1. Guaranteed delivery:

2. Promote turnover:

3. Reduce inventory:

4. Clear away sluggishness:

The above indicators need to be given a target value by the company first, and PMC will set phased goals based on the target value.

Overall PC goals

Goals for each workshop

Bottom line goal: no shortage of materials for order production in the next three days, and no shortage of materials for actual order production on that day;

Short-term goal: realize JIT supply of packaging materials and plastic structural parts;

Mid-term goal: Turnover and storage capacity should achieve more than 80% of the target value;

Long-term goal: Turnover and storage capacity reach 100% of the target value and operate stably in the long term, and set improvement goals;

Assembly workshop

Material control

Injection molding workshop

Mold workshop

Rosa: The functions of this position need to be optimized

Cutting workshop

CNC workshop

Outsourcing workshop

Lu Shuling

clerical assistant

(1) If the plan before 21 o'clock is not completed due to inaccurate work standards or substandard production efficiency, etc., you will need to work overtime until the plan is completed;

(2) If the plan cannot be achieved due to insufficient manpower, the workshop needs to arrange overtime to complete the plan, and follow up with relevant departments and leaders to supplement the standard manpower;

(1) Reasonable storage, leaving enough turnover inventory on the first floor to handle short-term and irregular stocking of aluminum billets;

(2) The time limit for preparing materials for a single work order is shortened to less than 30 minutes, and the daily stocking quantity can reach 2w/day without setting restrictive conditions;

(1) The BOM arranges its own review. The planning department no longer assumes any responsibility for verifying the BOM. All abnormalities caused by the BOM will be borne by the technical department;

(2) All basic fields in the system are reviewed by the technical department, and the planning department assumes that all basic fields are correct and schedules production according to the basic fields;

(3) All BOM changes must go through ECN changes or other change processes, and BOM cannot be changed "quietly";

(1) In terms of business, if the plan is the largest, the fastest delivery date will be the response within the planned inquiry period, which should be consistent with the results of other leadership inquiry periods;

(2) The delivery deadline must be guaranteed to ensure the result. If it cannot be met, apply for an extension at least three days in advance;

(3) The quality of incoming materials needs to be jointly set and improved with quality standards, and procurement delays caused by defective incoming materials or returns must be explained;

(4) For procurement and delivery, priority will be given to supplying goods in accordance with the planned instructions. If no consensus is reached temporarily, priority will be given to executing the planned instructions. After reaching a consensus with the plan, the goods will be supplied according to the new consensus (this includes quantity and delivery date);

(1) When the parallel department determines that it cannot meet the delivery, the plan will come forward to negotiate with sales. When sales disagrees, the leader should come forward to assist in coordinating sales. At this time, if under pressure from the leader, the relevant parallel department can meet the delivery again, A reasonable explanation needs to be given to the plan. In principle, the plan does not allow this situation to occur;

(2) When the planned instructions cannot be implemented in all the above sectors, leaders should come forward to promote the relevant departments to implement the planned instructions, and shall not ask the plan to reduce requirements in order to achieve data;

(3) Please follow up with the human resources department as soon as possible to recruit qualified personnel and assist the planning department in completing the readjustment of job functions;

(1) Standard working hours based on material coding dimensions;

(2) Capacity adaptability based on equipment lines;

(3) Standard manpower based on standard working hours;

(1) Material length, width and height dimensions based on material coding;

(1) Packaging information based on material coding;

(2) Dynamic ledger of turnover baskets and pallets;

(3) Warehouse storage capacity, including total storage capacity, occupied storage capacity, and turnover storage capacity;

(1) Fixed lead time based on material coding;

(2) Minimum order quantity based on material code;

(3) Ladder price based on material coding;