What are the basic factors of enterprise production capacity?

The production capacity of the enterprise indicators, generally have the design capacity, checking capacity, planning capacity of three basic factors.

First, the design capacity, refers to the industrial enterprise design task book and technical design files in the production capacity. It is in accordance with the design of the product program and a variety of design information to determine, after the completion of the enterprise, due to a variety of conditions, generally need to be reached after a certain period of time.

Second, the ability to check, refers to the enterprise production after a period of time, re-survey the approved production capacity. When the original design capacity level has been significantly behind, or the production technology conditions of the enterprise has undergone significant changes, the enterprise needs to re-examine the production capacity. Checking capacity is based on the checking of the year may be achieved within the advanced organizational and technical measures to calculate the determination.

Third, the planned capacity, refers to industrial enterprises in the planning year based on the existing technical conditions of production, the actual production capacity can be achieved.

Design or check the production capacity and planned production capacity indicators, there is a difference in level, they have different uses. New and rebuilt enterprises, due to the completion of infrastructure projects just put into production, there is a need to familiarize themselves with the process of mastering technology, so the level of planned capacity to be lower than the design capacity, after a considerable period of time, in order to gradually approach or reach. Checking capacity is also not the enterprise at that time can achieve the ability, generally should be higher than the planned capacity, only when the enterprise to achieve advanced organizational and technical measures, in order to achieve the checking production capacity. Design capacity and checking capacity, can be used as a day-to-day clear notes function of the preparation of the enterprise production scale, the preparation of the enterprise long-term planning, arrangements for the enterprise capital construction and technological transformation plans based on. The planning capacity is the enterprise to prepare the annual plan, determine the basis for production targets.

What means can be used when the enterprise production capacity contraction?

(1) mobilization of staff motivation, incentive methods and measures are: salaries, systems, emotional incentives, the establishment of an excellent corporate culture

(2) device: to ensure that the device is running normally, set a better process lead, multi-line production

(3) the development of a reasonable work and rest time: to ensure that the production does not stop, the staff did not complain, you can work overtime and overtime pay production

(4) Training and education: production training, improve staff skills, ability level, to achieve the people and "things" match

How to manufacturing enterprise production capacity pressure test

In fact, it is the analysis of the enterprise's production capacity:

Production capacity analysis

Production is the enterprise to carry out the conversion of resources, the central link, it must be in the quantity and quantity of the production capacity, the production capacity of the enterprise to carry out the conversion of the production of the production capacity of the enterprise. Production is the center of the enterprise's resource transformation, it must be in the quantity, quality, cost and time to meet the requirements of the conditions of the formation of competitive production capacity. Some scholars believe that the components of competitiveness include the following aspects:

(1) Processing techniques and processes. Processing technology and process decision-making mainly involves and determines the design of the entire production system. The specific content of such decisions include: the choice of technology, plant design, production process analysis, plant selection, production capacity and process of integrated support, production control and transportation arrangements.

(2) production capacity. Decision-making on production capacity mainly involves deciding the optimal production capacity of the enterprise. Such decisions include production forecasts, planning of production facilities and installations, and the organization of production schedules.

(3) Inventory. Inventory decision-making is to determine the reasonable level of raw materials, work in progress and finished goods. Specific elements include the variety of orders, time, quantity, and storage of raw materials.

(4) labor. Workforce decisions are mainly designed to design the design of the work, performance measurement, job enrichment, work standards and incentive methods.

(5) Quality. Quality decisions are to ensure that the enterprise produces and provides high-quality products and services. Specific elements include control of quality, samples, quality monitoring, quality assurance and cost control. The strengths and weaknesses of the above five areas can determine the success or failure of the enterprise, so the design and management of the enterprise production system must be compatible with the enterprise's strategy. On the other hand, corporate strategy managers need to carefully analyze the production sector and production management when embarking on the development of a new corporate strategy.

Below is a production management questionnaire with questions that will help most executives understand the strengths and weaknesses of the production department and production management.

Production Audit Questionnaire Form

1) Are production facilities and installations organized properly?

2) Should the organization have some degree of forward and backward integration?

3) Are the costs of purchasing and shipping quotas too high?

4) Are the firm's production and processing technologies being used appropriately?

5) Is the entire production process designed to be effective and efficient?

1) Is there a regular and effective forecast of demand for production and services?

2) Has production reached a reasonable economic scale?

3) Are factories, warehouses and points of sale reasonably located?

4) Are the number of factories, warehouses and points of sale appropriate?

