To do PMC well, every link in the process, from product ordering to qualified product delivery, needs to be controlled, that is, supply, production and sales control. So, how to control the completion of a factory product? Where is the breakthrough of control? Below, I will talk about my personal views on how to control the supply, production and sales, and also ask the insiders for advice. First, do a good job in collecting basic data. For an enterprise, it is necessary to make supply, production and sales smooth. 1, and do a good job of data collection of machine productivity in the workshop. Capacity refers to the ability to calculate how many products a workshop can produce in one day through the horizontal output of one machine for one hour and the horizontal output of one operator for one hour under the condition that there is no shortage of materials and personnel, the workers' proficiency in operation is normalized and the performance of workshop production machines is good. 2. Statistical production capacity is the most important basis for replying to customers' delivery. The current market environment is implementing the law of "the strong win, the weak decline". Many people say that we have reached the industry standard. In fact, the industry level is only the ability to get an opportunity for tens of thousands of times. Such enterprises are not competitive. Only by making accurate capacity assessment, statistics and arrangements can we gain greater confidence from customers. 3. The evaluation of statistical productivity should avoid the dogmatic thinking of workshop staff. Some workshop managers often define "how much can only be achieved" according to past production experience, which lacks breakthrough and often leaves room for reporting data and is afraid of taking responsibility. 4. The statistics of production capacity should be based on actual measurement. First, find out a machine with different performance, find out the raw materials used in a batch of products with different specifications, find out a few workers with better operating proficiency (not very skilled or unfamiliar), and then assign a productivity surveyor to a machine or a process. When the start time of measurement comes, the surveyor is in charge of a machine or a process. From the time when the materials are turned on, we can know the production output of one hour, and then add up the output of the same machine for one working day to know the daily production capacity of the workshop. Of course, the average production capacity can also be calculated by long-term statistical reports of working procedures or workshops. However, such data will not be a breakthrough. Second, do a good job in WIP according to the principle of planning. 1, delivery principle, short delivery, urgent delivery and early production. 2. Order classification. I don't appreciate customer classification, because every customer has been evaluated, so we should all serve well. Orders need to be classified, and this work mainly depends on business personnel to learn more order information from customer procurement and R&D department. Principle of capacity balance. In order to avoid the bottleneck process, we should fully consider the testing and molding process when arranging orders. These two processes are limited by the production efficiency of test fixture and mold. Of course, large orders can consider preparing multiple sets of production tools. In many cases, the delivery time is delayed during the test. If the pre-process control is not good, it will affect the test speed and there will be more board repair. When the unqualified products were found here, the delivery time had been delayed once. If each model is scheduled for in-product testing, it will not only prolong the process, but also increase the cost. 4. Process evaluation. There are many processes, and it takes a long time to confirm the complexity of the process, so pay attention. Third, we must do a good job in pre-purchasing. 1. Prepare the materials and determine the procurement cycle. The procurement cycle refers to the time from the official purchase order issued by the company's purchasing department to the delivery of goods by suppliers to the company. The procurement cycle is generally in days, but it is best to be accurate to the hour. 2. The quality and delivery management of outsourced processors should be tracked by special personnel. Regularly inspect the production site of outsourcing processors. 3. The design and development department should make preparations for the auxiliary tools for product production, and the key orders should be followed up by special personnel. 4. Order processing must have a time limit. Many enterprises delay delivery not because the products are left in the workshop for too long, but because the orders are delayed in the office for too long. For example, customer orders are not checked for a long time, order approval is not timely, and order optimization disposal is unreasonable. 5. The purchasing department shall work with suppliers to make statistics on the "minimum delivery quantity" of each specification material. For materials with small orders and low consumption of raw materials, if this index is not well counted, there will be a situation of stopping work and waiting for materials if you are not careful. 6. Do a good job in the calculation of dynamic safety stock. In order to deliver the goods to customers in time, and the company does not have downtime, it is necessary to prepare "safety stock" for commonly used materials in the warehouse. 7. According to the monthly order plan of the marketing department, report to the senior management in combination with the process capacity, optimize the capacity and reserve personnel in advance. Four, order settlement and improvement work can not be ignored. 1. Organize the production plan review meeting every day, announce the completion and unfinished according to the delivery date, and establish the reward and punishment system. 2. Special person shall track the progress, mantissa and key products. 3, regularly check the production site management, for the phenomenon that affects the efficient output to the department to put forward improvement requirements. 4. Improve the production efficiency and the first pass rate of products, organize meetings to optimize the production capacity, and report the improvement results to the top management. Fifth, do a good job in the selection of important positions in PMC department. The PMC department has a material manager and a planner. These two candidates should not only have the theoretical level of PMC control, but also have a good understanding of internal materials and production, and of course have a strong sense of responsibility. Sixth, do a good job in the assessment of relevant supply, production and sales links, and conduct horizontal control and assessment of the previous process department through another department. 1, the achievement rate of production plan, which should be provided by the planner of PMC department. 2. One-time qualification rate of product batches shall be provided by the quality inspection department. 3. Material loss rate. This index should be provided by the material controller of PMC department. For the production department, there should be statistics on the achievement rate of the production target of a single man-hour and the man-hour consumption of equipment and facilities under unexpected circumstances, which should be counted by the production department itself and the documents should be reviewed in a planned way; Turnover rate and rework rate are counted by quality inspection department and reviewed by QA. For the quality department, the assessment indicators include the misjudgment rate of incoming materials, the misjudgment rate of working procedures, the misjudgment rate of finished products and the effective complaint batches of customers; These indicators should provide evaluation data through the statistics of planners and market followers. For the division, the assessment indicators include sample return rate, sales completion rate, payment collection rate, effective handling rate of customer complaints, etc. These indicators should be provided by the finance department. For PMC department, the assessment indicators include timely delivery rate of orders, accuracy of order quantity application and warehouse material turnover rate. These indicators should be provided through warehouses and workshops. Seven, do a good job of PMC itself and have very strong communication and coordination skills; Strong digital concept and digital sensitivity; Strong planning and overall planning ability, meticulous thinking, strong team spirit and good execution. Eight, there are plans to arrange production overtime in each production process, control working hours, and save water, electricity, gas and materials in the production process. IX. Material management requirements: 1. Do a good job in the safe inventory of materials according to the order target, so as to prevent the waiting materials in the production process. 2. The warehouse materials are FIFO, and the accounts, cards and materials should be consistent. Clean up the dead material inventory every month to reduce the stagnant flow of company funds. 3. If individual materials are replaced with new ones, the distribution shall be controlled according to the "Material Use Standard". Those exceeding the standard shall be reported to the leaders for approval. 4. According to the market trend, cooperate with the purchasing department to make a zero inventory plan for some materials. By interlocking the above workflow and putting it in place, PMC departments should be able to do better.