It will not be possible to create efficient production without quality planning. Forming a plan is not an easy task, and its task is to comprehensively cover, as far as possible, the activities for organizing the production process, so that there are enough materials, equipment, and workers.

Understanding the production plan

Within a business, the production plan can safely be considered an administrative process. With its help, questions about the number of personnel and resources required to produce goods are resolved. It covers the following areas of activity:

Requirements for inventories, raw materials.
Suppliers.
Production process.
Power.
Quality control.
Premises.
Staff.

When planning work, each department should be focused on achieving the tasks assigned to it. To this end, the plan also reflects:

Marketing.
Design.
Supply.
Finance.
Accounting.
Legislation.

The procedure for including certain items in the plan is determined by the enterprise independently, and its structure depends on the categories of goods produced, the period for which the plan is drawn up, facilities and capacities. By the way, if necessary, a daily work plan for the enterprise or its divisions can be drawn up.

Classification and directions of production plans

They are usually classified by:

Coverage.
Time boundaries.
Character and direction.
Method of application.

The production plan should ultimately include three main documents:

General (main) - a plan for areas of activity, which describes the general concept and strategic goal, and not small details. There should also be product categories, but not specific types (example: the plan of a company producing façade paints indicates the total volume of production, without distribution by color and density).
The main work schedule - indicating the number of units for each of the manufactured types of products intended for release for a specific time.
A plan with the enterprise's needs for material resources.

If in the future the enterprise plans to expand production capacity, the necessary structures and buildings must be reflected in the production plan to ensure an uninterrupted work process, and with it the indicators:

Payroll fund.
Demand for qualified specialists.
Electricity tariffs.
Location of suppliers and consumers.

It is necessary to develop a production plan as responsibly as possible, because miscalculations in it can not only make it irrelevant, but even cause damage to the production process.

The most common mistakes:

Excess inventory. As a rule, enterprises purchase raw materials and materials in advance. We revised the plans - and some of the materials turned out to be unclaimed, finances were immobilized, and the costs of maintaining warehouse space were unreasonably growing.
Inappropriate use of reserves. For various reasons, raw materials and materials are sent from the warehouse to purposes not planned in advance, to the production of “left” goods. Due to late subsequent deliveries, fulfillment of earlier orders and commitments to customers are at risk.
Growing work in progress. It happens that the production of a certain type of product is suspended due to an unscheduled order. This problem can be avoided if some orders are refused, and the production plan is drawn up taking into account the criteria for the labor intensity of production of specific types of products and the maximum possible profit.

If you're having trouble creating a production plan, turn to the World Wide Web. Here you will always find more than one example of filling out this most important document for any enterprise.

Process management. The procedure for planning, organizing production, issuing production tasks and monitoring their implementation

1 Application area

This standard establishes the procedure for managing the production planning of an enterprise, including the formation, coordination and approval of production plans, operational planning and management of production processes.

The requirements of this standard apply to all departments of the enterprise.

The standard was developed by PDO.

2 Symbols and abbreviations

1C UPP— automated information system planning and production management, which is a complex of software and hardware tools.
ANPQP— long-term planning of product quality.
DDS- movement cash.
PIO— Sheet for making samples.
WIP- work in progress.
CDP— department of the chief technologist.
Quality Control Department— technical control department.
PDO— planning and dispatch department
SGP- warehouse finished products

3 General provisions

3.1 The purpose of production planning is to detail the production plan and bring it to each production unit, production line, site and workplace.

3.2 Production planning should ensure the guaranteed fulfillment by the enterprise of contractual obligations to the consumer of the finished product, taking into account any possible risks, which is achieved:

timely and uniform release of finished products in required quantity and nomenclature;
ensuring a given level of quality of manufactured products;
the efficiency of the product manufacturing process with the rational use of means of production, material and labor resources, which in turn is achieved:
refusal of excess stocks;
refusal to manufacture products that are not confirmed by consumer orders;
refusal to take excessive time to complete basic transport and warehouse operations.

Responsibility for organizing and managing the production planning procedure lies with the owner of the process - the head of the PDO.

Indicators of planning and production management are:

the number of cases of non-compliance with the deadlines for the formation, coordination and approval of production plans of the enterprise;
the number of adjustments to the plan after approval;
the number of production downtimes associated with planning errors.
reliability of inventories.

5 The procedure for the formation, coordination and approval of monthly plans

5.1 The input data when forming a monthly production plan are:

sales plan (synonyms: order plan, “forecast”);
information about stocks of finished products in the enterprise warehouse;
information about the availability of components in the enterprise’s warehouse and plans for their receipt;
maintenance and repair schedule

5.2 The output data when forming a production plan are:

generated orders for production;
agreed upon and approved weekly plan for shipments to the finished goods warehouse for the month.

