How to break the traditional production management mode?

Most enterprises in China stay in the mode of single variety (few varieties) mass production. With the development of economy, the traditional production management mode of single mass production has not adapted to the present and future economic and market needs. Instead, it is a "multi-variety, small batch" production method. How do China enterprises change their production management mode? This is the key point related to the current stability and future development of enterprises. In the field of informatization of construction enterprises, MES is the best choice. Why is there such a statement? And listen to this article slowly. 1. Problems in traditional production management: Enterprises are facing the challenge of "multi-variety, small batch" production mode, which is a harsh reality for enterprises in China. Its specific performance is: at present, large and medium-sized state-owned enterprises are the pillars of China's national economy, and their profits, potential losses and losses account for 1/3 respectively. Many industries and enterprises have a large backlog of finished products, heavy "triangular debts" and declining economic benefits, especially in electromechanical processing and assembly manufacturing. The reasons are both macroscopic and external, but the overall level of production management in China's industrial enterprises is backward, which is one of the important and fundamental reasons. Faced with severe challenges and harsh reality, China's manufacturing industry is bound to undergo earth-shaking and fundamental qualitative changes, which will inevitably drive the whole national economy to take off. So we should formalize these problems first: 1. Due to the constant changes in market demand and frequent changes in production plans, the work of material preparation, capacity balance and multi-drink scheduling to adapt to the changes in plans is very complicated and heavy, which is beyond the scope of manual operation. 2. The acceleration of product upgrading and the increasing diversification of users' demand for products have forced the production mode of enterprises to change from small-scale production with few varieties to small-scale production with many varieties, and from estimated production to order production. Enterprises are facing more and more pressure of concealed weapons delivery. 3. In the case of increasing product quality and structural deformation, the preparation of production technology is often not completed in time, and the production and supply of spare parts are out of line with the assembly progress of copper products, resulting in chaotic production order. 4. The equipment is tight and loose, and the production capacity is not fully utilized. Production balance cannot be achieved. 5. It is difficult to customize the inventory purchase plan, which often leads to a serious backlog of inventory materials, an increase in expired scrap, and a large amount of funds occupied by inventory. 6. After the implementation of the management system centered on improving economic benefits, the requirements for cost accounting and control are getting higher and higher, but the basic work is very weak and cannot meet the needs of strengthening cost control. 7. Managers are busy with transactions, tired of coping with all kinds of emergencies, unable to grasp the key to production, and fall into a passive situation where management lags behind actual production and is pushed away by production. Second, the content of the transformation of traditional production management mode: 1, the transformation from "product-centered" organizational production to "parts-centered" organizational production means that in the production process of a company, "logistics" and "information flow" between production stages are based on "products"; The "logistics" and "information flow" in each production stage flow and pass by "parts as a unit". Although to produce a product, it is necessary to design parts one by one and then process them one by one, that is, to do practical work on the basis of parts, but it cannot change the productization characteristics of a production process. It is precisely because of the inconsistency between production stages and the internal unit caliber of production stages that the characteristics of traditional production management mode have emerged. 2. The transition from non-institutionalization, non-programming and non-standardization of management to institutionalization, programming and standardization of management is a weak link, and the non-institutionalization, non-programming and non-standardization of production management has become one of the characteristics of traditional production management mode in China. Reflected in the management business, management methods, production operations, production processes, reports and documents, data and so on. Especially in the production site, there are many phenomena such as disorderly production and management, "running, running, dripping and leaking", "dirty, chaotic and poor". 3. In terms of management means, one of the signs of the transformation from manual management to computer management modernization is the computerization of management means and office automation. Computers have appeared in enterprises in China for more than ten years. From the perspective of industry, the computer management level adopted by process enterprises (such as steel, petroleum, chemical industry, etc.). ) is higher than that of non-process enterprises. Large enterprises are higher than ordinary enterprises. At present, most enterprises are in the transition period from manual management to computer management. Computer management is still used locally, such as personnel files, labor wages, material inventory, cost management and other single-top management. Computer-aided design (CAD), computer-aided process planning (CAPP), computer-aided manufacturing (CAM), material requirements planning (MRP) and other computer management methods are not widely used in market forecasting, decision-making, production planning, production operation planning and control, product design, process tools and product manufacturing. Third, the role of MES and lean production in enterprise production management: MES is the executive layer between the planning layer and the field automation system in ERP, which is mainly responsible for workshop production management and scheduling execution. By implementing MES system in enterprises, management functions such as production scheduling, product tracking, quality control, equipment failure analysis and reporting can be integrated on a unified platform, and a unified database can be used to provide workshop management information services for production departments, quality inspection departments, technical departments and logistics departments. By emphasizing the overall optimization of manufacturing process, the system helps enterprises to implement complete closed-loop production and establish an integrated and real-time ERP/MES/SFC information system. Lean production is a production management mode. Through the changes of system structure, personnel organization, operation mode and market supply and demand, the production system can quickly adapt to the changing needs of users, simplify all useless and redundant things in the production process, and finally achieve the best results in all aspects of production, including market supply and marketing. Different from the traditional mass production mode, it is characterized by "multiple varieties" and "small batch". For example, the progress and quality information of MES production site in home appliance industry is transparent: dynamically grasp the production status and efficiency of each production line; Update the online and offline information of the job in real time; Capacity, efficiency and quality of each production line; Can reflect the quantity change of key materials along the line; Can truly reflect the situation of product repair; On-line error prevention, timely detection and timely correction, improve the complete set of operations; Improve the reliability and timeliness of physical calibration. Considering the physical arrival and IQC inspection conclusion, the complete set of functions is suitable for assembly work and assembly work in the assembly workshop (such as plastic parts of internal machines). Improve the integrity of homogeneous information. Consider the commitment of self-made parts and reserved materials to realize the systematic management of material commitment; Build a daily scheduling information sharing platform, so that kanban and assembly workshop can check the latest daily scheduling situation in real time.