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MindMap Gallery Management method tools mind map (large collection)
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Management method tools mind map (large collection)
Systematic thinking uses resources to create profits, nine tools for setting mechanisms, goal management, process management, quantitative assessment of goals, management is to follow the process, eight cores of operation management, system management documents
Edited at 2023-12-07 11:12:16
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Management method tools mind map (large collection)
- Valentine's Day marketing campaign
This Valentine's Day brand marketing handbook provides businesses with five practical models, covering everything from creating offline experiences to driving online engagement. Whether you're a shopping mall, restaurant, or online brand, you'll find a suitable strategy: each model includes clear objectives and industry-specific guidelines, helping brands transform traffic into real sales and lasting emotional connections during this romantic season.
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- Milano Cortina 2026 Ice Hockey Schedule
The ice hockey schedule for the Milano Cortina 2026 Winter Olympics, featuring preliminary rounds, quarterfinals, and medal matches for both men's and women's tournaments from February 5–22. All game times are listed in Eastern Standard Time (EST).
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- Outline
Management method tools mind map (large collection)
Systematic thinking and use of resources to create profits (management methods, tools)
Production management
一、 Overall operating rules for production management
Balance the flow of production, supply and marketing and reduce the backlog of human, financial and material resources
The overall operating rules should be considered: delivery date, sequencing, quantity, improvement
Delivery rules
Delivery review
Determine the completion date for bottleneck processing of released work orders
Determine delivery schedule based on bottleneck schedule and bottleneck buffering to ensure work orders are delivered on time
Review order delivery dates based on bottleneck scheduling and shipping buffers to avoid arbitrarily promising delivery dates
Complete review
Ensure that the materials, process instructions, tools, etc. required to execute the work order are available before the work order is placed.
Sorting rules
Execution order
Material placement® buffer time (adjust execution sequence in red, yellow and green order)® (bottleneck point, assembly point, shipping point)
quantity rule
Batch processing
Mass production
Synchronous production of small batches (saving time)
improve rules
Adjust buffering
Dynamically adjust the buffer time based on the number of red orders and reminders "Correction"
Shorten delivery time
Determine the priority of improvements based on the number of red ticket reasons "Improvement"
二、 Tips for teamwork and reaching targets quickly
Bottlenecks and constraints
bottleneck
The resource has the lowest production capacity and is unable to meet market demand during a given period of time
restrict
If not managed carefully, it will not be able to effectively match the factors that cause bottlenecks to use up their capacity.
Raw material constraints
Due to the temporary shortage of raw materials, it is unable to effectively cope with bottlenecks and uses up its production capacity.
Capacity constraints
Due to insufficient protection capacity, it cannot effectively cooperate with bottlenecks to use up its production capacity.
Policy constraints
Due to policy limitations, it is unable to effectively cope with bottlenecks and use up its production capacity.
measure constraints
Due to measurement limitations, it cannot effectively coordinate with bottlenecks to use up its production capacity.
Compliance speed
When the entire team follows the "Bottleneck Scheduling Plan" and executes it simultaneously, the team reaches the target fastest.
三、 buffer
Resilient management and protective measures to cope with uncertainty
At critical control points, allocate buffers in the form of time, inventory, capacity, space or money to protect the system from interruptions caused by uncertainty.
Airstrip model
bottleneck buffer
To ensure that the bottleneck operates efficiently, a certain number of work sets are held before the bottleneck
space buffer
To prevent blocking bottleneck operations, configure a certain amount of spare space behind the bottleneck.
