface that the needs of the stage are satisfied, it can be put into operation.

Advantages of the proposed accounting model:

Your production automatically receives an executable work schedule (the necessary materials are in stock - you can start working).

The mechanism for calculating such a production schedule is quite simple and understandable.

To calculate the schedule, information about the necessary equipment is not yet required, so its use is available even for enterprises where order has not yet been put in place with regulatory reference information for production. You can even not enter resource specifications into the program, but use the production stage to indicate its need for materials - based on this information, the work schedule will be calculated.

Of the minuses, there is only one - we do not know if production will be able to immediately start work on the stage, based on the possible load of production equipment at that time, because we do not plan to use the equipment yet. We still have some of the necessary information, but it is not enough to guarantee the feasibility of the calculated schedule.

Where can this method of work planning be used:

At any enterprises in the process of launching the production subsystem, as soon as the staff is sufficiently familiar with the capabilities of the program.

At the enterprises where for production it is used hand tool– small-scale production of metal structures, furniture production, assembly production.

The main limitation of the applicability of such a production schedule is the presence of "bottlenecks" in the workforce or equipment. That is, if during production everything depends only on the necessary material in the warehouse, then you can safely use this option for calculating the work schedule for all times and it is quite enough, the complication will not bring any result here and will only create unnecessary problems.

The transition to the option of planning production by material resources is carried out by simply changing the value of the constant "Method of production control" in the settings of the planning subsystem, its value should be equal to "Planning by material resources". After that, the appropriate planning options will be available in the automated workplace of the production manager (processing "Order Queue Management", "Stage Dispatching"). Production orders and stages already in progress will require rescheduling, but this will not be difficult (the work is no different from planning new orders / stages).

A video lecture demonstrating this method of production management is in the full version of the course, available after registration at the link: .

Building a production schedule for materials and equipment

Preliminaries and settings

The task of building a production schedule that would correctly plan the loading of your production is a creative and organizational issue to a certain extent. For each enterprise, it requires a preliminary study of the structure of production, and only then can some recommendations be given - how and what needs to be planned.

In this regard, this course will not present any universal approach to solving the problem (it does not exist in principle). Instead, several possible solutions will be described - for different production options.

Before proceeding with the examples, you need to configure the program to use this planning option - you need to switch the corresponding constant in the production settings and select the value "Planning by material and production resources."

For those stages of production that have been created up to this point, the work schedule based on the restrictions of materials will apply. The transition to a new planning strategy will not create big problems - old orders will be executed in the old way, new ones - in a new way. Some errors with scheduling new orders in the initial period will be caused by the fact that their scheduling will not take into account the existing load. These errors will stop immediately after all old orders are completed.

Terminology of the production subsystem "1C: ERP"

A producing resource in 1C:ERP is called a work center. A work center can mean both production equipment and work personnel.

Identical work centers are grouped into work center types. Work planning can be done both for the view as a whole and for each work center individually.

Work center planning is carried out according to planning intervals. The minimum available scheduling interval in the program is one hour. The planning interval determines the frequency of transferring the results of work from one work center to another.

Information about how long a particular work center will work on the manufacture of products is indicated in the resource specification. Also, this information can be entered or changed in the document "Production Stage". In this case, not a specific work center is indicated, but its type.

The work center time specified in the resource specification contains the entire amount of work, including the time spent preparing the work center for work, the work itself, and so on.

If several operations are performed at one work center in the process of manufacturing a part, and you need to directly control these operations, then the 1C: ERP MES toolkit is used with the appropriate settings, directories and workstations. More details about these mechanisms of the program will be written in the corresponding section of this manual.

Organization of simple production

Handyman scheduling

According to the conditions of our original example, in our enterprise, the main production resource is workers. In their work, they use hand tools, which are enough, and if there is a shortage, then they promptly buy more. Suppose we have 100 workers.

How to properly plan their work in such a situation?

For the "Assembly shop" shop, specify the planning interval "Day". With such a frequency, production tasks will be formed in the workshop.

For this type of work center, we indicate that it will participate in the construction of the production schedule, but the work of each work center will not be planned separately.

For the type of work center, we indicate that it contains 100 work centers (we have 100 workers), we will not add the work centers themselves to the program.

In the resource specifications for the products of the workshop, we will add a production stage, and indicate in it our type of work center and how many man-hours are required to manufacture these products at this work center.

Let's set the available work time of our work center: the number of workers multiplied by the duration of their work per day, in our case 100 workers * 8 hours = 800 hours per day are available for work.

We will plan the work by building a production schedule.

Explanations for the scheme:

Our company has a production resource - 100 workers who can perform work on the assembly of metal structures. From the point of view of planning their employment, we are not interested in what each worker will do (provided that they are completely interchangeable). Therefore, it is enough for us to plan the employment of all workers in aggregate and this aggregate available time will be the limiting factor that must be taken into account in determining when which stage of production can be started.

Details of the implementation of this production management scheme are given in the video lecture from the full version of the course, available after registration at the link:.

In the video, you should pay attention to the mechanism for using alternative work centers.

The proposed scheme has limitations and specifics that must be taken into account when applying it:

If your production personnel is not completely interchangeable, then it must be divided into separate types of work centers - by interchangeability.

If more than one worker is working at the same time to produce one unit of output, this must be properly taken into account when specifying the required work center work time in the resource schedule.

In case of underloading of production, the stages will be executed earlier than indicated in the production schedule calculated by the program. This may require regular recalculation of the schedule (no more than once per planning interval).

Applicability:

The scheme is applicable to any enterprise where people are the limiting production resource. In order to get a workable production schedule, it is enough to take into account only their employment and the availability of materials.

Several production steps in one workshop

Let's assume that the enterprise described above decided to purchase a semi-automated welding line in order to speed up production and reduce part of the staff.

The production stages of the assembly shop are as follows:

Procurement of material - workers cut the metal for product nodes.

Welding of knots – welding works on production of knots are carried out.

Assembly of finished products - sold products are assembled from nodes.

Previously, all these stages were performed by workshop workers, now the welding stage will be performed on a semi-automated welding line.

The time chart of work before and after the purchase of new equipment for one of the articles of finished products is as follows:

For this production option, we offer the following control scheme:

Let's add the new kind work center "Welding lines" and the work center "Welding line". Let's set the available time for it.

Let's create new versions of the existing resource specifications, which will now contain not one production stage, but three. In the first and last stage, as before, the workers of the workshops will be used, and in the second, the welding line. Let us indicate the sequence of the stages.

For all materials and labor costs, we will indicate in the specifications for which stage they are intended. Save and use new specifications.

In new orders, we will choose new versions of the specification.

Let's plan the work.

As shop floor staff is reduced, the number of work centers for the Assembly Shop Workers view needs to be reduced, as well as the available work hours. After that, it is necessary to recalculate the production schedule.

Explanations for the scheme:

The scheme is not much more complicated than the original version with one work center. An important difference is that now not one production stage will be created to order, but three - in accordance with the stages of the resource specification.

A demonstration of such a setting for the 1C: ERP production management subsystem is given in the video lecture from the full version of the course, available after registration at the link:.

This setting option has one indicative feature that allows you to understand how the program planning mechanisms are arranged and how they can be optimized for your own needs.

Suppose we need to release not one product, but ten. If we look at the Gantt chart of the constructed stages of production, we will see the following:

What does it mean:

First, the workers of the assembly shop procure materials for all ten products.

Then all the nodes are welded for all sets.

Then, also "wholesale", products are assembled from the nodes.

And here, many production workers will have a fair claim: But we don’t like it that way. And how to make sure that the work goes in batches? This will allow you to start work on the order if all the materials are not in stock yet.

To do this, the resource specification has the corresponding parameter "Optimal launch batch". By default, it is equal to zero, which means that the entire volume of materials that is necessary for the production of all ordered products will simultaneously move through the production stages. If you are not satisfied with this approach, then you need to specify any value of the parameter other than zero and the program will split the order into batches, according to which production will be loaded.

As an example, we give a Gantt chart if we have an optimal launch batch of 2 pieces.

What has changed: Workers have prepared part of the sets of materials and handed them over to the stage of welding assemblies, while the welding work is being carried out, the next sets are being prepared. The nodes come to the assembly stage also in batches. Provision of parties with materials is also carried out separately.

Applicability of this control scheme:

This setting option is applicable for any type of simple production - by combining the stages of work, selecting launch batches, you can achieve the desired detailing of work and the rhythm of production.

The limitation of the applicability of the scheme is the specified planning interval. The minimum value for the interval in the 1C:ERP program is one hour. This means that the work will be transferred from stage to stage no more than once per hour. What it can lead to:

Imagine that we have a small production of advertising products (signs), where there are only three stages of work - cutting the base (plastic), sticker image (print on film), lamination.

