I. Understanding of Foxconn
Application of TPI: Foxconn began to implement TPI at the end of 200 1 and gradually established Foxconn's detailed target management system. These general indicators are decomposed layer by layer until they can no longer be decomposed. At each level of the decomposition index, there are a series of managers corresponding to it. The realization of all sun indicators will lead to the natural realization of sub-indicators, while the realization of all sub-indicators will lead to the natural realization of parent indicators.
In order to make the target assessment open and fair, Foxconn's TPI managers made all these indicators into management billboards and hung them in Foxconn's TPI indicator room. The billboards showed the changing trend of each indicator. The name of the person in charge of each indicator is also pasted in the corresponding position of the management billboard. In order to complete these indicators, the person in charge must make clear his own management measures, formulate a countermeasure table and stick it on the trend chart of indicators. Especially for the unfinished indicators, TPI managers will "pay attention" to these indicators, especially "patronize" the sites responsible for the indicators and check whether the corresponding countermeasures are in place.
Before the monthly middle-level cadre evaluation meeting, the TPI supervisor will make a courseware for evaluating the completion of indicators in advance. At the meeting, the chief accountant commented and evaluated the fund management, rewarded those who completed it, and punished those who did not, and led them to the TPI index room to personally check the completion of their own indicators and feel the pressure of operation. Relying on TPI to learn from Samsung, Foxconn gradually completed the establishment of target management operation mode, and tied the responsibility of fund management to each person in charge, ensuring the effectiveness of fund management, making Foxconn's business direction clearer and the fund management indicators easier to achieve. After the responsibility is bound, Foxconn does not rely solely on the basic skills of management cadres to complete it. Instead, combining with Foxconn's reality, we choose to cooperate with external consulting agencies at an appropriate time to help Foxconn complete the fund management indicators with the help of professionals.
Application of VMI: The so-called VMI means that Foxconn suppliers own and manage warehouses located in Foxconn manufacturing plants, so as to quickly replenish parts and ensure on-time delivery. Implementing VMI means that suppliers can know Foxconn's demand information in time and arrange production and supply reasonably; Reduce inventory, reduce inventory risk and inventory management cost, and accelerate capital turnover; In addition, under the specified conditions, the supply batches and batches are independently arranged, which reduces the operating costs, especially the transportation costs.
Foxconn divides all materials into three categories. The first category is consignment materials, which are stored in consignment warehouses. The ownership of the materials belongs to the supplier, but it must be deployed according to the agreement signed with Foxconn. These materials must pass the inspection, otherwise they are not allowed to enter the consignment warehouse. Suppliers should bring their own VMI warehouse administrators, but they must be trained and assessed by Foxconn before they can take up their posts. After the supplier sends the goods from the consignment warehouse to the material matching area according to Foxconn's requirements and signs for them, the ownership of the goods will be transferred from the supplier to Foxconn. The actual consumption of some materials in this kind of materials is accounted by backwashing method. The second material is its own material. This kind of material is stored in our own warehouse, which is the same as our traditional understanding of inventory management. The third kind of material is the material that customers send directly to the production line, and Foxconn defines it as "JIT material". This kind of material is generally bulky, such as cartons, foam, etc. , by the customer directly to the production line, not into the warehouse. Usually, after the monthly production plan is determined, Foxconn will send this big plan to the supplier in the form of notes from the purchasing manager, and the supplier will decide the material preparation plan accordingly. At the daily production planning meeting, determine the detailed operation plan in recent days. The purchasing manager sends this purchasing information to the supplier, and the supplier arranges production in time and transports it to Foxconn's production line overnight to ensure production.
Through the implementation of VMI, Foxconn transformed most materials into consignment materials, thus reducing a lot of liquidity. Compared with competitors, Foxconn's liquidity is more "carefree".
Application of lean production: In 2003, Foxconn began to implement "lean production". The consultant teacher soon discovered the fatal flaw of Foxconn's planning system and the huge waste of hanging line transportation. At the suggestion of the consultant, Foxconn rearranged the production capacity, and laid out the riveting machine and cross-stitch machine inserted into the workshop according to the production process, leaving only a little space between the machines in order to control the "inventory". In fact, Foxconn has clearly defined "standard inventory" in the process of implementing lean production. Foxconn also used the gap between the assembly lines of the whole machine to move the plug-in line to the whole machine production line, so that the substrates produced by the plug-in line can be directly sent to the whole machine assembly line, which completely eliminated the inventory behind the original plug-in line and reduced the occupation of a large number of production funds.
