What is pmc? Did it work?

PMC is the abbreviation of product material control, which means production and material control.

Usually it is divided into two parts:

PC: production control or production control (commonly known as production management in Taiwan Province and Japanese companies). The main functions are production planning and production schedule control.

MC: Material control (commonly known as material control), whose main functions are material planning, picking, material scheduling and material control (bad material control and normal incoming and outgoing material control).

● What are the main aspects of capability analysis? Production capacity analysis mainly aims at the following aspects:

1, what model to make and the manufacturing process of this model.

2. Machines and equipment used in the process (equipment load capacity).

3. The total standard time of products and the standard time of each working procedure (human load capacity).

4, material preparation lead time.

5. Site size (site load capacity) required for production line and warehouse.

● What principles should be paid attention to in production scheduling?

When arranging production planning and scheduling, we should pay attention to the following principles:

1, delivery order principle: the shorter the delivery time, the more urgent the delivery time, and the earlier the production is arranged.

2. Customer classification principle: customers can be divided into key customers and general customers. The more important customers are, the more attention should be paid to their schedules. If a company classifies customers according to sales volume according to ABC method, Class A customers should be the highest priority, followed by Class B and Class C.

3. Principle of capacity balance: the production of each production line should be smooth, the production speed of semi-finished product line and finished product line should be consistent, the machine load should be considered, there should be no production bottleneck, and the production line should be stopped.

4. Process principle: The more processes, the longer the manufacturing time, so pay more attention.

● What is easily caused by poor management of ●PMC?

The poor planning ability, control ability and communication and coordination ability of PMC are likely to cause the following phenomena:

1. Frequent material downtime: due to unplanned production or unplanned materials, the progress of materials often fails to keep up, resulting in frequent material downtime.

2, producing a full meal to a hungry meal: because of frequent shutdown and refueling, when the materials arrive, the delivery time will naturally become shorter and the production time will be insufficient. Only work overtime to catch the goods, sometimes starve to death, sometimes die.

3. Inappropriate material planning or poor material control, semi-finished products or raw materials can not be picked up, and a large number of materials that should not come and should not come are accumulated in the warehouse, so the production is naturally not smooth.

4. The production schedule only plays a formal role, and the production plan is divorced from the actual production. Planning is one thing, making is another. The production plan doesn't work at all, it's just a formality.

5. Inappropriate sales forecast or analysis of production capacity, unreasonable production capacity arrangement, no room, weak mobility of production plan, frequent changes in production plan and too many urgent orders will make the implementation of production plan a bubble.

6. The coordination of planning, production and material progress is not strong, which affects the delivery date and reduces the company's reputation.

7. Production is often out of order and quality is out of control, resulting in frequent rework, affecting the implementation of production plans and causing a vicious circle.

From a big point of view, PMC's process is the company's operation process: from the moment the sales order is obtained, PMC will take over and participate in all subsequent work, such as filing the customs clearance contract for new products (if there is no export, there is no need for customs filing), and then obtain MRP (Material Requirement Plan) according to the demand, guide the purchase order according to the material situation, and adjust the production in time. Because material conditions change greatly, the focus of work must be to adjust production according to material conditions. After the finished product is ok, you have to pay attention to whether it is put into storage in time, then the goods are detained, and then the goods are shipped by the customs ... Before the goods reach the customers, you have to consider whether there is any damage (RMA) in the middle. Of course, the details are later. In fact, four steps are enough to quickly establish an executable PMS.

The first link: determine the company's product direction and product strategy. This link is the basis of a PMS, which can also be said to be the market basis and profit basis of a company. A company must have a very clear product direction and product strategy. This direction and strategy is just a framework, just drawing a circle to tell employees what we have to do, which are key products, which are second-line products, and how to make these products. For example, a software company, whose product direction is individual users, has four product lines: entertainment, office, network application and system security. Entertainment and office are first-line products. According to the actual situation of the company, its product strategy is based on self-research, market retail, cooperation and OEM, whether as a leader or a follower. This is a principled thing that anyone in the company must understand. If OEM is the main system security software for individual users, even if the company has the strength to develop enterprise-level system security software, it will not do it, because it cannot go against the company's product direction, which will cause the company's resources to be tight, especially for the product management center. If a PM doesn't even know the direction of his company's products, can you imagine that he might be in line with the company's breathing? If there are brothers in the alliance, well said: PM must grasp the company's thinking and do what the company wants to do, not what you do and what you want the company to accept. So when you set up PMS, you must first make this clear and form a document. Give this document to a project manager whenever he joins the company. This company was not made by the human resources department, but by you. Only you are the person who knows the product trend of the company best. Actually, this document is very simple. I suggest a rectangular diagram to describe it. Explain what the company's product line is and what the technical core of all products is. The technology core already has those product applications, and the information of each product application at that stage (rising or falling, which is actually a simple product life cycle line) can make newcomers see at a glance, so that newcomers will not chase you every day after coming in and ask: What products are we going to make? Is this product suitable? For these basic problems, if you are an experienced PM, after reading this document, you can immediately find your own position and work direction, without wasting your breath. To sum up: this link is to clarify what PMC can do.