buffer classification
time buffer
Coping with the uncertainty created by time fluctuations. Such as: production buffer, project buffer
Quantity type buffer
Coping with uncertainty arising from fluctuations in quantities. Such as: inventory buffer, budget buffer
Resource buffer
Coping with the uncertainty created by resource scarcity. Such as: space buffer, capacity buffer
psychological buffer
Coping with the uncertainty generated by psychological anxiety. Such as: queuing buffer, pickup buffer
四、 planning
Buffer-based “planning algorithm”
focus of planning
Schedule resource synchronization execution plan
Early warning settings to deal with uncertainty
starting point
Overall time (actual processing time, preparation time, queuing time, safety time)
Time Buffer (Safety Zone® Buffer Zone® Action Zone)
end
五、 Correction
Correction mechanism to improve system reliability
Dynamically adjust the buffer: a corrective mechanism that flexibly responds to uncertainty
Correction process
planning
Schedule according to "Initial Time Buffer"
implement
Execute synchronously in the order of "red, yellow and green"
Correction
Count the number of red orders as a percentage of the total orders (red orders account for >15%, increase the time buffer; red orders account for <5%, reduce the time buffer)
feedback
Adjust the time buffer, feed it back to the planning stage, and repeat the cycle
六、 implement
Buffer-based process control
Monitor execution fluctuations
Use buffers: absorb fluctuations, filter uncertainty, initiate intervention
Synchronous execution order
Red orders are executed first, yellow orders are executed second, and green orders are executed last.
七、 Continuous improvement
Continuous improvement is a long-term mechanism to enhance system stability
PDCA: Check the cause of the problem and count the frequency of many problems to determine the priority for improvement
八、 Capacity management
Capacity management of product flow (capacity) or work flow (department)
Capacity management based on bottleneck capacity or bottleneck department
available capacity
Based on the bottleneck capacity in the system, it determines the effective output of the entire system
Protect production capacity
Protect bottlenecks from outages to protect system throughput
spare capacity
Capacity that exceeds the protected capacity and can be used to produce and sell free products
Bottleneck reserved capacity
Used to meet some special orders, such as: premium orders for fast delivery
Planned load capacity = bottleneck capacity - bottleneck reserved capacity
Normal planned load capacity
Used to arrange regular orders
九、 Quality Control
Through quality improvement and process control, all management activities ensure that product and service quality differences are minimized and performance is balanced and stable, while ensuring rapid response to customer needs and reliable delivery time.
Achieve relevant improvements in quality, process, and business
Quality Management Improve quality, improve processes, improve business Market competitive advantages (more, faster, better, more economical)
十、 Order-based production plan
Production methods to deal with internal bottlenecks and market bottlenecks
In an environment where the production time is less than the customer's tolerance time, product production and service delivery are started only after the customer places an order.
Internal resources are the bottleneck (according to the internal production bottleneck, scheduled delivery):
Bottleneck Scheduling® Bottleneck Buffer (Shipping Buffer)® Production Scheduling® Commitment Delivery
External resources are the bottleneck (according to the external resource load bottleneck, the delivery date is fixed):
Delivery commitment ® Production buffer ® Production scheduling ® Monitoring production capacity to control resource load
Order-based production: Generate replenishment work orders based on time buffers and customer orders
Order-based production solutions
planning module
Clarify "accurate delivery rate" as the main measurement indicator
Set time buffer to guide the orderly delivery of work orders
execution module
Sort by buffer status update when executing work orders
Monitor the availability of critical raw materials and components
Monitor, identify, and manage capacity-constrained resources
Implement simultaneous production of small batch orders to shorten delivery time
Improve module
Take corrective actions on work orders based on buffer status
Check red ticket reasons and quantities for continuous improvement
十一、 Availability of production solutions
Production method combining marketing strategy and production strategy
A supply model that combines a marketing strategy with a production strategy that ensures immediate availability of products in an environment where production times exceed customer tolerances.