5) Is the size of the factories, warehouses and outlets appropriate?

6) Does the company have fully planned production costs? Are they reasonable?

7) Is there a contingency plan in place to handle temporary orders?

8) Does the company have an effective production control system?

1) Does the company regularly check its inventory levels and inventory costs?

2) Do business managers understand how much it costs to order, receive, and ship goods?

3) Does the organization decide on a reasonable level of inventory for raw materials, work-in-process, and finished goods?

4) Do managers understand the relationship between sales and inventory?

5) Do business managers know what a reasonable production lot size is?

6) Does the organization have an effective inventory control system?

1) Does the business conduct time and job studies for all positions?

2) Are production jobs efficient?

3) Are production managers competent and highly motivated?

4) Are the organization's production standards clear, reasonable and effective?

5) Does the organization have a rational and effective production policy?

6) Are employee absenteeism and turnover rates below acceptable levels?

7) What is the morale of the production workers?

1) Does the organization have an effective quality control system?

2) Have the costs of quality control in the following areas been calculated and evaluated?

1) Preventive quality control costs

2) Inspection quality control costs

3) Processing quality control costs

What are the methods of imposing management on the production capacity of tourism enterprises

Qualifications: 1. The main industry has a certain advantage in the peer group, with a solid industrial position

2. Preparing to enter the industry has a bright future, and its own competitive advantage is obvious. The new industry has a certain degree of correlation with the main industry specific analysis of the diversification of tourism enterprises mainly take three forms: one is the horizontal integration, that is, the grouping of tourism enterprises; the second is the vertical integration, including the backward integration of supply for tourism enterprises and the forward integration of sales terminals for the end-users; the second is the vertical integration, including the backward integration of supply for tourism enterprises and the forward integration of sales terminals for the end-users. The third is the hybrid union, that is, a mixture of the above two ways, involving shopping malls, car companies, fast food companies, entertainment, recreation and other tourism-related industries.

In the implementation of the path, according to their own actual situation and development needs of tourism enterprises can be adopted in two modes:

1, self-development of the internal expansion mode

Most of the world's tourism enterprise groups are through the internal self-development of the gradual expansion of China's tourism enterprises in the process of diversification is also used in this way, and most of them have achieved success. For example, initially to the hotel industry, and then to the commercial, service industry, real estate industry, finance and insurance industry and other areas of expansion; or initially to the travel agency, and then with the development of business needs to gradually establish tourism transportation, tourism development, tourism and catering business groups. Generally speaking, the enterprise to take the internal self-expansion mode, mainly based on the following conditions: ① the enterprise to implement internal expansion costs lower than external mergers and acquisitions; ② to enter the field is an emerging industry, the enterprise can not be acquired through the acquisition of diversification opportunities; ③ the enterprise has the resources have already had in the new field of competitive ability. In this model, the tourism enterprise utilizes the established resource advantages, including marketing network, customer base, etc., to extend its business to the upstream and downstream industries directly or indirectly related to its main business, which improves the efficiency of industrial operation and is welcomed by customers, and saves a large amount of expenses related to the development of new markets. The disadvantage is that enterprises need to overcome entry barriers to enter related industries, and have to pay a certain amount of time, capital and labor costs in forming production capacity and cultivating talents.

2, external mergers and acquisitions to achieve diversification

Enterprises through mergers, acquisitions and mixed mergers and acquisitions to enter the industry to achieve diversified development. For example, the largest domestic tourism hotel group - Jinjiang International Group, the hotel industry as the main business, through mergers and acquisitions to the financial industry, transportation, real estate, food processing industry, property management industry, trade and other industries to expand, has more than a hundred of various types of enterprises. With the rapid development of the tourism industry, mergers and acquisitions have become China's tourism enterprises to achieve scale, network, an important means of group management, many enterprises to equity acquisitions, asset replacement and other ways to implement mergers and acquisitions to diversify operations. According to incomplete statistics ②, from June 1993, the first tourism enterprises listed to the end of 2004, with tourism as the main industry or tourism business accounted for a considerable proportion of the tourism category of listed companies has reached 40, all kinds of mergers and acquisitions occurred 103, of which the mixed mergers and acquisitions, horizontal mergers and acquisitions, vertical mergers and acquisitions accounted for 63%, 31% and 6%, respectively. Tourism enterprises to implement mergers and acquisitions mainly for two types of enterprises: one is the value of the acquired enterprise is underestimated, the enterprise to implement mergers and acquisitions to pay the cost is less than the time and energy needed to expand themselves; two is the emerging field of growth prospects, but due to poor management and other reasons into the financial crisis of the enterprise. Tourism enterprises through capital control to enter the new field of entry cycle is shorter, can better grasp the market opportunities, can be in a short period of time to quickly access to new areas of product production experience and technology, management advantages, greatly reducing the cost of entry. However, the shortcomings of this approach are also obvious, when the enterprise carries out cross-industry mergers and acquisitions, managers are often faced with the difficulties of industrial integration between different industries. When the tourism enterprises to carry out the industry mergers and acquisitions, managers face different enterprises between the management mechanism and corporate culture differences in the integration of the problem.

