The manufacturing boss said: I earn tens of millions per year, but my life is not as good as that of a square dancing aunt.
Small and medium-sized enterprises are a huge group and an important part of China's economy. However, many small and medium-sized business owners lament that life is becoming increasingly difficult.
In addition to the troubles of the "big environment", today's small and medium-sized manufacturing industries are actually facing severe challenges of "management gap" or "backward management". Small and medium-sized manufacturing industries should "strengthen their internal skills" to Only by operating and managing with the concept of refinement, continuously improving production efficiency, reducing costs, improving product quality, and continuously tapping internal potential can we gain competitive advantages.
As a manager, when it comes to production management, you may think of many problems in the production process, such as low order delivery rate, low plan achievement rate, low production efficiency, too many in-process products, and insufficient production Long cycle times and a series of other problems. If you are not only a manager, but also a business owner, you will often get angry at the management and subordinates because there are many products in progress, but the goods that customers want are urgent. The goods that need to be shipped cannot be made, but the goods that are not urgent are made in large quantities and placed in the warehouse.
Before doing a good job in production management, we need to understand the pain points of production management in small and medium-sized manufacturing industries. Only by correctly understanding the management bottlenecks and locations of enterprises can help us propose scientific improvements. method.
▊1. High individual efficiency does not necessarily mean high organizational efficiency
In the eyes of many managers, individual efficiency determines the efficiency of an enterprise. This conclusion may be valid in the early stages of enterprise development when the scale of the enterprise is not yet very large. But when our company develops to a certain stage and reaches a certain scale, we will find that high individual efficiency does not necessarily mean high organizational efficiency. Specifically, the performance of our company is that the employees in the workshop are very busy, but the goods required by the business are But it can't be done, and the goods that are not urgent and need to be shipped are piled up in the warehouse.
▊2. The overall production status is unstable
Most of China’s manufacturing and even the world’s manufacturing are made up of small and medium-sized enterprises. Small and medium-sized enterprises are basically supporting suppliers to large, sophisticated enterprises or some traditional manufacturing industries. This means that the vast majority of small and medium-sized enterprises are at the middle and low end of the industrial chain. The instability factors of small and medium-sized enterprises at the middle and low end of the industrial chain are mainly as follows:
(1) Unstable orders
Unlike large enterprises at the high end of the industrial chain, small and medium-sized enterprises can rely on Sales forecast and market analysis are used to carry out relatively accurate quantitative production. In small and medium-sized enterprises, the phenomenon of inserting orders, changing orders, adding orders, and canceling orders is very common. Small and medium-sized enterprises are basically in a passive state when it comes to forecasting and placing orders. Some companies even keep a large amount of inventory in order to meet customer needs and ship quickly. As a result, customers suffer huge losses after product upgrades.
(2) The supply chain is unstable.
Due to the relationship between orders and costs, the entire supply chain of many small and medium-sized enterprises is unstable. Many of their suppliers are small workshops. Some suppliers may be just a couple processing workpieces at home. That’s all.
(3) The production process is unstable.
This situation is particularly prominent in companies with long production process lines and many product accessories. In many traditional enterprises, due to low automation and long process routes, equipment abnormalities, quality abnormalities, material abnormalities, personnel abnormalities, etc. may occur in each process. The instability of the entire production process occupies a major position in small and medium-sized enterprises, and it is also the most troublesome and difficult problem for many enterprises to solve.
▊3. A large number of basic production data are missing in small and medium-sized enterprises
In a large number of traditional enterprises, basic data are missing, and the data flow is incomplete and has not even been established. Many companies have established some data during their years of development, or have added it to their ERP system. However, the authenticity of the data leaves a lot of room for imagination, and it cannot truly guide production. This is also an important reason why companies fail to implement ERP systems.
Small and medium-sized enterprises mainly lack the following types of basic production data:
(1) Lack of technical data.
The BOM is the most basic information about the components of a product, but in many companies, the accuracy of the BOM is not high. The lack of file management of technical parameters, imperfect technical data, etc. have brought great difficulties to the production management of small and medium-sized enterprises, and many technical abnormalities will occur during the production process.
(2) Lack of process data.
Many small and medium-sized enterprises lack process information, such as work instructions and process flows for corresponding products. Many companies rely solely on the managers' personal experience in the production process.
(3) Lack of production means.
The accuracy of warehouse account cards in many companies is very low. The warehouse is the core of pre-production material preparation, and the warehouse data is missing, which brings great difficulties to production management. .
(4) Lack of functional departments.
The most important thing in our production management is the coordination of resources, the arrangement and follow-up of production plans. However, many companies have not yet set up a dedicated PMC department. After receiving the order, the business is directly given to the production department, and the workshop production is completely determined by the workshop. Therefore, there are often "quarrels" between the business department and the production department.
What management has to do is to let them perform their duties and correctly sort out the organizational structure of the enterprise, so as to lay the foundation for the process.
The lack of functional departments means that no one is responsible for problems in the production management process of the enterprise. It is the responsibility of the enterprise boss.
▊4. The construction of the talent echelon is imperfect
A large number of small and medium-sized enterprises "came into being" under the background of reform and opening up. Many managers follow the development of the enterprise and start from employees one step at a time. Skilled managers who have grown up in one step have not received professional management training.
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