Inventory buffering® Generates replenishment work orders based on the actual consumption of finished product inventory buffering® Production scheduling® Monitors capacity constraints and resource load conditions
inventory buffer
Safe (green)
Early warning (yellow)
buffer consumption
Expediting (red)
buffer status
Stock-based production: Determine replenishment quantity based on forecast market demand
Availability production solutions
planning module
1. Clarify "availability" as the main measurement indicator
2. Generate work orders based on actual inventory buffer consumption
execution module
1. Sort by buffer status update when executing work orders
2. Monitor the availability of all raw materials and components
3. Monitor, identify, and manage capacity-constrained resources
4. Implement small batch simultaneous production to shorten delivery time
Improve module
1. Take corrective action on work orders based on buffer status
2. Check the reason and quantity of red orders (expediting status) for continuous improvement
supply chain management
一、 Overall operating rules of supply chain management
1. Utilizing the aggregation effect of demand fluctuations to absorb supply and demand fluctuations, setting up factory warehouses or central warehouses can absorb demand fluctuations and supply fluctuations with minimal inventory
2. Frequently pull replenishment to the upstream based on actual consumption in the downstream of the supply chain, and avoid pushing inventory to the downstream of the supply chain based on market demand forecasts
3. For production work orders or purchase orders, the order of execution of work orders or orders is arranged according to the inventory buffer status downstream of the supply chain.
二、 Synchronous replenishment
Demand-driven synchronous replenishment mechanism (the distribution side, central warehouse side, and production side replenish goods synchronously based on the quantity sold)
Main functions of inventory buffering
absorb supply and demand fluctuations
Shorten delivery time
Generate replenishment order
Inventory buffer calculation formula
Green zone value = average daily usage * delivery time * delivery time factor
Yellow zone value = average daily usage * delivery date
Red zone value = red zone basic value red zone safety value
Basic value of red zone = average daily usage * delivery time * delivery time factor
Red zone safety value = red zone basic value * fluctuation factor
Inventory buffer = green zone value yellow zone value red zone value
Replenishment quantity = inventory quantity - available inventory quantity
The main reasons for dynamic adjustment of inventory buffers
Changes in average daily usage
Changes in delivery date
Changes in delivery time factors
Changes in volatility factors
changes in seasonal factors
Promotional activities carried out
Product launch, delisting, transition
Temporary changes in purchasing, production, distribution
三、 strategic inventory point
Enhance supply chain speed to market
Through strategic analysis and selection of inventory points, setting up inventory buffers for raw materials, work-in-progress, and finished products can help reduce fluctuations and speed up the response to market orders.
四、 inventory buffer
Reduce supply and demand fluctuations and ensure products are immediately available
In order to cope with supply fluctuations and demand fluctuations caused by uncertainty, a certain amount of inventory is held at key points in the entire supply chain.
Raw material powder inventory buffer
Shorten procurement time and ensure on-time delivery of materials
Work in process introduction inventory buffer
Reduce production time and ensure on-time delivery
Microbead warehouse finished product inventory buffer
Shorten delivery times and ensure on-time delivery
五、 supply model
Supply patterns vary based on demand fluctuations and inventory management
Supply to order
Since the production time is shorter than the order time, production is started only after the customer places the order.
Sales characteristics: product sales fluctuate intermittently
Inventory management features: no inventory
Execute in order of time buffer status (red, yellow, green)
Stock supply
A supply model that produces and reserves products in advance based on forecasted demand quantities and waits for customers to purchase them.
Sales characteristics: product sales fluctuate continuously
Inventory management characteristics: ups and downs
Pay attention to inventory costs and ignore replenishment time. The inventory level is relatively high and prone to shortages and excess.
Availability
According to the actual sales quantity, replenishment orders are generated to drive product production and replenishment supply model.
Sales characteristics: product sales fluctuate continuously
Inventory management features: small ups and downs, continuous replenishment of inventory
Pay attention to inventory turnover and shorten replenishment time. The inventory level is relatively low and products are available immediately.
Execute in order of inventory buffer status (red, yellow, green)
Hybrid supply (mixed environment of order-based supply and availability supply)
Order-based supply dominates, and available supply is less than one-third of total demand.