The time schedule of works is as follows:

Starting to work at 12-00, we will receive a ready-made sign at 12-40.

And now let's build a production schedule - the program will distribute the stages in the schedule in multiples of hours:

That is, according to the schedule, we will receive our sign no earlier than at 14-05 (lamination takes 5 minutes). Almost an hour and a half later than the work actually ends.

In the case of very small productions, with short stages of work, it is possible. For more large enterprises- hardly.

In addition, it should be understood that orders are not made for one product, there is always a launch batch. Let's calculate our work time for three signs:

Already on three products, the schedule lagged behind the fact by less than 15 minutes. It turns out that even a small production can get the correct work schedule after the correct system settings, without any configuration modifications.

One more note: all created stages of production are immediately available for viewing and acceptance into work. Therefore, if the production actually performs work faster than it is planned according to the schedule, then employees will be able to take on the next stages earlier.

Such a planning scheme (where there is an interval, a multiple of which the work is planned) also has certain bonuses, many people forget about them. Let's imagine that we have three orders in work, they have selected 70% of the available working time from each stage of production into one planning interval. That is, 30% of the time the result of the work of the stage lies before being transferred to another stage. It seems to be bad, but:

This ensures that orders are completed on time. We have an informal buffer 30% of the time for any force majeure. Imagine that we do not have such a buffer, and the schedule would be built “butt to joint”: the client ordered a transport, he came to pick up the products, the equipment broke down, we have to pay for the downtime of the car. It would be better if we did the work longer, but completed it on time.

This allows you to quickly fulfill sudden orders. We have 30% available time in each planning interval that we can use without rescheduling existing orders.

When setting up the system, one should not confuse the production stage with the operations performed at the stage. If you use complex equipment - for example, an automated assembly line that requires pre-loading, configuration, and after the work is done, it needs to be unloaded and possibly serviced somehow, then you should not break these actions into separate stages. This is one stage of production, but if you need to manage individual operations at this stage, then you should use the MES "1C: ERP" mechanisms. This approach will also simplify the choice of the planning interval - the line as a whole works for a long time, and accuracy in minutes is not needed here.

Special settings for the production subsystem

Before moving on to examples of large-scale productions that contain several workshops, it is necessary to describe special program settings that may be useful in your work.

The information will be presented in the form of a FAQ - a practical question and an example of its implementation in 1C: ERP.

We do not want to launch an order as soon as it is created. We need to release products as close as possible to the requirement date. This will avoid damage to goods during storage and overstocking of warehouses. How to set it up in the program?

There is a Release Placement option in the Production Order document. By default, it is filled with the value "Back to Top". This means that commissioned work will be scheduled as early as possible. Change the setting to To Finish and the program will place the production steps as close as possible to the desired release date.

Similarly, in the resource specification for a product on the tab "Production process" there is a parameter "Limited tracking period for output products". Here you can specify the time limit during which the result of production according to the BOM can be in the production department. Based on this period, the program optimizes the production schedule.

We chemical production, the main production resource of our enterprise is an automated mixing line, we would like to plan its work. But there is a peculiarity - before the line starts working, it takes 2 hours to load it with materials and set it up for release, and after the work is completed, ready-made mixtures are unloaded for 1 hour and the line tanks are washed for 1 hour. We are not yet interested in the control of operations, only the schedule of the work of the line itself. How to set up the program?

There are two settings options:

You can include start-up and shutdown operations in the duration of the equipment itself.

You can specify the preliminary and final buffer in the resource specification - the preliminary buffer is the line start-up work, the final buffer is unloading and washing. The buffer value is set as a multiple of the scheduling interval.

In your case, you will need to specify a scheduling interval equal to an hour, then use one of the settings options.

Our company is engaged in the production of plastic tableware. Granules of materials are loaded into the mold, the mold is heated and the desired product is stamped. One mold produces several plates or glasses at the same time. How to properly adjust the view of the work center for such production features?

Such equipment is called equipment with parallel loading (in one operation we produce several parts at the same time). In the work center view settings, you need to specify that synchronous parallel loading is allowed for equipment. For the work center itself, specify the number of simultaneously manufactured products (how many plates the mold simultaneously stamps).

Our company uses furnaces in which hardening of parts (for example, milling cutters) is carried out. The furnace can simultaneously process 200 parts, but from the point of view of optimal production load, it is more convenient for us to work with start-up batches of 30 parts. Also, different cutters can be hardened for different times, while they can be in the furnace at the same time. How to set up the program correctly?

For the “Chamber Furnaces” work center type, specify that asynchronous loading of parts is allowed, and in the work center from this view, specify the maximum number of parts that can be placed in the furnace at the same time.

We have three assembly lines, they are absolutely interchangeable in terms of functionality, but they work with different productivity: one line processes 100 sets per hour, the second - 70, the third - 50. Do I need to start three different types work centers and schedule them separately (this is inconvenient) or is it possible to set up the program somehow easier?

You can do it easier. You start one type of work center "Assembly lines" it includes three work centers (your three assembly lines). For each assembly line, specify the productivity factor (the "Working time factor" field in the "Work centers" directory card). The coefficients are as follows: for the first line - 1, for the second - 0.7, for the third - 0.5. After that, the program will independently calculate the correct work schedule.

In production, we use CNC machines. There are old and new models. New model differs from the old model in that an additional set of functions is available on it. We would like those products that can be made on old machines to be made on them, but if there are not enough of them to fulfill all current orders, then the work of new equipment would also be planned. But if there are enough old machines, then let the new machines not be used (they are very expensive to maintain). How to set it up in the program?

Get two types of work centers (old and new CNC machines). And use alternative work center views in the resource schedule. As the main work center, you will have the type of work center "CNC machines old", for it specify the alternative type of work center "CNC machines new". When calculating, the program will take into account the possibility of replacing equipment, but will apply it only if the main working capacities are not enough.

Our company uses expensive metalworking machines in its work. They employ highly qualified specialists, the number of which is limited. How to plan such production?

If the bottleneck is the equipment (there is not enough of it), then only the operation of the equipment needs to be planned. If people, then people. You can also specify two types of work centers used for the production stage - equipment and people. But this can be redundant and will only slow down the calculation of the production schedule.

Complex production, which involves several workshops

Approximate control scheme

Let's imagine that our original enterprise has grown and production is now carried out in several workshops:

Procurement workshop - procurement and Preliminary processing materials, using machines for cutting metal and presses.

Welding shop - welding of units from the obtained blanks on welded lines.

Painting workshop - painting of units, painting and drying chambers are used.

Assembly shop - manual assembly of finished products from units, using hand tools.

The structure of production at our enterprise is as follows:

How will this change our settings for the 1C:ERP program? In fact, only quantitatively - we will now have several production units.

We propose the following production management scheme:

We start all the necessary workshops in the program (we create divisions in the directory "Structure of enterprises").

We start and configure everything necessary equipment(we introduce the types of work centers and the work centers themselves).

We create or modify resource specifications for our production capacity structure.

We are planning our production orders.

A specific example of the program settings will not be given here, it is contained in a video lecture from the full version of the course, available after registration at the link:.

The production settings here do not carry any "exclusive" information.

But I would like to dwell on one important organizational point - how the production workflow will be organized. Do we need production orders for each workshop separately, or will we use one end-to-end order, and the issuance of production tasks for workshops will be performed by its subordinate production stages.

It all depends on what approach to planning we will use - “push” or “pull”.

If you need to prepare a personal production plan for each workshop before the start of the next month and then produce products in accordance with these plans, then you need to create production orders for each workshop separately. Resource specifications should also be divided by shop.

If you need to make products as needed, then you can create one order for the last shop in the production chain and create a multi-stage resource specification indicating which stages are performed in which shops.

Although here you can also use the "multi-order" scheme in the context of workshops. The difference from the push option will be that orders for production will be generated as needed - it was necessary to provide materials for the welding shop, an order was created for the procurement shop.

There are several "permanent" questions that often arise when production is carried out in different shops. They are mainly related to the issues of transferring the results of the work of one workshop to another. We will try to answer them here:

At our enterprise, the workshops are remote from each other, and delivery takes a lot of time (about one working day), how to plan such production?

For the “pull” control method, create the stage “Delivery” in the specification, specify for it the type of work center “Delivery from shop 1 to shop 2”. Specify a delivery time for it. You can schedule the work of this type of work center (if your transport is limited), you can simply take it into account to calculate the time when work from shop 1 will be transferred to shop 2. The program can handle both options correctly. And we also recommend choosing the right launch batches - for the possibility of transportation.

For the "push" method - correctly set up the provisioning scheme for the shops. Indicate in it the required standard time for receiving products from shop 1 to shop 2. This time will be used when planning shop orders.