In the process of developing lean production, Foxconn has established a pull production and operation system. Billboard is the carrier of pulling system, which records the variety, time, material name, quantity and so on of products produced by the whole machine. Before the product is produced, the assembly line of the whole machine writes the required parts into the production bulletin board, and sends the production bulletin board to the previous procedure, which produces "the right products in the right quantity and delivers the products at the right time" according to the requirements of the bulletin board; For the materials sent directly from the warehouse to the whole assembly line, the whole assembly line will write the parts needed for this process into the drawing billboard, and send the drawing billboard to the procurement center warehouse, which will distribute them accordingly and complete the handover with the whole assembly line in the matching area. Through drawing, Foxconn has greatly reduced the inventory between processes, reduced the occupation of production funds and accelerated the turnover of production funds.
In the production process of Foxconn, there are often some machines that fail due to technical and material problems and cannot be put into storage in time. So these faulty products are stored on the floor of the production workshop, and it may take a few days to repair them. In addition to making the production workshop site look very messy, it is easy to cause quality accidents because of unclear identification, and more importantly, it takes up some production funds. In response to this situation, Foxconn set up a "production abnormality notice board" at the door of the production workshop. When these anomalies appear, the monitor of the production line will write down the specific situation on the billboard, and the responsible department will immediately coordinate and solve them, ensuring that these machines can be repaired in a short time and passed the inspection and put into storage.
Through various means, Foxconn's production capital turnover has made unprecedented achievements in history, and Foxconn's production process has gradually become the most distinctive and important part of Foxconn's management.
Core value: forever brand
For the first time, the brand connotation is defined as "strong gathering of materials and healthy Fuji", which highlights the strong desire of enterprises for talents with broad mind and unlimited integrity. At the same time, the CI system was introduced to gradually form a brand operation system in which culture and behavior complement each other, and Foxconn gradually entered the era of brand management. In the sense of pan-core competitiveness, "gathering materials is strong and Fuji is healthy" is the first time that Foxconn brand refines its core competitiveness. The strong coverage of this cultural core competitiveness has made Foxconn's capital operation and diversification during 1994- 1998 a great success.
However, just like Aucma's "there is no best, only better", this pan-philosophical brand core competitiveness has a fatal flaw in many brands' markets. That is, the characteristics are vague and rarely combined with the characteristics of products and industries, which leads to a lot of advertising expenses of enterprises being wasted when they play the role of popularizing information. Foxconn then began the second refining of brand core competitiveness. This time, Foxconn is obviously confident in its own scientific and technological talents and technical reserves, and this unique competitiveness of the relative enterprise can easily form two good associations-Foxconn products have high technical content and good quality; Foxconn's good corporate culture and performance can attract talents-this is enough for Foxconn, which was only involved in the consumer electronics, communications and information industries at that time, to win an indispensable high reputation for the sustainable development of the brand in the market. Facts have proved that Foxconn 1998 has successfully achieved brand transformation in IT products under the propaganda of relatively concentrated competitiveness of "innovative technology". But unfortunately, there are obvious differences in the interpretation and understanding of "innovative technology" among enterprises. First of all, it is reflected in the inconsistency of advertising language; Secondly, it is reflected in the inconsistency between newspaper advertisements, TV advertisements and news propaganda. More often, there are more things about Foxconn's "conservative finance" and "capital operation" in the media than innovative technology; Third, Foxconn's low visibility reflected by its low investment has affected the role of word of mouth.
In brand operation, Foxconn adheres to the eclectic practice of "flying in the sky" and "walking on the ground". The conductor said that the group level is responsible for the "Foxconn" brand, its planning, promotion, standardization and supervision; Each product company is specifically responsible for the combination of "Foxconn" brand and product characteristics, that is, under the constraint of * * * brand, build and maintain its own product brand, shape the unique personality of each product brand in the connotation of * * * brand, and focus on products instead of "Foxconn". For example, TV companies are responsible for the brand of "Foxconn TV" and shape its image of environmental protection technology and high-tech products that care for life.