Availability dominates, and order-based supply accounts for less than one-third of total demand.
Availability Male Fox That Is Available to Order Quantity, Rare
六、 Distribution
Have the right inventory at the right time and place
Demand fluctuations have an aggregation effect, and the demand fluctuations of the main factory are smaller than the demand fluctuations of branch factories.
According to the aggregation effect of demand fluctuations, more inventory is held upstream where the fluctuation is smaller, and less inventory is held downstream where the fluctuation is larger.
Radial distribution
Add a central warehouse between the production plant and regional warehouses
multi-center distribution
hybrid distribution
七、 Integrated supply chain management
1. Determine strategic inventory points
Analyze key raw materials, work-in-progress, and finished products to determine corresponding inventory points
2. Inventory buffer configuration
Set up inventory at strategic inventory points based on parameters such as delivery time and demand fluctuations
3. Inventory buffer adjustments
Dynamically adjust the inventory buffer value based on changes in demand patterns fed back by buffer management
4. Promote replenishment according to demand
Pull replenishment from upstream based on the buffer consumption of raw materials, work-in-progress, and finished products
5. Visual synchronization execution
Provides visual shared information such as buffer status, and guidance can only be executed by departments
八、 Monitor inventory levels
How to identify changes in market demand and dynamically adjust inventory levels
Set initial inventory buffer
Set up inventory warning mechanism
Increase inventory buffer
Reduce inventory buffer
九、 Optimize inventory
How to filter inventory products and optimize inventory structure
inventory turnover
Best seller
Popular items
Slow selling products
ROI
high yield products
Products that benefit from
low yield products
Make the most of money and space
Focus on return on investment, supplemented by inventory turnover rate, to select products
For low-yield best-selling products, consider whether you can increase profits by raising prices.
When eliminating products, the strategic reasons for their retention should be considered, such as: supporting products
TLS improvement method
一、 TLS mode advantages
Develop a set of performance indicators
Motivate employees to take effective action
Form an improvement mechanism
Lock in efficient improvement opportunities
Develop a set of improvement methods
Deliver products and services quickly
TLS mode advantages
Lean
Reduce seven types of waste
overproduction
wait
action
over processing
unqualified products
in stock
transportation
Theory of Integrated Constraints (TOC)
Provide overall optimization direction
Make accurate decisions based on constraints
Six Sigma
Reduce variation and bias
Control deviations and maintain stability
二、 TLS improvement process
1. Identify current constraints
2. Make the most of constraints
3. Eliminate sources of waste
4. Control process variation
5. Coordinate with constraints
6. Remove constraints
7. Identify subsequent constraints
三、 TLS improvement methods and toolkits
一、 The KANO model for understanding customer needs
must-have requirements
Desirable needs
More than expected demand
二、 VATI process control chart
Key control points of the process: release points, bottlenecks, convergence points, divergence points, and delivery points of materials and work
The flow of products and services can be summarized into four types
V-shaped process
Type A process
T-shaped process
Type I process
三、 U-shaped diagram for developing performance improvement plans
Performance gap (target performance level - current performance level)
time constraints
Capacity constraints
market constraints
Performance improvement U-shaped chart process
1. current low performance level
2. performance gap analysis
3. Identify core issues
4. Determine the direction of improvement
5. Build the solution
6. Performance improvement analysis
7. Target high performance levels
四、 Value and Waste Decision Flowchart
Activity tasks
necessary for output
have
Contribute to customers
Activity tasks for value-added customers
yes
Execute as quickly as possible and deliver on time
none
none
Contribute to the business
have
Value-added business activities and tasks
For temporary needs, try to simplify, reduce, prevent, and eliminate
none
Non-value-added activity tasks
Pure waste, completely eliminated
五、 Improvement of working hours metrics WCE
Work Cycle Effectiveness (WCE) = value-added customer activity hours¸Total cycle time
The total cycle time includes
Activity time of value-added customers
Value-added business activity time
Non-value-added activity time
No active wait time
Directions for improving working hours
Reduce the activity time of value-added services, reduce the time of non-value-added activities, and reduce the waiting time without activities.
