【8-15】页 浅谈BOPP企业的内部管理.doc

2011 BOPP、BOPA薄膜产业链市场与技术发展研讨会Market Distribution and Technology Development Conference on BOPP and BOPA Film Industry Chain 2011浅谈BOPP企业的内部管理加强内部流程管理建设 增强BOPP企业盈利能力张 进（浙江伊美薄膜工业集团有限公司副总经理）很早就有这样的一句话：只有不赚钱的企业，没有不赚钱的行业，对于OPP这样蓬勃发展的行业就更是如此。经历过BOPP企业的起起伏伏的我们，更是能以一种坦然的心态去见证这一切。就目前国内BOPP企业而言，很多企业都是有两条或者两条以上的生产线，这样对我们的内部的管理要求很高，稍不小心都可能造成很大的浪费，做BOPP企业的都知道浪费100万和节省100万是很容易的。那么就要靠人来管理，但目前来说各企业管理水平参差不齐，很多企业都是民营企业，在这些老板的观念中有种根深蒂固的观念认为抓住两头：买和卖，内部几个指标：成品率、优等品率就可以了。但是他们很快就会发现企业不像他们想象的那样，企业的内部生产总是起起伏伏，好一个月坏一个月，质量和投诉也是如此。因此我认为BOPP企业的管理是有其特点的，只有掌握了这些特点才能降低企业的成本，也只有更低的成本，才能为企业在竞争中处于不败地位。一、BOPP企业内部的流程管理建设的必要性目前国内BOPP企业来说，据我所知很多企业管理基本还谈不上什么流程管理，缺乏科学管理的概念意识，仍停留在具有中国传统特色的人盯人的管理模式基础之上，管理过程中遇到问题就事论事，见招拆招。由于很多问题错综复杂，不能从根源上梳理祛除病根，不久还会反复出现，类似西医治病一样治标不治本。近些年BOPP企业竞争激烈，盈利空间不断压缩，做出来膜就赚钱的时代已经终结，仅靠买和卖盈利已经非常艰难。就是在这样的经营环境情况下，就应该引入现代企业管理理念，加强流程管理建设是十分必要的。流程管理的核心是流程，流程是任何企业运作的基础，企业所有的业务都是需要流程来驱动，就像人体的血脉。流程是把相关的信息、数据根据一定的条件从一部门或个人输送到其他部门或个人，得到相应的结果以后再返回到相关的人员。对于BOPP 企业来说，要想内部不混乱并有一定盈利能力，至少需要以下这些流程：1、合同评审及接单流程流程是因客户而存在的，流程管理的真正目的是为客户提供更好更快的服务，也就是流程的起点是客户，终点也是客户。评审过程对规范化企业管理是必不可少的环节，在ISO9001质量管理体系中尤其注重评审环节工作的必要性。从合同评审环节开始，我们就要针对客户需求进行识别，客户真正需要的是什么类型，有哪些技术要求，反过来我们能做什么哪些产品，技术上能否满足客户需求，最后关键的就是能给企业带来多少利润，这些都需要我们去考虑。BOPP在我们的印象中虽然已经是再普通不过了，但是并不是每个企业生产的出来的都能涵盖市场各种使用要求，再退一步来说也没有哪家BOPP企业生产的某一类型BOPP产品能满足各类客户使用要求的，所谓的万能型BOPP产品也许在非常局限范围内存在，但广义上来说是不存在的。如果这些我们BOPP企业不去在源头上认真对待，后面紧接着就是一连串的问题陆续出现，诸如订单到手后发现我们不能做，即使能做又出现生产成本增加导致不赚钱，更后面就是做的产品不能满足客户使用，导致投诉这是最糟糕的事情。 2、生产计划控制流程一个优秀的生产计划员，可以直接、间接为公司创造丰厚的利润。生产计划一方面是为了满足客户要求的三要素“交货期、品质、成本”而计划；另一方面又使企业获得适当利益,而对生产的三要素“材料、人员、机器设备”的适当准备、分配及最佳组合。从科学管理的角度来说，计划已经远远超出我们认为的排单下单这一简单重复的工作，而是对公司生产进行全面统筹协调安排。怎样通过合理的计划安排，实现制膜过程尽可能实现转产次数最少，保持生产稳定，怎样保证排产浪费最低，减少由于排单控制不合理，造成多生产导致库存，或者边料过宽浪费等等；如果这一切都做好了，就能为我们BOPP企业无形中创造出不可估量的价值。3、生产过程控制流程当前的大中型企业中对生产过程控制都十分重视，尤其跨国企业的生产过程管理控制相对来说比较规范科学。这一控制过程不仅关系到产品质量的能否得到保证，还直接决定生产成本是否能控制在合理范围内，在很多BOPP企业中要做到这一点是有很多潜力可以挖掘的。首先从投料环节怎么控制损耗浪费，生产不正常造成的损失浪费怎么控制，这些可能已经习以为常了，已经当做很正常现象对待了。其实在每个BOPP企业日常统计中都会有这样一组数据，洒落到地面的地扫料每月多少吨，生产过程产生废膜又有多少吨，生产损耗多少等等，这些都是生产过程中可以去控制的因素。成功的管理流程是要靠企业制度来保证的，实施流程管理对企业管理的作用又是多方面的。简单地从企业不同层次员工的角度谈一谈流程管理的作用：对企业负责人而言，不用担心有令不行、执行不力；对中层干部而言，不用事事请示、不再受夹板气；对基层员工而言，掌握了正确做事的方法，不用再背黑锅。用一句话来说，那就是流程管理让一切工作变得更简单，让企业盈利变得更容易。二、BOPP企业的产品的市场定位BOPP产品随着下游市场需求多元化发展趋势，也在走多元化发展之路。BOPP企业产品分类主要还是靠企业的市场决定的，但是不管是定位哪些市场，都是要想得到利润的最大化，都是要保证生产线的正常运行。现在大部分生产线都是高速宽幅的生产线，生产线的不稳定都会造成极大的浪费，所以对于这些生产线我们最理想的方式就是生产单一的品种、连续化生产。这是我们产品定位的重要原则，也是我们每个管理者的重点责任。对于多条生产线的公司，做产品的差异化，也是同样的道理。公司销售的领导者也是围绕这个目标：让每条线尽可能的做到产品的稳定。只有这样才能把公司内部运营成本最大化的降低。我们怎样结合自己的企业实际状况，给我们产品进行合理定位，站对位置，瞄准方向，使我们的一些产品打造成我们自己的拳头产品。突出自己产品竞争优势，在市场中占据稳固的影响力，如此才能在市场上赢得有利竞争地位，这样使我们这些产品订单形成规模，最终促使大批量连续化稳定的生产。在以上的工作都做好之后，我们来聊聊BOPP企业的内部成本控制问题。三、BOPP企业内部的成本控制点盈利点日常谈到企业盈利能力，首先想到的应该是销售业绩，当然这也在情理之中，生产的产品实现了销售是企业生存最基本盈利突破口。但是对于企业正常盈利分析来说，为什么会盈利，很简单的说就是销售价格高于成本价一定幅度范围之上，才能实现企业盈利。至于营销方面怎么去为企业盈利，是由负责营销领导们要考虑的。在这里要谈到的是我们BOPP企业怎么样去通过生产过程控制，降低生产成本，这也是提高企业盈利能力的重要环节，也就是我今天要提到的几个内部控制点，简单的说就是盈利点。1、首先尽可能的做好计划控制刚才在企业内部流程建设中提到，一个优秀的生产计划员，可以直接或间接为公司创造丰厚的利润，这些都是我们不能直观感受到的，往往容易被很多公司忽视掉。有一句古语：凡事预则立，不预则废。意思就是说不论做什么事，事先有准备，就能得到成功，不然就会失败。在这里我们不就此论成败，我们希望通过我们严密的计划工作，实现最大程度的成功，应该是可以达到的。就我们BOPP企业生产来说，在下达生产计划任务的同时，就要根据订单情况计划好生产量、制膜宽度及其多余量需要多少，包括生产所需辅料也要计划准确。举个很简单的例子：在分切时会边料要留多宽，是5公分还是10公分，这样就存在差距，如果计划没安排到位，边料多出5公分的话，按照幅宽8米算下来，占实际产量的0.625%最终不是成品而是废膜，如果是四条线的企业年产10万吨，一年下来已经有625吨本不应该产生的废膜，就只算加工成本少说1500元/吨，损失已经93.75万元，这就是开始所说的浪费100万和节省100万是件很容易的事。