The “three-level plan management model with the monthly plan as the leader/week plan as the target/day plan†is the author's many years of practical experience. It is the essence and model of plan management, and it is highly operational and theoretical. Value planning management model. What is a plan? â— Goal with a goal â— quantitative work â— Limit the cost of doing things â— who does things â— How to do things â—How to do it Second, what is no plan â— Think dry â— Ask dry â— Doing things without knowing what to do next â—I don't know who will succeed afterwards â— I don’t know how much it should be â— do not know which one first â—I don't know who is responsible for this matter â— Do not know who I manage â— don’t know what else is needed â—Years know how much â— Do not know which one to deliver first â— do not know when to ship Third, the results â— Production - missed â— Quality - poor â— people - scattered â— Work - chaos â— Efficiency - low â— Cost - high â— Market - Nothing Fourth, the root cause of analysis The misunderstanding of the planning issue is the fundamental misunderstanding of production management activities. The important reasons for ignoring the production plan and the failure of the production plan are the following: â— Leader's contempt It is irrelevant to think that it is not necessary to engage in planning. â— lack of skills Without the professional ability to plan well, the plans that were made were flawed and could not be implemented. â— Closed doors The plan was separated from reality and could not be operated. Several planners shut the door and "take it for granted" to "point the country." â— Lax requirements The plan has no binding force. The lower level does not implement it if it does not want to implement it, and it does not implement it if it does not implement it. â— lack of cooperation Because of the untimely materials and the immaturity of the process, the lack of staff or the wrangling between the workshops and departments caused the plan to go down the drain. â— Shortage of resources Because the influence of funds, talents, and materials has hampered the formulation of scientific plans. V. Basic principles Responsible for the principle of responsible personnel at all levels of the plan must be responsible for the development of a dedicated person, easy to grasp the overall plan and prevent plan conflict. Timely Release of Principles After all types of plans have been formulated and approved, they should be promptly released to the relevant departments. The issuance of plans should be completed without delay or delay. Document acceptors must perform the sign-off procedures. The principle of unity shall be strictly unified among the plans at all levels, and shall not contradict each other and conflict with each other. The principle of light and heavy sorting must be the focus and non-emphasis in the same plan. In the arrangement of the plan, we must pay attention to this difference, and through the formulation of the plan, ensure the realization of the key points. The order of the principle of priority order plan cannot be easily changed once it is discharged. In particular, the lower level plan cannot change the order of the higher level plan. The one-by-one completion principle and each of its plans are completed and cannot be delivered. It is better to complete them one by one. Six points of interpretation The production planning work involves whether a production system can play its due role for a relatively long period of time. Generally, it includes the prediction of production varieties of enterprises and the rational deployment and use of human and material resources. To achieve the most effective production of the desired product. In more specific jargon, the production plan seeks such a kind. It satisfies the demand while minimizing the costs and storage costs incurred due to labor changes. Production planning work is often referred to as "comprehensive scheduling" to distinguish it from the schedule used to implement the production plan (job schedule). The comprehensive schedule involves the arrangement of some relatively large and total planned projects, such as considering the varieties and types of products produced, carrying out special sales, changes in the current manpower, changes in sources of supply, etc. The purpose of the long-term planning arrangement is to arrange the most effective schedule of the main schedule indicating each exact item and production date within a certain period. According to the main schedule, schedules can be drawn up, specific work orders and input arrangements can be made. 1. Production plan strategy Production planning can have two functions: one is only passive and passive, that is, the enterprise simply responds and tries to meet the demand for the product; the other is the active role, that is, the enterprise tries to influence or control the demand. â— Positive response to demand In many cases, companies are often "passive", only to meet the requirements that have been put forward, and do not attempt to change the demand. A newly-built enterprise with insufficient capital may not have enough funds and manpower to change prices. The other situation is a rapidly developing company whose products have a large market demand. Its main problem is how to increase production as much as possible and obtain the funds needed for expanding reproduction. The third situation is that many enterprises are engaged in economic competition and are relatively coordinated in product competition. The output of each enterprise accounts for a small proportion of the total market. Each enterprise can only obtain reasonable profits and each can Close to optimal productivity in the production and management. â— Positively affect product demand In periods of low demand, sales can be increased through price cuts, intensified marketing, and various incentives, incentives, and activities. For example, a furniture factory can stimulate demand by reducing the price of old furniture when developing new products. By selecting non-periodic products, it is possible to stabilize the load on the production equipment. For example, on Children's Day Children's Day launched a series of children's furniture. Delayed delivery is ideal for maintaining production stability. Its success or failure depends on whether the customer agrees to accept the delivery deadline. In some cases, customers are reluctant to wait. Sometimes, even if the delivery date is shorter than the scheduled one, the customer also requires delivery in advance. Therefore, an important talent of the salesperson is how to persuade the customer to accept the acceptance. A range of major delivery changes. In addition, some stimuli can be used to influence users. 