六、 Diagnostic tool for improving productivity OEE (Overall Equipment Effectiveness)
Equipment overall efficiency = time index ´ speed index ´ quality index
Time index = effective running time¸ planned working time
Speed index = actual operating speed¸Theoretical operating speed
Quality Index = Qualified Output Quantity¸ Overall Output Quantity
七、 QFD configuration diagram to improve customer value
Prioritization of customer needs
demand competitive ranking
Product service quality and efficacy ranking
Quality and effectiveness competitive ranking
The relationship between customer needs and quality and effectiveness
The relationship between quality and efficacy
Current value and target value of weight of quality efficacy
Customer Expectations ® Quality Efficacy (Meet Customer Needs) ® Design Features (Meet Efficacy Standards) ® Process Characteristics (Meet Design Standards) ® Process Control (Meet Process Standards) ® Customer Value
八、 Process capability index Cp and Cpk
control index
Evaluate whether the control scope of the process output meets the specification range required by the customer
Specification range (customer requirements) = upper limit of specification - lower limit of specification
Control range (internal requirements) = upper control limit value - lower control limit value
Control index = Specification range¸Control range
bias index
Evaluate the deviation of the control range of process output from the customer's required specification range
Deviation value 1 = upper specification limit value - control average value
Deviation value 2 = control average value - specification lower limit value
Deviation index = smaller deviation value (the smaller of deviation value 1 and deviation value 2)¸3s
When both indices are ≥1, it means the process is controllable and the capacity is sufficient. When the controllability index ≥ 1 and the deviation index < 1, it means that the process is controllable and the ability is insufficient. When the controllability index is <1, it means that the process is uncontrollable and the variation must be reduced.
九、 Management and control deficiency analysis FMEA
1. Cause and effect fishbone diagram (summarizing causes)
waste problem or variation problem
personnel
method
machine
measure
materials
environment
2. Logic derivation diagram (tracing back to the root cause)
waste problem or variation problem
Why? ®Why? ®Why? ®Why? ®Why? (5why method)
Starting from the root cause, perform reverse derivation step by step and review whether the logical relationship at each level is established.
Root cause
3. CNE verification factor screening method (screening root causes)
Constants
Factors whose performance can be predicted and controlled
NoiseNoise
Completely unpredictable and uncontrollable random factors
Authentication factors
To be verified whether it is a controllable factor
4. FMEA defect analysis remediation method (improve root cause)
Analysis and evaluation
1. Product services, quality and efficacy, process steps
2. Defect manifestation
3. Defect Consequences
4. consequence severity score
5. root cause
6. Cause probability score
7. Current prevention and control measures
8. Prevention and control ability score
9. Risk level = severity ´ probability of occurrence ´ prevention and control capabilities
Improvement actions
1. Improvement Program
2. Responsible person and completion time
3. Take action
Update results
1. Consequence Severity Update
2. Cause probability update
3. Prevention and control capability score update
4. Risk level update
十、 DOE experimental design to optimize root causes
十一、 Assess Measurement Bias MSA
The actual deviation of things. The deviation of the measurement system = the deviation of the observed results.
Measuring system bias
Resolution (units/dimensions)
Measurement resolution: refers to the smallest scale unit of the measurement tool (10:1 rule)
Attribute resolution: refers to the segmentation dimension of measuring "attribute data"
Accuracy (position deviation)
deviation
linear relationship
stability
It refers to the degree of positional deviation between the observed value and the reference value.
Precision (distribution deviation)
Repeatability
Reproducibility
It refers to the degree of distribution deviation between observed values and observed values.
十二、 Effective output accounting TA
Analyze and drive business performance
Not allocating fixed costs to inventory can avoid false profits and mislead performance analysis and business decisions.
