Meijun Furniture tells you how to customize your company's production management!
With the continuous increase in the prices of labor, production sites and production materials, the production costs of furniture companies' assets have increased significantly, and the logistics management of many companies has been out of control, and the waste of energy has been more serious, resulting in increased product cost losses.
In modern management, the seven kinds of waste on the production site are usually summarized as: waste of excessive production, waste of waiting time, waste of transportation, waste of work itself, waste of inventory, waste of actions, waste of quality defects.
Seven wastes of management work: waste of idleness, waste of waiting, waste of poor coordination, waste of disorder, waste of negligence, waste of inefficient waste of management costs.
Cutting down costs, eliminating waste of production workshop resources, and standardizing the management of enterprise production workshops, it is necessary to discern the knife and kill the cost as a demon. Through summary, the following aspects should be achieved:
1 heavy budget
First, a budget system must be established. The budget must have legal effect. Under heavy pressure, there must be courage. After the budget is forced out, profits will also follow.
Top 2 institutions
Chopping the organization, we must cut the mess quickly, don't stand alone, do all the slimming exercise, slimming is a great revolution-the transformation of consciousness of all members, we must cooperate with powerful people, and the giants should not dwarf.
Through the big discussion on "How much profit can I create, what can I do for customers", the concept of "profit-oriented, customer-oriented" is introduced; in accordance with the principles of customer-oriented and profit-oriented, through training, study and discussion, reorganize the three major enterprises Process, that is, product development process, sales process, order delivery process; design a new profit mechanism according to the new business process.
3 fine manpower
According to a book, only one of the three employees creates value, so each employee must be equipped with a machete and a knife on everyone's head: no matter any employee, the goal must be clear; there must be a quantifiable number; Be challenging; be reasonable and not divorced from reality. To cut the manpower, 10-1> 10 is required.
4 go to stock
Set the minimum inventory standard, and do not need factories in the market, there is no 100% zero inventory, but production managers must always have high-voltage lines with zero inventory. Detailed rules for reducing the enterprise's inventory: sent directly to the production line;
Picking up circularly; maintaining information communication with suppliers ; establishing good relations with suppliers to ensure priority delivery; transferring inventory.
5 Optimize procurement costs
Sharpen the knife, the sharper the better, focus on three cores-core business, core products and core customers. To determine the supplier through bidding, the choice of the supplier is the central task --- credit situation, quality assurance, price, cost, time, service situation, and establish a black and white list of suppliers while keeping good reputation Buyers and suppliers maintain opposition, and at the same time, suppliers are also our win-win suppliers.
6 sort out inferior customers
I once heard the phrase "infinitely satisfying customers will go bankrupt". Inferior customers are firmly blocked. Customers who owe money are merciless. Otherwise, the receivables will become "yin collections". However, service determines success or failure. For trustworthy customers, we must pay attention to service quality and product quality.
7 control daily expenses
Careful observation reveals that running a drip is normal for companies with poor management. The bigger the company, the greater the waste. As an integrated management department, we will cut daily expenses from the following: cut water and electricity costs, cut office equipment costs, cut unnecessary Travel expenses, hospitality expenses, etc.
8 less meetings and more training
In fact, meetings are the enemy of the cost of time. Often, many meetings are tormenting each other with documents. We should make meetings into limited-time speeches, manage our time, and treat each day as the last day of life. Improve meetings Efficiency, the meeting focuses on solving problems, not discussing problems.
The most important thing for the improvement of enterprise benefits and profits is to do a good job of open source and throttling, in which cost control is one of the most direct and effective methods.
To reduce the cost of the enterprise, the cost control at the production site is the most critical. Kill the cost as a demon, and instill the importance of cost reduction. With the participation of all employees, the cost reduction is linked to the salary. The benefits of the cost reduction are naturally all of us.
Shenzhen open source enterprise management helps you solve the following confusion
1. Company goals
1. Thoroughly analyze the pain points of the enterprise;
2. Help enterprises to develop systems, professional training, and guidance system implementation;
3. Help the enterprise and create a new business management model;
4. Promote the healthy development of all matters of the enterprise through the operation of all employees;
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2. Does your company have these confusions?
1. Talents: Talents cannot keep up with the development of enterprises and the speed of changes of the times; the concept and methods lag behind; lack of wisdom and passion; lack of business model.
2. Shipment: Monthly monthly outflow of 10 million owed goods, and 3 million monthly owed goods also became a problem.
3. Quality: Quality is difficult to control and improve, and it cannot keep up with market and consumer needs.
4. Retaining people: More and more excellent employees are gone, more and more general employees.
5. Process: From design and development to receiving orders, there are problems with planning, ordering, purchasing, production, quality, schedule, cost, inventory, inventory, reporting, profitability, etc. Who is responsible for? Who is responsible again?
6. Waste: waste of salary, waste of workshop, waste of raw materials, waste of rework, waste of power, waste of equipment ...
7. Inventory: raw material inventory, semi-finished product inventory, finished product inventory, new product inventory, bad goods inventory, out of cash inventory.
8. Inventory: At the end of the month, there are millions, tens of millions, and hundreds of millions of material warehouses and finished goods warehouses. The data is unclear and the purpose is unclear. The financial data cannot be truly counted.
9. Data: No perfect product BOM, no production speed report, no production capacity report, no cost report, no target task table, just like fighting without a map.
10. Planning and planning: The company lacks annual master planning, planning, and multi-departmental lack of target management.
11. Profit and loss: The real profit and loss of each month is unclear, the real factors of profit and loss are unclear, the contributors and responsible persons are unclear, and the profit and loss boss has no confidence. Who is responsible for the company's profitability? How to lose? How much is negative?
Open source enterprise management provides professional counseling system
As a "world factory", China's manufacturing industry has been upgraded to the world's attention. We are facing an increasingly complex and turbulent world;
No business model lasts forever;
No competitiveness is eternal;
No asset is stable;