MindMap Gallery PMC work plan
PMC work planning mind map, points that need to be paid attention to when optimizing and improving the PMC department, depicts the various departments, positions and responsibilities of the organization.
Edited at 2024-04-22 21:23:10Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
PMC work plan
Work goals (result oriented)
PMC overall goals
1. Guaranteed delivery:
(1) Accurate delivery rate of finished product standard products = 100% (to be determined);
(2) The delivery rate of customized finished products is ≥80% (to be determined);
2. Promote turnover:
(1) Long-term raw material inventory turnover rate ≥ 3 (to be determined);
(2) Short-cycle raw material inventory turnover rate ≥7 (to be determined);
3. Reduce inventory:
(1) Raw material inventory capital occupation ≤¥2000w (to be determined);
(2) Raw material inventory volume occupied ≤3000m³ (to be determined);
4. Clear away sluggishness:
(1) The sluggish funds occupied by raw materials are ≤¥50w (to be determined);
(2) The sluggish volume of raw materials occupies ≤200m³ (to be determined);
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.
PC work goals
Overall PC goals
1. The granularity of production scheduling is accurate to the equipment line body and accurate to the hour;
2. If there is a planned production schedule, there must be achievement statistics, and the plan achievement rate must be ≥80% (to be determined);
3. If there is a production schedule, there must be follow-up confirmation, daily line inspection, feedback, weekly and monthly plan docking meeting system;
Goals for each workshop
1. Assembly workshop:
(1) Average daily production capacity ≥ 2w pcs/day (based on existing equipment production capacity conditions);
(2) The monthly standard output of regular products will increase by 10%;
2. Cutting, CNC, outsourcing workshops:
(1) All demand underpayment orders are pre-scheduled, and the production scheduling requirements are shown in the overall target;
(2) The process plan is generally controllable, including quantity and time;
3. Injection molding workshop:
(1) Redundancy requirements are strictly controlled;
(2) Mold status participates in production scheduling considerations;
4. Mold workshop:
(1) The mold workshop does not schedule production, but the status of the mold must be controlled;
(2) Production orders in the mold workshop normally participate in in-process management;
MC work goals
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;
Organization
PMC supervisor: Hou Dong
Assembly workshop
Pre-processing
Final assembly and packaging
Yu Wenfei
Material control
Injection molding workshop
Mold workshop
Rosa: The functions of this position need to be optimized
Cutting workshop
CNC workshop
Outsourcing workshop
Outsourcing attributes
Process properties
Lu Shuling
clerical assistant
Shen Haoliang: The functions of this position need to be optimized
The resources required are tilted
Production Department:
(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;
Warehousing Department:
(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;
Technical Department:
(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";
Purchasing Department:
(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);
Supply chain internal leadership:
(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;
Required basic information
Production Department:
(1) Standard working hours based on material coding dimensions;
(2) Capacity adaptability based on equipment lines;
(3) Standard manpower based on standard working hours;
Technical Department:
(1) Material length, width and height dimensions based on material coding;
Warehousing Department:
(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;
Purchasing Department:
(1) Fixed lead time based on material coding;
(2) Minimum order quantity based on material code;
(3) Ladder price based on material coding;
Glossary:
1. If the fixed lead time of raw materials is ≥15 days, it is defined as long-lead material, otherwise it is defined as short-lead material;
2. Accurate delivery rate = (to be determined);
3. Inventory turnover rate = (to be determined);
4. Sluggish proportion = (to be determined);
5. Plan achievement rate = (to be determined);
6. Plan lock rate = (to be determined);