5.3 The algorithm for the procedure for generating a production plan is presented in Table 1.

6.4 Planning PDO for daily production work is aimed at:

strict implementation of the weekly shipment plan;
ensuring uniform loading and rhythmic operation of equipment and production personnel;
minimizing the stock of work in progress.

6.5 Product production planning is carried out on the basis of technological processes developed by GDT and preliminary timing data, as well as data on the current value of the OEE coefficient (overall operating efficiency of equipment (lines)).

When testing technological processes or manufacturing pilot batches (samples), it is allowed to plan work with deviations from the technological process (in terms of process continuity and timing), indicating the approximate time of deviation, in the presence of temporary permits for deviation from the GDS. (PIO).

6.6 Without agreement with the CDP, it is prohibited to disrupt the synchronization of production chains when planning work, or to transfer products from site to site, from line to line.

6.7 No later than 15 hours of the previous working day, the PDO issues shift orders to the production site foremen, which take into account the planned number of personnel for each shift.

6.8 The weekly shift work schedule for personnel is agreed upon by the HR Directorate with the head of the PDO no later than 15:00 on Thursday of the previous week.

6.9 In the event of a discrepancy between the previously planned plan and the actual availability of personnel, the plan is subject to correction.

6.10 If three days before the expected launch of the product there is no complete set of components for assembly (according to data in the 1C system), then the corresponding product must be excluded from the work plan. Violation of this rule is permitted only if it is promptly monitored and managed at all stages by PDO employees.

6.11 In the event of an objective need to adjust the plan, the PDO notifies of all changes, as well as the reasons for their implementation, by electronic mailing to all interested parties at the addresses provided by the production directorate and quality control department.

6.12 Carrying out work according to verbal orders from PDO employees without first including these works in the plan is prohibited!

7 Production process management

7.1 The input data for managing production processes is the output data for operational planning (clause 6.2).

7.2 The output data of production process control are:

completed daily (shift) planned tasks for the production of products and semi-finished products;
report on the completion of daily (shift) planned tasks and the quantity of finished products moved to the warehouse in the 1C UPP system (Appendix 5).
the downtime report (Appendix A) is filled out in case of failure to complete daily (every shift) planned tasks with a mandatory indication of the reasons and actions taken.

7.3 Production processes are managed by holding operational meetings with the General Director. The time for dispatching meetings is set by the General Director. In the absence of the General Director, the meeting is held by his replacement. The meeting must be attended by the heads of: the following services (or their deputies in the absence of managers).

Directorate for Purchasing and Logistics;
Marketing and Sales Directorate;
Production Directorate;
Quality Directorate;
Technical Directorate

If necessary, representatives of other services are also invited. Also, if necessary, based on the results of meetings, the Planning and Dispatch Department draws up a protocol, sends it to meeting participants, and monitors the progress of decisions.

7.4 During operational meetings, the following range of issues may be discussed:

execution of the Production order;
provision of the Enterprise with components and materials, delivery times, their quantity and quality;
taking urgent measures to address inconsistencies that arise with the consumer; providing the Enterprise with equipment, fixtures, tools, design and technological documentation, as well as general technological support;
development of new products by the Enterprise;
ensuring the quality of products;
adjustment of the Production Order;
adjustment of the Sales Plan.

7.5 In the process of interaction with the heads of production departments, the planning and dispatch department resolves the following series of issues:

operational planning, accounting and control of the production of semi-finished and finished products;
review of the product range indicating specific launch and production dates;
discussion of calendar and planning standards;
implementation of production plans and operational production programs, review of daily production reports;
other operational issues.

7.6 The organization of production process management is to coordinate the work of all services involved in providing the Enterprise with everything necessary to carry out work in accordance with the approved plans and assigned tasks.

7.7 The production process control algorithm is presented in Table 3.

8 Stopping and restarting production

8.1 If a message is received from a consumer about the suspension of production of products or parts, regardless of the recipient, the information must be immediately transmitted via email and by telephone to the heads of TD, DMP, PDO, DPr, DPK, the manufacturing workshop, the technological service of the manufacturing workshop, and the General Director.

8.2 The manufacturing workshop immediately suspends work on the specified products.

8.3 At the direction of the Technical Director, a specialist from the BNM (Bureau of Materials Standardization) makes a note about the “STOP” mode in the product card in the 1C UPP program, a mark about the “STOP” mode in the workshop is made by a specialist from the safety department of the workshop, as directed by the safety manager.