ROI
net profit
Operating expenses
throughput
selling price
direct variable cost
invest
in stock
fixed assets
Financial Statements (General)
balance sheet
cash flow statement
income statement
Throughput Accounting (TA)
throughput
invest
Operating expenses
十三、 Poka Yoke system
Effectiveness of Poka-Yoke Devices
No need for attention: no mistakes even if you make an oversight
No experience required: laymen can do it right
No expertise required: no one can go wrong
No inspections required: get things done right the first time
Three Types of Poka-Yoke Devices
Contact error-proofing devices (e.g. multi-layer screens)
Fixed value poka-yoke device (rectangular, circular, square)
Step-type error-proofing device (product flow card)
Six ideas for error prevention
Eliminate the possibility of errors by redesigning your product or process
Adopt more reliable processes to improve the stability of product and service supply
Reduce the probability of errors through error-proofing factories for products or processes
Make work easier to perform by simplifying techniques and combining steps
Identify errors in previous processes so problems can be resolved quickly
Minimize the adverse consequences and impact of errors to the greatest extent
十四、 Demand management for smooth liquidity
Effectiveness of Demand Management
Helps match win-win factors and win-win capabilities
Helps distinguish ineffective requirements from valuable requirements
Smooth out fluctuations in demand, schedule, and supply
十五、 Standardized operation SOP
Properly allocate and optimize the combination of personnel, work, resources and other operational elements to form stable, repeatable and capable processes, steps and methods
Workflow®
Constraints®
Resource Allocation®
Work Order®
Standard Operating Procedures SOP®
Continuous improvement
十六、 DMAIC improves circulation
1. definition
Problem description: to explain what problem needs to be solved
Quality elements: to clearly define the boundaries of the problem
Goal description: To determine the improvement goals that need to be achieved. The goals should be SMART
2. measure
Determine metrics
Verify measurement system
Quantify performance improvements
3. analyze
Collect statistics
Analyze cause and effect
Determine root cause
4. improve
Ideate solutions
Choose a solution
Verify solution
5. control
development control plan
Implement control plan
sustain improvement achievements
十七、 IDDOV design cycle
1. identify
Collect customer information
Determine customer needs
Demand development project establishment
2. definition
Quantify customer needs
Refining key requirements
Determine design requirements
3. develop
Design Parameters
control points
Metrics
4. optimization
Technical Parameters
Process parameters
Tolerance design
5. verify
Test design prototypes
Analytical process capabilities
Establish a control plan
十八、 SIPOC process management model
A framework for measuring process capabilities and controlling process variation
1. supplier
2. enter
3. process
4. output
5. client
Draw controllable process management diagrams
1. Identify who are the internal or external customers involved
2. Determine what products or services to output to satisfy customers
3. Identify process activities and determine process scope and boundaries
4. Determine the materials, information, and resources required for the process
5. Determine who the suppliers of materials, information, and resources are
Coordination of production, supply and marketing
Nine tools for customizing mechanisms
Performance Appraisal Flowchart (Eight Steps)
一、 Determine company performance goals
The company’s strategy for the next 3 to 5 years
The current level of the company
external market environment
Industry development trends
二、 Break down company goals into departments
Division of departmental functions
Department cooperation rules
Company leadership approval
三、 Break down department goals into positions
First to the group and then to the position
Job Responsibilities
四、 Break down job objectives to employees
Different abilities correspond to different requirements for work results.
Those who are capable work harder, and those who work more will gain more.
After the target allocation, the weights are added up and reviewed.
Communicate the feasibility of goals to employees
KPI is the breakdown of work goals
五、 Extract assessment indicators
Extract key indicators, i.e. key actions to achieve the goal
Analyze what key achievements are needed to achieve the goal
When extracting indicators, don’t worry about whether they cover 80%, as long as they reflect the work goals.
Performance indicators are divided into priorities and matched with corresponding weights.