这仅仅是管中窥豹，略见一斑，生产过程此类事情不胜枚举。2、生产过程控制我们的生产设备已经属于比较复杂的生产系统了，虽然自动化程度越来越高，但是整个过程控制还不能完全交给电脑来完成，所有工作都需要人为操作来完成。提高我们生产过程控制水平，确保拉伸出符合我们预期要求的薄膜来，也是能为企业创造利润的突破点。在实际生产过程中，尽可能的保证生产的稳定，但经常会遇到连续破膜、产品出现瑕疵等问题，这时我们必须迅速的反馈，果断决定，开拓思路分析问题，避免钻牛角尖。我们的设备是24小时连续运转的，当班的工人遇到问题由于个人能力有限不能解决，必须及时上报获得支持，也是过程控制中必须要重视的，尽可能减少不合格产品出现，更要杜绝批量不合格的产品出现。生产的管理团队建设是每个企业非常重要的一件事，一支有战斗力，能迅速解决问题的生产团队是每个企业的财富。3、做好设备管理许多企业的设备管理都是头痛医头，脚痛医脚的方式。具体的说应该是设备维护和保养的救火队了。我们的设备管理也应当做到计划管理，并且和生产计划统一起来管理，有很多设备管理者会抱怨设备故障很难把握，其实这种心态是不对的，通过有计划的细致的保养，就可以解决很多故障的发生，再通过巡检又可以解决一些问题。我们统计过突发性的设备故障只占设备故障的1/10左右，因此设备管理是可以做到计划管理的。其实这和我们人的健康一样的道理，注重日常饮食起居习惯，才能减少疾病的发生，将一些疾病提前预防，就不用等到病得不行了再去医院。好的设备管理是生产保障的基础，设备有效的运行时间才是生产基础。至此，回过头来看看行业状况，一片唉声，抱怨市场形势不景气，这些是客观因素不是哪一家两家企业可以改变的，市场经济大环境我们要去适应，能改变的就是加强我们企业内部控制管理，苦练内功，做好关键盈利点，来提高企业的盈利能力。最后引用老子道德经中一句话，作为本次演讲的结束语，和大家共勉：治大国如烹小鲜，我们企业也一样。Investigation into Internal Management ofBOPP Film Production Enterprise To Strengthen Construction of Internal Procedure Management and Enhance Enterprises ProfitabilityZhang Jin(Deputy General Manager of Zhejiang Yimei BOPP Film Industry Group Co., Ltd.)An old saying goes like this: there are loss-making enterprises in every profitable sector, which is efficient for an industry as booming as BOPP film. Having experienced so much ups and downs, now we could face difficulties with a calm mind. At present, most domestic BOPP production enterprises boast 2 film production lines or more, which proposes high requirement for internal management because a small mistake may result in a great waste. Its a common sense for the enterprisers that to save 1 million RMB is as easy as to waste 1 million RMB. How could we avoid waste? The answer is management. However, most private business owners still hold this deep-rooted concept: internal management means yields rate and excellent product rate, purchasing and selling decide profit margin. However, at the end, those traditional enterprisers find that internal production is out of expectation and composed of ups and downs, after one rosy month, there is always one gloomy month, which results in the same cycle of clients complaints. From the above phenomena, we could draw the conclusion that BOPP business management has its own characteristics, only those who grasped these rules could lower the production cost and then remain success in the competition. 1. Necessity of the construction of internal management procedure in BOPP production enterprisesAs far as I know, there is no procedure management within many BOPP enterprises. The enterprisers couldnt erase the problem in the origin phase.The profit margin of BOPP film industry has decreased continuously due to the intense competition. Under such background, to implement modern enterprise management system and construct procedure management seem to be necessary. The core element of procedure management is proper procedure, which functions like the blood vessel of human body. The definition of procedure is as following: to deliver data or information in accordance certain way from one department or person to another one. The corresponding result will be fed back to the relevant personnel. In order to construct a clear management procedure