Products are manufactured on the territory of our enterprise to order, and then delivered to the customer and mounted by our assembly teams. Each time the delivery time is different (clients are located in different regions), the composition of the team can also change as needed. Can we use the 1C: ERP program for work planning?

Can. True, the planning scheme will turn out to be quite complicated, because the initial requirements are complex (many uncertainties):

Enter local production facilities in the program as usual.

For brigades, create separate types of work centers according to the number of brigades. For each crew, enter the average number of workers as the number of work centers. Do not start the workers themselves as separate work centers.

Use the pull control technique. Create an order for production "from the end" (installation of products at the customer's site), for such an order create the appropriate resource specifications, including the stages of production on the territory of the enterprise, the stage of delivery (specify the average delivery time according to statistics), the stages of installation.

Form production stages for the order, adjust the duration of the delivery stage manually (how long will delivery take for this particular order).

Plot a production schedule and a model with an unlimited production resource.

Look at the model to see how many people you need to assign to a team to get the required productivity of the installation phase.

Assign people to the team.

Once assigned, manually change the accessibility of the work center view (corresponding crew).

Recalculate the production schedule.

The scheme can be greatly simplified by approving the stable composition of the brigades. Then their productivity will not change, and it will be enough just to change the duration of the delivery stage.

Production of units, parts, semi-finished products

If you have a small production, then when manufacturing products, you do not need to take into account the intermediate results of work (semi-finished products, assemblies, parts). In some cases, this is not possible at all, for example, if this is a process production, where there is a continuous process of converting raw materials into finished products (oil refining).

But for large industries, or industries in which intermediate results have significant financial value, such accounting is necessary.

In the 1C:ERP program, this task can be solved in two ways:

You can specify the results of intermediate releases in resource specifications for finished products.

You can produce semi-finished products in separate orders with separate specifications for their manufacture.

The first method is "ideologically" close to the "pull" method of production management - there are final products, and there are intermediate stages and their results - all this is linked in one resource specification.

The second method is more suitable for the “push” management option: each workshop produces its products according to the plan, each workshop has its own resource specifications, in which the result of the work of another workshop can be used as a material.

Both methods can be combined and combined for different production units and different production chains.

In the event that you decide to use the results of an intermediate release, the resource specification must indicate at what stages the release of semi-finished products is made and at what stages these semi-finished products are consumed so that the program can correctly link the production chain.

An important role in the accounting of semi-finished products is played by the mechanism of storerooms of the workshop. This is a new mechanism of the 1C: ERP program, with the help of which we can specify for the workshop its personal warehouse, which may contain materials transferred to work, but not yet actually used up. It also takes into account the production of the workshop, which has already been released, but has not yet been transferred to other workshops or to permanent storage warehouses. In our case, these are our semi-finished products.

Working with the pantries of the shop can significantly simplify the accounting of work in progress - it is now reduced to a fairly simple and well-established methodology for conventional warehouse accounting.

Conclusion and results achieved

If your company has currently used all the functionality of the program that was described earlier, then it can be argued that you have:

The enterprise conducts its work systematically, choosing one or another management scheme.

Sales and production are balanced, you do not have significant illiquid stocks of finished products.

The needs of production are promptly met by purchases. There are no large stocks of raw materials in warehouses. Production is aware of when the necessary materials will arrive at the warehouse and can be transferred to work.

Production employees received convenient tools for automatically compiling an executable work plan, which takes into account the provision of production with materials, human resources, and equipment.

It became possible to simulate the production load in order to assess which production resource is the bottleneck that prevents speeding up the work process.

The consumption of materials, work and production is carried out in relation to production tasks. Waste and scrap records are kept.

Operations Management, MES

Preliminary remarks

Consider the following situation:

Our company, Industrial Electronics LLC, manufactures and assembles printed circuit boards.

In the production chain there is a stage of drilling (a professional term meaning drilling) holes in a plate of foil fiberglass (board base) for the installation of future electronic components (microcircuits, capacitors, etc.). The stage is performed on an automated drilling line, the sequence of actions is as follows:

The operator selects the drilling program (in what places of the board it is necessary to apply which holes and with what diameter). Selection time 2 min.

The operator loads fiberglass boards into the trays of the drilling line. Loading time 10 min.

The line in fully automatic mode drills holes using drills of the required diameter. Drilling time 10 min.

The operator unloads the blanks and sends them to the next stage. Unloading time 10 min.

The total time of work on one batch of blanks is 32 minutes. The work of the first point is carried out only if the drilling program changes (requires a readjustment of the machine). Up to 10 workpieces are processed simultaneously.

The enterprise needs to promptly take into account the execution of each operation at this stage, preferably in an automated mode, in order to load the expensive drilling line as much as possible.

How can we solve this problem in the program?

We can create a “Board Drilling” production step, where we use the “Automated Drilling Line” type of work center as equipment. The minimum planning interval for a stage is 1 hour (limitations of the 1C: ERP program).

We will be able to transfer the next batch of blanks between stages once every 60 minutes, despite the fact that the actual release lasts 32 minutes. It turns out that the backlog of actual work from the plan will be almost 50%.

Can something be done about it?

You can do nothing - such a lag will only appear if our production is significantly underloaded. Otherwise, the remaining 50% of the time will be used to work on the next batch of parts.

But even in case of underloading, it is possible to oblige the operator, after completing the next task, to immediately take on the next one, without waiting for the scheduled start date of work. And once a day, reschedule all orders so as to get the current work schedule. This solves the problem of loading equipment, but another problem arises - logistics and the provision of production with materials. The schedule for the supply of materials for production will be based on the requirements dates, which are initially incorrect.

Imagine that we have production orders for a month in advance and we need to purchase materials for them. We determined the delivery dates, then the production schedule shifted, we need to reschedule deliveries again, it shifted again - again the logistician needs to change the procurement schedule, and so on ad infinitum. The system does not work, and planning is again done in Excel.

This, of course, is a slightly far-fetched problem, it can be solved with the help of other ways of ensuring - when purchases are made not under the order of production, but under the provision of the standard stock of materials. Then the purchase schedule will not depend on specific orders, but on the total planned production volume or on actual consumption statistics.

But in general, there is a certain stretch and inconsistency: the enterprise has specific production tasks, and we are looking for workarounds, not of the best quality. Is there a direct way?

Yes, this is the use of the functionality of the operational management of "1C: ERP", the MES subsystem.

All previous sections of the course were based on version 2.2 of the program. Unfortunately, at the moment this version does not yet fully support the MES functionality, so the further description of the program mechanisms will go to version 2.1, with notes on how this will be implemented in the future (according to 1C).

There will not be many such notes, the changes will not contain cardinal innovations. At the moment when the release of the system containing the new functionality of MES is released, updates to this course will be sent to all readers of the manual who registered using the link.

When MES tools are not needed

In our practice, we quite often had to deal with a situation where the customer sets as one of the requirements for the organization of production management the need to register each operation in the production process.

Most often, the rationale for this desire is as follows: I want the employee to mark everything he does in order to know what he does and what I pay him money for.

As a result, a request immediately arises to use the MES toolkit (we will register all operations in the program).

This desire, quite understandable, has a downside:

Marking takes time, it interferes with work.

Someone has to control the mark.

"Supervision" has never motivated people to work better, rather it is perceived as an attempt to "meddle with one's own business."

Projects with such goals are likely to meet strong local opposition and are unlikely to benefit the enterprise. Here it is better to use other motivational schemes - when an employee is given a certain autonomy in work, and they ask him for the result: the quality of the work performed, the volume processed, and so on. This approach is much simpler, more understandable to the staff, and the result is no worse, but most likely better.

Another reason for using step-by-step control is the need to increase equipment utilization. An example of such a task was given at the beginning of this section. This reason can be considered objective, but there are “details”:

Suppose that our equipment regularly breaks down or unpredictably requires re-adjustment - this will require regular recalculation of the schedule - the operational schedule is built to the nearest minute.

The human factor - the employee was forced to leave for domestic reasons and we again need to reschedule the work.

How often will such deviations occur and whether our highly accurate work schedule will turn into a useless document that will have to be constantly accompanied.

The question of the applicability of MES tools is a very complex issue that requires a high production culture and discipline, otherwise it is easier and more efficient to stop at phased planning and work management and not delve into operations.

The transition to operational management must be exclusively evolutionary: you must master the work with production stages, quickly provide production with materials, and correctly use production equipment in the program.

The real advantage of the MES subsystem is the ability to move to more precise control of the production process: you can speed up work, you can reduce the number of changeovers of equipment, you can plan the use of expensive tooling equipment. But before that, you need to evolve and understand the risks.

A great help in the implementation of the MES subsystem is the possible integration of "1C: ERP" with production equipment m. Information about work orders is uploaded directly to the machine ( production line), and at the end of the work, the information automatically enters the program. There is no human factor here, so any delays can be considered as breakdowns that require urgent intervention by the repair team. On-line control and management technological process is another plus of using MES.

