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					Phosphorus India Ltd

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Phosphorus India Ltd

PROJECT MANAGER

Mr.
MODULE
FICO MM PP SD : : : :

EXPERTS
Mr. Gokul Mr. Y. M. Reddy Mr. Krishna Mohan

PROJECT CO-ORDINATOR
MR.SRINIVASA REDDY FI-CO Mrs. Meenakshi MM Mr. Arvind Mr. Venu SD Mr. GiriPrasad Mr. Madhav

VERTICAL LEAD
MR.MILIND RAHANGDALE PP Mr. N.Gulhane Mr. G. Ravikumar Mr. Jawar Mr. Srikanth HR Mr. Mortin Mr. Suresh Miss. Sangeeta Miss. Bindi Priya

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TABLE OF CONTENTS
1. INTRODUCTION 2. PURPOSE 3. SCOPE 4. BUSINESS BENEFITS
a) GENERAL b) PP-RELATED

5. ORGANIZATION
o GENERAL EXPLANATION o NAMING CONVENTION o DEFINITION OF ORGANIZATIONAL UNITS CLIENT COMPANY CODE PLANT STORAGE LOCATION

I. II. III. IV.

6. BUSSINESS PROCESS OVERVIEW OF PIL 7. CROSS-APPLICATION/CENTRAL ORGANIZATIONAL UNITS
a) CALENDAR b) UNITS OF MEASUREMENT

8. MATERIAL GROUPING - FINISHED PRODUCT AND SEMI-FINISHED PRODUCTS
a) PRODUCT LIST B) Material Types

9. BOM 9.1 BOM TYPES
o o o o o MULTIPLE BOM VARIANT BOM BOM USAGE GROUP BOM BOM GROUP

9.2 ITEM CATEGORY
a) RECURSIVE BOM b) CO PRODUCTS / BY PRODUCTS c) ALT ITEM CATEGORY GROUP

9.3 ESSENTIAL PRODUCTION SCRAP 9.4 GENERAL DATA FOR BOM
a) b) c) d) REQUIREMENTS / EXPECTATIONS GENERAL EXPLANATIONS NAMING / NUMBERING CONVENTIONS DESCRIPTIONS OF IMPROVEMENTS

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e) DESCRIPTION OF FUNCTIONAL DEFECTS f) APPROACHES TO COVERING FUNCTINAL DEFECTS

g) AUTHORIZATION & USER ROLES 10. MASTER DATA
a) b) c) d) PRODUCTION PLANNING MATERIAL REQUIREMENT PLANNING PRODUCTION CONTROL CAPACITY PLANNING & SCHEDULING

11. WORK CENTER
A) PERSON RESPONSIBLE FOR THE WORK CENTER B) CAPACITY C) SHIFT AND SHIFT SEQUENCE

d) WORK CENTERS IN PIL 12. ROUTING INTRODUCTION 13. PRODUCTION PLANNING
SALES & OPERATIONS PLANNING DEMAND MANAGEMENT

14. MATERIAL REQUIREMENT PLANNING- MRP
a) MRP CONTROLLER b) PRODUCTION PLANNING AND PROCUREMENT PLANNING

15. PLANNED ORDERS PROCESSING 16. SHOP FLOOR CONTROL
a) b) c) d) e) PRODUCTION ORDER CREATION PRODUCTION ORDER RELASE PRODUCTION ORDER CONFRMATION PRINTOUT OF PRODUCTION ORDER REPORT

17. REPETITIVE MANUFACTURING 18. REPORTS 19. ANNEXURE I 20. ANNEXURE II 21. GAPS
a) IDENTIFICATION OF GAPS b) ADDRESSING OF GAPS

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23. Introduction
Phosphorus India Ltd is a corporate giant in the Agrochemical and Industrial Chemicals sector in India and has major presence • The Specialty Chemicals (Insecticide, Fungicides, herbicides, fumigants and rodenticides) • Caustic Chlorine • White Phosphorus • Industrial Chemicals • Captive Power Generation of 48.5 MW The group has major products in the Insecticide, Herbicide, Vidicide, Fumigant, and Industrial Gases. Apart from this, the group also has manufacturing facilities in UK, USA, China and Argentina. Phosphorus India Limited today, has the widest range of generic agrochemical and other chemical intermediates. Over and above, good markets in India, these agrochemicals are exported to more than 100 countries in the world.

24.

PURPOSE

The purpose of the Business Blueprint is to document the detailed System and Business Process Requirements, and to implement the SAP R/3 System. This document summarizes the proposed decisions associated with implementation as they relate to the configuration of SAP.

25.

SCOPE
7.1 MASTER DATA
• • • • • • Material master Bill of material Work center Routing Sales & Operations Planning Demand management

The Implementation Scope includes the following SAP R/3 Sub-Modules in Production Planning:

7.2 PRODUCTION PLANNING 7.3 MATERIAL REQUIREMENT PLANNING 7.4 CAPACITY PLANNING & SCHEDULING 7.5 PRODUCTION CONTROL
• • • • Order Control Goods movement Confirmation

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26.

KEY BUSINESS BENEFITS
a) General

The SAP System will provide the following Key Business Benefits:

• SAP will provide Access to Real-Time, On-Line Information with timely processing. • SAP will offer stronger, more robust Reporting Tools. • SAP’s Integrated Database eliminates the need for data replication and stand-alone systems, decreasing the chance for human errors. This will reduce non-value-added work while improving overall data integrity and give broader information access. • SAP is “Packaged” Software, which is readily scalable. As such, the SAP software will serve as a facilitator of future growth.

• • • • • • • • • •

b) PP-Related
Entire Production Planning and Control process will be captured for the first time in a computerized SAP R/3 system. Part numbers for semi-finished product defined, so that stock valuation at various WIP stages can be done through SAP. Material requirement planning will be performed through a much accurate MRP run process in SAP. Material will be planned from the raw materials till the finished product stage. For the Material Type Production resources, consumables and tools, consumption based planning will be undertaken. Planned Scrap outcome of the production process will be accounted through the SAP system automatically and back-flushed to Scrap store. Capacity planning, Production scheduling with the PIL Shift sequence will be performed through SAP. Product Costing to be obtained through SAP. Standard SAP reports will be generated for all production processes. All the Work Centers in PP are assigned to Cost center. All the production costs will automatically get accumulated in the cost centers. All the PP master data will be loaded on to the system resulting in generation of the planned costs of the production processes. Actual production can be confirmed in the system, which will generate the actual costs. Variance in the planned and actual costs can be identified and the desired improvements can be effected in order to improve and further control the production process. This is only possible through the integration of the various modules.

27.

ORGANIZATION

SAP an organizational structure consists of the following units: The client is the top level of the organizational level. Several company codes can be assigned to one client. In turn, several plants can be assigned to a company code, and several storage locations assigned to a plant. Plants must always be consecutively numbered for all company codes. Consequently, plants assigned to different company codes cannot have the same number. However, the numbers of storage locations can be repeated, as long as they are assigned to different plants.

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• •

Plant: An organizational unit serving to subdivide an enterprise according to
production, procurement, maintenance, and material planning aspects. It is a place where either material is produced or goods and services provided. Storage location: An organizational unit allowing differentiation between the various stocks of a material in a plant.

7.1 CORPORATE STRUCTURE Phosphorus India Ltd Group of companies comprises of two
Companies

•
•

Company code 1: Phosphorus India Ltd Unit-1 (PIL1) Company code 2: Phosphorus India Ltd Unit-2 (PIL2)

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We will go for SAP Implementation in PIL01 Company.

PIL Group of Comp.

PIL Unit-1 Vapi

PIL Unit-2 Ankleshw ar

CPP Plant

Freon Plant

ISOPROT URON Plant with 2 Prod. Line

TCAC Plant

ZNP Plant

ALP Plant

RMS

FGS

Con. Store

Scrap Store

RMS

FGS

Con. Store

Scrap Store

Semi-Finish Storage

Semi-Finish Storage

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Plants: 1. PIL Unit-1 Plant Name a. CPP Plant

Located At Vapi Products CPP (Chloropyriphos) SAP Nomenclature CPPP

CPP Plant

CPP Chloropyripho
Plant Name b. Freon Plant Products Freon-22 Freon-12 SAP Nomenclature FREP

Freon Plant

Prod. Line for Freon-22
Plant Name c. ISO Plant Products Isoproturon

Prod. Line for Freon-12
SAP Nomenclature ISOP

ISOP Plant

ISOPROTURON

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Storage Locations:
1. PIL Unit-1 Sl. No 01 02 03 04 05 06 07 08 09 10 11 12 ISOP FREP Plant CPPP Located At Vapi Description Raw Material storage Spare parts storage Finished Products storage Scrap storage Raw Material storage Spare parts storage Finished Products storage Scrap storage Raw Material storage Spare parts storage Finished Products storage Scrap storage Nomenclature in sap S110 S120 S130 S140 S210 S220 S230 S240 S310 S320 S330 S340

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28.

Business Process Overview of PIL Group
Forecast/ Demand

Planning

Production

Procurement

PIL Unit-1

PIL Unit-2

Depot-1

Depot-3

Sales

Sales & Distribution

Finance
Invoicing

Collection

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29. CROSS-APPLICATION/CENTRAL ORGANIZATIONAL UNITS
a) General Explanation
An organizational unit serving subdivides an enterprise according to production, procurement, maintenance, and material planning aspects. It is a place where either material is produced or goods and services provided. All data that is valid for a particular plant, as well as for the storage locations belonging to it, is stored at plant level. This includes, for example, MRP data and forecast data.

b) Naming Convention
It is being proposed that the following number of plants will be created CPP Plant Code- CPPP FREON Plant Code- FREP ISOPROTURON Plant Code- ISOP

c) Definition of Organizational Unit
An organizational unit serving subdivides an enterprise according to production, procurement, maintenance, and material planning aspects. It is a place where either material is produced or goods and services provided.

d) Assignment of Organizational Units
All data that is valid for a particular company code, as well as for the plants and storage locations assigned to it, is stored at company code level. This includes, for example, accounting data and costing data if valuation is at company code level.

e) Changes to existing Organization
It had been proposed that 3 plants be created (CPPP, FREP, and ISOP) and assigned to the company code PIL1. Various storage locations for finished goods, raw material, Semi-finish, Scrap, and Consumables will be created and assigned to each plant.