8.4 The manufacturing workshop moves the remains of unfinished production to the “Defect Isolator” with the accompanying document.

8.5 Workpieces and semi-finished products in the warehouse for which a notice of production suspension has been received are identified by warehouse workers with a non-conformity label and moved to specially organized areas in warehouses (rack, shelf, area on the floor marked with red tape), identified as the “Blocked Products Zone”, until making a decision.

Responsible for the identification, movement and storage of these products is the warehouse manager (senior storekeeper) or the head of the department to which the warehouse belongs.

Warehouse workers identify blocked finished products with a non-conformity label and move them physically and in the SCP system to the Defect Isolator of the manufacturing workshop, in accordance with the STP.

To the non-compliance label for blocked blanks, semi-finished products or finished products, warehouse workers attach a document indicating the suspension of production (an email or a copy of the product card with a “STOP” mark).

8.6 PDO determines the presence of backlogs and reports this information in DMP.

8.7 DMP, within 24 hours from the moment of receiving the message about the suspension of production, based on the information from the PDO, sends a response to the consumer about the availability of backlogs.

8.8 Monitoring of production stops is carried out daily by the head of the production department during operational meetings with the General Director, the name and number of parts whose production is suspended is announced.

8.9 Resumption of production is possible only after the consumer has made a decision.

8.10 After receiving a message from the consumer about canceling the suspension, information is sent by email to the heads of TD, DMP, PDO, DPR, DpK, for further planning and organization of work.

The production plan describes exactly the production process. Of course, if you are opening not a plant or factory, but a clothing store, this description will be less detailed and will exclude clauses on production, but this does not mean that you can do without this section in the business plan.

Structure of the production section of the business plan

In essence, the purpose of this chapter is to familiarize the investor with the production process, list necessary equipment and the number of staff. In other words, the production plan must show that you are able to organize the production of the required volume of high-quality goods, as well as establish the sales process and prepare the necessary space within the planned time frame.

If we are talking about an enterprise that is focused on the production of a certain product, the first thing you need to clarify is whether you are the owner of an existing production facility, or are just planning to open it.

Often the key guideline for writing this section is the product sales plan. Therefore, you need to describe in detail exactly how you plan to produce products and consider in detail all the stages of creating your product or service. Each position described should include an approximate time frame, as well as the costs that will be required to organize it.

1. Description of the production process

If you are planning to open a production facility, you definitely need to describe all the stages and features of the technological process, starting with the purchase of consumables and necessary raw materials, and ending with the sale of finished goods (even if you are planning to open a store, then a shortened version of the process from the delivery of goods to their placement in store and sale is simply necessary).

Think about how exactly you can modify this process. Describe your considerations and all the necessary activities and expenses for this. Special attention It is worth paying attention to the structure and composition of production facilities. If you are planning to open a factory or, for example, a plant, this information should be presented in a special annex attached to the plan.

2. Description of raw materials and their suppliers

Supply issues should be a separate item. Describe what raw materials and supplies are required for production, and how exactly you plan to transport and store them. Moreover, you should also indicate how exactly you are going to carry out quality control and monitor timely deliveries, and whether there are alternative suppliers of raw materials in case of problems with existing ones.

3. Production premises and land plots

Next, you need to describe whether you own land, suitable buildings, raw materials or equipment. Where will the production be located, where is the warehouse for raw materials, where is the warehouse for finished products. If not, describe what kind of premises, equipment, etc. you plan to purchase or rent, what time frames will be required for paperwork and installation of equipment, and how much it will cost the company (information about the purchase of premises, equipment, and land plots will need to be indicated in the investment section of the business plan).

4. Energy supply

Again, if your project involves opening a serious production facility, you also need to describe the main issues of energy supply, namely the capacity of energy sources, their cost, availability on the market, and the possibility of temporarily replacing existing sources in the event of accidents and malfunctions.

5. Production costing and cost

In this section it will be necessary to show what costs of raw materials, materials or energy resources will be spent on the production of one unit of the project’s product. After which its cost must be calculated and the marginal profit of the product planned for production must be shown.

6. Fixed production costs

Remember, if you are planning to open a store, salon or other enterprise that does not involve the production of products, but only the sale of certain goods or services, this section of the production plan will be less detailed and highly specialized, but this does not mean that it can be completely ignored. In this case, you need to describe the area of your establishment, retail outlet, etc., dividing them into special zones, indicate all the amounts required for equipping the premises, purchasing raw materials and starting the sales process, as well as maintaining and developing the enterprise.