and gain profit out of it, we need at least the following procedures.1.1 Contract evaluating and order receivingClient is the prerequisite for the existence of the process. The purpose of procedure management is to provide better and prompt service to clients. As a result, we can say, client means both the starting point and the terminal point of procedure management. Evaluation procedure is essential to the standardized management of business and the ISO9001 quality management system. We should identify clients need at the phase of contract evaluation, which means we should study the clients demand for product specification and their technology requirement. In addition, we should also consider carefully that whether our technology is competent and how much profit we could obtain from this contract. Although BOPP film has become a kind of common article, there is not such a single company who could produce all kinds of film to cover the full spectrum of market demand. There is no universal BOPP film.If we dont evaluate the order at the origin phase, we will definitely face a series of problems hereafter, such as, we find that we are incapable of finishing the order, or we will complete the order with a higher cost, or our product cant meet the demand of our clients and we receive complaints and reclaim requirement. 1.2 Production planning and controllingAn excellent production planner will directly and indirectly create huge profit for the company. On the one hand, production planning will satisfy the three elements of client management, delivery, quality and cost. On the other hand, production planning will guarantee proper profit for company by way of appropriate preparation, distribution and the best combination of three production elements, namely materials, personnel, machinery and equipment. From the perspective of scientific management, the concept of production planning now means a series of comprehensive co-ordination arrangements, far beyond the traditional order assignment and order conducting. We should create more value by developing reasonable scheduling, keeping stable production and minimizing converting number, inventory and material waste. 1.3 Production process controllingNowadays, most medium and large-sized enterprises attach much importance to the controlling of production process. Generally speaking, the multinational corporations have developed standardized and scientific controlling measures concerning production process. The quality of production process controlling will decide not only the product quality, but also the production cost, which is a blank field for many BOPP production enterprises, such as to decrease waste in the feeding phase, control the loss in the abnormal production phase. In addition, many BOPP enterprises collect statistics such as the monthly material collected from the ground, the waste film and the production loss etc.A set of complete enterprise management system is the guarantee of successful implementation of management process. All classes of enterprises will benefit from the process management: the CEO doesnt need to worry about the poor implementation of procedure any more; the middle managers dont need to ask permission from the upper