1. CALENDAR
Requirements/Expectations
Factory calendar needs to be maintained in the system. In this the working days are to be defined and the holidays. This information is used in various modules. Country wise calendars are already maintained in the system. The Factory Calendar needs to be updated each year based on the decided holidays. The Factory Calendar acts as the basis for Capacity Planning as it defines the working days in a year. In SAP there are two types of holidays. Holidays are to be created and then assigned to the factory calendar.

2. UNITS OF MEASUREMENT
Requirements/Expectations
Units of measure are required to facilitate the procurement and management of various items in multiple order units.

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General Explanations
The unit of measure is utilized to describe the unit in which items are procured or stored. There are over 220 different units of measure provided by SAP.

System Configuration Considerations
Units of measure to be used must be entered in the Purchase Requisition and Purchase Order in SAP.

Special Considerations:
SAP if they do not exist

Units of measure that are being used will be configured in

30. MATERIAL GROUPING - FINISHED PRODUCT AND SEMI-FINISHED PRODUCTS
The following material grouping has been defined for the finished and semi-finished products at Phosphorus India Ltd UNIT-1 in the SAP. The Material Grouping is for the Reporting purpose.

a) Product List:
Company Name: PIL1
• Finish Products: 7.1 CPP 7.2 Freon-22 7.3 Freon-12 7.4 ISOPROTURON Semi-Finish Product: 1. PNC (Sub Contracting) 2. HTCP mass 3. NaTCP Salt 4. CPP Organic Layer Trading Materials o EDC (ROH Material type) o Xylene (ROH Material type) o Methanol o White Phosphorus By-Products • 30% HCL • 90% Ammonium Sulphate • CPN in CPPP Plant • Effluent Co-Products: • Freon-11

Company Name: PIL2
• Finish Products: a. TCAC b. ZNP c. ALP By-Products • 30% HCL Co-Products: • 90% Na2SO3 • 24% Phosphoric Acid

•

• •

•

•

•

Note: Initially we will not consider Co-Products. After successful completion of SAP, these Products will be added. CPP Product has 4 variants like ethyl CPP 97%, Ethyl CPP 98%, Methyl CPP 97% and Methyl CPP 98%. First We will go for CPP and then after successful completion of this, we will use variant configuration or Variant BOM

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b)

MATERIALS Types
Material Type ROH HALB FERT ERSA HAWA VERP LEIH PIPE FHMI NLAG
Description

Sr. No. 1 2 3 4 5 6 7 8 9 10

Raw Materials Semi Finished Products Finished Products Spare parts Trading Goods Packing Material Returnable Transport Packing Pipeline Material Production resources / Tools Non–Stock Materials

31.
a. b. c. d. e.

Bill of Materials
Material BOMs Equipment BOMs Functional location BOMs Document structures Order BOM

A formally structured list of the components that make up a product Or assembly. The list contains the object number of each component, together with the quantity and unit of measure.

We can create the following BOM in the SAP system:

a) Material BOM Types

1. Multiple BOM
One product can be manufactured from alternative combinations of materials depending on the quantity to be produced (lot size). The product is represented by a number of alternative BOMs (alternatives). The differences between the alternative BOMs are only small. Usually the only difference is in the quantity of individual components. A multiple BOM groups together several BOMs that describe one object (for example, a product) with different combinations of materials for different processing methods

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2. Variant BOM
The term "variant" refers to changes to the basic model of a product. These changes occur when components are left out or added. If you are producing several similar products that have a lot of common parts, you can describe these products using a variant BOM. This is the case, for example, if you replace one material component with another to make a different product. Variants can also differ by containing different quantities of a component. You create the new BOM as a variant of an existing BOM.

Variant BOM In M/s Phosphorus India Ltd variant BOM can be created in case of ethyl CPP 97%, methyl CPP 97, Ethyl CPP 98% and methyl CPP 97% as the final products vary with only change in 2 Raw Materials. But initially we will go for one Product CPP. Later on after successful implementation we will go for variant BOM

b) BOM USAGE
BOM Usage defines the area where a BOM can be used like Production, Engineering/Design, Plant maintenance, Spares, Costing relevance, sales. Different BOMs will be maintained for different areas. In the standard system for Production, you can create a BOM for all material types. You cannot create BOM for Material Type HIBE (Operating Supplies). Operating supplies are procured externally and are required for producing other products.

c) Group BOM
A BOM that is not assigned to any plant is a group BOM. It is valid across the entire company. A group BOM is not exploded in material requirements planning and in the production order. Group BOMs are mainly created in the design phase and then later assigned to one or more plants for production.

d) BOM Group
A collection of bills of material that lets you describes a product or a number of similar products. BOM group comprises of: • • All the variants of a variant BOM All the alternatives of a multiple BOM

e) Use Of BOM in PP
The data stored in bills of material serves as a basis for production planning activities such as: • A material requirements planning (MRP) department explodes bills of material on a certain date to calculate cost-effective order quantities for materials.

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•

A work-scheduling department uses bills of material as a basis for operation planning and production control. A production order management department uses bills of material to plan the provision of materials.

•

The data stored in bills of material is also used in other activities in a company such as: • Sales orders As an aid to data entry. You can also create and maintain a BOM specifically for a sales order (variant configuration). • Reservation and goods issue As an aid to data entry • Product costing To calculate the costs of materials required for a specific product

INTEGRATION
Material Management (MM): Reservation and goods issue Finance and Controlling (FI/CO): Product costing: To calculate the costs of materials required for a specific product

Item category
Categorization of the items in a BOM according to set criteria, such as whether they refer to an object (for example, material master or document info record) or whether they are kept in stock. This categorization allows you to process data that is relevant to the individual items in a BOM. The item category is used to control field selection, default values for BOM maintenance, triggering of specific system activities, and so on.

The standard R/3 System contains the following item categories:
•

Item Categories for Material Items: You can use the following item categories for
material items: • • • • • • Stock Items Non-Stock Items Variable-Size Items PM Structure Elements Intra Materials

Document Items

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• •

Class Items Text Items Stock item

This item category is used to manage material data that allows an item to be kept in stock.

Document item
This item category is used to manage document data that allows you to process original application data (for example, graphics created with a graphics program). Class item (for configurable BOMs) In configurable material BOMs, you can enter a class as a placeholder for selectable items. The class can contain either materials or documents. When you assign characteristic values while configuring the BOM, the system replaces the node with an object that has the same values as those assigned to the characteristic of the configuration. This makes BOMs with a larger number of variants easier to maintain, as you do not have to enter all items manually and assign a selection condition to them. Class items can be relevant to MRP.

a) Recursive BOM
When a header material is a component in a BOM, it is Recursive BOM.

b) CO Products / BY products
A product that is automatically produced when main product is manufactured having considerable value is Co Product and negligible value is BY Product. Co product can be considered as a finished or semi finished but this is not the case for a By Product. In Current situation, only Bi-Product terminology is being used. As per SAP procedure we have divided these products into Bi-Products and Co-Products, which are mention in above Product list.

ESSENTIAL PRODUCTION SCRAP
The essential scrap generated in the production process will be included as by-products in the Bill of material. The same will be back flushed to the scrap storage location when the order is confirmed. For inclusion in the bill of material, part numbers have been defined for the different types of scrap generated in production for both the plants.

GENERAL DATA FOR BOM
Requirements/Expectations
To define a uniform BOM applicable to both Production, Costing and inventory management functionality of the organization. The same BOM will be used in various functionality's of Production say for example, BOM explosion during Production planning MRP run. BOM explosion during production confirmation while back flushing.

General Explanations
BOMs are used in their different forms in various situations where a finished product is assembled from several component parts or materials In the case of BOM, simple BOM, variant BOM, and multiple BOM will be used as applicable. Multi-level BOMs will be created for various products manufactured in plants CPPP, FREP, ISOP.

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The first level will contain all the finished products, which are dispatched to the customer and then the second level and so on. The last level down the line will have raw materials procured from outside for the purpose of manufacturing finished or semi-finished components.

Naming/Numbering Conventions
Each BOM for a finished product will have the finished product code as the header.

Description of Improvements
Creation of consistent and uniform master data, for example bill of material, and activities across the organization for the purpose of Costing, Production and Inventory Management purpose. Putting the same data say for example the methods of production, time required for production etc for each and every material at one place.

Description of Functional Deficits
In some cases both Variant and multiple BOM are required for production. For example certain product will be a variant BOM with reference to a BOM which represent the most standard BOM of that product. As in SAP it is not possible to have both variant and multiple BOM for the same header material it is required to decide which functionality (Variant/ Multiple) is required to greater extent and then accordingly choose one of them and manage without other functionality.

Approaches to covering Functional Deficits
To make up for the limitation mentioned above it will be required to decide which is a more suitable and required functionality to decide on the BOM type to be created.

Authorization and User Roles
The functions of BOM creation, Change, Deletion will be available only with the designated person/group of person within each plant. Similarly display mode will be available for end-users working on the functionality.

