Discrete Industry - websmp106.sap-ag.desapidp/... · © 2011 SAP AG. All rights reserved. 2...
Transcript of Discrete Industry - websmp106.sap-ag.desapidp/... · © 2011 SAP AG. All rights reserved. 2...
© 2011 SAP AG. All rights reserved. 2
Purpose, Benefits, and Key Process Steps
Purpose This scenario describes a business process, which is typical for companies with lot-size oriented
production.
The production scenario produces a finished good and all dependent components in make-to-stock production (MTS).
Furthermore, the scenario is supported by the main cost object controlling functions required, such as preliminary costing and period-end closing.
Benefits Production triggered by a production plan
Serial number and batch management included
Optional with: quality management, consigned inventory, external processing
Key Process Steps Creating Planned Independent Requirements
Material Requirements Planning at Plant Level
In-House Production (subassembly)
In-House final assembly (Finished Good)
Capacity Leveling
Confirming Assembly Activities
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Required SAP Applications and Company Roles
Required SAP Applications
Enhancement package 5 for SAP ERP 6.0
Company Roles
Production Planner
Production Supervisor
Shop Floor Specialist
Warehouse Clerk
Strategic Planner
Engineering Specialist
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Detailed Process Description
Make-to-Stock Production – Discrete Industry
This scenario describes a business process, which is typical for companies with lot size oriented production. The production scenarios consist of both goods movements (goods issues and receipts) and confirmation of completion of the production order. Furthermore, the scenario is supported by the main cost object controlling functions required, such as preliminary costing
and period-end closing.
The typical planning process starts with sales quantity planning. The previous period’s actual sales figures can be used as a basis for future planning.
In Sales and Operations Planning, you ensure that production stays in line with sales so that you may create the production plan synchronously to sales. The planning data is transferred from Sales and Operations Planning to Demand Management. Demand Management generates independent requirements, which are used in the subsequent Material Requirements Planning (MRP) run.
In material requirements planning, the bill of materials (BOM) for the top-level material demand gets exploded and production is planned right down to procured component level. MRP results in planned orders being generated for the material to be produced.
If insufficient warehouse stock is available, purchase requisitions are created for the raw materials required. When the order is created, target costs are calculated for the order lot size (preliminary costing).
During the production process, costs incurred are updated on the order, which enables you to keep track of and compare target costs and actual costs at any time.
Period-end-closing activities are applied to the order. This includes Work In Progress calculation and variance calculation.
After this, Work in Progress is settled to financial accounting and production variances are settled to management and financial accounting.
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Process Flow Diagram Make-to-Stock Production – Discrete Industry
Man
ufa
ctu
rin
g
Eve
nt
Pla
nt
Co
ntr
oller
Period End Closing
“General” Plant (181)
Material Requirements
Planning at Plant Level & Evaluation of Stock / Requirement
List
Beginning of Planning
Cycle
Purchase Requisiti
on
MRP List
Inventory @ Standard. Cost
Pro
du
cti
on
Pla
nn
er
Periodic Plan Revision
Release Production
Order
Capacity Leveling
Material Staging for
Planned Orders
Confirming Assembly Activities
/ Final Confirmation
Semi-Finished Goods Receipt
Goods Issue/ Back flush
Update Capacity
Goods Receipt Slip
Pick List
Order Print Planned Orders
Capacity
Leveling O.k.?
Material Availabl
e?
Bu
yer
Ware
-h
ou
se
Cle
rk
Goods Receipt Slip
Procurement of Stock
Material with QM (127)
Procurement &
Consumption of Cosigned
Inventory (139)
Str
ate
gic
P
lan
ner
Creating Planned
Independent Requirements
Convert Planned Order to Production
Order
Inventory Consumption @ Standard.
Cost
Procurement w/o QM
(130)
Finished Goods Receipt
MM Subcontracti
ng (138)
PP-Subcontracting (External Processing)
(150)
No
Yes
No
Yes
Logistics Planning
(144)
1
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Process Flow Diagram Make-to-Stock Production – Discrete Industry
Pro
du
cti
on
S
up
erv
iso
r
1 Review
Operation List
Ev
en
t
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Legend
Symbol Description Usage Comments
To next / From last Diagram: Leads to the next / previous page of the Diagram
Flow chart continues on the next / previous page
Hardcopy / Document: Identifies a printed document, report, or form
Does not correspond to a task step in a document; instead, it is used to reflect a document generated by a task step; this shape does not have any outgoing flow lines
Financial Actuals: Indicates a financial posting document
Does not correspond to a task step in a document; instead, it is used to reflect a document generated by a task step; this shape does not have any outgoing flow lines
Budget Planning: Indicates a budget planning document
Does not correspond to a task step in a document; instead, it is used to reflect a document generated by a task step; this shape does not have any outgoing flow lines
Manual Process: Covers a task that is manually done
Does not generally correspond to a task step in a document; instead, it is used to reflect a task that is manually performed, such as unloading a truck in the warehouse, which affects the process flow.
Existing Version / Data: This block covers data that feeds in from an external process
Does not generally correspond to a task step in a document; instead, this shape reflects data coming from an external source; this step does not have any incoming flow lines
System Pass / Fail Decision: This block covers an automatic decision made by the software
Does not generally correspond to a task step in the document; instead it is used to reflect an automatic decision by the system that is made after a step has been executed.
Exte
rnal
to S
AP
Business Activity / Event
Unit Process
Process Reference
Sub-Process
Reference
Process Decision
Diagram Connection
Hardcopy / Document
Financial Actuals
Budget Planning
Manual Process
Existing Version /
Data
System Pass/Fail Decision
Symbol Description Usage Comments
Band: Identifies a user role, such as Accounts
Payable Clerk or Sales Representative. This band
can also identify an organization unit or group,
rather than a specific role.
