Bottleneck problem
The goal first discusses the bottleneck.ROGO thinks that the factors that should be considered for the bottleneck problem are: what key problems happened, in what environment, what restricted the solution of these problems, and how to solve the bottleneck problem.
The goal believes that the bottleneck problem will not only happen in plants but also in family and life. To solve the bottleneck problem, plants need to have creative thinking, and can’t think about the plant’s problems according to the fixed thinking. Innovation can highlight the advantages and characteristics of enterprises.
To solve the bottleneck problem, the plant needs to start from point to face and understand the main key problems that lead to the bottleneck phenomenon. Then from the face to the point, that is to say, for the bottleneck problem, every Nonkey link needs to be considered. Only when the monkey link is smooth, the bottleneck problem of the whole plant can be effectively solved.
Sales and operations plan
Production is a means to meet sales. All operation plans need to focus on meeting sales.
Accounting measurement method
The accounting measurement of an enterprise seriously misleads the enthusiasm of its employees.
Inventory is recorded as an asset on the balance sheet. When the plant reduces inventory, the difference between the cost of raw materials and products becomes a net loss. This means that when the plant is reducing excess inventory, it will be understood as a loss on its books. This phenomenon will mislead managers that reducing excess inventory will not lead to the growth of net profit, thus misleading their management style.
The plant should not focus too much on cost but on effective output.
In cost measurement, the interests of the whole organization should be considered, rather than just the interests of a factory or a system.
When measuring performance indicators, managers should not only consider the unit cost of the enterprise.
Management of managers
At the same time, as a manager, he should consider the following issues: what needs to be reformed, where is the direction of the reform, and how to carry out the reform more effectively.
Lean Supply Chain & Logistics Management.
Keys to Success: The Patient Gardener
Key success factors of lean management:
Lean training: enterprises tend to ignore the important role of front-line employees in lean management in operation, and employees lack lean training. Only through lean training, enterprises can better carry out business.
Management support: lean management relies on the attention and implementation of leaders, who are the basic elements of the lean management system. Once the leaders give up the development of lean management, it is difficult for the enterprise to go on the lean road and get more development. Leaders should start from the job description, performance evaluation, incentive mechanism, and other aspects to ensure the lean development of enterprises.
Lean structure: Lean managers should have lean management methods. An enterprise can appoint a professional lean manager to manage the enterprise. Different enterprises should have different management methods. The responsibility of lean managers is to improve the process of enterprises by using appropriate methods.
Teamwork and Lean
The team is the foundation of lean management. The team is composed of personnel from various professional departments and functional departments. These people gather together to maximize the collective strength. Leaders should authorize team management as much as possible to ensure that the turnover rate of employees is reduced and work efficiency is improved.
Sales and Operations Planning (S&OP)
Lean marketing mode is a new integrated scientific system of marketing management, management and operation concepts and methods. In this mode, value flow is the first focus of marketing attention, and lean marketing is the goal of management pursuit. In the strategic level of enterprise marketing, lean thinking is the guidance to adapt to and fully meet customer needs and realize the maximization of enterprise marketing value. Lean marketing is to meet the needs of customers efficiently and accurately through excellent product development, accurate product pricing, simplified marketing channels, and intensive customer communication.
Enterprises need to adjust production or labor rate, inventory level to meet market demand.
The S & OP process requires demand, supply, strategy, and economic forecasting to better align business plans.
The performance evaluation indicators of S & OP lean management should include the accuracy of prediction, gross profit margin, inventory level, cash flow, etc.
Future Thoughts: Lean Times Ahead
The experience and lessons of SCM include: integrating supply chain management into business strategy, eliminating communication barriers from top to bottom, strengthening customer management, matching supply and demand, establishing a new supply mode, etc.
Obstacles in the SCM process include: human resources, structure, relationships, technology, alignment
Human resources:
Lean supply chain management refers to a series of optimized supply chain processes that optimize and transform the whole supply chain, including