BOM Structure for Phosphorus India Ltd, Vapi (PIL1) Finish and Semi F Products
Base Qty Operation Loss Selling Cost Rs./U/M Sr. Raw Material No 1 Chloroform
2 CTC (Carbon Tetra

CPP Freon-22 Freon-12 ISO PNC
1900 2% 400 Purchase Cost Rs. 100 5% 520 100 4% 600 1500 1.50% 2500 1%

Organic Organic

kg kg

25 30

145 --

-130

Chloride)

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3

Inorganic

Anhydrous HF Acid
Inorganic Acid

kg kg kg
Inorganic Inorganic Organic Organic Catalyst Catalyst Organic Inorganic Organic Gas Solvent Organic Solvent Inorganic Organic Packing

60 18 22 10 15 60 75 90 80 25 60 20 25 70 55 25 60 400 70 300 1500 200 5.5 0.66 0.007 77 0.5 3800 13700 11400 5000 2100 1900 600 9

33 0.5 0.04 0.012

28 0.5 0.04 0.002 2400 25 3000 25

4 Chlorine 5

H2SO4 Sulfuric Acid

6 Soda Ash 7 48%NaOH 8 TCAC 9A C N 10 CuCl 11 Rani Catalyst 12 DETC 13 HNO3 Nitric Acid 14 Cumin 15 Hydrogen 16 EDC 17 PCU 18 Xylene 19 Urea 20 DMA 21

kg kg kg kg kg kg kg kg kg kg kg kg kg Kg kg Nos.

4 1100 1800 3500 90 1250 300 550 450 22.5 30 10 8

HDPE Drum 210 lit
Packing Packing

22 Jute Bag 23 13.6 lit Cylinder for

Nos. Nos.

Export
24 MS liner Drum 210
Packing

Lit
25 Carbon 26 Power 27 Steam 28 Water
Inorganic Utility Utility Utility

Nos. Kg KW hr kg Kg

450 410 300

450 410 300

15000 15000 4000

BOM Structure for Variant CPP. Finish Products CPP Ethyl CPP 97%
1900 3 450

Ethyl CPP 98%
1900 3.5 500

Methyl CPP 97%
1900 3 480

Methyl CPP 98%
1900 3.5 520

Base Qty Operation Loss Selling

1900 2% 400

Rs.

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Cost

/U/ M Material group

Purchasi ng Cost

Sr .N o

1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5

Raw Material TCAC ACN CuCl DMTC DETC 48%NaOH EDC Methanol Carbon Catalyst-1

Rs. Organic Organic Inorganic Organic Organic Inorganic Solvent Solvent Inorganic Inorganic Inorganic kg kg kg kg kg kg kg kg Kg Kg kg Packing No s K W hr kg Utility Kg 1500 77 77 77 77 77 60 75 90 85 80 15 25 40 200 1900 600 9 1100 2100 250 0.5 1900 600 9 1100 2100 260 300 1 0.5 0.5 1900 600 9 1100 2100 260 300 1 1900 600 9 1110 2100 270 300 1 0.5 0.5 1900 600 9 1110 2100 270 300

Catalyst-2 MS liner Drum 210 Lit

Utility Power Utility Steam Water

5.5 0.66 0.007

3800 13700 11400

4600 14000 11400

4600 14000 11400

4600 14000 11400

4600 14000 11400

BOM Structure for Phosphorus India Ltd, Ankleshwar (PIL2)

Finish and Semi F Products
Base Qty Operation Loss Selling Cost

TCAC
4250 1%

ZNP
1030 0.5% 950

ALP
350 0.75% 650

Rs./U/M Purchasing Cost

60

Sr .N o.

Raw Material

Rs.

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

MCAA Sulfur Ferric Chloride Chlorine Pyridine 48%NaOH TCE Aluminum Powder White Phosphorus White Crystalline Wax Palm Oil Ammonium Cabamate Bittrine Black Coal Powder Filler ABC Zinc Dust Fine Zinc Dust Coarse HDPE Drum 210 lit Power Steam Water LPG

Organic Inorganic Catalyst Gas Organic Inorganic Organic Inorganic Inorganic Inorganic Inorganic Inorganic Inorganic Inorganic Inorganic Inorganic Inorganic Packing Utility Utility Utility Utility

kg kg kg kg kg kg kg kg kg kg kg kg kg kg kg kg kg Nos KW hr kg Kg kg

10 8 40 26 30 15 20 36 36 50 40 85 560 10 200 76 130 400 5.5 0.66 0.007 21

2975 553 17 5903 23 2835 8.5 -312 ------600 200 17 10625 9000 8400 43.75 1500 0 125 1000 500 25 240 125 10 2 73 0.2 10 3 ---

Plant wise list Of Production Resource Tools.

Sr. PRTs No 1 Fork Lift 2 3 4 Weighing Balance Trolleys Lift

U/M Nos Nos Nos Nos

CPPP ISOP FREP TCAC ZNP ALP 1 2 4 1 1 2 4 1 4 6 1 1 1 1 1 1 2 2 1 2 2 6 2

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5 6 7 8 9 10 11 12 13

Samplers Manometer Temp Indicator Pressure Transmitter Chlorine Kit Torch Empty Drums Shovels Crane

Nos Nos Nos Nos Nos Nos Nos Nos Nos

10 5 40 5

10 5 50 4

15

10 5

5

20

15 5 1

25 2 1 2 50 2

15 1

40 2

2 100 5

2 50 5

3

2 10 2

5 10 2

2

32.

WORK CENTER

Operations are carried out at a work center. In the R/3 System work centers are business objects that can represent the following real work centers, for example: • • • • Machines, machine groups Production lines Assembly work centers Employees, groups of employees

Use
Together with bills of material, work centers belong to the most important master data in the R/3 production planning and control system. Work centers are used in task list operations and work orders. Task lists are for example routings, maintenance task lists, inspection plans and standard networks. Work orders are created for production, quality assurance, plant maintenance and for the Project System as networks. Data in work centers is used for Scheduling: Operating times and formulas are entered in the work center, so that the duration of an operation can be calculated. Costing: Formulas are entered in the work center, so that the costs of an operation can be calculated. A work center is also assigned to a cost center. Capacity plans: The available capacity and formulas for calculating capacity requirements are entered in the work center. Processing of the work centers involves the maintenance of the following data: Basic Data Capacity data

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Scheduling data Costing data

General Explanations

• The work centers represent the different processing centers or production line responsible for the production of the finished product. • The work center master data is divided into different screens like, basic data, capacity overview, capacity header, scheduling, cost center, defaults etc. The different screens are controlled by the work center category, whereas the capacity data is differentiated according to the capacity category. • The basic data view includes the description of the work center, the task list usage and the standard value key. The usage describes the usability of the work center in routings or other task lists. • The standard value key supports the parameters, which represent the individual operational segments like machining and labor etc. • The capacity view contains all the data for the availability of the capacity and the different formulas for the capacity requirement calculation. • The scheduling view contains the scheduling data. • The cost center view contains the costing data.

Naming/Numbering Conventions
Each work center/production line would be identified by their alphanumeric codes. The first two letters denotes the location of the work center/production line (plant wise), the next two letters will denote the type of the machine and number (like 1,2,3 …etc) will identify machine .

Special Organizational Considerations
All the work centers in PHOSPHORUS INDIA LIMITED are in 3 plants CPPP, FREP, and ISOP. The work centers that will be created as production lines (work center category) are for FREON PLANT and as individual machines for all other operations like REACTION, SCRUBBER etc Each of these work centers will have capacity data, scheduling data and a cost center attached to it.

Changes to the existing Organization
After implementation of SAP the plants have to adapt to the new work enter codes/production lines codes as proposed to be used in the system, and capacity evaluation, production scheduling and routing to be based on the defined work centers/lines.

Description of Important
Maintaining the work center master data is critical for routing and scheduling production. However, this data can also be used for different analyses including capacity evaluation, rough-cut capacity planning etc. Because of the central availability of the data, different business applications can access this data and redundant data maintenance is avoided.

Authorization and User Roles
Authorization of Work center creation edition or deletion will be as per the authorization matrix in Annexure.

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10.1 INTEGRATION
Human Resource (HR)
A Logistics work center can be assigned to either an organizational unit or a work center in the Human Resource Management System (HRMS). Assignments to other HR-objects, for example employees or qualifications, can be maintained via the HR work center.

Finance and Controlling (FI / CO)
Costing: Formulas are entered in the work center, so that the costs of an operation can be calculated. A work center is also assigned to a production cost center and the production cost center has been assigned to appropriate activity types. The prices for these activity quantities are calculated using the activity prices.

10.2

CAPACITY

Capacity planning comprises the following partial components: Capacity evaluation
In the capacity evaluation, available capacity and capacity requirements are determined and compared with each other in lists or graphics.

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Capacity leveling
The objectives of capacity leveling are: • • Optimal capacity commitment Selection of appropriate resources In most applications, you can use two types of planning table (graphical and tabular versions) to display the capacity situation and to carry out capacity leveling.

10.3
• • •

SHIFT AND SHIFT SEQUENCE

The available capacity of a shift is defined by the following data: Shift start, shift end, break times Capacity utilization rate Number of individual capacities

Shift start, shift end and break times can be manually maintained in capacity. You can however also use shift • • Shift definition: In a shift definition you define the start, finish, break times, and validity period of a shift. Shift sequence: In a shift sequence, you define how shifts follow another on a daily basis for the duration of a Cycle. You use shift definitions to do this. If you change the working times, you only have to change the shift definition, not the available capacity in all the work centers affected. The system changes the available capacity automatically. Changes to the shift sequence only serve as an aid to entering intervals in capacity, and do not affect existing available capacity. In the case of three shifts the shift timings are as follows: Shift Start Shift End 1st Shift 2nd Shift 3rd Shift 6:00a.m. 2:00 p.m. 10:00 p.m. 2:00 p.m 10:00 p.m. 6:00 a.m. Break* 60 Min 60 Min 60 Min

For machines which are automatic no breaks are scheduled. 30 Min break time for lunch

10.4

WORK CENTERS IN CPP Plant
Work Center No. of (BCT Work in cente Hrs/bat rs ch) W.C. Categor Activity Type y

Description

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CPHT

Stage1

CPDI CPHY CPFI

HTCP Reaction CPN Distillation Hydrolysis Filtration

8 2 3 2

40 8 12 8

Machine Machine Machine Machine Machine

Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow,

CPPR

Stage2

CPRE CPWA CPLV CPHV

Pressure Reaction CPP Reaction CPP Washing Low Vacuum Distillation High Vacuum Distillation HCL Scrubber