If this is not possible, but the MES toolkit is necessary, then the installation of automated workstations with 1C: ERP running is required, next to the work centers where operations are performed. It will also be useful methods for quickly entering information - barcoding products, materials, production tasks. This will minimize the time for registering transactions.

The Razdolie Exhibition Center has the developments of such tools (integration with equipment, specialized workstations), which can be demonstrated to all interested parties.

MES terminology

Since the MES toolkit is fully integrated into 1C: ERP, you have already met most of the subsystem objects on the pages of this course.

To plan work (operations), as before, equipment (work centers), labor costs, and materials are used.

The process of planning operations itself is a further detailing of the production stage to work operations (not yet implemented in the program).

Thus, the following hierarchy of documents is formed:

The document "Order for production" is created.

On the basis of the order, “Production Stage” documents are generated according to the number of stages of the resource specification. The production stage refers to the types of work centers that will be involved in the stage.

On the basis of the production stage, “Route sheet” documents are generated, which contain a list of operations performed at the work center (not yet implemented in the program).

To create route sheets, the "Route maps" directory is used. The route map is a detailing of the stages of the resource specification to operations. That is, where earlier it was enough to indicate the stage of production as a whole, now it is required to indicate the list of operations performed on it, and it is also necessary to link the materials and work consumed at the stage to specific operations.

To simplify the input of regulatory information in 1C:ERP, it is assumed that route maps are first entered, and on their basis, resource specification stages can be filled out.

When planning work using MES tools, changeover time and interoperational costs (transferring a part from operation to operation, etc.) begin to play a certain role. Therefore, the program uses the corresponding directories and information registers.

For forecasting and modeling work, the "Scenarios of operational planning" reference book can be used, here you can specify virtual work centers that will be used to build a predictive schedule of production operations (you can see what will happen, for example, if we increase the number of machines).

The main control guide for scheduling work in the MES subsystem is the guide "Models of Operational Planning". Here you specify the planning priorities - whether you want to minimize the cost of work or want to speed up production. You can also specify the strategy for using the equipment - do you want to load it evenly throughout the entire fleet of vehicles, or do you prefer to do all the work on one machine.

Work planning in the MES subsystem goes in two stages - first, a production schedule is drawn up: work is distributed by workshops, by planning intervals (hour, day, etc.) and by types of work centers. This is the PDO planning level. Then the shop dispatcher (shop dispatching bureau) draws up the work schedule of the shop within the planning interval - minute by minute, step by step, for each work center separately. The production schedule and work schedule are built automatically by the program, based on the specified parameters and restrictions.

Filling in the regulatory and reference information of the MES subsystem

Let's return to our virtual enterprise "Industrial Electronics" LLC. Suppose that there is a machining shop here, where the original sheets of foil fiberglass are first cut into blanks of a suitable size, and then the necessary holes are drilled in the blanks for mounting electronic components.

This production chain, like the enterprise itself, is virtual! It may not coincide with the actual operations that are carried out in enterprises of this type. The example is taken only to demonstrate the functionality of the program.

Let us assume that blanks are cut on a cutting line, at the input of which one sheet of fiberglass is fed, and at the output 20 blanks are obtained.

The timing diagram of the cutting phase is as follows:

The operator adjusts the cutting line: 2 min.

The operator loads the material: 10 minutes (take a sheet from the pantry of the workshop, bring it, fix it in the equipment).

Material cutting: 10 min.

Unloading blanks: 10 min. (remove the blanks, take them to the next stage of drilling).

Drilling of blanks is also carried out automatically on the drilling line, 10 blanks are processed at a time. The stage diagram is as follows:

The operator adjusts the drilling line: 2 min.

The operator loads the line: 10 min.

Drilling in progress: 10 min.

Blanks are unloaded: 10 min.

The workshop uses one cutting line and two drilling lines.

One operator is assigned to the cutting line, who adjusts the equipment, loads / unloads material and parts. Both drilling lines are also assigned one operator with the same functionality.

In order to optimize the output speed, production is carried out in multiples of 20 blanks (maximum productivity of the cutting line). Materials (fiberglass sheets) are taken from the pantry of the workshop, finished blanks (cut and drilled) are placed in boxes for transfer to the next workshop. Production is carried out 24 hours a day in three shifts.

The salary of workers (shop operators) is not piecework and is distributed to the cost of finished products at the end of the month, in proportion to the cost of materials spent on production.

Graphically, the scheme of production in the workshop looks like this:

How to properly configure the 1C: ERP program to manage such production?

Information about production units

It is required to add to the program the corresponding production unit “Shop mech. processing". Indicate that it is a producer and schedules (dispatches) its own work, configure the scheduling parameters:

Scheduling interval "Day" or "Hour". Depends on how often you need to transfer the finished products of the shop to other departments. The "Day" interval is more economically advantageous - the transfer is made in bulk. The "Hour" interval allows you to get products according to the work schedule faster.

Route sheet management methodology "MES Operational Planning".

Operational management method "Registering a fact". There are two ways to mark the execution of operations in the program - you can register the fact of the beginning / end of operations (“Registration of the fact”), you can register only deviations in the work performed (“Registration of deviations”). Deviations include delays, defects, etc.

The standard time for registration of the execution of operations is 15 minutes. This option works differently depending on which stepwise control method is selected. If a fact is registered, then if within 15 minutes from the planned start of the operation the user did not take it to work, then it is considered that the production schedule is not up to date (work rescheduling is required). If a deviation is registered, then the operation is automatically considered to be completed as planned if 15 minutes have passed from its beginning, and the user has not performed any corrective actions with it in the program (introduced a defect, a delay, etc.). If the deviations that have occurred violate the original work schedule, then its recalculation is required.

The parameters are described in such detail because they significantly affect how the MES tools will be used. Particular attention should be paid to the planning interval, as well as the method of operational management. Ceteris paribus, we recommend that at the initial stage, the planning interval be indicated equal to a day, and register the fact, with a standard time equal to 15-30 minutes. We also strongly recommend using bar-coded production documents (route sheets) in the work of the unit to quickly enter information into the program.

Information about production equipment and operating personnel

It is required to enter information about the types of work centers (cutting and drilling lines). For each type of work centers, we indicate that parallel loading is allowed. Information about the time of adjustments and the duration of operations on the equipment is also entered.

For each type of work center, we enter the work centers themselves - two drilling lines and a cutting line. Specify the number of parts produced in parallel. We indicate the standard hourly cost of equipment operation and the cost of changeover - the information will be used in order to optimize the work schedule for price or speed.

The next question is what to do with shop floor operators?

We can enter them as work centers, and indicate in the route map what operations they perform. We can not enter them as work centers, and specify the loading / unloading time of the equipment in the parameters of cutting / drilling operations as a preparatory-finishing time.

Both options are acceptable, in the first case you will receive a more detailed work schedule, in the second case you will simplify the work of the staff. The recommendations here are simple - proceed from the real needs of the business: why do you need to know how certain operations are performed; what can you do with this information; Are you demotivating people with unnecessary bureaucracy?

The video lecture at the end of the MES section shows a variant in which operators are involved as work centers. This is done for greater clarity, but not as a guide to action.

After entering the types of work centers and the work centers themselves, fill in their availability for scheduling periods.

Creating a route map

The route map is entered by analogy with the resource specification: only for one stage of production. It is necessary to indicate the consumed materials, labor costs, manufactured products, waste. And also fill in the list of operations performed at work centers.

As work centers, you can select the work center itself or the type of work centers. In the first version, the program will immediately schedule work on the selected equipment, in the second it will select an available work center at the time of scheduling operations.

Operations must be specified exactly in accordance with the technology - in the sequence in which they are performed. Particular attention must be paid to operations that are performed in parallel, otherwise the program will not be able to build the correct work schedule.

Materials, products, waste are assigned to the operations in which they are consumed/released. Materials that are consumed in parallel operations must be properly bound, similarly with products and waste.

When entering operations, it is worth considering the possibility of using the parameter "Time PZ (preparatory-closing)" to hide unnecessary detailing of actions.

In the route chart and operations, the multiplicity of output must be correctly specified, depending on the characteristics of those. process.

Some frequently asked questions and their answers:

On the machine, 10 parts are produced in parallel, how to correctly set the route map for this tech. process?

The filling of the route map should be carried out on the basis of the simultaneous release of ten units of production.

Our machine uses expensive equipment, which is also in short supply. We need to plan both the operation of the machine and the use of equipment at the same time. How to set up the program correctly?

Get a special snap as a work center. Use the Auxiliary Work Centers tab of the operation. Specify there used in the operation special. snap.

