1. Design capacity refers to the production capacity specified in the design task book and technical design documents of industrial enterprises. According to various design data specified in the product scheme and design. After the enterprise is completed and put into production, it usually takes some time to achieve it due to various conditions.
Two, check the production capacity, refers to the enterprise production after a period of time, to re investigate the approved production capacity. When the original design capacity level has obviously fallen behind, or the production technical conditions of the enterprise have changed greatly, the enterprise needs to re-verify the production capacity. The verification ability is calculated and determined according to the advanced organizational technical measures that may be realized in the verification year.
Three, planning ability, refers to the industrial enterprises in the planning year according to the existing production technical conditions, the actual production capacity.
The designed or assessed production capacity is different from the planned production capacity index in level and has different uses. Newly-built and rebuilt enterprises, which have just been put into production after the completion of infrastructure projects, need a process of familiarity and mastery of technology. Therefore, the planned capacity level at this time is lower than the designed capacity, and it will take quite some time to gradually approach or reach it. The checking ability is not what the enterprise can achieve at that time, and it should generally be higher than the planned ability. Only by implementing advanced organizational and technical measures can enterprises achieve the approved production capacity. Using Nissin's note-taking function, we can take design ability and checking ability as the basis for making enterprise production scale, making enterprise long-term planning and arranging enterprise capital construction and technological transformation plan. Planning ability is the basis for enterprises to make annual plans and determine production indicators.
What measures can be taken when the production capacity of enterprises shrinks? (1) The incentive methods and measures to arouse employees' enthusiasm are: salary, system, emotional incentive, and establishment of excellent corporate culture.
(2) Device: Ensure the normal operation of the device, set better process parameters, and carry out multi-line production.
(3) Make a reasonable schedule: ensure that production is not stopped, employees can work overtime and get a raise.
(4) Training and education: production training to improve the skills and abilities of employees and achieve the goal of "keeping pace with the times".
How to stress test the production capacity of manufacturing enterprises is actually to analyze the production capacity of enterprises;
Production capacity analysis
Production is the central link of enterprise resource transformation, and competitive production capacity must be formed under the condition of meeting the requirements of quantity, quality, cost and time. Some scholars believe that the elements of competitiveness include the following aspects:
(1) processing technology and flow. The decision of processing technology and flow mainly involves and determines the design of the whole production system. The specific contents of this decision include: the selection of process technology, the design of factory, the analysis of production process, the selection of factory, the comprehensive matching of production capacity and technology, the arrangement of production control and transportation.
(2) production capacity. The decision of production capacity mainly involves determining the best production capacity of an enterprise. This decision includes output forecast, planning of production facilities and equipment, and arrangement of production plan.
(3) inventory. Inventory decision is to determine the reasonable level of raw materials, products in process and finished products. The specific contents include the variety, time, quantity and storage of raw materials ordered.
(4) labor force. Labor force decision-making mainly includes work design, performance measurement, job enrichment, work standards and incentive methods.
(5) quality. Quality decision is to ensure that enterprises produce and provide high-quality products and services. The specific contents include quality control, samples, quality monitoring, quality assurance and cost control. The advantages and disadvantages of the above five aspects can determine the success or failure of the enterprise, so the design and management of the production system of the enterprise must adapt to the strategy of the enterprise. On the other hand, strategy manager, as an enterprise, should carefully analyze the production department and production management when formulating a new enterprise strategy.
Here is a questionnaire about production management, which can help most senior managers understand the advantages and disadvantages of production departments and production management.
Production audit questionnaire
1) Is the layout of production facilities and devices reasonable?
2) Should enterprises carry out a certain degree of forward integration and backward integration?
3) Is the norm cost of enterprise procurement and distribution too high?
4) Is the production and processing technology of the enterprise used properly?
5) Is the design of the whole production process effective and efficient?
1) Is there a certain regularity and effective forecast of the demand for production and services?
2) Does the production reach a reasonable economic scale?
3) Is the location of factories, warehouses and sales points reasonable?
4) Is the number of factories, warehouses and sales outlets appropriate?
5) Are the scales of factories, warehouses and sales outlets appropriate?
6) Does the enterprise have a comprehensive planned production cost? Is it reasonable?