六、 Specify assessment cycle
Assessment without time limit is meaningless
The assessment cycles are separated, which not only conforms to the characteristics of the indicators but also saves energy.
Performance Appraisal System SMART Principles
七、 Establish an evaluation system
That is, the standard of accounting
Clearly define standards for completion at all levels
八、 Establish reward and punishment standards
Performance objectives have clear rewards and penalties, and bonuses are distributed in a reasonable and evidence-based manner
Clarify the relationship between points and bonuses
Simple and clear is most suitable, complex design is not suitable
Three pictures, three tables, two books and one design
High-level bias
strategic capabilities (goals)
The ability to define mechanisms
Middle-level bias
Management capabilities (programmes)
Training execution
Grassroots bias
Execution ability (method)
Ability to get results
Three pictures
strategic goal planning chart
Performance goals, cost goals, market goals, talent goals, product goals, system goals
Organization Chart
Rights, responsibilities, benefits, competencies
Promotion channel chart
Grading, subdivision, etc.
Workshop director
Excellent workshop director
Ordinary workshop director
Acting workshop director
team leader
Excellent team leader
Ordinary team leader
acting team leader
staff
Excellent staff
General staff
Internship employees
Three tables
job analysis sheet
8 hours of full load work to reduce time waste
performance appraisal form
Forced to grow and change employees’ working habits
Promotion and Demotion
Consider gains and losses, advancement and retreat
two books
Senior Talent Introduction Instructions
Employee Target Responsibility Letter
One design
Salary design
6 principles: Give money, give power, give responsibility, be competitive, reward the good and punish the bad, motivate employees to prevent risks
The whole process: Goals (supported by data) ® Organizational structure (goals broken down to departments and employees) ® Job analysis (for positions) ® Performance appraisal (for individuals) ® Salary design ® Promotion ® Training (empowerment, positive incentives and negative incentives) )®Dismissal Recruitment
"Salary" description
Salary (material, money)
salary
Complete your job
bonus
to achieve goals
performance(performance)
reward (spiritual, feeling)
honor
Disciplined
promotion
Good character and values
behavior (effect)
Dividend design
Finance and accounting
Equity Design
Financing, listing
Factory goals, system process management
supply chain management
Target
Delivery rate (number of delayed batches)
inventory turnover
Sluggish stock
replenishment cycle
blacklist
Inventory accuracy
Institutional process
Three production methods are used
Five principles of production planning
Ten steps to improve inventory cycle rate
Six steps to deal with dead inventory
Eight ways to improve inventory accuracy
Complete set, batch and work order management
Production management
Target
Production efficiency UPPH
Area effect
efficiency
Equipment overall efficiency
Line change time
Institutional process
Ten steps to improve production efficiency
Eight steps to improve quality
Focus on five steps
Six steps for quick line change
Seven principles of on-site management
Benchmark production line inspection list
sales management
Target
sales forecast accuracy
Overdue accounts receivable
value-added gross profit
Order share
Future rolling forecast
Average unit price growth rate
Institutional process
Customer management
Customer complaints
Market positioning
market research
New product research and development
Product Pricing
Financial Management
Target
Seven major costs of factories
Material (material cost) variable cost
Labor (labor cost) fixed cost
Fee (manufacturing cost) fixed cost
Management (administrative costs) fixed costs
Sales (cost of sales) fixed cost
Research (R&D costs) fixed costs
Financial (financial costs) fixed costs
How to make money and how to increase profits
business analysis methods
Value-added gross profit/inventory amount
Value-added gross profit/operating costs
cash conversion cycle
Institutional process
Budget control and business analysis
Salary structure and process indicators
Product Strategy and Pricing Strategy
Talent training and process optimization
Improve rules and improve processes
vertical integration theory
Capacity calculation
Target
Calculate the number of demand lines/number of equipment units
Calculate the number of people needed
Institutional process
Calculate required hourly output
Standard production table UPPH
Calculate the number of production lines required
Standard manpower configuration table for each line
Calculate the number of required personnel
Comparison of actual and required number of people
Monthly report and continuous improvement
Sales and Profit
Monthly output value per capita
Production cycle
Inventory days
Accurate delivery rate and quality pass rate
Improvement projects and technological innovation
career plan
Manager/Deputy Manager
supply chain management
Inventory/delivery rate
Director/Factory Director
Production and quality management
Production/Quality
General Manager/Vice President
General manager management
Finance/Sales/Human Resources
daily work
Regular reporting
Report halfway
Bring three plans to ask for instructions
Peer communication
Bold and proactive
Quantification of production targets (target management)
work report
basic situation
The main content of the work report is an overview and description of the actual work situation
Lessons learned
Experience and lessons can often be summed up in actual work, which has strong guiding significance for future work.
