{"id":10051,"date":"2019-01-18T11:27:36","date_gmt":"2019-01-18T09:27:36","guid":{"rendered":"https:\/\/exegens.com\/?p=10051"},"modified":"2020-03-13T10:39:17","modified_gmt":"2020-03-13T08:39:17","slug":"scenariile-si-strategiile-productivitatii","status":"publish","type":"post","link":"https:\/\/exegens.com\/ro\/scenariile-si-strategiile-productivitatii\/","title":{"rendered":"Scenariile si strategiile productivitatii"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column width=&#8221;1\/1&#8243;]<div class=\"prk_shortcode-title\"><div class=\"header_font prk_titlify_father sizer_small bd_headings_text_shadow zero_color\" style=\"\">Alinierea scenariilor \u0219i strategiilor de productivitate \u0219i profitabilitate la obiectivele principale de productivitate ale afacerii (PCBG) <\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">A\u0219a cum s-a prezentat \u00een episodul precedent, principala preocupare a consiliului de administra\u021bie este de a ar\u0103ta direc\u021bia clar\u0103 c\u0103tre care trebuie s\u0103 mearg\u0103 compania \u00een viitor, \u0219i anume de a stabili viziunea de productivitate a companiei (sau orice ar vrea s\u0103 fie compania). Managerii seniori trebuie s\u0103 fie permanent preocupa\u021bi de dezvoltarea misiunii de productivitate a companiei (sau chiar de ce compania exist\u0103 \u0219i ce capacitate real\u0103 de produc\u021bie trebuie s\u0103 se asigure), s\u0103 stabileasc\u0103 principiile de afaceri pe baza c\u0103rora s\u0103 dezvolte valorile companiei \u0219i s\u0103 stabileasc\u0103 obiectivele de baz\u0103 ale productivit\u0103\u021bii afacerii \u00een cadrul scenariilor \u0219i strategiilor de profitabilitate \u0219i productivitate pe termen scurt, mediu \u0219i lung pentru a r\u0103spunde viziunii expuse de consiliul de administra\u021bie. Apoi, managerii mijlocii \u0219i managerii inferiori ar trebui s\u0103 stabileasc\u0103 \u00een detaliu strategiile \u0219i politicile de profitabilitate \u0219i productivitate (\u021binte \u0219i mijloace) pentru a \u00eendeplini viziunea, \u00eendeplinind continuu obiectivele principale de productivitate ale afacerii.<\/p>\n<p>[\/vc_column_text]<div class=\"prk_shortcode-title\"><div class=\"header_font prk_titlify_father sizer_small bd_headings_text_shadow zero_color\" style=\"\">Condi\u021bii curente \u0219i provoc\u0103ri: <\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">G\u00e2ndirea de baz\u0103 a obiectivului de productivitate vizeaz\u0103 conceperea \u0219i dezvoltarea continu\u0103 a unui sistem de produc\u021bie pentru a asigura:<\/p>\n<ol>\n<li>\n<p style=\"text-align: justify;\">viteza necesar\u0103 de produc\u021bie, livrare \u0219i proiectare de produse noi,<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">un cost acceptabil pentru produc\u021bie, pentru \u00eentregul lan\u021b de aprovizionare pentru produsele existente \u0219i pentru proiectarea de noi produse,<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">o calitate acceptabil\u0103 \u0219i<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">o creativitate \u0219i implicare a tuturor oamenilor din interiorul \u0219i din afara companiei pentru a sprijini continuu cultura de \u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii (inclusiv calitatea).<\/p>\n<\/li>\n<\/ol>\n<p style=\"text-align: justify;\">Merg\u00e2nd mai departe la nevoile perene ale oric\u0103rei companii, la <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-Profitability-Scenarios-Systematic\/Posteuca\/p\/book\/9781138498730\" target=\"_blank\" rel=\"noopener noreferrer\">scenariile \u0219i strategiile de productivitate \u0219i profitabilitate<\/a>, mai exact planul de profit de produc\u021bie anual \u0219i multianual necesit\u0103 o sincronizare continu\u0103 \u00eentre:<\/p>\n<ol>\n<li>\n<p style=\"text-align: justify;\">volumele de produse \u021bint\u0103 care trebuie realizate \u0219i v\u00e2ndute (pentru a asigura cota de pia\u021b\u0103 \u021bint\u0103) \u0219i<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">productivitatea \u021bint\u0103 necesar\u0103.