7) Is there an emergency plan for handling temporary orders?
8) Does the enterprise have an effective production control system?
1) Does the enterprise often check its own inventory and inventory cost?
2) Do business managers know the cost of ordering, receiving and delivering goods?
3) Has the enterprise rejected the reasonable inventory level of raw materials, in-process products and finished products?
4) Does the business manager understand the relationship between sales and inventory?
5) Do business managers know what a reasonable production batch is?
6) Does the enterprise have an effective inventory control system?
1) Has the enterprise conducted time and work research on all positions?
2) Is the production post efficient?
3) Is the production manager capable and highly motivated?
4) Is the production standard of the enterprise clear, reasonable and effective?
5) Has the enterprise formulated a reasonable and effective production policy?
6) Is the employee's absenteeism rate and turnover rate below the acceptable level?
7) What is the morale of production workers?
1) Does the enterprise have an effective quality control system?
2) Have the following quality control costs been calculated and evaluated?
1) preventive quality control cost
2) Inspection of quality control costs
3) One-time quality control cost
What are the conditions for the production capacity management of tourism enterprises: 1? The main business has certain advantages among peers and has a solid position in the industry.
2. The industry to be entered has bright prospects and obvious competitive advantages.
3. The capital, talents and management experience to enter new industries are guaranteed.
4. There is a certain correlation between the new industry and the main industry. The diversification of tourism enterprises mainly takes three forms: first, horizontal alliance, that is, collectivization of tourism enterprises; The second is vertical integration, including backward integration of supply for tourism enterprises and forward integration of sales terminals for end users; The third is the mixed combination, that is, the mixed combination of the above two ways, involving shopping malls, automobile companies, fast food companies, entertainment, recreation and other tourism-related industries.
On the implementation path, tourism enterprises can adopt two modes according to their own actual situation and development needs:
1, the internal expansion mode of self-development
Most tourism enterprise groups in the world have gradually grown up through internal self-expansion, and China's tourism enterprises have also adopted this method in the process of diversification, and most of them have achieved success. For example, the hotel industry was the main industry at first, and then it expanded to the fields of commerce, service industry, real estate industry, finance and insurance industry; Or start with travel agencies, and then with the needs of business development, gradually establish enterprise groups for tourism transportation, tourism development and tourism catering. Generally speaking, enterprises adopt the mode of internal self-expansion, mainly based on the following conditions: ① The cost of internal expansion is lower than that of external mergers and acquisitions; ② The fields to be entered belong to emerging industries, and enterprises cannot obtain diversified opportunities through acquisition; (3) The resources owned by the enterprise are already competitive in new fields. In this mode, tourism enterprises make use of the existing resource advantages, including marketing network and customer base, to extend their business to upstream and downstream industries directly or indirectly related to their main business, which improves the efficiency of industrial operation and is welcomed by customers, thus saving a lot of related expenses for opening up new markets. The disadvantage is that enterprises need to overcome entry barriers when entering related industries, and they have to pay a certain amount of time, money and manpower costs in forming production capacity and cultivating talents.
2. Diversification through external mergers and acquisitions.
Enterprises achieve diversified development through mergers, acquisitions and mixed mergers and acquisitions of related enterprises interested in entering the industry. For example, Jinjiang International Group, the largest tourist hotel group in China, takes the hotel industry as its main business and expands into financial industry, transportation industry, real estate industry, food processing industry, property management industry, commerce industry and other industries through mergers and acquisitions. At present, there are more than 100 enterprises. With the rapid development of tourism, M&A has become an important means for China's tourism enterprises to achieve large-scale, networked and group management. Many enterprises have diversified their M&A operations through equity acquisition and asset replacement. According to incomplete statistics (2), from June 1993, when the first tourism enterprise was listed, to the end of 2004, there were 40 listed tourism companies with tourism as their main business or tourism business accounting for a considerable proportion, and there were 103 mergers and acquisitions, of which mixed mergers and acquisitions, horizontal mergers and acquisitions and vertical mergers and acquisitions accounted for 63% and 3 1% respectively. Tourism enterprise M&A mainly aims at two types of enterprises: first, the value of the merged enterprise is underestimated, and the cost of enterprise M&A is less than the time and energy required for self-expansion; Second, enterprises that have growth prospects in emerging fields, but fall into financial crisis due to poor management and other reasons. The entry period for tourism enterprises to enter new fields through capital control is shorter, so they can better grasp market opportunities, gain production experience, technology and management advantages of products in new fields in a short time, and greatly reduce entry costs. However, the shortcomings of this method are also obvious. When enterprises conduct cross-industry mergers and acquisitions, managers often face difficulties in industrial integration between different industries. In the process of industry merger and acquisition of tourism enterprises, managers are faced with the problem of integrating the management mechanism and corporate culture differences between different enterprises.
