What is the process of production management?

According to the production process, there are generally the following responsibilities:

1. Formulate production plans based on sales plans

2. Specify material requirements based on production plans Planning

3. Calculate the maximum production capacity for the current period based on the production plan and material demand planning

4. Issue the production order

5. Monitor the progress of completing the production order.

PMC stands for Product Material Control, which means production and material control.

Usually it is divided into two parts:

PC: Production control or production control (commonly known as production management for Taiwanese and Japanese companies). The main functions are production planning and production progress control.

MC: Material control (commonly known as material control), its main functions are material planning, purchase requisition, material scheduling, material control (bad material control and normal incoming and outgoing material control), etc.

● What aspects does production capacity analysis mainly focus on? The analysis of production capacity mainly focuses on the following aspects:

1. What type of machine to make and the manufacturing process of this model.

2. Machinery and equipment used in the manufacturing process (equipment load capacity).

3. The total standard time of the product and the standard time of each process (manpower load capacity).

4. Material preparation lead time.

5. The size of the space required for the production line and warehouse (site load capacity).

● What principles should be paid attention to when scheduling production?

The following principles should be paid attention to when arranging production planning and scheduling:

1. The principle of delivery date: the shorter the delivery time, the more urgent the delivery time, and the sooner it should be arranged. Production.

2. Customer classification principle: Customers can be divided into key customers and general customers. The more key customers are, the more attention should be paid to their schedules. If a company classifies customers according to the ABC method based on sales, Class A customers should receive the highest priority, followed by Class B customers. Category C updated.

3. The principle of production capacity balance: the production of each production line should be smooth, the production speed of the semi-finished product production line and the finished product production line should be the same, the machine load should be considered, and no production bottlenecks should occur, and no line shutdowns should occur.

4. Principles of process flow: The more processes a product has, the longer the manufacturing time will be, so attention should be paid to it.

● What phenomena are likely to result from poor PMC management?

PMC’s poor planning, control and communication and coordination abilities can easily lead to the following phenomena:

1. Frequent shutdowns for materials: due to unplanned production or lack of materials. The schedule often fails to keep up with the material progress, resulting in frequent shutdowns waiting for materials

2. Production is full and hungry: because work is often stopped waiting for materials, once the materials arrive, the delivery date will naturally The production time has become shorter, and the production time is insufficient, so I have to work overtime to catch up with the goods. As a result, sometimes I starve to death, sometimes I starve to death.

3. Inaccurate material planning or poor material control, semi-finished products or raw materials cannot be connected, what should come does not come, and a lot of what should not come, causing a large amount of materials and semi-finished products to accumulate in the warehouse. Production is naturally not smooth.

4. The production schedule only plays a formal role. The production plan is out of touch with the actual production. The plan is one set and the production is another set. The production plan has no effect at all and is just a formality.

5. Inaccurate sales forecasts or inaccurate production capacity analysis, unable to make reasonable arrangements for production capacity, leaving no room for space, production plans not being flexible, production plans changing frequently, and too many emergency orders. The execution of the production plan came to nothing.

6. The coordination of planning, production and material progress is not strong, which affects the delivery time and reduces the company's reputation.

7. Production is often chaotic, and quality is out of control, resulting in frequent rework. Frequent rework affects the execution of the production plan, creating a vicious cycle.

PMC's process starts from the big one Look at the company's operating process: starting from the sales order, PMC should take over and participate in all subsequent work, including the customs contract filing for new products (if there is no export, no customs filing is required), and then obtain the MRP according to demand (Material Requirements Planning), guide purchasing orders and adjust production in a timely manner according to material conditions. Because the changes in material conditions are relatively large, the focus of the work must be to adjust production according to material conditions. After the finished product is ready, you still have to pay attention to whether it will be put into storage in time, and then the shipment will be deducted, and then whether there will be any problems with the customs shipment... Until the item reaches the customer, you still have to consider whether it is damaged during the process (RMA), of course. , it’s the details that come later. In fact, quickly building an executable PMS can be done in four steps.