The second link: determine the internal and external resources of the company. If the first link determines what PMC can do, then the problem to be solved in this link is to what extent, that is, what kind of products you can make. The internal and external resources of the company mainly include technical resources, market resources and material resources (including equipment and investable funds), while the external resources include partners, public relations (including the government), word of mouth and influence. In fact, it is internal resources that play a major role. Let's start with technical resources. Technical resources only mean that R&D and the production department can make the products you designed to that extent. For an inappropriate example, it is also a car with four wheels and one engine, but the quality of domestic cars is very different from that of imported cars. Is it because our product designers are stupid and can't design a good car? No, it's because the manufacturing technology of our production department is not as good as that of foreign companies, which can be seen in many domestic products. Market resources are to make clear who our target users are, how big the market scope is, what is our share in each market, what form we usually enter the market, and so on. Make this resource clear, do some market research in the early stage, and there will be no jokes about selling down jackets to Guangdong. Later, it will help PM to formulate appropriate marketing strategies and better assist the sales department to complete the product listing. Material resources are to make clear that the company's existing equipment is available, and the company is willing to invest more in those products and less or no investment in those products. This determines that PM must focus on its work, and don't rush to get most of the company's resources for a product that the company doesn't value. Unless you have the power to turn the tide, you'd better be cautious and avoid the dilemma of folding yourself in. I won't talk about external resources one by one, because there are too many variables in external resources for PM to handle alone. Only partners in external resources. When designing a software, there is a function problem. In fact, this function is very simple, developers can't do it, but once they develop it themselves, it will directly affect the release cycle of the product. At this time, we need to consider using external forces to achieve it, so we found an individual who enjoys the software, just as he already has a molded thing. Why are you looking for someone? Because individuals are easier to talk about than companies. This example shows that no matter what industry, PM must have some external resources, especially the resources of partners. Accumulating enough external resources can make you more handy in your work, but it should be noted that the core of the product must be in your own hands, and the cooperation should consider the cost and adopt appropriate cooperation methods. Once you have enough partners, in a sense, you will greatly extend the extension of your products, which is very beneficial to yourself. To sum up: this link is to clarify what kind of products PMC can make.

The third link: it is a necessary means to determine the working relationship between upstream and downstream departments in PMS, because as long as it is a system, it will inevitably deal with all kinds of people and departments, especially for PMC and PM, which is even more important, because the essence of PM work is actually to use various resources inside and outside the company to serve products, and it is impossible for an unrelated product department to make any products. However, because the departments involved in PMC are basically at the same level or higher, the determination of the working relationship between upstream and downstream departments must be clearly written, approved by the company's top management, and formed a * * * understanding with other departments. The main function is to let other departments know what PMC does, what it does, what it can provide for other departments and what other departments need to provide for PMC. This process is complicated. The idea of PMC can be instilled through training and private chat. If it is really not feasible, it must be forced by the top. However, the premise must be that the top management is determined to establish its own PMS, otherwise, once the dispute of departmental interests is involved, the top management will definitely sacrifice the interests of the new department. In fact, the core of this link is to determine which departments are the entrances and exits of PMC, what are the corresponding interface specifications, and how to solve problems once they occur. There must be a dispute of interest between departments. In order to ensure that all departments can work together under the premise of consistent interests, the company must formulate a contract that takes into account both big and small. This is the departmental specification and interface specification, which is more important to PMC, because PMC is the only department in the company that will deal with all departments of the company, including marketing, sales, R&D, production and even finance. In the absence of clear upstream and downstream departments, to sum up: this link is to clarify which departments PMC depends on to do the fourth link: to determine internal norms and processes (guarantees). This link is the guarantee in PMS, the core construction direction of the whole PMS, and the only link that can be completely controlled by PMC itself.