The above two ways to implement diversification have their own advantages and disadvantages, and enterprises mainly choose different expansion suite models according to the actual situation and development goals. As far as business risk is concerned, the internal self-expansion model of enterprises develops slowly, but the risk is small, while the external M&A model faces greater risks and higher management and coordination costs, which increases the business risk of enterprises. The business results show that the performance of listed tourism companies with low degree of diversification is much higher than that of single business companies and companies with high degree of diversification, and the overall benefit of non-related business diversification companies is not as good as that of business-related diversification companies based on core competitiveness.
Thirdly, the integration of diversification strategy of tourism enterprises.
The implementation of diversified resources integration is very important to the success of enterprise diversification strategy. Therefore, after enterprise diversification, it is necessary to integrate internal resources and external resources, clarify the overall development direction and strategy of the enterprise, highlight the cultivation of the core competitiveness of the enterprise, and make diversification really play the effect of 1+ 1 > 2. Diversified integration of tourism enterprises mainly includes the following aspects:
1, the unification and strengthening of corporate culture
As a service product provider with culture as its connotation, the corporate culture of tourism enterprises is the foundation and core to support and maintain its development. Therefore, to implement diversified tourism enterprises, the first task must be to unify the differences of corporate culture, build the concept of * * * co-management, and strengthen the culture. After implementing diversified management, tourism enterprises should establish cultural orientation and cultural concept to adapt to the development stage of enterprises and guide employees' behavior according to the requirements of the overall development strategy of enterprises. Integrate the internal interests and cultural differences of enterprises, promote employees' understanding and recognition of enterprise culture by preaching the concept of enterprise culture, make employees better adapt to the new environment and new system, and thus reduce the management and coordination costs of enterprises.
2. Constantly innovate the organizational management system.
After the business diversification of tourism enterprises, especially in unrelated fields, it is necessary to redesign the original management system according to the new business characteristics and business processes, including department setting and division of powers and responsibilities. Among them, the most important thing is the transformation of employees' business positions. As a human capital-intensive enterprise, we should follow the principle of taking employees as the center, attach importance to the training of employees, implement people-oriented management, enhance the attraction and cohesion of enterprises to outstanding talents, and ensure and maintain the advantages of human capital of enterprises.
3. Strengthen management control.
After the diversification of enterprises, the number of products and the sources of profits increased. However, when investing in new fields, it is often difficult to take into account the original fields at the same time, resulting in scattered resources. Generally speaking, the diversification of tourism enterprises often enters new hot industries with high profit margins. In this case, enterprises will be more inclined to new high-profit industries, increase investment, so that enterprises can maintain a high growth rate. However, if the newly entered high-profit industries and tourism span a large span, once the development fails, coupled with the decline in the performance of the main tourism industry, it will directly lead to the failure of diversification of tourism enterprises. Therefore, tourism enterprises must carry out investment planning from the long-term development level of the whole enterprise, coordinate the relationship between different departments of the enterprise and formulate a set of control mechanisms. So as to ensure the decision-making level of the enterprise to grasp and control the overall operation.
Generally speaking, the choice of diversification direction, the implementation path and the integration process after diversification have become the main contents of the diversification strategy of tourism enterprises. All the parts are interrelated and echo each other. Improper handling of any link may lead to the failure of enterprise diversification strategy. Therefore, before deciding to implement diversification, enterprises must have a deep understanding of the fields to be entered, simulate and evaluate the implementation process, and comprehensively consider the possible risks and problems after diversification, so as to regroup the diversified internal and external resources and environment, reduce various problems in the running-in process, and then achieve success.
