Many of our enterprises regard the core of production control and PMC as "calculation", which is very bad. Never treat the plan as a calculation, or you will definitely go into a misunderstanding.
Because most of our enterprises now have an extremely unstable state in the production process: unstable materials, unstable production process, unstable equipment, unstable personnel, unstable quality and so on. Even the products that have been completed in the previous process will not be taken in the next process. This situation often happens in enterprises.
For example, when I once went to a furniture company, I encountered this situation: the woodworking workshop had already completed the production task of this link, so they piled those products aside, and they felt no obligation to send them to the next process; And the paint shop in the next process didn't come to get it. They think it's none of their business if the carpenter's shop doesn't send it over. As a result, this release is 2 months. The reason why this happens is that the two workshop supervisors are at odds, ignoring each other and not cooperating.
Someone asked: "These methods in MBA textbooks are very common in foreign-funded enterprises. Why can foreigners use it and we can't? " Because most foreign-funded enterprises, especially German-funded and Japanese-funded enterprises, can prevent the occurrence of abnormal situations to a great extent, and their production control is also in place, these models can play a stable role in their enterprises, but in our enterprises, it is often "people are not as good as heaven." What is our "day"? "Heaven" is a pervert, and Heaven is our employee. Work hard when you are in a good mood and slack off when you are in a bad mood. So, are we going to count or not?
We also want to calculate, but the calculated results can only be used as a reference.
The most important thing for us to do well is inspection, which depends on a large number of inspections-rolling inspection to ensure the effectiveness of the plan, rather than relying on calculation to predict the effective plan.
For example, the project cases we have done—
After Dong Peng Chemical Company implemented the Japanese plan,
Here, it is that we should replace "calculation" with repeated "checking". We should actually check it, but once is not enough. To make a rolling inspection, you should finish the inspection today, continue the inspection tomorrow and check again the day after tomorrow.
Why 15 has just been put into production, and it is necessary to check the materials day by day today? Because today's information only represents today's situation, even if the material is found in place today, it may have changed on the 2 nd, for example, it has been misappropriated by other orders: this material was found today and will not be found tomorrow. This situation is very common, because your order was produced on 15, and others delivered it on the 5 th, and this material is urgently needed. Even if it is misappropriated, the boss will not.
Therefore, although we have formulated strict rules and regulations to require everyone to act according to the regulations, it is actually difficult for us to make everyone act according to the regulations 100%, so our remedial measures are to ensure that in case this material is taken away, it can be found at least the next day, and the shortage can be known in time and bought back in time.
On the other hand, if all the materials found today are not in place, then some of the materials owed may come back tomorrow, and those who don't come back tomorrow may come back the day after tomorrow. Therefore, the actual situation is constantly changing every day, and it is necessary to constantly check.
So the core of our rolling survey is frequent response.
In fact, I have always had a wish to integrate China traditional culture into production management. Therefore, our "rolling investigation and frequent response" actually includes both Buddhist thought and Taoist thought. We must understand these cultures, otherwise it is difficult to do these actions properly.
This is why Ober emphasizes awareness and investigation: investigation is the means of awareness, and awareness is the purpose of investigation.
Because after investigation, I knew where there was a shortage of people, so I quickly recruited people; Where there is a shortage of equipment, we will replenish it; Where there is an abnormality, we will solve it immediately, and so on, so that the problem will die when it first rises, then it will die when it comes up, and then it will die when it reappears ... so that all problems will be extinguished in time and all problems will be solved. This is the Buddhist thought at work.
The world has been changing. We can't understand all the points behind at one point. If we want to understand it, we must change with it. Things have changed today. I'll check tomorrow, the day after tomorrow. This is the core idea of the Book of Changes.
Therefore, our OBO advocates rolling investigation, frequent response and quick response after frequent response.
Fast response means that we should respond quickly. If we don't react quickly enough, it will become another way. Therefore, after the procurement and workshop of many of our enterprises were abnormal, when we reacted, the situation was different from what we had reflected before, because our response speed was too slow.
In other words, the trinity of rolling survey, frequent response and quick response is the core of OBPMC.