3 2 2 1 1 1

12 10 4 6 6 24 Hrs Runnin g
8 12 8 8 8

Machine Machine Machine Machine Machine Machine

For Bi- CPHC Produ ct
CPMI CPCR

CPP + MeOH Mixing Crystallization ANF Filtration CPP Distillation MeOH Distillation

1 1 1 1 1

Machine Machine Machine Machine Machine

Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow,

Stage3 for 97% and 98% CPP

CPAN CPPD CPMD

10.5
Stages

WORK CENTERS IN ISOPROTURON Plant
Work Cente rs Descriptio n No. Of Work Cente r BCT W.C Category Activity Type

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Stage-1 PNC Stage2(PCU Section)

This Stage is out sourced Hydrogena tion Reactor PCU Distillation DCU Formation Organic Washing Dehydratio n DMA Reaction Crystallizat ion Centrifugin g Vacuum Drying ISO Screening and Bagging Amm. Sul. Evaporatio n Vacuum Drying Amm. Sul. Packing

ISHD ISPD ISRE ISWA ISDE ISDM ISCR ISCN ISRV

2 1 3 2 2 2 2 3 1

12 6 20 8 12 12 12 13 6

Machine Machine Machine Machine Machine Machine Machine Machine Machine

Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Set, Mach, Lab, Pow,

Stage-3 (ISOPRO TURON)

ISPC

1

6

Machine

Set, Mach, Lab, Pow,

ISEV BiProduct Stage ISVD ISAP

1 1 1

8 6 4

Machine Machine Labor

Set, Mach, Lab, Pow, Set, Mach, Lab, Pow, Labor

10.6

WORK CENTERS IN FREON Plant
Production Line-1 for Freon-22

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Production Line-2 for Freon-12
Productio n Line Work Center Description No. Of W.C. Work Category Cente r Machine 2 2 2 2 4 2 2 4 2 2 2 2 4 2 2 4
Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine Machine

Activity Type

FRRT-1 FRFF-1 FRCA-1 Productio n Line for Freon-22 FRSU-1 FRCO-1 FRD1-1 FRD2-1 FRFL-1 FRRT-2 FRFF-2 FRCA-2 Productio n Line for Freon-12 FRSU-2 FRCO-2 FRD1-2 FRD2-2 FRFL-2

Pressure Reactor for Pressure Reaction FFE-HCL Scrubber Caustic Scrubber for removal of acidity. H2SO4 Scrubber for removal of moisture Freon Gas Compressor
Distillation unit-1

Distillation unit-2

Freon Gas Filling Station
Pressure Reactor for Pressure Reaction FFE-HCL Scrubber Caustic Scrubber for removal of acidity. H2SO4 Scrubber for removal of moisture Freon Gas Compressor
Distillation unit-1

Distillation unit-2

Freon Gas Filling Station

Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor Machine, Labor

10.7
Stages

WORK CENTERS IN TCAC Plant
Work Center Description Qty. in Nos. Batch Cycle Time (BCT

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Name
TCDC TCHCL1 DCAC React. Cum Dist. HCL Scrubber in DCAC Section Sodium Sulphite Evaporator Na2SO3 final Moisture removal TCAC Reactor TCAC Distillation HCL Scrubber in TCAC Section 6 1

in Hrs)
70 24 Hrs Running 12

Stage-1

TCNa

2

TCNaRVD TCAC

2 6 2 1

12 48 24 24 Hrs Running

Stage-2

TCDI TCHCL2

10.8

WORK CENTERS IN ZNPP Plant
Description
Reactor. First Ball Mill Sieving machine Second Ball Mill Final Packing

Work Center Name
ZNRE ZNBL1 ZNSE ZNBL2 ZNPC

Qty. in Nos.
2 2 1 2 1

Batch Cycle Time (BCT in Hrs)
6 12 3 12 2

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10.9

WORK CENTERS IN ALPP Plant
Description Firing Pots Firing Chamber Wax Addition Wax Melter Crushing Machine Jaw Crusher Ammonium Carbide addition Section Blending Machine Transferring Trolleys 3 2 1 1 2 2 2 2 8 Qty. in Nos. 0.5 2 1 1 1.5 1.5 1 1.5 1 24 Hrs running Batch Cycle Time (BCT in Hrs)

Work Center Name ALFP ALFC ALAD ALWM ALCM ALJC ALAC ALBL ALTR ALSC

Phosphene Gas Scrubber 1

10.10 List of Q.C. Equipment.
• Following list of QC equipments where the external services are required for overhauling. • HPLC. 2 Nos. • Gas Chromatography. 2 Nos. • Lab Weighing Balance. 4 Nos. • Carl Fisher equipment. 4 Nos. • Specific Gravity meter. 4 Nos. • PH Meter. 3 Nos.

33. ROUTING
INTRODUCTION:
Routings enable you to plan the production of materials (products). Therefore, routings are used as a template for production orders and run schedules as well as a basis for product costing.

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As the production scenario in CPP, ISOPROTURON Plant is of discrete manufacturing; so normal routing is considered for the above plants. Rate Routing
A routing for whose operations the production quantity and a fixed duration has been defined. Thus the production rate is also defined.

Rate routing is considered for Freon Plant as it purely involves repetitive manufacturing scenario.

General Explanations
A routing is assigned to a specific plant, which is defined in the routing header. However, you can assign individual operations of a routing to a different plant, if one or several operations are to be carried out in another plant. The plants specified in the individual operations and the one specified in the routing header must belong to the same company code.

Naming/Numbering Conventions
Each routing will be maintained for the finished good, as the header material.

Changes to existing Organization
None at present

Benefits
Online and close monitoring of the production, scheduling, capacity requirement calculation and costing will be done for which at present there is no system.

Description of Functional Deficits
Need to be able to use a standard routing for an entire class of items.

Approaches to covering Functional Deficits
Test system to see if functionality exists.

ROUTING – MATERIAL ASSIGNMENT
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Notes on further Improvements
Online and close monitoring of the production, scheduling, capacity requirement calculation and costing will be done for which at present there is no system.

Authorization and User Roles
Authorization of Routing creation edition or deletion will be as per the authorization matrix to be defined. Components are assigned to operations in routing from the Bill of Material of the Header material.

INTEGRATION
Material Management (MM) Plan the usage of materials Plan the external processing of operations

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Finance and Controlling (FI / CO) Prepare cost calculation according to routings

ROUTING (FLOW CHARTS) for CPP Plant
Stage-1
TCAC ACN CuCl
HCL Scrubber System at 25 Deg.C

Water

HCL Gas
HTCP Reaction

CPN to Scrap

CPN Distillation

30% HCL Acid

48% NaOH
Hydrolysis

Water

ETP1

Filtration

NaTCP Cake

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48% NaOH NaTCP Cake

Water

Stage-2
Pressure Reaction

Lime Effluent
CPP Reaction

DETC for Ethyl CPP or DMTC for Methyl CPP

EDC

MEE LDO

CPP Washing

Water
EDC Storage Tank

EDC Distillation in LVD under Vacuum

Rec.EDC

Rec.EDC
EDC Distillation in HVD

CPP 95% Drumming

Required Data For CPP Routing/Batch 1900kg CPP

Base Qty. in Kg Sr. No. Operation 1 HTCP Reaction 2 CPN Distillation

Activity Type 1900 Manpower Available in Set up time Machine Labor Time Power in Hr / KW W.C./24hr in hr time in hr in hr KWH 12 9 1 35 315 420
12 12 0.5 12 144 144

3 Hydrolysis 4 Filtration 5 Press. Reaction 6 CPP Reaction 7 CPP Washing 8 LVD 9 HVD

15 30 15 15 10 10 10

12 48 12 12 12 12 12

12 8 12 10 4 4 4

144 384 144 120 48 48 48

180 240 180 150 40 40 40

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ROUTING (FLOW CHARTS) for ISOPROTURON Plant
3200kg PNC 4kg Catalyst RaniNckel

Stage-2 PCU Section

90 Kg Hydrogen

Hydrogenation

Separation PCU Distillation

Semi Finish Product 2500 kg Distilled 99% PCU

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Stage-3

1250 kg PCU

900 kg H2SO4

300 kg Xylene

550 kg Urea

DCU Reaction

50 kg 48% NaOH
De-Hydration Washing at room Temp

4000l lit 26 % Ammo. Sulphate
Evaporation

450 kg DMA

DMA Reaction

4000 kg Water

Crystallization

Centrifuging

Vacuum Drying

RVD Vacuum drying

By-Product 1200 kg 90% Amm. Sulphate/Batch

Screening, Pulverizing and Bagging

1500 kg ISOPROTURON

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ROUTING (FLOW CHARTS) for FREON Plant

CHCL3 Or CTC

HF Acid

Chlorine Gas

Pressure Reaction

SbCl5 Catalyst

HF- HCL Separation in Distillation Column

Rec. HF Acid 75 kg/hr

FFE for HCL Scrubbing

Bi-Product 30% HCL Acid 4500 kg/hr

Caustic Scrubber for acidity removal

48% NaOH 20kg/hr

H2SO4 Scrubber for Moisture removal Gas Compression

98%H2SO4Acid 50 Kg/hr

Co-Product Freon-11 330 kg/hr during Freon-12 Production

Distillation Unt-1

Distillation Unt-2

Freon-22 or Freon-12 to storage Tank (1660/1330 kg/hr)

Filling Station For Tuner

Filling Station for 74kg Cylinder

Filling Station for 50kg Cylinder

Filling Station for 13.6 kg cylinder

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TCAC Plant: Process Flow Diagram (ROUTING)

Stage-1

MCAA

Sulfer FeCl3 Chlorine
SO2 Gas

DCAC Reaction + Distillation BCT-70Hrs

HCL Gas

HCL Scrubbing System

Chlorine Pyridine

30%HCL 8000lit/day

Na2SO3 Na2SO3 Evaporation

Tanker loading

RVD

Stage-2

TCAC Reaction

HCL Gas

HCL Scrubbing System

Na2SO3

TCAC Distillation

30%HCL 4000lit/day

99% TCAC

Tanker loading

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ZNP Plant: Process Flow Diagram (ROUTING)

