Second, the planning stage; The so-called plan includes two aspects, on the one hand, it refers to the procurement plan, on the other hand, it refers to the production plan. The goal of these two aspects is the same, that is, how to meet the needs of production with reasonable inventory and make production go smoothly. Only by achieving the above objectives can the production cost of the enterprise be the lowest. If the production line often stops for materials, or produces redundant products in the warehouse, it will undoubtedly increase the cost of the enterprise. The purchasing plan is made according to the production plan, so whether the production plan is reasonable is very important. So how to arrange the production plan reasonably? I think there are at least the following principles: a, the delivery date of the order; B, balanced production, production capacity can meet production needs; C, the production batch is the most efficient, and unreasonable batch will not lead to repeated mold changing or other preparation time increase, thus increasing the processing time of a single piece.
After the production plan is arranged, we need to consider how to make a purchasing plan. First of all, we should consider the following factors when making the purchase plan: How much is the existing inventory? How many materials are in transit (purchased but not in storage) and when will they arrive? What are the materials needed for the unfinished production plan that has been issued, and when do you need them? How many purchases are included in the plan? How many materials are needed for the products that have been included in the production plan? Considering so many factors, it is very difficult to calculate and estimate by hand, even if it can be calculated, the efficiency is very low, so enterprises use computer software systems, such as ERP systems, to assist the calculation. Reasonable purchasing plan can effectively reduce inventory.
At present, most enterprises are producing according to orders. In the process of PMC operation, the demand will be divided into two parts, one is order-specific materials, and the other is * * * materials (or parts); For order-specific materials, they are generally purchased or produced according to the order, and will not be purchased or produced under the condition of excess inventory, while the materials used by * * * are different and need to be mass-produced according to experience. Although the machinery industry also belongs to order-based production, its planning mode is different from the above situation. If it is produced after the order is confirmed, the production cycle will be very long, which can not meet the delivery needs of customers. Therefore, enterprises in the machinery industry will first produce according to the designed standard configuration, and then modify the standard configuration (increase or decrease equipment and parts) after the customer places an order, which can greatly shorten the production cycle. This situation requires high prediction accuracy of the plan, otherwise it may cause product backlog.
Third, the use stage; In the use stage, the cost control of materials mainly refers to reducing waste. Theoretically, the workshop always takes materials according to the standard dosage of the technical department. However, in the actual operation process, due to various reasons, it often exceeds the standard dosage. For example, it may be because the standard dosage is not standard, and it is often not enough for the workshop to take materials according to the standard dosage, or it needs to be taken back many times. In this case, the workshop will feel troublesome and will not take materials according to the standard dosage. Another reason may be that the workshop materials are not collected according to the production plan documents, or even if they are collected according to the single document, the materials between the documents are misappropriated in the actual use process, resulting in unclear accounts, and then they are collected in the warehouse. In fact, there may still be these materials in the workshop. The third case is direct waste, such as loss or scrapping. In view of the above three situations, we should first establish the process and system of picking in the workshop and standardize the picking behavior; Secondly, it is necessary to establish an exception handling mechanism and clarify how to deal with the over-picking behavior. In addition, it is necessary to use ERP management tools to control the quantity of picking materials and standardize the behavior of moving materials, which can basically control arbitrary behavior. When overexploitation is really necessary, it can also trigger relevant departments to review the causes of overexploitation and solve the problem from the source.
Fourth, the storage stage; Mainly refers to the warehouse preservation stage. In the inventory stage, the cost is mainly reduced from the following aspects: a, the control of dull materials in inventory; B, the improvement of inventory turnover rate; For dull materials, we first analyze the reasons, which may include the following situations: a, order cancellation; B, the plan is not allowed and other reasons lead to more purchases by the purchasing department; C, suppliers deliver more goods; D, inventory is not allowed, and when materials are needed, it will not lead to re-ordering; E, engineering changes lead to some materials cannot be used.