2. Forecast method In order to formulate production in production plans, it is first necessary to forecast demand, which is the basis of the plan. With this prediction, you can plan the required manpower, materials, productivity, and storage levels. There are two types of forecasting methods: one is the statistical method, which includes quantitative analysis; the other is the subjective or intuitive method of judgment, which mainly depends on estimation and judgment. The statistical method is based on this assumption. It believes that historical data can be used to predict the future and can use past data to predict future demand. In most cases, the demand for a product or service can be broken down into six elements: average demand over time, trends, seasonal effects, cyclical factors, random changes, and this correlation. Forecast method: â— Simple moving average method â— Weighted moving average method â— Exponential smoothing Linear regression analysis 3. The realization of the plan In the production or after-sales service work, after the quantity forecast and production plan are continued, the main schedule will be established. The production plan must consider the constraints of production capacity, normal work shifts, festivals and holidays, and draw up a feasible schedule. The main schedule further concretizes the production plan and amends it according to actual orders and actual production, and draws up measures to keep the schedule feasible. The revised main schedule has become the basis for the development of a detailed schedule. The detailed schedule stipulates when the work will start, where it will take place, what materials, equipment, and how much manpower it will require. Which can be called a production plan, and which should be put on the production schedule, has clear boundaries in many aspects. The deadline is the most effective sign that distinguishes the two. Most industrial production schedules are based on days, weeks, and months. If a decision is made on productivity and storage for more than one month, especially when it comes to changes in the number of labor, the natural number plan is more appropriate. It must be clearly defined where the production or service will be carried out and when and by whom. If the hypothesis of the external conditions in the production plan is not true, the plan cannot be realized because the labor resources may be limited or limited by the specialization of workers' technology. 4. Design of job planning system A job plan is a timeline for completing tasks, utilizing resources, or configuring facilities. The preparation of the work plan can be seen as the implementation of the production plan and as a continuous activity throughout the production system. The purpose of the operation plan is to decompose the total production plan into the tasks of the week, day, and hour according to the time schedule, that is, to plan the work load of the production system exactly in a short period of time. When planning a job planning system, you must ensure that the following responsibilities are fulfilled: 1 Work assignments, equipment, and personnel are assigned to work centers or other designated work sites. This is basically based on the balance between the required capacity and actual capabilities. 2 Decide the order of completing work orders. This is also the priority for scheduling tasks. 3 According to the schedule, put into planning tasks, which is usually called the scheduling of work orders. 4 Check the status of each work task list in the system, which is usually called "tracking" 5 Supervise escaping or key task sheets. 6 Adjust the work schedule when the actual situation of the work order changes. 5. One-piece production operation plan The single-item production operation plan can be divided into two cases: project project operation plan and single-piece small-lot shop job plan. â— Project Operation Plan A project usually refers to a series of related work included in large products that take a long time to complete. The work plan of a typical project can be seen in aerospace engineering, shipbuilding, large-scale construction and heavy equipment manufacturing. For most of the projects, the main task of the operation plan is to coordinate the resources, manpower, materials, and equipment. The supply should be guaranteed whenever and wherever needed. â— Single small batch job shop plan When a production shop holds some orders and treats an order that it undertakes as a “minor projectâ€, it is a single job shop plan. This situation is that the production route of each order should be separately formulated, each task should maintain a separate record, and the progress of each task in the system should be strictly monitored. This is not to say that in this system this product cannot be processed in batch with other products. Indeed, in many cases, individual orders are combined with other orders as they go through various processing stages. However, due to their different requirements for completing the schedule, the materials and services involved in the process are different, and they are not expected to adopt the same processing route at the same time when passing the system. There are six important items for a single batch job plan: 1 The way the task arrives; 2 The number and types of processing equipment in the workshop; 3 The number of people in the workshop; 4 flow patterns of production tasks in the workshop; 5 The principle of priority assigned to processing equipment; 6 Job planning evaluation criteria. â— Task allocation method Special methods for solving transportation problems in linear planning can be used in single-workshop job planning, scheduling tasks to workers, scheduling to machine tools, and so on. This method can be applied in the following situations: 1 There are several things to arrange for several objects; 2 Everything must be arranged to one object and only to one object; 3 can only be measured by one standard, minimum cost, maximum profit, or minimum completion time. 6. Batch production operation plan Batch production is the production of a limited number of identical products for the purpose of fulfilling a specific order or meeting a certain continuous demand. When the production of this batch of products is completed, the production system can be used to produce other products. 