Workflow on lathe is as follows: tool change - 1 min., workpiece installation - 1 min., turning - 5 min., part removal - 1 min., machine cleaning - 1 min. How can we correctly enter this data into the program?

Consider not using the MES subsystem when planning, use only the production stages. Your tech. the process contains a lot of manual operations, which are highly dependent on the human factor. Possible household reasons (the person went to the toilet) will lead to the fact that you need to regularly update the work schedule. This will not work in a large enterprise.

If, for some reason, there is a need to use MES, use the PZ Time option to hide unnecessary details. In your case, there will be one operation "Turning" with a duration of 5 minutes. Its parameter "Time PZ" is 3 minutes. (installation of the part, removal, cleaning). Another minute must be specified as the setup time for the work center type "Lathes". Also specify the step-by-step management method "Registration of deviations" with a standard time for registration equal to at least 30 minutes. So you minimize the overhead costs for maintaining the main work process and will not distract employees over trifles.

In different tech. processes have repetitive sequences of operations. How to make sure that they can be entered into the program once and used as needed?

When adding a new operation to a route map, instead of an operation, you can add route maps already existing in the program - as a nested route. Get separate route maps for repetitive operations (let's call them templates) and use them as needed.

Create a resource specification

After the route maps are entered, you need to create a resource specification.

There is an interesting feature here. Let's go back to our fur shop. processing - in those. process involves several work centers, should this be considered a multi-stage process? No, it is not necessary - otherwise the program will schedule work for each type of work center separately at different planning intervals, and the work schedule will not be correct. You must have one route card for all those. workpiece manufacturing process (cutting + drilling + related operations) and one resource specification with one stage. It will need to be filled on the basis of the created route map.

Otherwise, filling in the resource specification has no differences from what was done earlier.

Scheme of operation of the MES subsystem

In the program, we have set up production facilities, entered route maps and resource specifications, created an order for production - you can start planning.

Work of PDO and production logistics service:

By order, production stages are created.

Stages are provided with materials.

A production schedule is formed - the stages are distributed by workshops, by types of work centers, by available planning intervals. The schedule is saved.

Work of the shop manager (not yet implemented in MES version 2.2, but available in version 2.1):

Based on the created stages of production, a detailed schedule of production in the workshop is formed (now this information is stored in the "Route sheet" document). AWP "Scheduling of MES production" is used. When generating the schedule, the selected planning model (schedule optimization criteria) is taken into account.

The schedule precisely indicates at what point in time, which operation will be performed at a particular work center.

After saving the schedule, operations are available in the equipment operator's workstation "Performance of operations". Depending on which method of operational management is chosen in the department, the operator must either mark the operations performed (accept them for work / mark completion) or register only the deviations that have occurred in those. process (marriage, delay in starting work, etc.).

If there are delays in the process of work, then an indication of the problem appears in the workstation of the dispatcher of the MES production scheduling shop. He recalculates the work schedule.

In some cases, delays can affect not only the state of affairs within the workshop, but also the entire production process as a whole (when a production order is carried out in several workshops). In such a situation, the problem is automatically indicated in the workplace of PDO employees. Problem orders and production steps will be shown (not yet implemented in MES version 2.2). The PDO specialist can rebuild the production schedule to eliminate discrepancies.

A video that demonstrates the use of the MES subsystem is in the full version of the course at the link.

Conclusion and results achieved

Using fairly simple program settings and the typical functionality of "1C: ERP", we were able to cover all the needs of production in planning:

The work schedule is built with an accuracy of 1 minute.

When planning, all the subtleties of the technological process are taken into account.

Planning of works, equipment, personnel, special snap.

All participants in the process are provided with convenient workstations in the program.

The problems that have arisen in the work of production are automatically escalated to the required level of decision-making, for their automated elimination.

The functionality of the MES program is open for improvements - you can quite easily, using the 1C platform or using the 1C external component mechanism, connect and control from the program any production equipment that has a data exchange interface. Have you heard somewhere that "1C" is only accounting? This is silly. Most likely, the author of the statement is simply poorly versed in the subject.

The ability to manage large-scale production in "1C: ERP" on the example of the shipbuilding industry

Preliminary remarks

This section will not contain a detailed description of all the features of setting up the program for such tasks; rather, these are general considerations that may be useful to those who are puzzled by the choice of a future enterprise management system.

Consider the features of shipbuilding:

Each ship is a separate project, which most often has targeted funding.

The duration of the project is measured in several months, and sometimes even years. A significant part of the time is spent on compiling the normative and reference documentation of the project. Sometimes the design of the ship is carried out in parallel with its construction.

The construction of a ship is a combination of "pull" management methods at the top level (the entire shipbuilding enterprise works with one goal - to complete the project) with serial "push" production of individual workshops.

Production facilities can be located at a considerable distance from each other - the area of ​​a shipyard is measured in tens of square kilometers. Domestic transportation of purchased and finished units may require the use of rail transport.

Production work must be fully balanced with logistics, both internal and external.

In general, this is an extremely complex production, comparable in complexity to the rocket and space industry. In terms of the duration of work, it surpasses the aircraft industry, and is comparable in complexity with it.

Examples of using the "1C: ERP" functionality to manage a shipyard

Project Reference Documentation Management

"1C:ERP" does not contain built-in CAD tools, but supports extensive integration with other programs. You can upload a document of any format to the system, the main requirement is the presence of a description of the structure of the uploaded data.

There are many ready-made processings in the 1C language that exchange data with various CAD systems. The specialists of the Razdolie Exhibition Center had experience in designing the integration of 1C: UPP and 1C: ERP with several different solutions.

Given the rich capabilities of 1C:ERP, there is no doubt that the program has sufficient functionality in terms of organizing regulatory and reference information for working in the industry.

A few more advantages of the program:

Ability to store versions of objects. At the time of designing a vessel, it is often necessary to develop documentation iteratively - the designer proposes a design solution that is agreed and refined by technologists and suppliers. Sometimes there are several solutions, sometimes you need to “roll back” to the previous version of the document. All this can be organized in "1C: ERP".

The ability to coordinate project documents - this functionality is available in a simplified form in 1C:ERP itself, but the presence of "seamless" integration with 1C:Document Management allows you to solve the problem of coordinating documents of any degree of complexity.

Storage capability external files and integration of the file archive with program directories. Quite often, in addition to the production standard (resource specification), it is required to have access to the product sketch. "1C:ERP" allows, if necessary, to attach an external file to any directory and document. Versioning is also available for external files.

Project management

Since shipbuilding is a project work, the appropriate tools play an important role. project management. What can 1C:ERP offer here?

The presence of "seamless" integration with "1C: Document Management" allows you to get software that is not inferior in functionality to the program "Microsoft Project".

The ability to integrate 1C:ERP with Primavera Systems solutions allows you to manage shipbuilding projects in a familiar environment and upload the generated design tasks to 1C:ERP, where they will be used to manage the enterprise.

The presence of ready-made specialized improvements "1C: ERP" for project management will help to completely abandon additional tools.

Targeted project financing

Ships are never built just like that - for sale, most often there is a specific customer who has already made a significant advance and wants to know what his money is spent on.

If we are talking about a military or government order, then these requirements are even stricter. How can 1C:ERP help here?

The program has a "separator" of accounting - the direction of activity. In the case of shipbuilding, this will be a project. In accordance with the areas of activity, you can divide income and expenses, and cash flow. It is quite easy to use standard tools to set up a system of financial budgeting for projects and organize the necessary treasury.

Since 2015, the program has been supporting the requirements of FZ-275.

I would also like to note that the Razdolie Exhibition Center is a recognized leader in the automation of defense enterprises and we have extensive own developments in this area. Moreover, several projects have already been completed for the automation of defense enterprises at 1C: ERP, where one of the main requirements of the customer was the requirement to organize separate order accounting.

Purchasing management

A shipbuilding company purchases a lot of materials, parts, finished units and equipment. An important requirement may be the organization of separate purchases, when the ship's customer needs to know what was purchased and in what volume, for what needs it was spent.

Here, the mechanisms of separate provision of "1C: ERP" will help. You can link all purchases to assignments (your projects) and track the fate of any stock item in the program, no matter how it moves through warehouses and departments.

Sales management

The sale of a vessel is a rather complicated, multi-stage negotiation process. Here the CRM subsystem "1C: ERP" will help us, as well as integration with "1C: Document Management":

You can conduct full-fledged pre-sale activities in the program: appoint and control meetings, negotiations, calls.

You can use the program's built-in mail client so that no commercial information is lost.

You can build a sales business process in the program and control the stages, build a sales funnel.

Design documents ( commercial offers, draft contracts and agreements) can be stored and coordinated in the program.

You can organize an electronic secretariat in the program - all your incoming and outgoing messages will be delivered to their destination, and you will be able to control the response time and the actions taken.