The above two ways to implement diversification have their own advantages and disadvantages, and the enterprise is mainly based on the actual situation and development goals to choose a different mode of expansion suite. As far as operational risk is concerned, the internal self-expansion mode of the enterprise is slower to develop but less risky, while the external M&A mode faces higher risks, and both management and coordination costs are relatively high, increasing the operational risk of the enterprise. The operating results show that the performance of listed tourism companies implementing low degree of diversification is much higher than that of single-business type companies and companies implementing high degree of diversification, and the overall performance of companies implementing unrelated business type diversification is not as good as that of companies with business-related diversification based on core competencies.

Third, the integration of diversification strategy of tourism enterprises

The integration of resources after the implementation of diversification is crucial to the success of corporate diversification strategy. Therefore, after the implementation of diversification, the enterprise must integrate internal and external resources, clear the overall development direction and development strategy, highlighting the cultivation of core competitiveness, so that the diversification of business really play 1 + 1 > 2 effect. Diversified integration of tourism enterprises mainly includes the following aspects:

1, the unification and strengthening of corporate culture

Tourism enterprises as a cultural connotation of service providers, corporate culture is to support and sustain the development of the enterprise's foundation and core, therefore, the implementation of diversified tourism enterprises must be unified corporate cultural differences, build *** with the view of the business, strengthen the cultural ****ness as the primary task. After the implementation of diversified tourism enterprises, according to the requirements of the overall development strategy of the enterprise, the establishment of cultural orientation and cultural concepts adapted to the stage of development of the enterprise, to guide the behavior of employees. Integration of interest differences and cultural differences within the enterprise, through the preaching of the concept of corporate culture, enable employees to understand and identify with the corporate culture, so that employees are better adapted to the new environment and the new system, thus reducing the cost of management coordination of the enterprise.

2, continuous innovation organization and management system

Tourism enterprises in the business diversification, especially into unrelated areas, the original management system needs to be based on the new business characteristics and business processes, redesign, but also includes departmental settings, division of responsibility and power also need to be redeployed. One of the most important is the change of the staff business positions, as human capital intensive enterprises, should follow the principle of employee-centered, pay attention to the training of employees, the implementation of people-oriented management, to enhance the attractiveness and cohesion of the enterprise to the outstanding talents, to ensure and maintain the advantage of the enterprise's human capital.

3, strengthen management control

After the implementation of diversification, the business products increased, the source of profit also increased, but in the input of the new field is often difficult to take into account the original field at the same time, resulting in resource dispersion. Usually, tourism enterprises tend to diversify into new hot industries with higher profit margins. In this case, the enterprise will be more inclined to the new high-profit industry, increase investment, so that the enterprise to maintain a high growth rate. However, if the new high-profit industry and tourism industry span a large, once the development failure, coupled with the decline in the performance of the main tourism industry, will directly lead to the failure of the diversification of tourism enterprises. Therefore, tourism enterprises must formulate investment plans, coordinate the relationship between different departments of the enterprise, and develop a set of control mechanisms from the level of long-term development of the entire enterprise. Thus, to ensure that the decision-making level of the overall operation of the grasp and control.

In general, the diversification into the direction of choice, the implementation of the path, as well as diversification into the integration process, **** with the tourism business diversification strategy constitutes the main content. Each part of the back and forth associated, echo each other, if which link is not handled properly, may lead to the failure of the enterprise's diversification strategy. Therefore, before deciding to implement diversification, enterprises must have an in-depth understanding of the field they are about to enter, simulate and measure the implementation process, and give comprehensive consideration to the risks and problems that may arise after diversification, so as to target the internal and external resource environment after diversification to reassemble, and reduce the various problems in the teething process, and thus achieve success.