1 A batch of products is only produced once; 2 A batch of products are repeated from time to time according to the demand; 3 A batch of products are periodically re-produced at regular intervals to meet ongoing demand. â— The “depletion time†method to complete the production operation plan The "depletion time" method is used to determine the production time of a group of products that share the same type of equipment. "Depletion time" refers to the scheduled product production time, plus the products already in stock to meet the demand for this product. The basic goal of this method is to balance the production capacity, such as the use of equipment at the time of the station, so as to achieve the same “depletion time†for all products, so the efforts made in this group of products are balanced. Instead of focusing on just a few products and ignoring other products. 7. Mass production operation plan Mass production can reduce production costs, as does furniture production. This facilitates the unified planning of workshop production and saves the time for die change. After the proficiency of the workers increases, it also facilitates quality management. The formulation of such plans is mainly a matter of the strict arrangement of the transfer time of the processes and the cooperation of the material plans. 8. Continuous processing operation plan The requirements for product type composition and production sequence in continuous processing operations are generally determined by the production plan. The furniture production plan is a continuous operation plan, which is a process and a production process. The requirement of such plans is that each process must be executed according to the planned completion time, otherwise it will affect the work of the subsequent process. 9. One-piece production operation plan The single-item production operation plan can be divided into two cases: project project operation plan and single-piece small-lot shop job plan. (1) Project Operation Plan A project usually refers to a series of related work included in large products that take a long time to complete. For example, a furniture factory has a new large class production line. This is a “project operationâ€. In this project operation, the coordination of population, equipment and materials will be one of the main tasks of the plan. (2) One-piece small batch operation plan When a production shop has some orders and treats an order that it undertakes as a "minor project", it is the situation of the single job plan of the shop. For example, at the same time there is an office building a group of office furniture, a hotel a suite of furniture needs production, then the production line for each order should be formulated separately, each task should maintain a separate record, the progress of each task in the system It must be strictly supervised. (3) Task allocation method Special methods for solving transportation problems in linear planning can be used in single-workshop job planning, scheduling tasks to workers, scheduling to machine tools, and so on. This method can be applied in the following situations: 1 There are several things to arrange for several objects; 2 Everything must be arranged to one object and only to one object; 3 It can only be measured by one standard—the lowest cost, the largest profit, or the shortest possible completion time. 10. Standardized service operation plan This is mainly reflected in the after-sales service of furniture. Good after-sales service is the need for the company to win the market, and the operation plan of the standardized service is the basis of this work. VII. Decision-making plan 1. Be careful to plan the month carefully and plan the "main line" of the plan. The "Month Plan" is the overall plan and the most general plan of the three types of plans. The "week plan" and the "day plan" should be formulated on the basis of the "month plan" and the starting point for the establishment of the "month plan". The "week plan" and the "day plan" are the decomposition of the "month plan" and are more detailed, thorough and feasible than the "month plan". Under normal circumstances, there is room for dismantling the plans at the next level, and “tighten and relax later.†For example, breaking down a "month plan" into four "week plans" does not mean that each "week plan" is a quarter of the "month plan", but rather a little more to prepare for an emergency. 2. To formulate a detailed and specific weekly plan and achieve practical The "week plan" is more specific and detailed than the "month plan", and the amount of tasks and time are more clear. The "week plan" should be more than 80% accurate. In the case that the "month plan" has already been issued, the "week plan" should be issued about one week in advance so that all departments and workshops can prepare personnel's materials. 3. It is necessary to use the “day plan†as the work goal and assessment target, and to ensure the completion of the “week plan†and the “month plan†through strict implementation. Without the completion of the "day plan" on time, the "week plan" and the "day plan" became castles in the air, losing the conditions and foundations for existence. 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