Achievements and shortcomings
Achievements and shortcomings are the core of reporting. The purpose of reporting is to affirm achievements and identify shortcomings.
future plans
When doing a work report, you must learn from the experience and lessons learned from the previous period of work, and indicate the direction of future efforts and propose improvement measures based on future work tasks and requirements.
Quantitative assessment of production management objectives
Production value/sales
Product output reaches tons
quality
The quality qualification rate reaches %
Rework rate %
Customer return rate %
Delivery date
Accurate delivery rate %
cost
Production costs are controlled within budget, saving % or exceeding %
Safe Production
Sound organization, perfect system, safety inspection, safety training, safety accident control and reporting
Quantitative assessment of production targets
Production output items
Production task achievement rate
Actual number of green bodies sintered in the kiln/Number of green bodies theoretically fired in the kiln*100%
Production output
Green yield
Big ball looks at the forming and screening section data
The small ball looks at the selection section data
Cooked billet output
The quantity of cooked billet screened into storage
sales
Sales for the month
Inventory of work in progress balance
Raw material balance
Total green work in process balance
Lead balance
Balance of returned materials
Total number of cooked work-in-progress balances
Productivity
Monthly output value per capita
Area effect
efficiency
Production Quality Project
Rate of qualified products
Product scrap rate
Rework rate
Production schedule items
Delivery achievement rate
Number of batch delays
Number of postponed batches
production cost items
Unit energy consumption reduction rate
Unit product cost reduction rate
Production safety project
Number of safety incidents
Safety training plan achievement rate
Production equipment project
Equipment integrity rate
Number of equipment maintenance stations/total number of equipment*100%
Equipment utilization
Production process projects
Timely completion rate of process testing
Process progress and results description
Number of process R&D
Management is to follow the process (process management)
Enterprise operation management process design and work standards
Process Design
Let the execution be visible from the map and discernable from the path
execute program
Let there be steps to follow and key points to grasp when walking straight ahead
Working standard
Let the execution have a basis to refer to and a scale to measure.
Assessment indicators
Let the execution have results to test and benefits to be calculated
Execution specifications
However, there are systems to follow for implementation and plans available
Management is about following the process
flow chart
process node
Responsible department or responsible person
Related information and forms
Flow Description
process node
Process node name
Responsible person or department
Job Description
Understand the process
Production process
Optimize process
Standardize the process
Inspection process
Control the process
Implementation process
Eight Cores of Operations Management (Operations Management)
1. information flow management
The basis of operations management and building an information flow management system
2. management by objectives
Combining process goals with result goals
Combining short-term goals with medium- and long-term goals
Doing well in the present is what companies look forward to most
3. Dynamic Monitoring
4. Decision aid
external environmental factors
Internal operational management factors
5. System Construction
6. process management
7. Assessment management
8. risk control
System documents (system management)
System files
manual
program files
Procedure flow chart
Operating instructions
Operating procedures, operating specifications, management systems, regulations
form
Forms, forms, records, ledgers, lists