Example of a production plan for a business plan for opening a clothing store

The clothing store is located in the Sovetsky district of Yekaterinburg with a population of 250 thousand people. (the most crowded area of the city). In close proximity to the store there is a residential complex on a high-traffic street. Also nearby the retail outlet are bus stops (70 meters), office buildings and banks (190 and 230 meters), shopping centers, restaurants, cafes and grocery stores (from 80 meters).

The store is located on a rented area of 185 sq. m. The room is divided into the following zones: entrance area(30 sq. m), trading floor(100 sq. m), fitting room area (30 sq. m), cash desk (15 sq. m), bathroom (12 sq. m). The rental cost is 100 thousand rubles per month. The lease agreement is valid for 5 years.

The costs of opening a clothing store, including the costs of developing a design project, repairs and redevelopment (400 thousand rubles), the purchase of equipment (400 thousand rubles), advertising campaigns and the opening event (100 thousand rubles) and other expenses will amount to 1,500,000 rubles.

Fixed operating costs include the cost of purchasing batches of seasonal clothing. Also, fixed expenses include rent (100 thousand rubles), advertising costs (about 40 thousand rubles), utility bills, garbage removal, electricity payments (about 15 thousand rubles). Demand will be influenced by increased recognition of the store among the population. During the year, it is planned to increase store traffic to 80-85%.

Have a question about the contents of the report?

Ask it! A personal manager will contact you and help solve any problem

Find a study

Freeanalytics

Business plan: organization of production of cable products (article: 15429 25775)

You can order this report on-line right now by filling out a short form. Ordering a report does not obligate you to purchase it. After receiving your order for the report, our manager will contact you.

If this report does not suit you, you can:

1. with clarification of the report structure
2. on your topic
3. on your topic

Megaresearch analysts have developed a business plan for organizing the production of cable products.

Within the framework of this business plan, we consider investment project on organizing the production of cable products in the Sverdlovsk region. Within the framework of the project it is planned to produce power cable low and medium voltage (KVG/VVG).

The goal of the project is to identify prospects and evaluate the effectiveness of investment in the project.

The way to achieve the project goal is:
. organization of an enterprise for the production of cable products;
. sales of finished products on the regional market.

Production is planned to be organized on rented premises. For these purposes, a room has already been selected in accordance with the requirements for the production process. Detailed information on production space and equipment is presented in the “Production Plan” section.

The volume of investment in the implementation of the project will be about 29 million rubles. The payback period for the project under consideration is more than 1.5 years, taking into account discounting.

As part of the marketing plan of the business plan, an overview of the cable products market in the Sverdlovsk region is presented. The main trends in the market are considered, a consumer analysis is provided, a review of potential competitors is given, and a forecast for the development of the cable products market is given.

The production part of the business plan contains a description of buildings and premises, calculation of construction costs, description of the technological process and necessary equipment (

The financial model of the project considers an analysis of the project's sensitivity to changes in the external environment.

Megaresearch analysts came to the conclusion that the implementation of this project in the current conditions seems promising if issues of protecting the company from existing market threats and weaknesses are worked out. Detailed information can be found in full version project.

The business plan reveals the essence of the project as fully as possible, collects current data on the market, the cost of resources, and makes all the necessary and sufficient calculations of the required indicators.

This project is individually finalized in accordance with the client’s wishes.

You can order a similar business plan, taking into account the individual characteristics of the business and region.

1. Project Summary 6
2. Essence of the proposed project 8
2.1. Description of the project and proposed cable products 8
2.2. Features of project organization 9
2.3. Information about project participants 12
2.4. Project location 12
3. Marketing plan 13
3.1. Cable market overview 13
3.2. Main trends in the market 15
3.3. Consumer analysis. Consumer segmentation 20
3.4. Review of potential competitors 21
3.5. Market development forecast 22
3.6. Pricing in the market 23
4. Production plan 23
4.1. Description of buildings and premises 23
4.2. Construction cost calculation 24
4.3. Description of equipment 24
4.4. Description of the technological process 27
4.5. Other technological issues 29
4.6. Raw materials, materials and components 29
5. Organizational plan 31
5.1. Personnel plan 31
5.2. Sources, forms and conditions of financing 31
5.3. Project schedule 32
6. Financial plan 33
6.1. Initial data and assumptions 33
6.2. Prices and nomenclature 34
6.3. Investment costs 35
6.4. The need for initial working capital 35
6.5. Tax deductions 36
6.6. Operating costs (fixed and variable) 36
6.7. Cost calculation 37
6.8. Sales plan 37
6.9. Revenue calculation 37
6.10. Profit and loss forecast 38
6.11. Cash flow forecast 39
6.12. Project effectiveness analysis 40
6.13. Project Risk Analysis 41