<\/p>\n<\/li>\n<\/ol>\n<p style=\"text-align: justify;\">\u00cen acest context, <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-and-Methods-Design-Concept\/Posteuca-Sakamoto\/p\/book\/9781498785570)\" target=\"_blank\" rel=\"noopener noreferrer\">principalele provoc\u0103ri ale managerilor<\/a> care au un impact asupra nivelului de productivitate necesar \u0219i, prin urmare, asupra planului de profit vizeaz\u0103:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">dominarea schimb\u0103rilor succesive \u00een nevoile reale ale clien\u021bilor (noi produse profitabile) \u0219i tehnologii prin promovarea unei culturi a inova\u021biei continue;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">asigurarea leg\u0103turii dintre mediul intern \u0219i cel extern al companiei \u0219i identificarea continu\u0103 \u0219i abordarea nepotrivirii de sincronizare printr-o cultur\u0103 eficace a productivit\u0103\u021bii la nivelul shop floor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">con\u0219tientizarea continu\u0103 a pozi\u021biei actuale a companiei \u0219i demonstrarea continu\u0103 a abilit\u0103\u021bilor lor de leadership.<\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text]<div class=\"prk_shortcode-title\"><div class=\"header_font prk_titlify_father sizer_small bd_headings_text_shadow zero_color\" style=\"\">Abordarea noastr\u0103: modelul de productivitate al afacerii (PBM) <\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Figura de mai jos arat\u0103 <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-and-Methods-Design-Concept\/Posteuca-Sakamoto\/p\/book\/9781498785570\" target=\"_blank\" rel=\"noopener noreferrer\">modelul de productivitate al afacerii (PBM)<\/a> &#8211; cadrul de baz\u0103 pentru dezvoltarea sistemului MCPD. Dup\u0103 cum pute\u021bi vedea, dup\u0103 definirea viziunii \u0219i a misiunii productivit\u0103\u021bii (subiect abordat \u00een episodul precedent), sunt abordate obiectivele de baz\u0103 ale productivit\u0103\u021bii afacerii (PCBG) (III), scenariile de profitabilitate \u0219i productivitate (IV) \u0219i strategiile de profitabilitate \u0219i productivitate (V) (cele trei subiecte ale acestui episod).<\/p>\n<p>[\/vc_column_text][vc_single_image image=&#8221;10047&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;][vc_text_separator title=&#8221;(I) Obiectivele de baz\u0103 ale productivit\u0103\u021bii afacerii (PCBG)&#8221; title_align=&#8221;separator_align_left&#8221;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Detalierea misiunii de productivitate, \u00een condi\u021bii de supracapacitate, subcapacitate sau subcapacitate cu o supracapacitate ascuns\u0103, se face prin stabilirea obiectivelor de baz\u0103 ale productivit\u0103\u021bii afacerii (PCBG) \u00een dinamic\u0103 pentru urm\u0103torii 3-5 ani, pe baza rezultatelor anterioare, pentru a efectua viziunea profitului \u0219i cantitativ. Deci, prin PCBG se caut\u0103 r\u0103spunsul la \u00eentrebarea: Cum s\u0103 \u00eendepline\u0219ti misiunea de productivitate \u00een condi\u021bii de cre\u0219tere sau sc\u0103dere a volumului v\u00e2nz\u0103rilor?<\/p>\n<p style=\"text-align: justify;\">Definirea \u0219i detalierea obiectivelor de baz\u0103 ale productivit\u0103\u021bii afacerii (PCBG) pentru misiunile de productivitate ale companiei, detaliate cu ajutorul scenariilor \u0219i strategiilor multianuale de profitabilitate \u0219i productivitate este sarcina top management-ului care implic\u0103 \u0219i stabilirea metodelor de:<\/p>\n<ol>\n<li>\n<p style=\"text-align: justify;\">cre\u0219tere a profitului produc\u021biei,<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219tere a num\u0103rului de produse v\u00e2ndute (\u00een produc\u021bie \u0219i \u00een \u00eentregul lan\u021b de aprovizionare; \u00eembun\u0103t\u0103\u021birea mixului de produse existente &#8211; dezvoltarea de produse percepute ca unice de c\u0103tre clien\u021bi; cre\u0219terea calit\u0103\u021bii &#8211; cre\u0219terea satisfac\u021biei clien\u021bilor \u0219i cre\u0219terea raportului calit\u0103\u021bii produselor),<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">manufacturing cost decrease (reducing costs behind losses and waste or Cost of Losses and Waste &#8211; CLW)\u00a0 \u00a0 sc\u0103dere a costurilor de produc\u021bie (reducerea costurilor din spatele pierderilor &#8211; <em>losses<\/em> \u0219i <em>waste<\/em> &#8211; sau a costurilor pierderilor &#8211; <em>losses<\/em> \u0219i <em>waste<\/em> &#8211; CLW),<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea moralului tuturor angaja\u021bilor \u0219i nu \u00een ultimul r\u00e2nd,<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea siguran\u021bei \u0219i s\u0103n\u0103t\u0103\u021bii.