All this is integrated with each other and integrated with other subsystems of "1C: ERP" - a deal from CRM turns into legal contract, it is agreed in the program, a project is planned, the project turns into a production order, and so on. This is linked to ongoing negotiations with customers/suppliers.

The results of all activities can be displayed in the subsystem for monitoring target indicators (projects) and manage work on-line.

Manufacturing control

Although the shipbuilding industry is extremely complex, this complexity is more “quantitative” than “qualitative”. The main thing here is to choose the right management tools from "1C: ERP" and then there will be no problems.

Wisely use the "pull" management methodology - your project is an order under which the entire enterprise works.

Use production plans for repetitive production shops. Fill in plans automatically, based on the needs of ongoing projects, taking into account the serial production.

Take advantage of the fact that you can add materials, etc., to the production stages, if necessary. This will help solve problems caused by the fact that at the time of launching the project you do not yet have all the project documentation.

Use supply schemes, indicate standard stocks of materials - this will facilitate planning and automate the processes of supplying production with materials.

Approach reasonably to the description of production technologies in the program. Too much detail can do a disservice. Let the process here be iterative.

Actively use the mechanism of additional details of program objects: characteristics and series of nomenclature. Use them to obtain "universal" resource specifications, which will be automatically recalculated in the program according to the specified parameters of the required products.

Create production master data management processes in the program (use the link with "1C: Document Management").

Connect your logisticians and production supervisors through provisioning mechanisms. If they work as a team, then there will be much less problems in production.

Organize automated workplaces in the workshops for storekeepers, accountants, production employees - this will allow you to manage the enterprise on-line.

Set up automated loading of design and regulatory documentation for the project from CAD systems. Automate the processes of document approval in the program. This will greatly speed up the work.

Contact the company Exhibition Center "Razdolie", we employ specialists who have worked in the industry for a long time and know the specifics of complex industries.

All these are rather banal recommendations and they are unlikely to become some kind of “revelation”. But the main tasks of production in shipbuilding are the same as those of other manufacturing enterprises, only they can be exacerbated by the scale of the plant. Therefore, an important stage for any management activities here will always be the stage of planning and organizing work, as well as the availability of qualified specialists.

Conclusion

Can 1C:ERP be used in shipbuilding, aircraft manufacturing, etc.? It is possible, and this is not a “propaganda”, but the result of lengthy reflections and modeling carried out by the employees of the Razdolie Exhibition Center. In addition to our developments in this direction, there are examples of already working solutions or automation projects that are in one stage or another of readiness from other partners of 1C.

Will the program need to be improved? Probably yes, mainly they will be connected with the organization of the project management process. Although it will be possible to try to use ready-made tools.

Will any "fantastic" hardware resources (servers, etc.) be required here? Most likely, it will be necessary to update part of the fleet of equipment. But these investments will be necessary regardless of whether you choose "1C: ERP" or an enterprise management program produced by some well-known foreign company.

Another thing is that the difference in the price of projects for the implementation of these software products will be such that if you choose "1C: ERP", you will not only pay for the entire automation project for a smaller amount, but also buy all the necessary servers for the rest of the funds. And there will still be money left for a motivational fund for project participants.

Conclusion

Unfortunately, in one course it is impossible to cover all the issues that are associated with the use of "1C: ERP" in production.

We have tried here to give you the largest number of live examples of the practical use of the program in your work. We hope that they were and will be useful to you. The course materials will be supplemented, we will send course updates to all those who have registered on our website (registration via the link).

We plan to continue to talk about examples of using the 1C: ERP program. These will be similar courses on the functionality of the program (budgeting and planning, sales, procurement, logistics) - register, and we will promptly send course updates and new materials.

Later, training materials will be released, which will give examples of setting up and using the program in certain industries - chemistry, Food Industry, mechanical engineering, etc. We will be happy to receive your suggestions about what you would like to know about the program.

Razdolie-Consult specialists conduct free on-site express examinations, we are ready to come to you and evaluate the cost of automating your enterprise and the business result that will be obtained after the implementation of the program. Departure to Moscow and the Moscow region is free of charge, in case of departure to the regions, it is necessary to pay for the travel and accommodation of the company's specialists ( working group express examinations for 1-2 people).

If you yourself are a company that implements 1C products and you need help on a project, we are ready to provide methodological services and installation supervision services. We are also ready to conduct joint seminars for your potential clients.

About authors

Mironenko Andrey Alexandrovich

In 1997 he graduated from the Volgograd State University, specialization “Applied Mathematics and Mathematics. methods in economics.

For more than 10 years he worked as the head of IT departments of large industrial enterprises.

Including:

Volgograd regional branch trading network Pyaterochka, Head of IT department.

Volgograd Meat Processing Plant, Deputy CEO IT.

Volgograd Shipbuilding Plant, Deputy General Director for IT.

Group of companies Novokor (production and wholesale plumbing and wallpaper), IT Director.

Accent group of companies (diversified industrial holding), IT Director.

Since 2014 he has been working as a manager corporate projects in the Innovation Center "Razdolie", customers of the projects are subsidiaries of Rosnano, Rostec, TechMash.

Specialization: automation management accounting(production, sales, logistics, budgeting).

Gribkov Evgeny Alexandrovich

In 2001 he graduated from Ulyanovsk State University with a degree in Theoretical Physics.

Since 2000, Evgeny Aleksandrovich has been working at the Razdolie Implementation Center. Currently, he is the head of the Implementation Center.

IN currently EC "Razdolie" is one of the leaders in Russia in terms of the number of completed and ongoing projects for the implementation of "1C: ERP Enterprise Management 2".

Gribkov Evgeny Alexandrovich has a number of publications in the industry media and speeches at exhibitions and conferences.

About company Exhibition Center "Razdolie"

The Razdolie Implementation Center is one of the leading partners of 1C, which has the status of 1C: Competence Center for ERP Solutions. The technology for the implementation of projects at the Razdolie Exhibition Center is certified for compliance with the international quality standard ISO 9000.

The implementation center "Razdolie" was founded in 2000 and since its inception has been specializing in the implementation of automation projects for industrial enterprises based on the software products "1C: Production Enterprise Management 8" and "1C: ERP Enterprise Management 2". Currently, the Razdolie Exhibition Center occupies a leading position in terms of the number of completed automation projects at 1C: ERP Enterprise Management 2.

The greatest competencies of the Razdolye Exhibition Center are in the automation of machine-building enterprises, chemical industry and food industry. Traditionally, the specialists of the Razdolie exhibition center are engaged in automation not only financial functions in enterprises, but also operational management and planning (including production planning).

On June 25, 2019, it became known that within the next two or three months, 1C will create an international version of its ERP system (Enterprise Resource Planning, enterprise resource planning), which will be easier to implement for customers abroad due to easier adaptation to local realities.

We set ourselves the goal of isolating the core from the Russian ERP, cleared of `Russian legislation`, which can be used in different countries as a basis for developing local solutions. At the same time, from his words, one could conclude that in the future the Russian ERP will be developed on the basis of this particular core,

The beta version of the international ERP with the index 2.5.3 will be released in August or September 2019. Then it will be finalized based on incoming partner requirements.

Alexey Monichev is confident that 1C's work on the English version of ERP will benefit not only foreign but also Russian users due to the accelerated development of its functionality.

In particular, according to the top manager, within the framework of this project, there will be a significant development of the IFRS subsystem ( international standards financial statements) and a fully customizable RAS chart of accounts (Russian accounting standards published by the Ministry of Finance) will appear.

2018: Integration of the Yandex.Checkout module into 1C:Enterprise products

2017

"1C-Rarus" is preparing the module "1C: Customer-Builder"

On October 18, 2017, the 1C-Rarus company announced preparations for the release of the product 1C: Customer-Builder. Module for 1C:ERP”, which allows you to automate the processes of construction, sale and rental of real estate and investment activities.

Edition 2.4 release

Regulated accounting

• Possibility to specify an identification number (tax number) is provided legal entity outside the Russian Federation.
• It is supported to store the details of the TIN and KPP of the counterparty in the received invoices.
• The mechanism for displaying information on registration with the tax authorities of separate divisions of the organization allocated to a separate balance sheet has been optimized.
• The registration of a special taxation procedure for property tax has been changed.
• Updated forms of declaration and calculation of property tax advances.
• Supported VAT accounting for the export of commodities.
• A new procedure has been defined for setting accounts when recording transactions of settlements with counterparties using the parameters of HFC settlements.
• The procedure for setting up accounts within the workplace "Setting up the reflection of documents in regulated accounting" has been optimized.
• Implemented separate accounting for contracts in accordance with the requirements federal law N 275-FZ.