Study title	Price, rub.
Business plan: opening a metallurgical plant Region: Russia Release date: 03.20.17	98 000
BUSINESS PLAN: organizing the production of self-tapping screws Region: Russia (NWFOZ) Release date: 08/19/16	140 000
Business plan: Construction of a plant for the production of aluminum foil (with financial model) Region: Karachay-Cherkess Republic Release date: 02/20/16	46 200
Business plan: Opening a mini steel mill (with financial model) Region: Republic of Tatarstan Release date: 09/02/15	54 000
BUSINESS PLAN ORGANIZATION OF PRODUCTION OF BIMETAL COPPER STEEL WIRE Region: Russia Release date: 08/06/15	56 400

Production plan (PP) of the organization

PP is an administrative process that occurs within a manufacturing business and includes decisions about the required quantities of raw materials, personnel and other necessary resources that are purchased to create finished products according to schedule. Typical forecasting will seek to maximize profitability while maintaining a satisfied customer base. PP, like marketing, financial and is an integral and important part of analyzing the profitability of starting a business.

Thinking through the stages of product release in an organization provides answers to two main questions, namely:

1. What work needs to be done?

2. How long does it take to complete the work?

First of all, the calculations are based on sales forecasts. This is a necessary condition to control the company's revenue.

General production plan

PP points:

1. Date of establishment of the enterprise.

2. Information about the capacities that you are going to use to produce products.

3. Schemes and methods of supplying raw materials, semi-finished products and other resources.

4. Number of equipment (machines, machines, etc.). It is important to indicate whether the organization has enough equipment, as well as its capacity.

5. Characteristics of the work process (illustrations, diagrams, detailed description) from the supply of raw materials to the release of finished products.

Schedule

The production schedule (Master Production Plan - MPS) is based on data, usually for 3, 6 months or 1 year. MPS is characterized by volume indicators (tons, liters, pieces) of actual products produced. The marketing plan specifies the quantity of products needed, either based on forecasts, customer orders, or others.

So, the PP schedule is a visual form of presenting information about ongoing activities related to product release and the periods of their implementation. This section should describe:

1. Material and technical supply of the organization.

2. Costs of required resources: basic materials, raw materials, spare parts, semi-finished products.

3. Electricity and fuel costs during the technological process.

How to calculate these costs? For this purpose, the normative method is often used, when calculations of materials are carried out according to strictly established cost standards.

Drawing up a schedule is preceded by monitoring of existing capacities, which should also show labor resources to meet approved production targets. By the way, when organizing such a business activity, it is important to choose high-quality equipment. If it's expensive, the best option There will be a purchase of equipment on lease.

Production and financial plan

A production and financial plan (PROFINPLAN) is an estimate of cash costs that is necessary for the production process and is the basis for calculating the required amount of financing. It also presents all the indicators that show the performance of an enterprise or plant.

PROFIN PLAN sections:

Release and sale of goods;

– increase in production assets;

– calculation of the cost of goods;

– sources of covering expenses;

– supply of materials and other resources.

By the way, in this plan, similar calculations are carried out as in the financial plan, which we talked about in. PROFIN PLAN indicators (revenue, profit, volume of output in monetary and physical terms, wage fund, set price, taxes and other payments to the budget) are formed in stages: first, planned targets for 1 year, then quarterly, etc.

Production control plan (PPP)

The PPK is developed specifically for each enterprise, and it must be signed by the director.

All entrepreneurs and enterprises (, legal entities) must carry out production control. The PPC must necessarily include:

1. Sanitary rules and control over their implementation.

2. List of qualified officials authorized to carry out control.

3. Employee certification.

4. Medical examination, hygienic training of workers involved in the production, transportation, storage of food products, consumer services, parenting with children.

5. Laboratory control.

6. List of biological, chemical and other factors that are potentially dangerous to the life and health of an employee.

7. List of works and services of an enterprise or organization that are potentially dangerous to humans, which are subject to control by the sanitary and epidemiological station, licensing or certification.

8. List of possible emergency situations.

9. Required documentation: officially published regulatory documents, conclusion of the sanitary-epidemiological station, product certificates, sanitary passport, etc.

10. Additional measures that need to be taken to effectively monitor the implementation of hygienic, sanitary standards and rules.

The PPK does not have a uniform form and is compiled individually for each enterprise, but must include the above information.