This brand management idea of two-way responsibility system has achieved fruitful results in Foxconn's brand building. But today's contradiction is how to grasp the "degree" that the group and the product companies are responsible for respectively, and how the group can more effectively supervise and manage the brand promotion of each product company. If these contradictions are not resolved, due to institutional reasons (the group and each product company are independent accounting entities), things of "consistent purpose and conflict of interest" will still occur from time to time in actual operation. For example, if the group only considers the shaping of Foxconn brand and requires all product companies to use high-grade materials such as aluminum alloy to strengthen the aristocratic sense of the brand, regardless of the operating conditions and product profits of each product company, it will often cause opposition or disguised execution of each product company; However, product companies have repeatedly emphasized objective reasons and refused to accept the group's request to strengthen the basic quality of service personnel, which also hurt brand building. In this regard, Foxconn believes that:
First of all, the articles of association of Foxconn brand management should be established. The Foxconn Brand Management Manual, which covers core values, framework, organizational guarantee, extension principles, implementation of basic norms, future development planning, etc., should guide and constrain the brand promotion behavior of all product companies that use the brand. In the part of brand framework, it is clearly pointed out that the core value of each product brand should and must be "innovative technology". For example, the core value of Foxconn's main board "environmental technology" is the embodiment of technological innovation, and the core value "perfect component" of the next-level brand "Destroyer" is a further interpretation of "environmental technology", thus deepening the core value of the brand "Foxconn" step by step. At the same time, it is standardized through Pinzhi VI Manual and Brand Marketing Manual.
The brand image is unified in various interfaces. The formulation and release of these three manuals were first recognized by the top management of the enterprise, and they were publicized and studied among the middle and grass-roots personnel in various forms, and gradually established a logo system that penetrated into all aspects of the enterprise.
Secondly, emphasize "strict law enforcement", and impose economic penalties and informed criticism on units and individuals who violate the provisions of the three manuals. At the same time, make targeted comments on the internal media of enterprises, and give play to the role of culture in promoting brand management. Since the release of "VI Manual" in April 2000, the Group Marketing Center has successively issued 15 inspection notices; Nearly 30 individuals and units were severely punished. At the same time, the brand manager of Foxconn put forward the monthly appraisal and evaluation of influential TV advertisements, newspaper advertisements and leaflets, which was more standardized and creative with the participation of group leaders and brand managers of product companies. In this way, the brand management of product companies will soon be standardized.
Two. Personal income
What is 1? Is it?
Establish methods and standards; Effectively control the cost performance; Creation of value engineering; Rational use and distribution of resources.
2.IE consciousness
Awareness of cost and efficiency; Problems and reform consciousness; Work simplification and standardization consciousness; Global and holistic consciousness; People-oriented consciousness.
3. The world is flat
The arena in today's world has been razed to the ground. More and more people will find that they can find more and more partners and competitors. People will compete and cooperate with more and more people all over the world. People will compete and cooperate in more and more jobs, and people will have more and more equal opportunities.
Globalization is neither a phenomenon nor a temporary trend. Globalization is a combination of capital, technology and information that transcends national boundaries. This combination has created a single global market, which needs to be diagnosed and guided by finance plus politics, culture, country, security, science and technology and environmental protection.
The development and progress of society, especially the rapid development of communication, electronics, transportation and science and technology, has greatly narrowed the distance of the world. The differences between countries, regions and cultures have gradually disappeared, replaced by the great integration of the whole world, just as an idiom says: far away.
The world has shrunk, almost becoming a painting of Pingping Zhang. The development opportunities brought by this are almost exciting, and the competition caused by this is also cruel. Just like the boutique house on the street, it was a small storefront opposite yesterday, and it is likely to become a partner of a European manufacturer overnight. Great changes have taken place not only in the whole business direction and strategy, but also in the successful performance of symphonies on a global scale-this is the opportunity brought by Flat World.
2. Development of industrial engineering
Since the reform and opening up, China's economy has developed by leaps and bounds, and it is becoming a manufacturing power and an economic power. However, the efficiency, quality and cost level of enterprises in China are far from those in developed countries, and the resource consumption is huge. This development model can hardly meet the requirements of further development of a country with a population of1300 million. By adopting reasonable design and effective control, industrial engineering can significantly reduce the consumption of various resources in the system and realize the intensive development of enterprises. The research and implementation of industrial engineering can improve the efficiency of manufacturing enterprises and public affairs management, and enhance the national competitiveness, which is an effective way to implement Scientific Outlook on Development, establish a conservation-oriented society and realize independent innovation.