<\/p>\n<\/li>\n<\/ol>\n<p style=\"text-align: justify;\">Cre\u0219terea profitului de produc\u021bie implic\u0103 stabilirea dinamicii multianuale a contribu\u021biilor anuale la profitul extern de produc\u021bie ob\u021binut din v\u00e2nz\u0103rile de bunuri \u0219i din profitul intern de produc\u021bie din \u00eembun\u0103t\u0103\u021birea costurilor de produc\u021bie &#8211; MCI, prin \u00eembun\u0103t\u0103\u021birea costurilor aferente pierderilor &#8211; <em>losses<\/em> (\u00eembun\u0103t\u0103\u021birea continu\u0103 a capacit\u0103\u021bilor curente; \u00een special a echipamentelor) \u0219i <em>waste<\/em> (\u00eembun\u0103t\u0103\u021birea continu\u0103 a nivelului stocurilor, \u00een special produc\u021bia \u00een curs &#8211; WIP).<\/p>\n<p>[\/vc_column_text][vc_text_separator title=&#8221;(II) Scenariile multianuale de productivitate \u0219i profitabilitate&#8221; title_align=&#8221;separator_align_left&#8221;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Pornind de la declararea viziunii de productivitate, unde un grup lucreaz\u0103 sub \u00eendrumarea liderilor de opinie din companie (consiliul de administra\u021bie) \u0219i anume de la locul \u00een care compania se vede \u00een viitor (5-10 ani) de la declara\u021bia de misiune de productivitate a companiei pentru a-\u0219i \u00eendeplini viziunea sub \u00eendrumarea managerilor seniori, de la PCBG \u0219i implicit, de la prioritizarea unor cursuri majore de ac\u021biune pentru a satisface viziunea de productivitate a companiei, scenariile de productivitate multianual\u0103 se dezvolt\u0103 \u00een func\u021bie de starea de cre\u0219tere preconizat\u0103 a v\u00e2nz\u0103rilor (subcapacitate) sau de sc\u0103dere a v\u00e2nz\u0103rilor (supracapacitate).<\/p>\n<p style=\"text-align: justify;\">Realizarea scenariilor multianuale de profitabilitate \u0219i productivitate (pentru 3-5 ani) asociate misiunilor de productivitate ale companiei pentru fiecare cost al familiei de produse (PFC), \u00een special pentru:<\/p>\n<p style=\"text-align: justify;\">&#8211; cre\u0219terea constant\u0103 a volumului de v\u00e2nz\u0103ri; dezvoltarea de scenarii (descrieri de alternative viitoare plauzibile) \u0219i apoi strategii (modul de \u00eendeplinire a unui viitor dorit, presupuneri credibile ale unui scenariu, prin planificarea \u0219i mobilizarea tuturor resurselor necesare \u00een mod eficient \u0219i eficace), cum ar fi:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea v\u00e2nz\u0103rilor pe anumite pie\u021be din diferite regiuni geografice sau \u021b\u0103ri;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea satisfac\u021biei \u0219i loialit\u0103\u021bii clien\u021bilor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea valorii activelor companiei;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea capacit\u0103\u021bilor de produc\u021bie actuale \u0219i viitoare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea sincroniz\u0103rii \u00eentre fluxul de produc\u021bie \u0219i lan\u021bul de aprovizionare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea flexibilit\u0103\u021bii produc\u021biei;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea calit\u0103\u021bii produselor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea timpului de introducere pe pia\u021b\u0103 a produselor noi \u0219i sprijinirea cre\u0219terii gamei de produse;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea fericirii oamenilor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">cre\u0219terea creativit\u0103\u021bii \u0219i inov\u0103rii oamenilor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">protec\u021bia mediului\/ sustenabilitate;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">implicare social\u0103 etc.