Accounting for non-current assets

A scenario for organizing accounting for non-current assets has been added, in which:

• all types of accounting for non-current assets (regulated, international and managerial) are based on operational contour data;
• single documents are used for all types of accounting;
• the possibilities for recording transactions with non-current assets in international accounting are brought into line with similar opportunities in regulated accounting;
• independent management accounting of non-current assets is supported in case of shutdown of regulated and international accounting;
• the depreciation calculation mechanism has been optimized for carrying out calculations with a large number of accounting objects.

Personnel management and billing wages

Regulated personnel records and payroll are unified with the configuration "Salary and personnel management PROF", edition 3.1.3.

Service options

• To create geographically distributed systems, a mechanism for distributed information bases (RIB) has been added. Using this mechanism, configuration changes are synchronized and data is fully consolidated between the central database (RIB central node) and all peripheral databases (RIB peripheral nodes).
• For the development of e-commerce tasks, a mechanism for creating and publishing your own 1C-UMI sites has been added. The mechanism is implemented as part of a separate service for the automated creation and filling of the site "in one click".
• The mechanism for maintaining and developing conversion rules using the universal Enterprise Data format has been simplified, support for version 1.4 has been implemented.

Requirements

To switch to edition 2.4, you must install a version not lower than 2.4.1 of the "ERP Enterprise Management 2" configuration. Edition 2.4 requires version 1C:Enterprise 8.3.10 or higher.

"1C: ERP Enterprise Management 2" can be purchased, rented or used in the cloud.

Development of regulated accounting

Formation of postings according to documents

• Possibility of automatic posting accounting only documents checked by an accountant
• Set up an account for materials transferred for processing
• Reflection of assembly / disassembly of the item without using account 20
• Setting up sales accounts for UTII

• Completing section 7 of the VAT return
• Convenient workplace for transferring VAT to the budget for individual transactions
• Support for VAT accounting features when importing goods from the EAEU
• Development of the functionality of the tax agent for VAT
• In development (to version 2.4.3) VAT accounting for "long production cycle"

• Accounting for losses of previous years for the purposes tax accounting by profit
• In development (to version 2.4.3) accounting for reserves of future expenses

Separate accounting for the State Defense Order

Plan-fact cost analysis

Development of production management

At the level of enterprise plans

• Planning by directions (projects, contracts) is supported
• rolling planning
• Implemented automatic end-to-end planning of production of all stages - from finished products to purchased materials
• Manual adjustments of plans are supported
• In development (to version 2.4.3) planning of residual materials
• In development (to version 2.4.3) cumulative execution of plans

At the level of interdepartmental management

• Simultaneous employment of several work centers at a stage is supported

At the level of intrashop management

• In development (to version 2.4.3) shift-daily tasks and a new workplace for "manual" assignment of operations

• Specifications for measured products are supported
• Significantly developed formulas for calculating resource consumption in specifications and route maps
• In development (to version 2.4.3) support for repair production processes

GIS integration

Availability from the cloud

In July 2017, the flagship product "1C" - "1C: ERP Enterprise Management 2" - will be available from the 1cfresh.com cloud in test mode. This was announced by the director of "1C" Boris Nuraliev.

To begin with, a pilot stage starts, which provides for the free use of the application. In the future, the estimated cost of the service will be from 1,500 rubles per user per month.

1C believes that 1C:ERP in the 1C:Enterprise 8 service via the Internet will be convenient for small businesses with complex production that require production planning and accounting capabilities. Also, the product is aimed at new enterprises that are ready to build their business processes based on the typical capabilities of "1C: ERP", geographically distributed production and trading companies small and medium scale.

The product may also be of interest to users of other solutions who wish to try using "1C: ERP" on their data, the company believes.

Earlier, in May, 1C allowed partners to lease 1C:ERP to clients. The minimum cost for one workplace in this case is from 1000 rubles. per month when installed on the customer's equipment.

Leasing 1C:Enterprise programs is a rapidly growing segment of the 1C business. For May, 2017 more than 60 thousand workplaces are leased. Sales growth in 2016 was 37%. 1C software lease contracts have been concluded with 54 large corporations using more than 12,000 licenses. A scheme has become popular when an insourcing company within a holding company becomes a tenant and provides software to its subsidiaries.

According to 1C, as of May 2017, about 1,600 organizations use the 1C: ERP Enterprise Management solution in Russia.

2016

Dynamics of sales of standard ERP solutions "1C"

As of 10/25/2016: 1268 customers have purchased the commercial version of 1C:ERP 279 implementations have been published on the 1C website.

"1C: ERP Enterprise Management 2" version 2.2

Positioning 1C: ERP relative to other 1C solutions

More than 100 specialists are involved in the development

• 1C:ERP contains 7.5 million lines of code

Implementations in production

• Custom management and accounting model 3 levels of management, optional
• Volumetric scheduling
• Intershop schedule
• Intrashop schedule
• Reduced quality requirements for NSI
• Accounting for material and resource constraints
• Support for legal requirements

Development in version 2.2

• Preservation of the methodology
• Architecture optimization
• Productivity increase
• Development of material logistics
• Simplification of primary accounting
• Development of ergonomics
• Architecture optimization
• Improving Reliability
• Increasing the calculation speed
• Calculation of the cost of products during processing
• Recalculation optimization
• Reduced memory consumption
• Built-in diagnostics and testing tools

Cost calculation in 1C: ERP

• Quantitative distribution of batches by FIFO
• VAT Inclusion / Exclusion
• Preliminary cost calculation
• Distribution of additional expenses
• Distribution of indirect costs and salaries
• WIP share calculation
• Calculation of the cost according to the system of linear equations

Treasury in 1C: ERP

• Integration with other ERP subsystems
• One-click document preparation
• Convenient payment calendar
• Support for settlement payments under 275-FZ
• Exchange with banks in DirectBank format
• Automatic posting of incoming payments
• Accepting payments through Yandex.Checkout

Switching from other applications to 1C: ERP

Open to change system

The platform-oriented approach allows:

• Use your business-oriented development language
• Reduces development time
• Speeds up the developer learning process
• Execute once written applications:
• On different operating systems– Windows, Linux, macOS
• On different DBMS - MS SQL, Oracle, IBM DB2, PostgreSQL
• In different options - local, client-server, cloud, distributed, ...

2015: "1C: ERP Enterprise Management 2" in edition 2.1

Up to this point, UE 2.0 was in the status of a beta version. Although quite large customers were also involved in the implementation of UE 2.0 in 2013, it was not about full-fledged commercial installations, but about the study by customers of the possibility of switching to this ERP and a preliminary acquaintance with the functionality.

The price of the main delivery (version 8.3 platform, application solution and license for one workstation) was the same and was 14.5 thousand rubles for all partners. excluding the 1C application server (72 thousand rubles in the case of a single server, without clustering; prices for various server options range from 14.4 thousand rubles to 180 thousand rubles) and directly licenses for workplaces (for 100 workstations - 300 thousand rubles, for 500 workstations - 1.48 million rubles).

Now the amounts have become known: the recommended retail price for UE 2.0, which appears on sale on December 31, 2013, is 360 thousand rubles. This kit does not include server and multi-user licenses, but includes the 1C:Enterprise 8.3 platform, ERP Enterprise Management 2.0 and Application Solutions Design System configurations, a configurator, a license for one workstation, and documentation.

Also for 990 thousand rubles. you can buy a second extended set: corporate version of UE 2.0 with workflow, server and 100 user licenses. Recall that earlier the vendor promised that when the final version of UE 2.0 appears, the company will provide a 70% discount to customers who have already used the beta version and will be able to confirm this. "1C" took this percentage of the price basic supply and deducted the resulting 252 thousand rubles. from the prices of both sets of delivery. The total price for users of the beta version is 108 thousand rubles. and 738 thousand rubles. respectively.

2012

1С:ERP Enterprise Management 2.0

The solution "1C: ERP Enterprise Management 2.0" is the development of the most widely used at present in Russia and the CIS countries ERP systems-class "1C: Manufacturing Enterprise Management" version 1.3 (1C: SCP) and takes into account the experience gained over 10 years of using this system in large-scale projects with hundreds and thousands of jobs (more than 16,000 enterprises use the solution "1C: Manufacturing Enterprise Management "). More than 500 enterprises have already become users of 1C:ERP Enterprise Management 2.0.

Solution Benefits

• functionality at the level of world-class ERP systems;
• 1C:Enterprise 8.3 platform that supports work via the Internet, including cloud technologies and work on mobile devices Oh;
• availability of specialized solutions that expand the capabilities of the system (PDM, EAM, PMO, ITIL, CRM, MDM, WMS, TMS, BSC, ECM, CPM, etc.);
• a network of partners with many years of experience in implementing ERP systems.