The main specifications of PMC include:

1) departmental specification: This specification describes the job responsibilities, job characteristics, internal and external relations, organizational structure and working methods of PMC, and is actually a qualitative analysis of PMC.

2) Personnel specification: This specification is a description of the personnel setting, personnel requirements, personal job responsibilities and personal work scope of PMC, and it is a qualitative description of PMC personnel.

3) Product specification: This specification describes the company's product characteristics, technical characteristics, product level and product direction. And make clear what products PMC will make and what stage the existing products are in (this should be made clear in the first link).

4) Document specification: As far as the current situation is concerned, the communication between the company and the outside world is mainly based on documents, especially for departments like PMC, which mainly include document templates, document numbering specifications, document access specifications, document writing specifications, document level specifications, etc. In fact, there are not many documents, but in terms of application and use, we firmly oppose downloading templates from the Internet and using them directly. Although the documents are simple, in fact, the really good documents are processed.

5) Process specification: This specification mainly explains what the workflow of PMC and PM is like at work, from a product concept to full listing, which links are needed in this process, which departments are needed, and what role PM plays in each link, among which the most important is the product planning process (according to the product realization characteristics, there should be self-research, outsourcing and cooperation, and if there should be personal application products and enterprise application products according to the product application direction), and other processes that may be involved.

6) Evaluation standard: This standard explains how PMC is evaluated in the company, how individuals are evaluated in the department, what is the evaluation standard, how to evaluate, how to promote and demote, and so on.

The main processes of PMC include:

1) product planning process: this process should accurately describe all the links that the product has to go through from conceptualization stage to marketization stage, the person in charge of each link, the milestones that should appear, the documents that should appear, etc. If the company's product line is relatively extensive, involving individuals, enterprises, self-research and cooperation, then it is necessary to consider whether different product planning processes are needed. Sometimes a master process can't explain all the stages of product planning well, so it is necessary to decompose the process and refine it in stages, generally according to the five stages of the product (please refer to the article "Overview of Product Planning" in the alliance).

2) assessment process: this process mainly explains what steps a PM needs to go through before it can be obtained, rather than relying on personal subjective judgment. This process seems simple, but it is actually difficult, because a reasonable assessment process can objectively and comprehensively evaluate a PM. I suggest that this process should be communicated with colleagues in human resources, and never close the door. For the process, the basic principle is detailed, accurate and clear.

All in all: this link is to know what to do to achieve the goal of PMC. These four links cover the basic categories of product management system.

OEM has a close relationship with modern industrial society. For example, a well-known brand can't meet the demand for mass production because of its scale, or needs some specific parts because of seeking cooperation from other manufacturers. These partners are also called OEM (Original Equipment Manufacturer). For example, the CPU fan in the computer is not produced by Inter and AMD, but by Sanyo and other companies, thus ensuring the performance of the product. A large number of domestic mobile phones have mentioned the export waveguide, that is, OEM ... or OEM. Recently, a series of products with comparable sound quality to CD promoted by Onda are also OEM by Meizu.

So what is ODM? It turns out that after designing a product, some manufacturers will be taken away by other enterprises in some cases, and will be asked to match the brand name of the latter for production, or make some minor design changes for production. The biggest advantage of this is that other manufacturers have reduced their own development time. The industry is used to calling it ODM (Original Design Manufacturer). For example, if Company A slightly modifies the products designed by Company B and sells them under its own brand, then Company B will do ODM for Company A instead of OEM. There are many such products in domestic mobile phones, and every domestic mobile phone manufacturer has gone through such a road. Simply put, it is to use other people's designs to make products.

The difference between OEM and ODM is not just the name. OEM products are tailored for brand manufacturers. After production, only the brand name can be used, and products with the manufacturer name can never be produced. ODM depends on whether the brand enterprise has bought out the copyright of the product. If not, as long as there is no design appraisal of the enterprise company, the manufacturer has the right to organize production by itself.

In industrial society, OEM and ODM are commonplace. Therefore, when a merchant tells you that a product is an OEM or ODM product, don't believe that its quality is equivalent to a brand. The only thing you can believe is that the manufacturer has certain ability.