Measuring a company's production capacity, what process is usually the standard

Of course, the process of processing the finished product as the standard, the number of finished products in the warehouse is the embodiment of production capacity.

No matter how fast the pre-processing process is, the finished product will eventually be assembled in the finished product process, and then put into storage after passing the quality inspection, and the final result of the whole production process will be completed in the finished product process.

Of course, now the enterprise in the production of the implementation of production capacity is a comprehensive indicator, there is no pre-process quality and quantity of supply, the next process can not continue, the process of close cooperation, interlocking, this is the basic composition of the production capacity, in essence, the chain is a perfect combination of people and machines, people are the determining factor. From this point of view, the important thing is that people rather than any one process.

When the production capacity of an enterprise is surplus, the differential costs of different outputs should be considered

B

Only the variable part of them (such as the cost of materials to be invested in addition, etc.)

Some of them are fixed costs, which are not taken into account here (such as rent for the factory building, etc.)

The production capacity of the enterprise is expanded, and the model of the nature of the cost will have those changes, why?

The costs of an enterprise are divided into three categories:

Category 1: Fixed costs. Such as sites, plants, office buildings, large installations and fixtures;

Category 2: Human resource costs. Such as employee recruitment, maintenance, training and development expenditures;

Category 3: Production and operational costs (including research and development, procurement, manufacturing, warehousing, marketing, service and other 6 segments) Cost = Fixed Costs + Human Resource Costs + Production and Operational Costs.

The expansion of the production capacity of the enterprise is bound to build plants and buy devices, the fixed costs of the enterprise will increase. To recruit new employees, but also to train the newly recruited employees, human resource costs will also increase. Manufacturing, purchasing, warehousing, marketing, and service sector expenditures will also increase, production and operating costs will increase. But in general the expansion of production capacity will increase the output of the company and will increase the revenue of the company.

Measuring the break-even point is critical

What are the two fundamental elements of corporate culture?

MidAmerican Gallant believes that the two basic factors of corporate culture are core values and execution, which I hope will help you.

Under the condition of market economy, enterprises are pursuing to establish long-term competitive advantage to realize sustainable development, and the sustainable competitive advantage of enterprises comes from the strategic resources and core competitiveness cultivated by enterprises. The core competitiveness usually includes the enterprise's technical ability, management ability and enterprise culture, excellent enterprise culture constitutes an important part of the core competitiveness of enterprises.

What are the basic factors that determine the ability of production and operation

In modern society, one of the main factors affecting productivity is science and technology, and it is often said that science and technology is the first productive force. So what is the direct embodiment of science and technology, it should be the production device, the production device should be the main representative of advanced production technology, production can be tomato on many times, without him by manpower is unable to meet; two is the production technology, with a good device, no advanced technology is also unable to play a role in the third is the advanced technology process, there is no scientific and reasonable technology process, and then the good and the device can play a role in; four is the scientific management of the production process, and then the device can play a role in the production process, and then the device can play a role in the production process, and then the device can play a role in the production process. The fourth is the scientific management, if the management is not good, the front of the device, technology, technology can not achieve an organic combination, but also can not improve production capacity.

How many copies of the certificate of production capacity of a processing enterprise do I need to give a copy to the approving authority?

1. Processing enterprises to prove production capacity, in principle, by the operating enterprises to the processing enterprises registered in the location of the foreign trade and economic cooperation approval authorities to apply for processing enterprises to prove production capacity form, processing enterprises according to the form requirements to fill in the processing enterprises to prove production capacity, by the operating enterprises to the foreign trade and economic cooperation approval authorities for approval. Foreign economic and trade approval authorities to use written materials and field inspection methods for processing enterprises to carry out inspection, strictly prohibit the "three no" (no factory, no processing equipment, no workers) enterprises to carry out processing trade;

2. Prevent enterprises in the name of processing trade smuggling and other illegal activities. After passing the inspection, the foreign trade and economic cooperation approval authorities in the processing enterprise production capacity certification form stamped with processing trade business approval special seal (domestic enterprises) or foreign-invested enterprises processing trade business approval special seal.

3. Processing enterprises to prove production capacity of three (four) copies, one by the foreign economic and trade approval authorities to retain a copy of the processing enterprise to the competent Customs record, - a copy of the operating enterprises to retain a copy of the processing enterprise to retain. Processing enterprises in the same customs area of the Customs for processing trade manual, in addition to the first must provide the original certificate of production capacity of processing enterprises, can provide a copy of the certificate of production capacity of processing enterprises.