We usually can't predict the inventory caused by order cancellation. If this part of the inventory is not used in the future, it will be returned to the supplier, transferred to other factories that can be used, or directly disposed of. However, because the latter three situations will produce sluggish materials, the focus is on prevention, not how to deal with them after they are produced. For example, if the plan is not accurate, we must find a way to get the plan right, and if the inventory is not accurate, we must find a way to make the inventory accounts match. To make a correct plan, we should still apply the management tools I mentioned earlier (such as ERP); As for how to get accurate inventory, there are many methods, which are actually very simple, so I won't say much here. If the inventory is sluggish due to engineering changes, unless the customer requires it, there is no room for negotiation, otherwise the old materials must be used up before making changes; Of course, there will be another problem. When can I use it up? In addition to visual inspection, the best way is to use ERP tools, because ERP can realize automatic replacement. If the inventory of old materials is not systematic enough, new materials will be automatically replaced during planning. How to improve the inventory turnover rate and share with a warehouse supervisor: Once a warehouse supervisor told me that their materials were FIFO, and the inventory was allowed to stay in the warehouse for six days at most. If it exceeds six days, the warehouse supervisor will report and investigate the reason.
Many enterprises, especially state-owned enterprises, are overstaffed, but no one does bloated things because their responsibilities are unclear and unclear. One thing can be done by Zhang San or Li Si. If Zhang San has a strong sense of responsibility, then Zhang San will do it, otherwise it is possible that two people will shirk each other and the work will be delayed. The consequences of this situation can be large or small. If the whole enterprise is in this atmosphere, the problem will be big. Externally, it is natural for enterprises to lose customers because of poor execution and lack of competitiveness, and there is no certainty about whether enterprises can continue to operate; Internally, so many inefficient people have spent a lot of money in the company, and the company has to pay them wages, buy benefits and pay various expenses. Therefore, it is particularly important for enterprises, especially indirect personnel in indirect departments.
In addition, in every post, we must establish its reserve personnel. In enterprises, you often meet someone who is very important, irreplaceable and affects your work. What's more, such people use this as a bargaining chip and put forward various requirements to the company. If they don't meet it, they can't do it. This kind of enterprise is a typical enterprise held hostage by employees. The problem is that there is no talent echelon and no reserve talents to use.
Some enterprises I have seen, such as Taiwan-funded enterprises, have done better in this regard. In their organization chart, we can clearly see the responsible personnel and reserve personnel of each position, so enterprises are not worried that when employees are unable to work because of resignation or other reasons, no one will do the work, so the wage system of enterprises is also very perfect. Because there are no special employees, special jobs, and the promotion and salary increase of employees follow the established system, no one will feel unfair. Therefore, in such enterprises, the wages of employees are relatively low. Compared with many enterprises that can't implement the salary standard according to the salary system, the human resources are lower and the risk is smaller. So how can we think that the organizational system is streamlined and effective? First of all, it is necessary to establish a reasonable organizational structure on the basis of analyzing the work of various departments; Secondly, on the basis of this structure, clearly define the responsibility; The third is to establish the training system of enterprises, ensure that all roles in the organizational system can perform their duties, cultivate reserve talents and maintain the sustainability of enterprise talents.
2 establish an incentive-oriented assessment system
Although the organization has been established, how to organize its implementation? And many enterprises have such problems. There are some old employees in the enterprise who are in high positions and do not make progress, which has become a stumbling block in many things. If these people are fired, the boss may find it unbearable. After all, after all, they have struggled with themselves for so many years, and they have worked hard without credit. If they are not fired, it is true that this person will affect the operation of the enterprise and many systems will not be implemented smoothly. Why are these problems? One of the most important reasons is that there is no performance appraisal system for enterprises. So doing well is the same as not doing well, and employees have no motivation without pressure.
If we can establish a standardized performance appraisal standard according to the responsibilities of each post and evaluate employees, we can avoid many people who fish in troubled waters, because such people are likely to be eliminated if they continue. Of course, performance appraisal also gives employees the goal and motivation to work, because employees know what the standard is to do a good job, and others are working hard in this area, and he will also be affected. To put it bluntly, it is the culture of the enterprise. As long as an enterprise forms an atmosphere, such as studying and working actively, other backward people will be integrated into this atmosphere, naturally forming the corporate culture. In addition, the assessment system of many enterprises tends to be punitive, which is often not very popular because everyone is unwilling to be bound and punished. When they see that there are many punishment items in their assessment standards, they will naturally have psychology; Therefore, when establishing a performance appraisal system, we should pay equal attention to punishment and encouragement, and most of this encouragement can be obtained through hard work. Performance appraisal projects also need to think about their own positioning, and on the basis of the main business, more creative projects that bring value to the company should be considered. Only in this way can we stimulate the enthusiasm and creativity of employees and create more value for enterprises.
