Machine Equipment Planning in MES Systems

The sequence number is clearly identified in a work plan by means of a sequence number (sequence number 100, 200, 300, etc.). It is used in many systems and allows alternative or parallel work sequences to be easily integrated into the numerical scheme.

An operation is what is done during the production phase and defines all the resources allocated (how the production step is executed). Operations are either defined before the creation of the work plan or can be created during the compilation of the work plan.

Work Center / workstation. The connection to a machine, an automatic or manual workstation defines the location of the operation, i.e. the place where the production step is performed. Operations can be performed alternatively on several machines (machine A or machine B as an emergency strategy) or in parallel on several machines (e.g. both machine A and machine B to increase capacity). These alternative or parallel stations are specially marked in the work plan. The respective alternate or parallel machine can be selected in the operation planning system or, depending on the circumstances, during the execution process.

Production intervals and sequence can be displayed on the chart, the period between the earliest possible production start and the end of the last process can be observed.

With MES, being able to monitor all work plans, the history of the work done, what is to be done, the costs and, as a result, the effectiveness of all assets owned, allows the business to manage its equipment correctly. It can be seen how much of an equipment's lifespan has expired and whether periodic maintenance has been performed.

Unnecessary purchases can be avoided thanks to instant access to the quantity, status and location information of existing equipment.

All work centers involved in a given production process can be compared and optimized. For this analysis, the user is presented with a database containing detailed information on each production order step. Various criteria can be used to compare the work centers involved, such as preparation time, working time, machine capacity, quality value, etc. There is also the possibility to view capacity utilization. This feature provides the user with information on which resources were used and consumed in the relevant production order, when and how much. In conjunction with staff capacities, Capacity Management also provides data on which employees will work in which operation, the staff capacity status and whether other planning can be done for idle capacities.

A planner needs a lot of information to make a correct and effective planning. These are primarily the work order information opened in line with the specifications and quantity of the product requested in the order.

Within MES Systems, it has the opportunity to look at the properties of all orders collectively.

Afterwards, many information about production work orders such as start and end times, waiting times, workflow times and transportation times between work centers and delays in the operation can be displayed. Capacity planning (which is the most important part) is done based on the work center calendar or the factory calendar, depending on the preference.

The calculation is based on detailed information about waiting times, exception days or shift work. In addition, information about production relationships and scheduling rules can also be retrieved from the system. Thus, linked production work orders can be observed, activities can be compared and different schedules can be analyzed.

The capacity measure of the stations is under the influence of three factors.

Production factors (machinery, materials, labor, methods)

Planning has a close interaction with production management, material requirements planning, maintenance management, quality management and route management modules. It can also be integrated with advanced planning, scheduling and supply chain optimization solutions.

The supply chain processes that companies have to manage have five critical dimensions consisting of supply, stock, production, inventory and storage.

It is almost impossible to capture these solutions, which are described as 'hidden opportunities' and will provide total cost savings between 5-15%, without using an MES solution without instantly monitoring production.

Most businesses use MRP Systems for cost reduction and efficient development. For an MRP system to be successful, effective planning, accurate data, management support and user knowledge are required. We can analyze an MRP System under 4 main headings and see the added value of MES to it.

Most businesses use MRP Systems for cost reduction and efficient development. For an MRP system to be successful, effective planning, accurate data, management support and user knowledge are required. We can analyze an MRP System under 4 main headings and see the added value of MES to it.

Here MES can predict future material needs and demands with the data it receives from production, which supports an accurate investment planning.

MRP plans every stage of the production process and while doing this, it has to know the instant capacity of the enterprise and the performance of the machinery and equipment. It gets this information with an accurate MES System.

With MRP, mass and multi-production enterprises determine at which stage and in what quantity they will use the materials they use through material requirements planning. Materials are prepared according to this determination. The amount of material also varies according to time. For this, information such as instant planned and unplanned stoppages, equipment and machine breakdowns, planned maintenance and monitoring of production quantities are obtained from the MES System.

Production, material needs and production process are changed according to the incoming feedback without major crises.

For example; an MES System realizes that the deadline will be delayed due to problems such as downtime, waste, malfunction and MRP can change the work plan accordingly. This gives the business a proactive perspective.

It is painful to grow in our country with an OEE average of 50%. While successive and endless machine leasing creates additional investments, the need for new physical areas and the employment of operators who will use these machines, etc. budgeting expenses becomes mandatory.

MES has a decisive role in machinery and equipment investments. It would be correct to break this down into two areas.

The first is the right equipment selection. For example, you need a laser machine, you have determined this, but what features should it have, how should the driver be, which machine features adapt to your processes in set-up processes? What additional features should be included in the machine to ensure process fluidity in layaout placement between operations? Which critical stocks should be kept in machine parts?

Secondly, it should be determined how much of the existing capacity is being used. After this table, our machine needs should be clarified. Instead of adding new machines that we cannot even use half of them, we should measure our usability and invest in the right number of machines. A company that has minimized its unplanned downtime can carry out its process by purchasing 2 laser machines for a new project investment, not 3, while a company that does not know this because it cannot measure it unfortunately invests in an extra laser machine when it is not needed.