The other process flow symbols in this table go
into these rows. You have as many rows as
required to cover all of the roles in the scenario.
Role band contains
tasks common to that
role.
External Events: Contains events that start or end
the scenario, or influence the course of events in
the scenario.
Flow line (solid): Line indicates the normal
sequence of steps and direction of flow in the
scenario.
Flow line (dashed): Line indicates flow to
infrequently-used or conditional tasks in a
scenario. Line can also lead to documents involved
in the process flow.
Connects two tasks in a scenario process or a non-step event
Business Activity / Event: Identifies an action that either leads into or out of the scenario, or an outside Process that happens during the scenario
Does not correspond to a task step in the document
Unit Process: Identifies a task that is covered in a step-by-step manner in the scenario
Corresponds to a task step in the document
Process Reference: If the scenario references another scenario in total, put the scenario number and name here.
Corresponds to a task step in the document
Sub-Process Reference: If the scenario references another scenario in part, put the scenario number, name, and the step numbers from that scenario here
Corresponds to a task step in the document
Process Decision: Identifies a decision / branching point, signifying a choice to be made by the end user. Lines represent different choices emerging from different parts of the diamond.
Does not usually correspond to a task step in the document; Reflects a choice to be made after step execution
<F
unction>
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Convert
Planned Order
Dependent
Reqmts
Reservations
Warehouse
Material Reqmts
Planning
Materials Requirement Planning - MRP
Planned Ind.
Requirements
Production
Order
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Alternative Planning Strategies for Finished Product
Strategy Net Requirements Planning (10) Planning with Final Assembly (40)
Customer requirements passed on to
production No Yes
This means . . . ... sales orders do not influence production ... sales orders that exceed planned
independent requirements can influence
production
... the main objective is to ensure smooth
production
... the most important factor here is the
ability to react flexibly to customer demand
Planned independent requirements
allocated and reduced during sales
order processing No Yes
Planned independent requirements
reduced at goods issue for delivery Yes No
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Work Center
Work Center: Assembly
Routings Costing Scheduling
& Capacity
1010,-
2150,-
3160,-
Default values
Routings
Costing Data Sched. Data
Capacity Data
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Routing Work Center / Operation
Routing Header
Operation 10:
Final Assembly
Material Components
Work center
Control key
Standard values
Activity types
Description
....
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Individual Conversion Individual Conversion
Planned
orders
Production
orders
Collective Conversion Collective Conversion
Planned Order Conversion
Production
order Planned
orders
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Specify order type Specify order type
Define order item Define order item
Copy routing Copy routing
Lead time scheduling Lead time scheduling
Copy bill of material Copy bill of material
Optional changes Optional changes
Save production order Save production order
Friday January 28 2011
Tuesday July 12 2011
Requirements planning Requirements planning Manually Manually
Availability check Availability check
Automatically Automatically
Optional (Customizing)
Production Order Creation
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Order proposal
(planned order)
Order creation
Availability
check
Order release and
batch determination
for components
Order settlement Order header
Operations Operations
Components Components
Costs Costs 20
50 100
Material withdrawal
Goods receipt
Production Order Processing
Production Order
Confirmations
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Material
Goods movement
Material
document
Accounting document
Warehouse Warehouse
Operation
Mat. comp.
Prod. order
Costs
Update of stock quantities Update of stock values materials can be batch controlled
Goods Movement
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Goods issue posting
Material document
Acctg. document
Goods Issue
Updating stock quantities Updating stock values Reducing reservations Calculating actual costs and up-
dating the order
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Order confirmation Order confirmation . . .
Manual entry
Production Order Confirmations
Production order
Operation 0010
Operation 0020
Operation 0030
Operation . . . .
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l Costing variant
Display planned/actual costs
l Cost elements l Cost itemization l Cost component split
Planned costs Planned costs
Material costs
Costs for external
procurement
Production costs
Material overhead
costs
Production overhead
costs
Costs for external
processing
Cost elements Cost elements : : Phases Phases
l Gen. operation values
l Standard values
l Control key “costing
indicator”
Resources Resources
l Formula key for
costing
l Cost center
l Activity type
l Formula constants
Cost calculation log
l Ind . " Rel . to costing "
l Price
Material Material components components
Order Order type type / Plant / Plant
Production Order - Preliminary Costing
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Production order cost Production order cost
Overhead calculations Overhead calculations
- Work center
- Standard value
- Quantities
- Cost center
- Activity types
- Formulas
- Activity types
Operation
Internal activities costs Material costs
Cost of Production Order
- Quantities
- Prices
Work center Cost center Material
components
- Periods
Activity cost
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Order Status
Pre-Released or Released Partially Delivered Finally Delivered or Technically Completed
Variances
Delivery
Value
Actual Costs
WIP at
Actual Costs
=
WIP at
Actual Costs
=
- Delivery
Value
=
-
WIP and Variance Calculation in Lot-Based Cost Object
Controlling
Actual Costs Actual Costs
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Material
600
Product cost planning
Lotsize 1 PC CO- PC
Production Order Mat. F126
800 1.200
400 2.400
-2.000
400
Material Production Surcharge GR Variances
Actual Cost
CO-
PC
Material Master
Standard Price = 2000
Target Version 0
Price 150 Qty 150 Structure 100 Scrap 0 Lotsize 0
Production
1100
Surcharge
300
Warehouse Price difference
Financial Accounting
2000 400
Settlement FI
CO-
PA
Settlement of Order (Example)
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