ZNF

ZNC

WP

ZNF

ZNC

WP

Reactor - 1 (SS-316) BCT-8 hrs. Capacity - 600 kgs

Reactor - 2 (SS-316) BCT-8 hrs. Capacity - 600 kgs

Coarse Material
Supper Fine Ball Mill (SS-316) , BCT-5 hrs, Cap.-1500 kgs Sieving Machine 100 mesh Capacity- 300 kgs/hrs

ZNP Tech(80%)
Bulk Packing as per order i.e. drum packing

ZNP

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ALP Plant:

Process Flow Diagram

d

Aluminum Powder White Phosphorus

Water Circulation

Fire

Water

Firing Pot for Reaction

Firing Chamber

Crystalline Wax melter
Palm Oil

C Wax

Crude ALP
Spiral Cutter for blending / crushing

S C R U B B E R

JAW CRUSHER -1 NH4COONH2

NH4COONH2 Bitrrine
Black powder

JAW CRUSHER -2
Filler ABC

26% Phosphoric acid

Blender -1 Phosphine gas
Phosphene Gas

Trolleys

Hopper

34. PRODUCTION PLANNING
As-Is: Presently Production Planning is being done manually. This again depends on the skill of Production Manager. Some time all information regarding planning wouldn’t flow from top-level management to the shop floor person. Because of this we loose important customers who requires material in time. There are many loopholes in the existing system. Because of this transparency between top management and middle management is not maintained. While taking some important decisions Top management has to depend on the information’s given by respective dept. This can lead to wrong step in business. To-Be: The Production planning is the backbone of any growing organization. Organization needs to streamline and consolidate company’s sales and production operations. To avoid above problem SAP R/3 gives the solution in following ways.

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Planning and Processing of Production Process
Sale and Operation Planning for Material or Product Group using MC87 Sale Forecast SD

DEMAND AMANGEMENT Creation Planned Ind. Requirement using MD61

Material Requirement Planning MD02

Cust. Req. Sales Order

Planned Order

Conversion of Planned Order to Prod. Order/ Purchase Order

`

Check Availability

Components

Capacity

N

Purchase Req.

Purchase order Y

N

Shift Dates / Provide Addl. Capacities

Y

Order Settlement Production Order

Order Release

Confirmation CO15/CO11N

Goods Movement To FG Store

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Process Flow
1. Sales and Distribution take requirements as concrete customer requirements from the market. 2. In Demand Management, sales are planned in advance via a sales forecast. The result is the independent requirement, that is, the requirement for the finished product, tradable assemblies, trading goods and replacement parts. This result triggers material requirements planning. 3. In order to cover these requirements, MRP calculates procurement quantities and dates as well as plans the corresponding procurement elements. The procurement element in the planning run is the planned order or, for external procurement, the purchase requisition. Both procurement elements are internal planning elements that can be changed, rescheduled or deleted at any time. 4. If a material is produced in-house, the system also calculates the dependent requirements, that is, the quantity of components required to produce the finished product or the assembly, by exploding the BOM. If a material shortage exists, planned orders are created at every BOM level to cover requirements. 5. The system then converts these planned procurement elements into exact procurement elements: production orders for in-house production and purchase orders for external procurement. 6. The progress of the order for materials produced in-house is controlled by using the production order. The production order contains its own scheduling procedures, capacity planning and status management. Cost accounting is also carried out via the individual production order. 7. Materials that are procured externally trigger the purchasing procedure. In this case, you must have chosen suitable vendors or you must have drawn up outline agreements. 8. The quantities made available by production or by external procurement are placed in stock and are managed by Inventory Management.

7.1 SALES & OPERATIONS PLANNING
Sales & Operations Planning (SOP) is a flexible forecasting and planning tool with which sales, production, and other supply chain targets can be set on the basis of historical, existing, and estimated future data. Rough-cut planning can also be carried out to determine the amounts of the capacities and other resources required to meet these targets. SOP is particularly suitable for long- and mediumterm planning. For planning purpose, the required sales plan can be gathered from various sources like Forecasting, Sales Information Systems and Co-PA (Cost-Profitability analysis) or can be created manually. Based on sales plan, the production plan is created and the requirements are then transferred to demand management.

a) CPPP PLANT - CPP
The product group of the CPP Plant is identified as “CPP” with 100% production share.

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If we use 4 Variants of CPP, then Product Group of the CPP Plant is identified as “ CPP “ with sales share of 30% for ethyl CPP 97%, 40% for ethyl CPP 98%, 15% for methyl CPP 97% and 15% for Methyl CPP 98%. These variants will be used after successful implementation of SAP for plane CPP without variants.

b) FREP PLANT – FREON GAS
The product group of the FREON PLANT is identified as “FREON” with a sales share of 70% for FREON-22, 30% for FREON-12.

c) ISOP PLANT
The product group of the ISOP PLANT is identified as “ISOPROTURON” with 100% production share.

INTEGRATION
Sales and Distribution (SD) SOP constitutes the planning functionality of the LIS information systems. SOP plans are passed on to Demand Management in the form of independent requirements. In turn, this data is fed to Master Production Scheduling and Material Requirements Planning. Finance and Controlling (FI/CO) An interface with Profitability Analysis (CO-PA) allows using CO-PA data as the basis for sales planning in SOP. SOP results are passed on to Profitability Analysis (CO-PA), Cost Center Accounting and Activity-Based Costing.

7.2 DEMAND MANAGEMENT
The function of Demand Management is to determine requirement quantities and delivery dates for finished products assemblies. Customer requirements are created in sales order management. • • • The demand program is created in the form of planned independent requirements. Demand management uses planned independent requirements and customer requirements. Customer requirements are created in sales order management. To create the demand program, define the planning strategy for a product. Planning strategies represent the methods of planning for production and manufacturing or procuring a product. Using these strategies, it can be decided whether production is triggered by sales orders (make-to-order production), or it is triggered by Forecast (make-to-stock production).

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•

Or, you may want both sales orders and stock orders in the demand program. If the production time is relatively long in relation to the standard market delivery time, you may want to produce the product or, at least, certain assemblies before any sales orders exist. In this case, the sales quantities are preplanned (for example, with the aid of the sales forecast).

Based on the Manufacturing scenario of respective Finish Products, following Planning Strategies are listed for Finish product for PIL1 as well as PIL2. We will be looking for CPPP, ISOP, and FREP Plant only.

Sr.No.
1

Finish Products TCAC 95% CPP 97% ethyl CPP 98% ethyl CPP 97% methyl CPP 98% methyl CPP Freon-22 Freon-12 Isoproturon

Plant

Strategy
10 MTS

Production Process
Descrit Mfg. Batch Management Descrit Mfg. Batch Management

TCAP Plant 2 40 MTS

3 4 5 6 7 8 9

CPPP Plant

26 MTO Variant Configuration with Characteristics 1) Group and 2) Purity

Descrit Mfg. Batch Management

11 MTS FREP Plant 10 MTS 20 MTO ISOP Plant

REM REM Descrit Mfg. Batch Management Descrit Mfg .Batch Management Descrit Mfg. Batch Management

10

ZNP
ZNPP Plant

52 MTS without Final Assembly 50 MTO without final assembly

11

ALP
ALPP Plant

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35. Material Requirement Planning
As-IS: In current situation requirement planning are done in very haphazard way. Some time some raw materials or spares are procured 2-3 times which unnecessarily piling up stock of costly materials. So inventory increases. Some time Production person doesn’t get required material in time. This happens mostly in consumable material which equally important for production. This results in production loss. Monitoring stock is very difficult. This results in wrong reporting at the end of month or year. To-Be: To capture above problem and give systematic solution, in SAP R/3 system MRP gives solution in following ways.

a) MRP CONTROLLER b) PRODUCTION PLANNING AND PROCUREMENT PLANNING c) CAPACTY PLANNING What is MRP: The main function of material requirements planning is to guarantee material
availability, that is, it is used to procure or produce the requirement quantities on time both for internal purposes and for sales and distribution. This process involves the monitoring of stocks and, in particular, the automatic creation of procurement proposals for purchasing and production. In doing so, MRP tries to strike the best balance possible between Optimizing the service level and Minimizing costs and capital lockup.

So, when MRP run is carried out using PD (normal planning) as MRP type, the PLANNED ORDERS are generated according to the demand mgmt (Planned Independent requirements). The MRP controller checks the scheduled dates of the planned orders and converts them into the production orders. Material requirements planning take current and future sales as its reference points. Depending on planning strategy, actual requirements trigger the MRP calculation. In MRP the requirements include sales orders, planned independent requirements, material reservations, the dependent requirements created by exploding the BOM and so on. In case of in-house production the system creates planned orders for planning of production quantities. When planning is complete planned orders can be converted into production orders. In case of external procurement the system creates either a planned order or directly creates a purchase requisition or a schedule line for a pre-existing scheduling agreement for planning the external purchase order quantity.

13.1

MRP Controller

General Explanation

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MRP Controller is the person responsible for a group of components in Material Requirement Planning in a plant or company. Material that takes part in MRP must be assigned to a MRP controller. The field for MRP Controller is located in the MRP 1 view of the Material Master. The MRP controller is responsible for all activities, for specifying the type, quantity and time of the requirements and he must also calculate when and for what quantity an order proposal has to be created to cover these requirements. He needs all the information on stocks, stock reservation and stock on order to calculate quantities and he needs all the information on lead times and procurement times to calculate dates. The MRP controller determines a suitable MRP and lot-sizing procedure by material to determine procurement proposals. The most common lot-sizing procedures are available in the system and can easily integrate userdefined formulas.