Automation production processes And financial activities improves business efficiency and competitiveness of the enterprise, improves the conditions for internal and external audit, promotes growth investment attractiveness companies. The solution "1C: ERP Enterprise Management 2.0" allows you to build a comprehensive enterprise management information system that ensures timely adoption management decisions, transparency of business processes and evaluation of the effectiveness of the enterprise, individual divisions and personnel.

Development and innovation in 1C:ERP relative to 1C:UPP:

• The new production management subsystem provides management of inter-shop transitions and at the operational level, operational dispatching, bottleneck management, and equipment loading management.
• The subsystem for the organization of repairs allows you to keep records of repair objects, register operating time, control the implementation of current and unscheduled repairs.
• The system of cost accounting and cost calculation provides detailing to the composition of the initial costs, visibility and control of the validity of the calculation.
• The financial management subsystem allows you to keep records in the context of activities, use flexible rules for the distribution of costs. The functionality of the treasury allows you to effectively manage cash.
• Improved budgeting mechanisms and tools use a tabular budgeting model, allow you to efficiently and visually manage the budgeting process using a Gantt chart.
• Subsystems for automating trade and warehouse activities provide effective management of the sales process, allow the use of mobile workplaces for warehouse workers and sales representatives.
• Customer relationship management allows you to evaluate the results of marketing campaigns, track the stages of transactions with customers, form a sales funnel and analyze the effectiveness of staff.
• The procurement management subsystem includes specialized workplaces that allow, in accordance with the supply rules, to automatically calculate the need for the purchase of goods and materials.
• Within the framework of the regulated accounting functionality, reflection is provided business transactions for financial accounting groups, the ability to keep records in the context of separate divisions (branches) of the enterprise, automatic support for accounting for "complex" VAT without additional settings.
• The functionality of personnel management and payroll allows you to maintain personnel records, which is necessary for large manufacturing enterprises, to calculate payroll according to production data.
• The subsystem of international financial accounting (IFRS) allows you to keep records and prepare reports using various methods of preparing reports, combining data from RAS, operational accounting and parallel accounting.
• The configuration model is supplied in the IDEF0 notation in "1C: Application Design System" (DSSS), which makes it easier to design, implement and maintain information system enterprises.

Capabilities of the flagship solution of 1C

Monitoring and analysis of performance indicators of enterprises

The target indicators monitor is used to control and analyze the target indicators of the enterprise. The tools of the solution "1C: ERP Enterprise Management 2.0" allow you to analyze the current values ​​of indicators and the dynamics of their change, get a short or extended form of presentation of indicators, with a graphical display of data and interpretation of values.

Key features:

• building a hierarchical model of goals and targets;
• creation of various variants of indicators with the possibility of comparison;
• monitoring of target indicators with transcripts of initial data;
• the possibility of analyzing financial results by activity;
• variety of graphic forms of analytical reports;
• access from a mobile device (tablet, smartphone).

Tools for monitoring and analyzing performance indicators allow you to:

• set an unlimited number of target performance indicators and various options for their analysis;
• control the work of the organization in real time, "cover the entire business at a glance";
• timely identify deviations from the plan, negative dynamics, points of growth;
• decipher indicators with details to individual business transactions.

Supports work on mobile devices. "1C: ERP Monitor" is a special application for mobile devices that allows you to:

• quickly view the status of targets in the form of charts and detailed reports;
• decipher targets using reports;
• view the contact information of partners, their dossiers, as well as make calls to them;
• selectively synchronize data to speed up work.

The 1C:ERP Enterprise Management 2.0 solution implements a set of reports that allows management and executives to receive the necessary information from the system for timely management decisions.

Planning system

The use of "1C: ERP Enterprise Management 2.0" ensures the coordinated work of enterprise services for the construction and execution of sales, production and procurement plans.

The system supports several planning levels:

• support for multi-scenario planning;
• separation of target and control plans;
• the presence of various options for filling out plans (data from past periods, formulas, data import, etc.);
• the possibility of using seasonal coefficients;
• automatic planning of materials to ensure the production plan;
• checking the correctness and balance of plans, assessing the feasibility of demand plans at the expense of plans
• security;
• availability of plan-fact analysis tools.

Manufacturing control

Product data management

"1C:ERP Enterprise Management 2.0" allows you to organize a single database of regulatory and reference information necessary for production management. Resource specifications set the normative need for material and labor resources for the production of products and describe the production process of manufacturing the product. The manufacturing route is set by production stages at the level of departments (workshops) with the ability to set key resources. The production stage can be detailed by a route map to technological operations.

Production order management

In "1C: ERP Enterprise Management 2.0" two levels of production management are implemented. At the top level (the level of the main dispatcher), in accordance with the route of manufacturing the product, a volume-calendar production schedule is formed to coordinate the activities of production units. The principle of interval control has been implemented, which makes it possible to reduce the dependence of planning quality on the reliability of time norms.

At the level of workshop planning, operational scheduling of production is carried out, taking into account the loading of equipment and the execution of tasks received from the chief dispatcher in the required time frame. At the workshop level, step-by-step planning is provided using optimization criteria, tools for modeling the production program are implemented.

Formation of the production schedule

The production schedule is formed on the basis of sales and production plans, customer orders, internal orders, including orders for equipment repairs. The need for production is converted in the system into a queue of production orders, taking into account the priorities and the required time for manufacturing products. Tasks to be solved:

• assessment of the feasibility of orders for production by the date of requirement;
• formation of production programs (plans) coordinated among themselves for separate divisions;
• optimization of the use of material and labor resources by production units;
• operational management of changes and deviations in production plans.

Intrashop management

Production schedule c deadlines execution of production stages is the basis for organizing work in departments. Planning of work within the production stage is carried out by a local dispatcher. The local dispatcher schedules work in planning intervals based on the current production situation, the drum-buffer-rope method, MES/APS algorithms are supported. Automated accounting of work performance using a bar coding system is provided.

Functions of the local dispatcher:

• control over the provision of resources for the stages being performed;
• scheduling work performed, loading work centers;
• selection for processing of local production batches (formation of route sheets);
• monitoring the implementation of production processes in your unit;
• rescheduling the execution of route sheets;
• timely notification of the chief dispatcher about critical deviations from the production schedule.

Organization of repairs

Management functionality implemented maintenance and equipment repair. Automation of repair activities is designed to ensure the efficient use of enterprise assets:

• preparation, planning and control of work to prevent equipment downtime (scheduled inspections, detection of deviations in the early stages, prevention of defects);
• security High Quality manufactured products by monitoring the condition of the equipment (timely replacement of consumables and spare parts, control of operating time and residual life);
• reducing the cost of maintaining equipment performance;
• introduction of unified regulations for the provision and financing of repair work.

The functionality of the subsystem solves the following tasks:

• registration and storage of information about the objects used, the parameters of their operation, the parameters for planning their periodic maintenance;
• registration of equipment production in accordance with the specified regulations;
• scheduling periodic scheduled maintenance.

Cost management and costing

To build an effective cost control system at the enterprise, use existing reserves and consistently reduce costs, advanced techniques and a set of functional tools are used. In "1C: ERP Enterprise Management 2.0" costs are allocated that form:

• The cost of manufactured products - costs through divisions are attributed to orders for production and products (work performed).
• Financial result - the objects of accounting are areas of activity, organizations (including for the purpose of forming profits and losses of organizations), responsibility centers in the form of divisions.
• The cost of non-current assets - the formation of the cost of future fixed assets and intangible assets, accounting for capital construction costs, R&D.

The following approaches are used to analyze and build a cost management system:

• collection of all information about the costs of the enterprise through operational (resource consumption standards, characteristics of the work performed, etc.) and cost characteristics of business processes;
• allocation of significant and controllable costs;
• the use of various procedures and methods for allocating costs to the cost of issues and the financial result of the enterprise;
• formation of the value of current and non-current assets, expenditures on research and development and capital construction;
• formation of the prime cost of issues according to costing items with a given classification of costs.

The financial result shows the efficiency of the enterprise and characterizes the state of equity for the reporting period. Tools "1C: ERP Enterprise Management 2.0" provide the formation of financial results and provide tools for their analysis, automating the following tasks:

• formation of financial result in the areas of activity;
• formation of general and separate financial results;
• accounting for other income and expenses.

The use of "1C-Electronic Document Management" (1C-EDO) allows organizations to use the exchange of legally important electronic documents instead of paper media. Paperless workflow not only helps reduce postage costs, Consumables, maintaining archives, but also increases the efficiency of the organization.

Implementation of 1C: ERP Enterprise Management 2.0

1C recommends users to implement 1C:ERP Enterprise Management 2.0 in close cooperation with 1C partners who have the necessary competencies in the field of integrated enterprise automation on the 1C:Enterprise 8 platform, a staff of certified specialists - partners with status "1C: ERP Center".