The first step: Determine the company's product direction and product strategy. This step is the foundation of a PMS. It can also be said to be the market foundation and profit foundation of a company. A company must have a very clear product. Direction and product strategy. This direction and strategy is just a framework. It just draws a circle and tells the company's employees what we are going to do, which are the key products, those second-tier products, and how to make these products, such as a The software company's product orientation is for individual users. It has four product lines under one roof, namely entertainment, office, network application and system security. Entertainment and office are first-line products. Its product strategy is based on the actual situation of the company. Research-based, market retail as the main channel, cooperation as the main channel, OEM as the main channel, whether to be a leader or a follower, this is a principled thing, everyone in the company must understand, if it is for individual users System security software is mainly OEM, so even if this company has the strength to develop enterprise-level system security software, it will not do it because it cannot violate the company's product direction. Violating the direction will damage the company's resources. This is a big taboo for product management centers. If a PM doesn’t even know the product direction of his company, can you imagine that he might be consistent with the company’s breathing? If there are brothers in the alliance, it is best to say: PM must grasp the company's ideas. What the company wants is what you do, rather than what you do and what you hope the company will accept. Therefore, when you build a PMS, you must first clarify this and form a document. Whenever a PM joins the job, give this document to him. This company is not done by the human resources department, but by you. You are the only one who knows the company's product direction best. In fact, this document is very simple. I suggest using a rectangular diagram to describe it. It explains what the company's product lines are and what the technical core of all products is. What product applications already exist at the core of the technology, and what stage each product application is in (rising or declining, in fact, it is a simple product life cycle line) and other information that can be clearly understood by new people. In this way, new people will not be confused when they come in. I will chase you every day and ask: What product should we make? Is it suitable to make this product? For these basic questions, if it is a relatively experienced PM, after seeing this document, he can immediately find his own position and work direction without having to waste any more words. To summarize: this link is to clarify what PMC can do.

Second link: Determine the company’s internal and external resources. If the first link determines what PMC can do, then the problem to be solved in this link is to what extent it can be done, that is, what you can do. What can the product be like? The company's internal and external resources mainly include technical resources, market resources, and material resources (including equipment and investable funds). External resources include partners, corporate relations (including government), reputation, influence, etc. In fact, internal resources play a major role. Let’s talk about technical resources first.

To put it simply, technical resources refer to the extent to which the R&D and production departments can make the products you design. To give an inappropriate example, the same car has four wheels and one engine, both domestic and imported cars. The quality varies widely. Is it because our product designers are stupid and can't design good cars? No, it's because the manufacturing process of our production department is not as good as that of foreign companies. This is true for many domestic products. You see, things can be made, but the quality is not of the same level. Market resources are to clarify who our target users are, how big the market scope is, how much our share is in each market, what form we generally use to enter the market, etc. After clarifying this resource, do some market research in your early stage. It will be targeted at that time, and there will be no joke about considering selling down jackets to Guangdong. In the later period, it will help the PM to formulate appropriate marketing strategies and better assist the sales department to complete the product launch. Material resources are to clarify which equipment the company has available, which products the company is willing to invest more in, and which products it is willing to invest less or not at all. This determines that the PM must have a focus when working, and do not pay attention to something that the company does not pay attention to. If you want to obtain most of the company's resources because of your products, unless you have the power to turn things around, it's better to be cautious and avoid the dilemma of getting yourself involved. As for external resources, I won’t talk about them one by one, because there are too many variable factors in external resources, which cannot be controlled by the PM alone. Let’s just talk about the partners in external resources. When I was designing a piece of software, there was a problem with a function. In fact, this function is very simple. It’s not that developers can’t do it, but once they develop it themselves, it will directly affect the release cycle of the product. At this time, it is necessary We considered using external forces to achieve it, so we found an individual who makes free software. He happened to already have a completed thing. Why should we find an individual? Because individuals are easier to negotiate than companies, and The price is not very high either. I remember that I only spent 2,000 yuan to get this function. This example shows that the PM must have some external resources, especially the resources of partners, regardless of industry. Accumulating enough external resources can make you more comfortable at work, but you should pay attention to one thing: The core of the product must be in your own hands, and cooperation must consider costs and adopt appropriate cooperation methods. Once you have enough partners, in a sense, you will greatly extend the scope of your products, which is very beneficial to you. To summarize: this link is to clarify what PMC can make the product

