Sawmilling efficiency is the ratio between the mass of finished sawn timber obtained divided by the mass of raw wood material put into sawing.
This ratio depends on 3 factors:
+Diameter of the tree being cut, the larger the diameter of the tree, the higher the gas production rate.
+ The quality of round timber brought in for sawing is based on the degree of curvature, warping, tapering, and defect level of the timber.
+ Specifications of sawn timber products. A reasonable structure between sawn timber specifications will give the greatest gas output.
Standards for gas formation ratio in sawing:
Diameter (cm)
Proportion % | Syngas formation ratio | Sawn timber product specifications % | ||||
Big | Medium | Missed | splint | |||
25 – 34 | 35 | 57 | 27 | 18 | 7 | 5 |
35 – 49 | 55 | 65 | 34 | 18 | 8 | 5 |
50 | 10 | 68 | 38.5 | 18 | 7.5 | 5 |
| 100 | 62.5 | 32 | 18 | 7.6 | 5 |
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The target of 62.5% is considered the minimum gas production rate that must be achieved in sawing and is used to calculate the production planning in the Enterprise.
Standard diagram
Consumption norms
Consumption has
34
For main production
For secondary production
Scrap
Can be reused
Do not use
Nguyen Thi Bich Hanh industrial 42a
2.1.2. Management and supply work.
Material management and supply is the first important step in the process of organizing production and business. Moreover, material management and supply is an integral part of the annual production and business plan. The task of this plan is to make a reasonable supply plan, reduce long-term material backlog in warehouses to increase working capital, and have a plan to use raw materials most economically.
Materials management is a very important task to ensure that production and business activities take place effectively. In companies and factories, raw materials are always moving, and such movement has great significance to the efficiency of production activities. The flow of raw materials can be divided into 3 stages:
+ Input stage with basic activities: purchasing orders, shipping, receiving.
+ Production control stage with internal transportation organization activities, controlling the supply process in accordance with production progress.
+ The output stage includes shipping, loading and unloading, and transportation.
For service-producing organizations, the physical flow of activities is not as complete as for manufactured goods, and the content and importance of each activity will depend on the type of service.
According to the experts' opinions, the following opinions were received about the tasks of materials management:
Mission
Percentage of agreement (%) | Mission | Percentage of agreement (%) | |
Shopping | 100 | Shipping out | 65 |
Inventory control | 90 | Use of materials | 60 |
Production control | 85 | Distribution | 30 |
Shipping back | 75 | Check input | 10 |
Reception | 74 | Check export | 5 |
Warehouse Management | 74 |
According to the above opinion, purchasing is the most important job of material management and supply. So what jobs are included in purchasing?
Material procurement progress:
The first task of purchasing raw materials is to establish a procurement schedule. Establishing a procurement schedule must ensure that there is always enough type, quantity and quality of materials to serve production in a timely manner. Each type of raw material must be calculated separately with exact quantity and specific delivery time. The supply schedule must ensure the proper use of means of transport and warehouses to reduce transportation costs and storage costs, contributing to improving the production and business efficiency of the enterprise.
For XN X55, before establishing the material supply schedule, documents on quantity, type, and what to purchase were fully reviewed and planning targets were set.
Together with production targets and raw material consumption norms for each product or each job, these targets will indicate how much quantity needs to be purchased. In the fourth quarter of 2003, the company's wood purchasing plan is as follows:
+ The factory needs 1000 m3 of sawn timber for production.
+ Currently in stock there are 535 m3 and 300 m3 uncut .
+ The standard consumption of round wood for 1m3 of sawn wood is 1.6m3 .
Thus, the amount of sawn timber remaining in the warehouse is: 535 + 300/1.6 = 535 + 187 = 722 (m 3 ).
Therefore, the amount to be purchased is: 1000 – 722 = 278 (m 3 ).
A portion will be taken out as insurance reserve, so the actual purchase volume of the factory will be approximately 300m3 . Calculate similarly for other raw materials and make a plan for the purchasing targets for the period.
Material purchase plan.
Order: 50.03
Product: school bell.
Quantity: 1000 pieces.
Status
NVL | Specifications | Unit | Demand | Customer buys | Inventory | Date booked row | Return date ants | |
1 | Sheet iron | Kg | 330 | 350 | 0 | 2/1 | 10/1 | |
2 | Aluminum foil | 16AT* 1000* 2000 | Kg | 16.5 | 18 | 0 | 2/1 | 10/1 |
3 | Son Bao manage | Glitter powder silver | Kg | 5.5 | 2 | 5 | 7/1 | 14/1 |
4 | Plastic insulation electricity | Set | 1155 | 1148 | 152 | 14/1 | 17/1 | |
5 | Bolt- ECU | M6*10 | Set | 1155 | 986 | 239 | 13/1 | 17/1 |
6 | Label | T1*3 | Female | 1122 | 1250 | 22/1 | 28/1 |
7
… |
In addition, from the contracts for the supply of raw materials and contracts for the delivery of products to customers that have been signed. From these contracts, the production schedule and therefore the time limit for the procurement of raw materials can be determined.