<\/p>\n<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">&#8211; sc\u0103derea costului unitar de produc\u021bie al produsului; dezvoltarea de scenarii \u0219i strategii precum:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">sc\u0103derea costurilor materialelor;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">sc\u0103derea costurilor de transformare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">sc\u0103derea costului de proiectare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">sc\u0103derea costurilor de depreciere.<\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_text_separator title=&#8221;(III) Strategiile multianuale de profitabilitate \u0219i productivitate&#8221; title_align=&#8221;separator_align_left&#8221;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Prin urmare, necesitatea unei strategii de profitabilitate \u0219i productivitate pe termen lung r\u0103m\u00e2ne valabil\u0103 indiferent de mediul intern \u0219i mai ales extern companiei, \u00een special pentru st\u0103rile de supracapacitate sau de subcapacitate cu o supracapacitate ascuns\u0103, care sunt cele mai frecvente.<\/p>\n<p style=\"text-align: justify;\">\u00cen func\u021bie de specificul companiei \u0219i de starea actual\u0103 \u0219i viitoare a acesteia, se elaboreaz\u0103 \u0219i se implementeaz\u0103 strategii multianuale de profitabilitate \u0219i productivitate pentru 3-5 ani asociate <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-and-Methods-Design-Concept\/Posteuca-Sakamoto\/p\/book\/9781498785570\" target=\"_blank\" rel=\"noopener noreferrer\">scenariilor multianuale de profitabilitate \u0219i productivitate<\/a> pentru fiecare cost al familiei de produse (PFC) pentru:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">Nivel 1: strategiile de baz\u0103 ale productivit\u0103\u021bii &#8211; din perspectiva costului pierderilor\u00a0 &#8211; <em>losses<\/em> \u0219i <em>waste<\/em> &#8211; CLW;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Nivel 2: strategiile departamentale de productivitate;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Nivel 3: strategia de productivitate a familiei de produse;<\/p>\n<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">Prin urmare, \u00eentrebarea central\u0103 lunar\u0103 a managerilor mijlocii cu privire la strategiile de profitabilitate \u0219i productivitate este: <em>Cum s\u0103 atingi PCBG?<\/em> Marea provocare a acestei \u00eentreb\u0103ri este men\u021binerea interesului pentru \u00eembun\u0103t\u0103\u021birea continu\u0103 a productivit\u0103\u021bii pentru to\u021bi cei din companie, \u00een special pentru managerii mijlocii, managerii inferiori, conduc\u0103torii de echip\u0103 \u0219i operatorii. Pentru a men\u021bine aceast\u0103 grij\u0103 constant\u0103 pentru productivitate, PBM abordeaz\u0103 strategiile de productivitate la trei niveluri interrela\u021bionate.<\/p>\n<p>[\/vc_column_text]<div class=\"prk_shortcode-title\"><div class=\"header_font prk_titlify_father sizer_small bd_headings_text_shadow zero_color\" style=\"\">Impactul a\u0219teptat:<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Prin urmare, pentru a ob\u021bine profiturile de produc\u021bie multianuale sau obiectivul de profit de produc\u021bie, scenariile \u0219i strategiile multianuale de profit trebuie s\u0103 fie dezvoltate prin dezvoltarea de <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-Profitability-Scenarios-Systematic\/Posteuca\/p\/book\/9781138498730\" target=\"_blank\" rel=\"noopener noreferrer\">strategii de productivitate de baz\u0103 multianuale<\/a> pentru a:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">asigura un nivel acceptabil de eficacitate pentru a atinge num\u0103rul \u021bint\u0103 anual \u0219i multianual de unit\u0103\u021bi care urmeaz\u0103 s\u0103 fie produse \u0219i v\u00e2ndute (prin maximizarea rezultatelor; reducerea intr\u0103rile neutilizate efectiv &#8211; \u00eembun\u0103t\u0103\u021birea pierderilor);<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">asigura un nivel acceptabil de eficien\u021b\u0103 pentru a atinge costurile \u021bint\u0103 de produc\u021bie anuale \u0219i multianuale (prin minimizarea intr\u0103rilor; reducerea cantit\u0103\u021bii \u00een exces a \u00eentr\u0103rilor &#8211; \u00eembun\u0103t\u0103\u021birea de\u0219eurilor)<\/p>\n<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">Prin urmare, PCBG \u0219i scenariile \u0219i strategiile de profitabilitate \u0219i productivitate multianual\u0103 vizeaz\u0103 