The third link: determine the work relationship between upstream and downstream departments. This link is a necessary means in PMS, because as long as it is a system, it must be related to Dealing with various people and departments, especially for PMC and PM, is even more important, because the essence of PM's work is actually to use various resources inside and outside the company to serve products. It is impossible for a product department to lack relationships. To make any product, but because the departments involved in PMC are basically at the same level or a higher level, the working relationship between the upstream and downstream departments must be clearly documented, approved by the company’s senior management, and communicated with The main function of other departments to form public awareness is to make other departments aware of what PMC does, what role it plays, what it can provide to other departments, and at the same time what other departments need to provide for PMC. This process is relatively cumbersome. Yes, you can inculcate the idea of ??PMC through various methods such as training and private chats. If this is not possible, you must rely on the coercive force of the senior management to promote it. However, the premise must be that the senior management is determined to establish their own PMS, otherwise once the department is involved In the battle of interests, the senior management will definitely sacrifice the interests of the newly-established departments. In fact, the core of this link is to determine which departments are the entrance and exit of PMC, what are the corresponding interface specifications, and how to solve problems once problems occur. There must be conflicts of interest between departments. In order to ensure that all departments can work together under the premise of the same interests, the company must formulate a contract that takes into account both the large and the small. This is the department specification and interface specification, which is very important for PMC. It is even more important to say that PMC is the only department in the company that deals with all departments of the company, including marketing, sales, R&D, production, and even finance. If there is no clear work specification for upstream and downstream departments, PMC is It's difficult to work.

To summarize: this link is to clarify which departments the PMC's work depends on. The fourth link: determine the internal norms and processes (guarantee) of the department. This link is the guarantee in the PMS, and it is also the core construction direction of the entire PMS. It is also the only can be completely controlled by PMC itself.

The main specifications of PMC include:

1) Department specifications: This specification is to explain the PMC’s work responsibilities, work characteristics, internal and external relations, organizational structure, working methods, etc. In fact, It is a qualitative definition of PMC.

2) Personnel specifications: This specification is to explain the personnel setting, personnel requirements, personal work responsibilities, personal work scope, etc. of the PMC. It is a qualitative definition of the PMC personnel.

3) Product specifications: This specification describes the company’s product features, technical features, product levels, product directions, etc. It is to clarify which products PMC wants to make and what stage the existing products are at ( This should be clear in the first link).

4) Documentation standards: As far as the current situation is concerned, the link between internal and external communication within the company is mainly based on documents. Especially for departments like PMC, documents are even more important, mainly including documents. Templates, document numbering specifications, document access specifications, document writing specifications, document level specifications, etc. In fact, there are not many documents, but application and use. We are firmly opposed to downloading templates from the Internet and using them directly. Although the documents may look simple, they are actually really good documents. All of them have been tempered.

5) Process specification: This specification mainly explains what the workflow of PMC and PM looks like at work, from the proposal of a product concept to the complete launch, what links and departments are needed in this process , what role does PM play in each link, the most important of which is the product planning process (according to the characteristics of product implementation, there should be self-research, outsourcing, cooperation, if according to the product application direction, there should be personal application products, enterprise application products), others The processes that may be involved should also include personal assessment processes, external cooperation processes, etc.

6) Evaluation standards: This standard is to explain how PMC is evaluated within the company, how individuals are evaluated within the department, what are the evaluation standards, how to evaluate, and how to be promoted and demoted etc. content.

The main processes of PMC include:

1) Product planning process: This process should accurately describe the various links that the product must go through from the conceptualization stage to the marketization stage. Each link The person in charge, the milestones that should appear, the documents that should appear, etc. If the company's product line is relatively broad, involving various forms such as individuals, enterprises, self-research and cooperation, then you have to consider whether different product planning processes need to be developed. Sometimes a main process cannot explain the various stages of product planning very well. This requires breaking down the process and refining it in stages. Generally, it can be refined according to the five stages of the product (for the five stages of the product, please refer to the alliance) "An Overview of Product Planning" article).

2) Assessment process: This process mainly explains the steps that a PM needs to go through to determine whether he is competent, rather than relying on personal subjective judgment. This process seems simple, but it is actually very difficult, because A reasonable assessment process can objectively and comprehensively evaluate a PM. I suggest that this process be communicated with colleagues in human resources and never be done behind closed doors. For the process, the basic principles are detailed, accurate and clear.

To summarize: This link is to clarify how to achieve the goals of PMC. These four links cover the basic scope of the product management system.

Sorry, the content is a bit too much. But they are all excellent products!