PCI-4472B How informationized is PDCA in business-driven IT construction? D is the most, C is second, P has some, and A should be the least, because there are many personnel from various departments, there is no clear business Owner, there is no business demand, so there is no information construction, let alone digital, intelligent. When D and C receive annual attention and continuous construction investment, A is left out in the cold, and A is the largest number of business personnel, relying on everyone’s experience, without basic information support, closely related to KPI, and uncontrolled cost and efficiency, which is simply eating grass and producing milk. A is more in need of information, digital and intelligent support stage, only in this way, in order to extract the root of the problem, to improve P, improve D, improve C, in a real sense to form a closed loop PDCA, imagine this scene: Marketing a car in advance, will involve many parts of the demand changes, how to transform the change into the cost, time impact of the least action steps, to guide the automation, or manual cooperation semi-automated mode of execution, to specify the steps, time to execute, this efficiency is far better than manual experience to solve. Imagine another scenario where the scrap rate of parts is high, and the people in stage A analyze that the root cause is the assembly step problem, then they can add the prompt of the correct assembly step to the information system of D, and prompt it with video on the screen of the station, so that the operators can quickly understand and assemble according to the correct step, and greatly reduce the scrap rate. The information is provided to the quality inspection table of the section, so as to prompt the information and require a period of targeted inspection, which perfectly combines the solution measures of the problem with C and D.
The information, digitization and intelligence of the four links of PDCA complement each othPCI-4472B er and go hand in hand to find the possible problems at the source and solve them in the fastest time, thus greatly reducing the input of A, and also maintaining the high delivery rate and manufacturing lean to the maximum extent, so that timely and rapid delivery can be taken as the characteristics of our products. We can also take stable high quality as the characteristic of our products, so as to enhance the competitiveness of our products.
Therefore, based on the PDCA management mechanism, we combine information, digitalization and intelligence with the mechanism, give priority to the layout of A link, should have the opportunity to significantly improve KPI, but also improve the competitiveness of the supply chain to the product.
In the scenario of A, in the delivery type of business, it is to solve the problems in the execution process, that is, efficiently solve the problems and stable delivery; in the product type of business, it is to solve the problems in the use process of the product users, that is, efficient service operation and stable reputation.
So for A, what is the solution of digitalization and intelligence? The following steps are taken to analyze the scenario:
To push and receive a problem, it is necessary to consider how the problem information can be quPCI-4472B ickly understood by the receiver and can be understood by everyone.
How accurate is the push object of the problem? This is important for both efficiency and cost control;
How to pool relevant knowledge to help solve the problem;
How to facilitate problem recipients to carry out collaborative work, quickly contact partners, and quickly communicate, such as online meetings, quickly form communication notes, and split tasks according to What, Who and When, precise push, time management, and status collection;
How to judge the problem solving, we need to associate D and C’s system, and truly obtain the solution state;
Problem closing, problem reporting, measure resolution efficiency, update knowledge, and update personnel performance.
These steps, fast and accurate is the key to success.