officials and bear complaints from both upper and lower classes any more; and the junior staff have correct procedure to follow and could avoid unjust blame.In one word, procedure management enable us a simpler work and easier profit-earning way.2. Marketing positioning of BOPP filmWith the diversified development tendency of the downstream market, BOPP film industry is undergoing a diversified development experience too. Whatever a marketing positioning taken, the only purpose is to obtain maximum profit and ensure the smooth operation of production lines. Nowadays, for the widely adopted high-speed and large-width production lines, even a short period of unstable operation will result in huge waste. Consequently, the ideal production manner is continuous production of one type of film, which is not only the important principle of our product positioning, but also the responsibility of each manager. This principle is valid for those companies boasting a number of production lines and adopting differentiated competition too.The officials of sales department should work for this target: to position their products rationally, to build their own brand according to the actual situation of the enterprises, expend the companys influence, win a favorable competitive position and at the end obtain enough orders and lead to a stable high-volume continuous production. On the basis of the above work, we will discuss the internal cost controlling within BOPP enterprises. 3. Internal cost control point within BOPP enterprise- profitability pointGenerally speaking, when we speak of corporate profitability, we means sales revenue. However, if we analyse corporation profitability, we should include cost-saving ability. Only when the selling price is higher than the cost to a certain degree, could the corporate achieve profitability.Hereby we will discuss the measures taken by enterprises to decrease cost and increase profit, namely the internal controlling point, or profitability point. 3.1 Planning controllingAn excellent production planner will indirectly create huge profit for enterprise. However, the planners contribution have been easily overlooked in many enterprises.We have an old saying: fully preparation means half success, which is valid for production planning because thorough planning is the insurance of successful production.As for our BOPP film production enterprises, we should work out production volume, film width, the redundant volume, and raw materials and auxiliaries before we assign production task. For example: when we slit film, how large an edge should we leave? 5cm or 10 cm? For a 8 meter-wide film, if the edge were 5 cm larger than the desired size, the waste film will account 0.625% of the actual output, which means 625 tons of waste film for a 4-lines corporate with an annual productivity of 100, 000 tons. If the cost is 1500 Yuan per ton, the financial loss will be as high as 937,500 Yuan. Now we could be clear that to lose 1 million Yuan is as easy as to save 1 million Yuan. I could give many other instances. 3.2 Controlling over production process Although our equipment is highly-automated, human operation is still indespensible. To improve the production controlling level and produce th