Point of delivery (logistics)

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Metering points are selected physical recording points in the production and material flow ("PMF") that are arranged in a certain way so that they are used for planning, controlling and monitoring different material flow objects (parts, assemblies, products, containers, freight carriers, etc.) can be used. In operational practice, different terms are used for the 'metering point', including status point, i-point or simply recording point (sa).

Setting up and using metering points

The more complex the production and material flow structures of a company, the more metering points are set up in the transport system and in the factories . Metering points are not only required for direct monitoring of the production and material flow, but also for planning and controlling the entire procurement, production and shipping network. The points in the production and material flow at which the goods are checked and recorded in terms of quantity and / or quality are particularly suitable as logistical metering points (see check , quality check ). The counting points will be brought into a certain order that corresponds to the requirements of an ideal interval (mathematics) algebra. The intervals are half-open, i.e. H. the starting point lies within the relevant interval while the end point lies outside the interval, which is also the starting point of the next following interval. The metering points are always exactly at the beginning of an interval that delimits any section in the production and material flow, which enables a consistent mapping of the entire production and material flow. Alternative production or transport routes are mapped as parallel (logically equivalent) intervals that each have their own physical recording point. When a specific part, assembly or product “passes” a metering point, it has left the previous interval and is in the relevant interval. This ensures that a material flow object can only ever be located in exactly one interval; Of course, this also applies to the parallel intervals. This consistent PMF structure allows, among other things, an exact calculation and addition of throughput times , which is particularly important for production planning and control and for material requirements calculation . The necessity of mapping consistent material flows and the comprehensive recording of material flow objects is also underlined by the concept of the info broker in the “RAN project” of the BMWi (see web links).

For clear, secure and inexpensive recording, automated recording techniques are becoming more and more important, with RFID being used increasingly (see also operating data recording ). Due to the development of Industry 4.0 and the Internet of Things , data can also come from objects from a (see cyber-physical system ) and be used.

Metering points and control loops

A control loop can be set up for each of the successive intervals to plan and control production and the flow of materials . Setpoints are specified for each metering point, which are then compared with the actual values. On the basis of the target / actual deviation, a regulator ( ERP system , PPS system ) can decide how the deviation is to be eliminated, whether or not corrective action must be taken in the production and material flow. This is particularly important for the regulation of continuous production lines and material flows (see also flow production , assembly line ) and for compliance with production and delivery dates (see delivery reliability ).

Areas of application of metering points

Metering points in materials management

Incoming and outgoing goods are important metering points in materials management , because when these metering points are “passed”, the legal relationships for the delivery of goods also change with the corresponding financial consequences. Well-known metering points in the material flow and storage are the warehouse entry and exit. Metering points also play an important role in various methods of material requirements planning and control, e.g. B. with the cumulative quantities , the production control according to the funnel model and the calculation of the lead time . In the system of cumulative figures, the intervals are usually referred to as control blocks.

Counting points in production

In branches of industry with complex production structures and different production areas ( aircraft construction , mechanical engineering , automobile production ), metering points are set up at prominent points in the production process in order to coordinate the various production processes and to monitor work progress. Important metering points in the automotive industry (also known as checkpoints) are the start of body construction, engine production and gearbox production, the entry into the paint shop, the start of final assembly and the completion of vehicles. The assembly and production programs for the vehicles and assemblies (body, engine, gearbox ...) are created using these metering points, the production sequences are controlled and the production progress is continuously monitored.

A particularly important point of delivery is the entry into the final assembly line , which defines the final sequence of the products; this sequence is used for the JIT delivery and the concept of the pearl necklace (logistics) to control the material flow of the required parts and assemblies.

Counting points in transport and shipping

For the planning, management and control of the flow of goods and dispatch centers in the transport and mail order business (see also mail order business ), metering points are also required at defined points. In the RAN project of “Autonomik 4.0”, the first comprehensive procedures and standards for tracking products, parts and containers (Infobroker) were developed for the automotive industry (see web link).

Counting points are also used in the dispatch of goods for shipment tracking , for example to inform the recipient where his goods are currently located.

See also

Individual evidence

  1. ^ F. Klug: Logistics management in the automotive industry. 2010, p. 294.
  2. ↑ Herlyn: PPS in the automotive industry. 2012, p. 131 ff.
  3. ↑ H.-P. Wiendahl: Production control - logistic control of production processes based on the funnel model , Hanser, Munich, 1998 p. 347 ff.
  4. ↑ M. Schenk, R. Wojanowski: progress figures . In: R. Koether (Hrsg.): Taschenbuch der Logistik. 2nd Edition. Fachbuchverlag Leipzig, Munich 2006, ISBN 3-446-40670-0 , pp. 98-108.
  5. ↑ H.-P. Wiendahl: Business organization for engineers. 7th edition. Hanser Verlag, Munich 2010, ISBN 978-3-446-41878-3 , pp. 264 ff, pp. 337-340.
  6. ↑ Paul Schönleben: Integral Logistics Management ., Springer Vieweg Verlag, 7th edition, 2016, pp 306 et seq.
  7. ↑ Herlyn: PPS in the automotive industry. 2012, p. 189 ff.

literature

  • Wolfgang Heinemeyer: Planning and control of the logistic process with progress figures. In: D. Adam (Ed.): Flexible manufacturing systems. Gabler Verlag, Wiesbaden 1993, ISBN 3-409-17914-3 , pp. 161-188.
  • Florian Klug: Logistics management in the automotive industry. Springer Verlag, Berlin 2010, ISBN 978-3-642-05292-7 .
  • Wilmjakob Herlyn: PPS in automotive engineering - production program planning and control of vehicles and assemblies . Hanser Verlag, Munich 2012, ISBN 978-3-446-41370-2 .
  • H.-P. Wiendahl: Production control - logistic control of production processes based on the funnel model , Carl Hanser Verlag, Munich Vienna, 1998, ISBN 3-446-19084-8 .
  • H.-P. Wiendahl: Business organization for engineers. 7th edition. Hanser Verlag, Munich 2010, ISBN 978-3-446-41878-3 .
  • Lödding, Hermann: Process of production control , 2nd edition, Springer Verlag, Berlin Heidelberg, 2008, ISBN 978-3-540-76859-3 .

Web links