The cost control of production managers mainly focuses on quantity and quality. Many companies usually have several bases when planning human resources: 1, the requirement of workshop supervisor; 2. The historical maximum output of the workshop; 3. The workshop predicts the maximum output; 4. The human resources department plans the number of employees in the workshop. The first three points are basically that the workshop is relatively strong, or the boss is relatively strong and the human resources department is relatively weak. The latter point belongs to the overall planning of the human resources department. All planning is considered from a local or short-term perspective. In order to expand or achieve a higher completion rate of their production tasks, the workshop supervisor will find reasons to expand the team. Usually at this time, the boss will agree to apply for the job because it is justified to complete the production task. If the boss doesn't agree to recruit the workshop supervisor, don't blame me, so the boss can only agree. The final result is that all departments are overcrowded, overstaffed, with many problems, disobedience to the company, fighting and so on. Natural costs will also rise. Therefore, the planning of human resources must be coordinated by the human resources department, and the following factors must be considered when planning: 1, the number and quality of existing personnel; 2. The capacity of the factory is neither the highest nor the lowest, but the capacity determined by the bottleneck resources of the factory, with the aim of stabilizing production; 3. The order forecast for the next six months and the predicted order quantity can be used as the basis for capacity planning, including whether to expand equipment, etc. 4. When the production is not completely stable or orders for semi-finished products are received, the capacity load of some departments may not meet the production needs, while some departments have idle personnel, so it is necessary to consider the personnel deployment and overall planning between various lines. On the premise of taking the above factors as the main conditions, we should also consider the proficiency of employees, so that we can have a standard when recruiting people. When planning the number of people, skilled workers and unskilled workers need different people for the same production line, and of course their costs will be different, so we should design and measure them according to the requirements of the type of work.
After determining the quantity and quality requirements of personnel in each workshop, there is also a very important training and assessment. The survey found that the labor cost and material loss cost in the production cost of enterprises that attach importance to employee training and do not attach importance to employee training are quite different, far exceeding the training cost. Among well-known large and medium-sized enterprises, there is no enterprise that does not attach importance to training. The above is the training of basic skills. In fact, enterprises need to cultivate many things, such as enterprises, enterprise goals and objectives, and so on. These trainings will implant the business philosophy and objectives of the enterprise into the minds of employees, generate consistent motivation and cohesion in the hearts of employees, and generate immeasurable value. The best example is Haier. In the process of acquiring dozens of other enterprises, Haier first imported corporate culture, not capital or technology. When Haier acquired the first enterprise, Qingdao Hongxing Electric Appliance Factory, the strategy it adopted was to activate Hongxing Electric Appliance Factory with culture and management, so that it could quickly turn losses into profits within two years and reach the leading position in the washing machine industry. Visible charm, cultural charm.
Indirect department personnel mainly refer to non-production personnel, such as PMC department, finance department, design and development department, etc. Personnel cost control in indirect departments is mainly based on the number of personnel and salary system, because these personnel are different from workshop production personnel. The wages of workshop production personnel can be calculated by time or piece-by-piece, which is very clear and the quality of personnel is different. The education level of personnel in indirect departments is relatively high. What is more prominent is that the key personnel in some key positions often have difficulty in balancing the value and price because they have mastered some special skills that the company needs. The wages of some enterprises are very unbalanced, and the wages of employees in indirect departments account for more than 60% of the total wages of the company. If it is a research and development enterprise, this may be reasonable, but it is not a research and development enterprise, but a production enterprise. Moreover, if such companies want to control labor costs, the first thing they usually think of is to reduce the wages and number of employees, but people in indirect departments think that everyone is very important and indispensable. There is also a phenomenon that there will always be people in the enterprise who get a raise because of their specialties or skills, or else. When the boss agreed to this person's request, others felt unfair, resulting in new emotions and dissatisfaction, and then had to meet it, and finally formed a vicious circle. The solution of this part is to establish the salary system, examination and incentive system and talent reserve mechanism mentioned in the previous part.