The enterprise also understands that the market is a place that is influenced by many different economic-political-social factors, so it often fluctuates and creates new difficulties and advantages, creating pressure on the seller and buyer of raw materials. This is something that the enterprise cannot ignore and must have appropriate strategies to deal with the situation, possibly having to adjust the purchasing plan. This further proves that paying close attention to planning the purchase of materials and raw materials is almost achieving the set goal.
To plan the material requirements reasonably, the Enterprise has applied MRP (Material Requyrement Planning) technique. MRP technique is a reverse process technique to calculate the material requirements. It starts from the quantity and time required for the final products that have been determined in the master production schedule. The information provided by MRP is very useful in planning the schedule because it determines the relative priorities between internal orders and external procurement orders.
Factory X55 has applied MRP technology to some extent because above all, this is a factory that manufactures and assembles standard products, so applying MRP technology is very necessary and it is almost the optimal method. It not only brings efficiency to the planning stage of purchasing raw materials but also directly affects the production progress, saves costs, and makes full use of the existing capabilities of the factory. Although it is not possible to achieve 100% efficiency according to the MRP technology model, this is the most suitable model for the factory.
The most specific evidence of the MRP technical model is order 50.03, through which the company has creatively applied the MRP technical model. From the production progress, current conditions and inventory data, the purchasing department has created a material purchasing plan.
MRP technical model applied in XN X55.
Business
Preliminary inspection of production capacity
Current status
Production forecast
Progress
Technical data
manufacture
Inventory data
Customer demand for materials
Demand for imported raw materials
Internal production demand
Nguyen Thi Bich Hanh Order
39 industrial 42a
Capacity requirement
Detailed production plan
Carry out raw material procurement.
Purchasing raw materials is a very important step in the management and supply of raw materials. Therefore, choosing an effective purchasing method is a decisive factor. In fact, there are the following purchasing methods:
+ Group 1: Infrequent purchases, small quantities, small monetary value.
+ Group 2: One-time or irregular shopping in large quantities.
+ Group 3: Buy in large quantities, use over time or buy in complex locations.
Particularly for Enterprise X55, there are also unique features in the procurement work. Although it does not follow a certain team, applying it in each specific case of the Enterprise not only does not cause any impact but also creates flexibility and quick adaptation for the team in charge of this work to the changes of the market. In connection with the actual situation of the Enterprise, we consider each specific case:
* For group 1:
The ordering costs are sometimes even greater than the cost of the item, if any company pursues this group ordering policy, it must clearly understand the fluctuations in the raw material market and from there the company can build policies that allow purchasing staff to purchase directly. In the enterprise, the staff responsible for purchasing raw materials and purchasing contracts are part of the planning department. From production plans through calculations and forecasts to set out targets for the raw material purchasing plan in a strict manner.
In the form of group 1, it is necessary to operate very flexibly and sensitively to avoid affecting the time of other production plans. In terms of human resources, the ability of X55 is difficult to meet the group purchasing method.
1. Moreover, the orders of the Enterprise are custom orders, large quantities including goods for military training equipment such as gun models, fake grenades, military bullets or products serving sports such as football tables, goals. However, the Enterprise cannot ignore the flexibility and speed of the group 1 purchasing method. Therefore, in urgent and unexpected cases, the Enterprise still applies this form, still keeping up with the production plan, the cost is not too high but does not require too much human resources, the time cost is moderate.
*For groups 2 and 3:
With large purchasing volume, it can be assigned to professional buyers or authorized suppliers. In terms of scale, the enterprise has formed a professional purchasing team from the person who searches, calculates, signs the contract to the cashier who pays and finally the person who stores and preserves. Enterprise X55 will benefit much more when purchasing in groups of 2 or 3. The supply volume is large, at the same time in a certain period of time. Large orders over a long period of time, without needing to specify the delivery time, can be very beneficial in taking advantage of the ability to reduce prices, creating stable business conditions for suppliers.
The purchasing department of the Enterprise always places orders in advance, not only taking advantage of the cooperation of suppliers but also ensuring the safety of its own production plan. However, it is not just about applying theory to practice to achieve the desired results, but also about the flexibility and capacity of the purchasing department, not rigidly following an existing model but depending on the fluctuation of the raw material market and preferential policies to establish for itself a highly effective purchasing plan.
best.