Naming Convention
For MRP controlling, it is proposed that there be one MRP controller in each section within the 3 plants. The proposed codes to be used in SAP are as below: Section: Plant CPPP ISOP FREP MRP Controller 500 600 700

Definition: The MRP controller is the person responsible for a group of materials in MRP in a plant or company. A material that takes part in material requirement planning must be assigned to a MRP Controller. Each of these areas will have a separate MRP controller. MRP to be run separately in the 3 areas independently.

13.2

MRP control parameters

Various control parameters are available for the total planning procedure and for single-item planning and multi-level planning, which you can set in the initial screen of the planning run. You use these parameters to determine how the planning run is to be executed and which results are to be produced. The control parameters include: • Planning run type Choose whether all materials are to be planned or only those with MRP relevant changes. Planning run types are as fallows o o Net changing planning– NTECH Net change planning in the planning horizon ---NETPL Planning horizon is maintained for 100 days

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•

Creation indicator for procurement proposals for materials that are procured externally

Choose whether planned orders, purchase requisitions or schedule lines should be created for materials that are procured externally. • •

Creation indicator for MRP lists: Define whether MRP lists are to be created. Planning mode: Determine how the system is to deal with procurement proposals
(planned orders, purchase requisitions, scheduling agreement lines) from the last planning run, which are not yet firmed, in the next planning run.

•

Scheduling: Choose basic date calculation or lead time scheduling

13.3

MRP RUN AT Phosphorus India LIMITED:

At PIL, for regular products MRP will be run once a week, based on the requirement by the customers. Based on this requirement for all the finished products and the Dependent requirements will get generated using transaction code MD02. In case there are changes to this requirement then MRP to be run on weekly basis. But for export orders, MRP will be only run based on the Sales orders, using the transaction code- MD50. For Regular Orders: For Export Orders: MD02, Once a week MD50, only on receipt of sales orders.

13.4

MRP Out put

The following evaluations are available for analyzing the planning result:
• • •

MRP list Stock/requirements list Planning result (corresponds to the MRP list with individual evaluation layout)

Planning situation (corresponds to the stock/requirements list with individual evaluation layout)

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13.5

CONSUMPTION BASED PLANNING

Consumption based planning is based on consumption values and uses forecasts or statistical procedures to determine future requirements. Consumption based planning is characterized by its simplicity and is mainly used for low value items. Manual reorder point planning is a typical process in consumption based planning.

Monthly Plant wise list Of Consumables and Spare parts.

Sr. Consumable No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 Hand Gloves Nose Mask Safety Goggles Bucket Funnel Filter P. Cloth Sp.Filter Cloth 1” Hose pipe Brooms PH Paper Log Sheets Books Pen Staplers Calculators Chlorine Detector

U/M
Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos Nos

CPPP ISOP FREP TCAC ZNP ALP
150 100 40 15 10 10 50 50 150 20 10 40 2 1 15 80 120 15 15 30 1 1 50 100 10 2 30 1 1 6 120/100 /50/80 250 150 80 250/280 /200 100 each 100 each 50 120/10 0/50/8 0 250 150 80 250/28 0/200 100 each 100 each 50 120/10 0/50/80 250 150 80 250/28 0/200 100 each 100 each 50 10 120 15 10 40 1 1 5 120/100 /50/80 250 150 80 250/280 /200 100 each 100 each 50 120/1 00/50/ 80 250 150 80 250/2 80/20 0 100 each 100 each 50 120/1 00/50/ 80 250 150 80 250/2 80/20 0 100 each 100 each 50 50 80 20 15 50 1 1 40 200 15 15 40 1 1 160 120 50 10 15 80 50 40 2 1 150 150 50 5 15 180 150 60 10 5 200 200 100 15 15

Spare Parts
1.5”/2”/3/6/4 HDPE Valves 1” Asbestos Gaskets 2” Asbestos Gaskets 4” Asbestos Gaskets 4”/2” /6”PP Gaskets 1”/2”/3”/4”/6” MS Flanges 1”/2”/3”/4”/6” MS Flanges ½” x 3” Nuts Bolts

2 3 4 5

Nos Nos Nos Nos

6 7 8

Nos Nos Kg

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9 10

1”/4” Nuts bolts V-Belt

Kg Nos

50 10

50 10

50 10

50 10

50 10

50 10

13.6

Capacity Planning
Capacity Evaluation

The capacity planning mainly consists of two elements i.e.

Capacity Leveling 13.6.1

Capacity Evaluation

After the MRP run, the capacity requirements are created by the system. The load on the entire bottleneck work centers can be seen in the system. The system will highlight the periods when overload exists in each work center. In such a situation capacity needs to be leveled so that production plan becomes final.

13.6.2

Capacity Leveling

In capacity leveling, all the orders, which require that particular work center, will be dispatched to the committed schedule one after other as per the priority. After leveling, the load on work center will be evened out for the planning bucket. The revised scenario and schedule will be immediately reflected in the evaluation. If the capacity leveling is carried out to such an extent, that it has to be reflected in the schedule of the dependent materials, then MRP run can be carried out again. At this time the planned orders, which have undergone changes to schedule (firmed orders) will not be again changed by the system. The dependent materials will be planned as per the revised schedule.

36. PLANNED ORDER PROCESSING
•

Manually The MRP controller enters a planned order manually. He determines which material is to be procured, the required quantity, the date required, and whether the material is to be procured externally or internally. Automatically During the planning run, the system automatically determines the materials to be procured with the required quantity and the required date. After the planned order is created either manually or automatically a planned order profile is allocated and data is processed. The data would include: material, plant, order quantity and basic order dates. This will trigger the processing of material components, schedule the planned order, edit account assignment and process the source of supply. The system will check component and capacity availability and if needed, capacity leveling can be carried out. Saving the planned order creates a purchase requisition, planned load, creates dependent requirements and allows the processing of the planned order.

•

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In case these requirements are produced in-house, the system creates planned orders that in turn can be converted to Production orders before actual production execution. Alternatively, if the requirements are procured externally, these requirements are directly converted into Purchase requisitions. It would also be possible to convert the planned orders to purchase requisitions. NUMBER RANGES FOR PLANNED ORDERS Phosphorus India Ltd: 1000 to 9999

37. SHOP FLOOR CONTROL
15.1 PRODUCTION ORDER
Production orders are a fundamental part of Production Planning and Control. PP is fully integrated in the Logistics component and has, among others, interfaces to • • • Sales and Distribution Materials Management Controlling Production order specifies: • • • •
• •

What is to be produced When production is to take place Which capacity is to process the order How much production costs

• •

The work processes within a company are executed using orders. As soon as a planned order or a company-internal requirement is generated from previous planning levels (material requirements planning) shop floor control takes over the information available and adds the order-relevant data to it to guarantee complete order processing. Production orders are used to control production within a company and also to control cost accounting. The production scheduler confirms and releases the order to shop floor for actual production. After production, operation wise confirmation of the order is carried out and relevant goods are sent (GR) into the storage location.

15.2

PRODUCTION ORDER CREATION

This function supports the production of goods in-house using the production order or work

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order concept. The different functions involved are:
1. 2. 3. 4. 5. 6. 7.

Order creation Order release Inspection lot processing Goods issues Order confirmation Goods receipt Order settlement

When a production order is created the following actions are carried out: • • • • • • A routing is selected, its operations and sequences are transferred to the order The bill of materials is exploded and the items in the bill of material are transferred to the order Reservations are generated for bill of material items held in stock The planned costs for the order are generated The capacity requirements are generated for the work centers. Purchase requisitions are generated for non-stock items and externally-processed operations. PRODUCTION ORDER NUMBER RANGE PLANT Phosphorus India Ltd NUMBER RANGE 5000000 to 5999999

15.3

RELEASE OF PRODUCTION ORDER

Release of the production order is an important business function, which controls things like the goods issue for the order, confirmation of the order progress etc. Here either individual production operations or the order itself can be released. The production order release function is to be exercised in each production order, in the transaction menu of the order header, after the creation of the production order. This function sets the "released" status in the order header After the creation of the production order, the individual operations or the order header itself can be released as per the release date specified in the material master scheduling margin key.

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15.4

ORDER CONFIRMATION

A confirmation documents the processing status of orders, operations, sub-operations and individual capacities. It is an instrument for controlling orders. With a confirmation you specify o The quantity in an operation that was produced as yield, scrap and the quantity to be reworked o How much work was actually done o Which work center was used for the operation o Who carried out the operation o Exact confirmation shortly after completion of an operation is essential for realistic production planning and control. The following business transactions can be executed via confirmations: o o o o o o o o o o o o Updating order data (for example, quantities, activities, dates, status) Back flushing of components Automatic goods receipt (for one operation per order max.) Capacity reduction in the work center Updating costs based on confirmed data Updating MRP-relevant excess or missing quantities in the order You can enter confirmations for An order- to be entered daily An operation- to be done before period closing for inventory valuation of WIP. A sub-operation An individual capacity in an operation An individual capacity in a sub-operation For scrap, rejection, reworks, operation confirmation will be done.

15.5

PRINTOUT OF PRODUCTION ORDER

This function controls the printing of the shop papers, such as the operation confirmation slips, time tickets etc. The printing of the different shop papers is controlled by the settings made in the control key attached to the individual production operations. INTEGRATION Production orders is fully integrated in the Logistics (LO) component and has, among others, interfaces to o o o Sales and Distribution (SD) Materials Management (MM) Controlling (CO)

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15.6

Batch management

Definition of batch
The quantity or partial quantity of a certain material or product that has been produced according to the same recipe, and represents one homogenous, non- reproducible unit with unique specifications.