To measure the production capacity of an enterprise, it is usually based on what process, and of course it is also based on the process of processing finished products. The number of finished products in storage is the embodiment of production capacity.
No matter how fast the previous process is, the finished process will be assembled into finished products, which will be put into storage after passing the quality inspection. The final result of the whole production process will be completed in the finished product process.
Of course, production capacity is a comprehensive index in the production execution of enterprises now. Without the supply of quality and quantity in the previous process, the next process cannot continue. The close cooperation and interlocking of each working procedure is the basic composition of production capacity. In essence, this chain is the perfect combination of man and machine, and man is the decisive factor. From this perspective, what matters is people, not any process.
When the enterprise has excess production capacity, the differential cost of different outputs should mainly consider B.
Only the variable part (such as the extra material cost, etc.). )
Some are fixed costs, which are not considered here (such as factory rent, etc.). )
With the expansion of enterprise production capacity, what changes will happen to the cost behavior pattern and why? The cost of the enterprise is divided into three categories:
The first category: fixed costs. Such as construction sites, factories, office buildings, large-scale installations and equipment;
The second category: human resource cost. Such as staff recruitment, maintenance, training and development costs;
Category III: Production and operation costs (including R&D, procurement, manufacturing, warehousing, marketing and service) costs = fixed costs+human resources costs+production and operation costs.
With the expansion of production capacity, it is inevitable to build factories and buy equipment, and the fixed costs of enterprises will increase. To recruit new employees, it is necessary to train the newly recruited employees, and the cost of human resources will also increase. Spending on manufacturing, purchasing, warehousing, marketing and service will also increase, and production and operation costs will increase. But in general, the expansion of production capacity will increase the output of enterprises and increase their income.
The calculation of break-even point is very important.
What are the two basic elements of corporate culture? Lun Jia believes that the two basic elements of corporate culture are core values and execution, which I hope will help you.
Under the condition of market economy, enterprises seek to establish long-term competitive advantage to realize sustainable development, and the sustainable competitive advantage of enterprises comes from their strategic resources and cultivated core competitiveness. Among them, the core competitiveness can usually include the technical ability, management ability and corporate culture of an enterprise, and excellent corporate culture constitutes an important part of the core competitiveness of an enterprise.
What are the basic factors that determine the production and management ability of modern society? One of the main factors affecting productivity is science and technology. It is often said that science and technology are the primary productive forces. So what is the direct embodiment of science and technology? It should be a production device. Production equipment should be the main representative of advanced production technology, and the output can be multiplied. Without him, manpower cannot be satisfied. Second, production technology, with a good device, without advanced technology, it will not work; third, advanced technological process, without scientific and reasonable technological process, even the best device will not work; Fourth, scientific management. If the management is not good, the front-end equipment, technology and technology can not be organically combined, and the production capacity can not be improved.
How many copies of the production capacity certificate of the processing enterprise are needed? Do I need to give a copy to the examination and approval authority? 1. In principle, the operating enterprise shall apply to the foreign trade and economic cooperation examination and approval authority in the place where the processing enterprise is registered. After the processing enterprise fills in the production capacity certificate of the processing enterprise according to the requirements of the form, it shall be examined and approved by the foreign trade and economic cooperation examination and approval authority of the operating enterprise. The examination and approval authorities of foreign trade and economic cooperation use written materials and on-the-spot inspections to inspect processing enterprises, and it is strictly forbidden for enterprises with "three noes" (no factories, no processing equipment and no workers) to carry out processing trade;
2 to prevent enterprises from engaging in illegal activities such as smuggling in the name of processing trade. After passing the inspection, the foreign trade and economic cooperation examination and approval authority shall affix the special seal for examination and approval of processing trade business (domestic enterprises) or the special seal for examination and approval of processing trade business of foreign-invested enterprises on the production capacity certificate form of processing enterprises.
3. The production capacity certificate of the processing enterprise is in triplicate, one kept by the foreign trade examination and approval authority, one kept by the processing enterprise and one kept by the processing enterprise. When a processing enterprise handles a processing trade manual at the customs of the same customs area, it may provide a copy in addition to the original production capacity certificate of the processing enterprise for the first time.