Purpose of batch management
• • • Legal requirements (for example, the guidelines set out by GMP-Good Manufacturing Practice) or regulations on hazardous material. Defect tracing, callback activities, and regression requirement. The need for differentiated quantity-and value-based Inventory Management (for example, due to heterogeneous yield/result qualities or varying constituents in Production. • • Differences in usage and the monitoring thereof in materials planning in SD and Production. Production or procedural requirements (for example, settlement of material quantities on the basis of different batch specifications

Features of batch management
• Batch Number Assignment

This function used to assign a batch with a number that uniquely identifies it. • Batch Specification

This function used to describe each batch uniquely using characteristics and characteristic values. It specifies the permitted value range in the allocated material master record. • Batch Status Management

This function used to indicate whether a batch is usable or unusable. We can set this status o o Manually in the batch master record or at goods receipt Automatically in the usage decision in quality management

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• o

Batch Determination With this function, we can use various criteria to search for batches that are in stock, for example:-

o o o • o

When posting goods issues When combining suitable material components for production orders and process orders When creating a delivery according to particular customer requirements Batch Where-Used List The batch record contains all quality-relevant planned and actual data for the production of a batch and complies with the GMP guidelines (Good Manufacturing Practices) for the pharmaceutical industry and food industry.

o

The batch where-used list shows the path of the batch from its procurement to its delivery to your customer.

15.7 CLASSIFICATION
The classification system allows you to use characteristics to describe all types of objects and to group similar objects in classes – to classify objects Characteristics Characteristics describe the properties of objects. The values of a characteristic specify these properties. When you create or change a characteristic, you can define the following settings: • • • • • • • • • Format For example, numeric format is for figures, and character format is for alphanumeric characters. Units of measure for numeric values Templates for entering values Required entries for a characteristic (required characteristics) Whether intervals are allowed as values Language-dependent descriptions and texts for characteristics and characteristic values Display options for characteristics on the value assignment screen Allowed values Default values that are set automatically on the value assignment screen Class : Classes allow to group objects together according to criteria that is. • • Create classes for certain object types for example, material, workplace, equipment. Use the class type to determine which object types can be classified in a class.

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•

Assign characteristics to class. These describe the objects classify in class. When assign a characteristic to a class, it can adapt (overwrite) the characteristic. Class type: The class type is a central concept in the classification system. The class type determines how classes are processed, and how objects can be classified and retrieved in these classes. Class types for a specific object type, such as materials. Then use classes of this class type to classify objects of this object type. First create a class, and then enter a class type for the class. Each class type is a closed system. There is no link between the different class types.

38. Repetitive Manufacturing
In M/s Phosphorus India Limited Vapi, we have considered Repetitive manufacturing for Freon Plant, as the process is continuous.
Purpose This component can be used for production planning and control in a repetitive manufacturing environment. You can use repetitive manufacturing as either make-to-stock REM or make-to-order REM such as in the automotive industry, for example. The goals of repetitive manufacturing are the following: • Creation and revision of production quantities on a period and quantity basis (reduction in individual lot and order-specific processing). Reduction in the production control effort and simpler back flushing tools(with the option of using the full scope of the PP functionality).

•

Implementation considerations You can implement Repetitive Manufacturing if the following is true of your production process: • • • • You produce the same or similar products over a lengthy period of time. You do not manufacture in individually defined lots. Instead, a total quantity is produced over a certain period at a certain rate per part-period. Your products always follow the same sequence through the machines and work centers in production. Routings tend to be simple and do not vary much.

Integration Within logistics, Demand Management precedes Repetitive Manufacturing: o o o SD Sales Operations (receipt of sales orders) PP Demand Management (creation of planned independent requirements) PP MRP

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The following Logistics components are also relevant: o o o o Features • Master data PP Work Centers PP Routings PP Bills of Materials If required, Line Design for mapping complex production lines

There is specific master data required for Repetitive Manufacturing. This includes the repetitive manufacturing profile and the product cost collector. • Planning table

Within the framework of repetitive manufacturing, planning and control is carried out on the basis of time buckets. Starting from the existing requirements situation, you can plan production quantities based on periods. The scheduling data for products and product groups is thus broken down into a series of time buckets, the user being presented with period views for the purposes of checking and revision. • Sequencing

You can use Sequencing to carry out takt-based scheduling which determines the sequence in which planned orders are produced on the production line. Sequencing simplifies the dispatching process, especially for high order volumes, and enables you to display them in a graphic. • Pull list

You can use the pull list to control in-house material flow, supplying production with materials. The pull list checks the stock situation at the production line, calculates the missing parts for the components and triggers replenishment for these missing parts. • Back flushing

Production completion confirmations are simplified and are made with reference to the material being produced. The completion confirmation usually includes the backflushing of components and the posting of production costs. • Cost Object Controlling

In repetitive manufacturing, you ususally detemine costs per material or per production version via a product cost collector (product cost per period).

Master Data for Repetitive Manufacturing
The following master data is available:

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• • • • • • •

The repetitive manufacturing profile is set in Customizing for repetitive manufacturing and is entered in the material master record. You must also authorize the material for repetitive manufacturing in the material master record. You create the production version in the material master record. If you want to plan using a planning ID , you must define one and enter it in the material master record. If you want to use a production line for planning purposes, you must create one and enter it in the material master record. If you use repetitive manufacturing in conjunction with the component PP line Design, you can represent the production line as a line hierarchy. This makes sense if you have complex production lines, which you want to schedule using takts. If you want to plan capacity, you must create a routing and enter it in the production version. You create a product cost collector for creating production costs.

39. REPORTS
Following reports will be provided 1. 2. 3. 4. 5. 6. 7. DAILY / MONTHLY PRODUCTION REPORTS Monthly WIP Report. Batch wise SCRAP GENERATION REPORT Work Center wise Report Batch wise Quality Report Monthly Product wise RM consumption norms Operation wise important parameter per Batch

The following standard reports are to be used in the Production Planning module:

TRANSACTION CODE MMSC

PURPOSE This report allows a user to easily create, or view, storage location views for a material. This report produces a list of all work centers.
This report produces a list of all cost center assignments. This report produces a list of all work center capacity. This report enables you to list changes to individual routing fields in the sequence which they occurred. In the "Total Requirements Display", you can check and, if necessary, change the planning figures. With this evaluation function you can list all the planned independent requirements that exist for a particular material or a product group. From this total requirements display, you can access more detailed information or you can branch into the change mode.

CRO5
CR06 CR07 CA60 MD73

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MD04

MD05

In the stock/requirements list, the most up-to-date development of stocks and requirements is displayed. The layout of the list on the screen is the same as that of the MRP list. Once you have carried out the planning run for the material via single-item or total planning and where you have also specified that an MRP list is to be created, you can then display one of the lists with the function individual display. Proceed as follows: Starting from the menu screen of material requirements planning, select Evaluations -> MRP list ->Individual display. The initial screen for the Individual Display of MRP List appears. Enter the material number and the plant and press ENTER. The MRP List screen now appears with an overview of the Individual Lines. With the collective display, all planned orders which correspond to the specified selection criteria are displayed; for example, all planned orders of a certain MRP controller. The results of long-term planning are simulative planned orders at finished product level for the long-term planning version of the demand program. Simulative dependent requirements and receipts are created for the components. Simulative capacity requirements are also created for materials that are produced in-house. Separate MRP lists are also created for long-term planning. In the long-term planning menu, the stock/requirements list is also available as well as the planning situation as an individual layout. With the evaluation, "Pegged requirements", you can retrace which requirements are the source of which order proposals and which independent requirements (especially sales orders) will be affected if an order proposal is cancelled or if its date or quantity is changed. With the function, "Pegged requirements", you can determine which requirements and order proposals caused the current stock/requirements situation. This information is particularly useful when you have to find out which independent requirements (especially sales orders) are endangered if planned orders are cancelled or if they cannot be delivered on time. This report shows a list of production orders according to the selection criteria entered. The material produced, the order schedule dates, the status of the order, and more are shown for each production order. From this list, the user can view the components and operational information for each order. This report is one that is standard delivered with the information systems, and in standard it does not include any totals listing. Using this report requires that certain info structures are active to reflect current data.

MD06

MS07

MD09

CO20

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CO24

This report shows a list of missing parts according to the selection criteria. You can use the missing parts information system to display the missing parts list for a selection of materials, or for all materials. It is possible to restrict your selection to a specific plant, MRP group or requirements data. The Production Order Information System offers various list types in reporting. Their layout can be adapted to suit your requirements. The information displayed in the production order information system as well as the layout of the information is controlled via an overall profile, which you can enter on the initial screen. The overall profile contains several subordinated single profiles. They contain information regarding selection criteria and layout of lists. Overall Profiles Your company may have so many materials that you will not always know whether a specific material already exists in the material master. You can find this out with the help of the materials list. Cap. Planning Evaluation by Work Centers – Load Cap. Planning Evaluation by Work Centers –Orders This report list displays all work centers and capacities with overload in the next 60 calendar days. This is a report of capacity leveling evaluation-work center view Report for Production order analysis Report for work center analysis Material usage analysis report Product cost analysis report

CO26

MM60

CM01 CM02 CM05 CM21 MCP3 MCP7 MCRE MCRI

T-CODE MMBE CS01 CS02 CS03 CA01 CA02 CA03 CR01 CR02

BOM

ROUTING WORK CENTER

Description STOCK OVERVIEW CRT BOM CHANGE BOM DISPLAY BOM CRT ROUTING CHANGE ROUTING DISPLAY ROUTING CRT WORK CENTER CHANGE WORK ENTER

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PRODUCTION ORDER MRP

SOP

CR03 CO40 CO01 CO02 MD02 MD04 MD11 COGI MC87 MC78 MC88 MC74 MC35 MB5B MB51 COOIS MIGO

DISPLAY WORK CENTER CRT CONVERT PLANNED ORDER INTO PRD ORDER INDIVIDUAL MANUAL CRT. PRODUCTION ORDER CHANGE PRODUCTION ORDER RUN MRP-SINGLE ITEM MULTI LEVEL STOCK REQUIREMENT LIST CRT. PLANNED ORDER GOODS MOVEMENT ERROR CRT. ROUGH CUT PLANNING FOR MATERIAL ACTIVE VERSION FOR MATERIAL CHANGE ROUGH CUT PLANNING FOR MATERIAL TRANSFER MATERIAL TO DEMAND MANAGEMENT ROUGH CUT PROFILE STOCK FROM POSTING DATE STOCK DOCCUMENT LIST PRODUCTION ORDER INFORMATION SYSTEM

GOODS MOVEMENT

40.

GAPS
17.1 IDENTIFICATION OF GAPS
The following gaps have been identified for PIL1 1. Daily Prod. Report /Month wise production report Daily/Monthly Production Report
Plant

Company Code
Material Date Production Dispatch Issue to Other Dept. Opening To-Day in Cumu (B) To-Day in Cumu. To-Day in Cumu. (D) Closing Stock (A) Kg in Kg Kg (C) in Kg Kg in Kg Stock (E) In Kg = A+B-CD In kg

Sr.No .

Product

1 2 3 4 5

CPP ISO Freon-22 Freon-12 PNC

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2. WIP Report for each Product at the end of Month

WIP Statement for CPP Plant

Plant

Material
Date

Month

Stage

Operation W.C. Group

Work Centers CPHT1 CPHT2 CPHT3 CPHT4 CPHT5 CPHT6 CPHT7

B.No. # 23 # 22 # 21 # 20 # 19 # 18 # 17 # 16 # 15 # 14 # 13 # 12 # 11 # 10 #9 #8 #7 #6 #5 #4 #3

Raw Materials charged to reactor TCAC A C N CuCl NaOH DETC EDC Cat-1 Carbon

HTCP CPHT Reaction

Stage-1 CPN CPDI Distillation Hydrolysis CPHY Filtration CPFIL Pressure CPPR Reaction CPP CPRE Reaction Stage-2 Washing CPWA Low vacuum Drying High Vacuum drying CPLV

CPHT8 CPDI1 CPDI2 CPHY1 CPHY2 CPFI1 CPFI2 CPPR1 CPPR2 CPPR3 CPRE1 CPRE2 CPWA1 CPWA2 CPLV

#2 CPHV CPLHV #1 Total Qty in Kg A B C D E F G H

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3. Monthly Product wise RM consumption Norms Report INPUT DATA
Plant Production in kg X Material Date Month

OUTPUT DATA
S r . N o . 1 2 3 4 5 6 7 8 Raw Material Openi ng Stock (K) WIP Openi ng Stock in kg (L) Total of opening stock in kg (M)= K+L RM Receipt Tod ay Cumm. (N) in kg RM Consumption Tod Cumm. ay (O) in kg WIP Closin g in Kg (P) Closin g Stock in Kg (Q) Total of Closin g Stock Kg (R) Consumpti on S=M+N-OR Norms . = S/X

TCAC ACN CuCl NaOH DETC EDC Cat-1 Carbon

A B C D E F G H

OR INPUT DATA
Plant Material Date Month

OUTPUT DATA Plant Production in kg
Sr. No. 1 2 3 4 Raw Materi al TCAC ACN CuCl NaOH Opening Stock (A) in Kg Today RM Receipt Cumm. Receipt (B) in kg

Material
G
RM Consumption Today Cumm. (C) in kg Closing Stock in Kg (D)

Month

Consumption E=A+B-C-D

Con. Norms. =

E/X

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5 6 7 8

DETC EDC Cat-1 Carbon

4. Batch wise quality Report for each Product. Plant Material Date from Purity Range from Date To To

Material Ethyl CPP 97%

Methyl CPP 98%

Batch No. #1 #2 #3 #1 #2 #3

Purity 97.2% 96.9% 97% 98.1% 97.9% 98.4%

Color Pale Yellow Dark Brown Brown P.Yellow P.Yellow Yellow

Clarity of Liquid Clear Slight Particle Hazy Clear Hazy Clear

5. Machine wise Batch details report Plant Material Date from Work Center Date To

Work Center Name

Descriptio n

B. No Date #1 #5

Start Time

End Date Time

BCT in Hrs

Operation Parameters Temp Pres.

Quality Details

Down Time detail s

40 39
35 41

CPHT

HTCP Reaction

#8 #10

6. How to MAP Important Operation wise Parameters like Temp and other inspection Report? 7. Products, which have crossed 90% of the shelf life period, should not be shown in stock list. Once the shelf life falls on 90%, it should move into Blocked stock. 8. How to get the details about Plant wise effluent generation? 17.2 ADDRESSING OF GAPS The above gaps would be addressed by user exits/enhancements.

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ANNEXURE I Shift Sequence for PIL1

SHIFT SEQUENCE

Shift Start Shift I Shift II Shift III BREAK DETAILS Break BRK1 6:00 AM 2:00 PM 10:00 PM

Shift End Break

Break Type

Days/Week

2:00 PM 10:00 PM 6:00 AM

60 MIN 60 MIN 60 MIN

BRK1 BRK2 BRK3

6 6 6

BRK2

BRK2

Break Text Breakfast Lunch Tea Breakfast Lunch Tea Breakfast Lunch Tea

Breaks Timings 08:00am to 08:15 am 11:30 am to 12:00 pm 01:00 pm to 01:15 pm 03:15 pm to 03:30 pm 07:00 pm to 07:30 pm 09:00 pm to 09:15 pm 11:30 pm to 11:45 pm 02:00 pm to 02:30 pm 05:00 pm to 05:15 pm

Duration Of Break 15 Mins 30 Mins 15 Mins 15 Mins 30 Mins 15 Mins 15 Mins 30 Mins 15 Mins

ANNEXURE II
Work Center Formulae The execution time of an operation is defined as the sum of the set-up time and the processing time. This is expressed in the following formula. F=SET+RUN*LOT/B The meaning of the formula parameters and the origins of their values are given in the table below.

B LOT RUN

Meaning Base Quantity Lot Size Processing time for base Quantity

Origin General Operation Value General Operation Value Standard Value

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SET

Set-up time

Standard Value

Operation wise important Parameter

Plant

CPP

1. HTCP Reaction
Work center Group Work center CPHT1 CPHT2 CPHT3 CPHT4 CPHT5 CPHT6 CPHT7 CPHT8 B.No. Staring Date #1 #2 #3 #4 #5 #6 #7 #8 Time End Date Time BCT ACN Qty. kg TCAC Qty. kg Temp. C TCAC%

CPHT

2. CPN Distillation
Work center Group CPDI Work center B. No. Staring Date time End date time B Rec. C CPN T Temp. C Vacuum CPN%

CPDI1

#1

CPDI2

#2

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3. Hydrolysis
Work center Group CPHY #2 CPHY2 #3 CPHY3 Work center CPHY1 B. No. Start time End Time BCT Water qty. kg 48% NaOH qty Temp. C Alkali%

#1

4. Filtration
Work center Group CPFI Work center B. No. Start time End Time BCT LOD % Temp. C Alkali% in CFML NaTCP Qty. in Kg CFML Gen.

CPFI1

#1

CPFI2

#2

5. Pressure Reaction
Work center Group Work center B. No. Start time End Time BCT NaTCP Charged Water qty. kg 48% NaOH qty Pre s Temp. C T4C P% Efflu ent Gen erati on in Kg

CPPR1 CPPR CPPR2 CPPR3

#1 #2 #3

6. CPP Reaction
Work center Group CPRE Work center CPRE1 B. No. #1 Start time End Time BCT EDC in Kg DETC in kg Temp. C NaTCP%

CPRE2

#2

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7. CPP Washing
Work center Group Work center B. No. Start time End Time BCT Water charged Kg CPP Org. received in Kg Effluent Generation in Kg

CPWA1 CPWA CPWA2

#1

#2

8. LV Distillation
Work center B. No. Start time End Time BCT CPP Org. charged in Kg EDC Rec. Temp. Vacuum in mm Hg

CPLV

#1

9. HV Distillation
Work center CPHV B. No. Start time End Time BCT EDC Rec Vacuum in mm Hg CPP Output in Kg Liquid Clarity Purity Color

#1

ISOPROTURON 1. Hydrogenation
PN C Cha rged Qty. kg Hydro gen Charg ed Qty. kg Down time if in Hrs Down time Reasons

Work center Group

Work center

B.N o.

Staring

End

BCT in Hr

Temp. C

PNC%

Date #1 ISHD ISHD1 #2 ISHD2

Tim e

Dat e

Tim e

2. PCU Distillation

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Work center Group

Work center

B.No.

Staring

End

BCT PCU%

PCU purity %

Temp. C

Down time if in Hrs

Date

Time

Dat e

Tim e

Down time Reasons

ISPD

ISPD1

#1

3. DCU Formation
Work center Group Work center Staring B.No. Date #1 ISRE1 ISRE ISRE2 #3 ISRE3 #2 Time Dat e Tim e End BC T Xylen e in Kg PCU In Kg UREA In Kg H2SO 4 in kg Temp. C PCU %

4. DCU Washing
Work center Group Work center B.No . Staring End BC T Soda Ash in kg Water Adde d Temp. C Effluent Generatio n (Amm. Sul.Soluti on) Down time if in Hrs

Down time Reasons

Dat e ISWA ISWA1 ISWA2 #1 #2

Time

Date

Tim e

5. De-Hydration
Work center Group Work center B.No. Staring Dat e ISDE1 ISDE2 #1 #2 Time End Date Tim e BCT Temp. c Down time if in Hrs Down time Reasons

ISDE

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6. DMA Reaction
Work center Group Work center B.No. Staring Dat e Time End Date Tim e BCT DMA in Kg Tem p. C DM A% Down time if in Hrs Down time Reasons

ISDM

ISDM1 ISDM2

#1 #2

7. Crystallization
Work center Group Work center B.No. Staring Dat e ISCR1 ISCR2 #1 #2 Time End Date Tim e BCT Temp. C Down time if in Hrs Down time Reasons

ISCR

8. Centrifuging
Work center Group Work center B.No . Staring End BC T Tim e LOD % DCU% Down time if in Hrs Down time Reasons

Dat e ISCN ISCN1 #1

Time

Date

9. Rotary Vacuum Drying
Work center Group Work center B.No . Staring End BC T Tim e LOD % Purty % Down time if in Hrs Down time Reasons

Dat e ISRV ISRV1 #1

Time

Date

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