s\u0103 abordeze problemele\/ constr\u00e2ngerile stringente de productivitate. De exemplu, pentru strategiile de productivitate multianuale pentru a cre\u0219te sincronizarea \u00eentre fluxul de produc\u021bie \u0219i lan\u021bul de aprovizionare pentru un anumit cost al familiei de produse (PFC), se pot configura PCBG-uri precum:<\/p>\n<ol>\n<li>\n<p style=\"text-align: justify;\">reducerea timpului de produc\u021bie pentru fiecare proces principal;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea num\u0103rului de sta\u021bii de lucru;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea cycle time;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea timpului de setup \u0219i transfer;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea lead time fabric\u0103;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea supply lead time \u0219i<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">reducerea delivery lead time.<\/p>\n<\/li>\n<\/ol>\n<p style=\"text-align: justify;\">Impactul a\u0219teptat prive\u0219te dezvoltarea \u0219i apoi implementarea obiectivelor, scenariilor, strategiilor \u0219i politicii (\u021binte \u0219i mijloace) de profitabilitate \u0219i productivitate \u00eentr-un mod clar \u0219i acceptabil de c\u0103tre companie \u0219i dincolo de ea. Pe baza obiectivelor \u0219i politicilor, un master plan este elaborat pentru implementarea ac\u021biunilor \u0219i activit\u0103\u021bilor necesare pentru atingerea nivelului de performan\u021b\u0103 al rezultatelor necesar pentru a satisface continuu viziunea corporativ\u0103. \u00cen proiectarea, implementarea \u0219i verificarea rezultatelor ac\u021biunilor \u0219i activit\u0103\u021bilor <a href=\"https:\/\/www.routledge.com\/Manufacturing-Cost-Policy-Deployment-MCPD-Transformation-Uncovering\/Posteuca\/p\/book\/9781138093928\" target=\"_blank\" rel=\"noopener noreferrer\">master planului de productivitate sunt implica\u021bi to\u021bi angaja\u021bii<\/a>: manageri superiori, manageri intermediari, manageri inferiori \u0219i echipe de implementare a \u00eembun\u0103t\u0103\u021birilor \u0219i de rezolvare a problemelor care includ lideri de echip\u0103 \u0219i operatori.<\/p>\n<p style=\"text-align: justify;\">Aceste ultime subiecte vor fi abordate \u00een urm\u0103torul episod al tutorialului nostru MCPD.<\/p>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/4&#8243;][\/vc_column][vc_column width=&#8221;3\/4&#8243;][vc_btn title=&#8221;VEZI ALTE TUTORIALE DESPRE REDUCEREA COSTURILOR&#8230;&#8221; link=&#8221;url:https%3A%2F%2Fexegens.com%2Fcategory%2Fmcpd-tutoriale%2F||target:%20_blank|&#8221;][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]<\/p>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column width=&#8221;1\/1&#8243;][vc_column_text] A\u0219a cum s-a prezentat \u00een episodul precedent, principala preocupare a consiliului de administra\u021bie este de a ar\u0103ta direc\u021bia clar\u0103 c\u0103tre care trebuie s\u0103 mearg\u0103 compania \u00een viitor, \u0219i anume de a stabili viziunea de productivitate a companiei (sau orice ar vrea s\u0103 fie compania). Managerii seniori trebuie s\u0103 fie permanent preocupa\u021bi de dezvoltarea [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":10046,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[225],"tags":[288,280,281,283,284,286],"class_list":["post-10051","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-mcpd-tutoriale","tag-competitivitate-ro","tag-manufacturing-cost-policy-deployment","tag-manufacturing-cost-policy-deployment-ro","tag-mcpd-ro","tag-productivitate-ro","tag-profitabilitate-ro"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Scenariile si strategiile productivitatii - Exegens\u00ae<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/exegens.com\/ro\/scenariile-si-strategiile-productivitatii\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Scenariile si strategiile productivitatii - Exegens\u00ae\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column width=&#8221;1\/1&#8243;][vc_column_text] A\u0219a cum s-a prezentat \u00een episodul precedent, principala preocupare a consiliului de administra\u021bie este de a ar\u0103ta direc\u021bia clar\u0103 c\u0103tre care trebuie s\u0103 mearg\u0103 compania \u00een viitor, \u0219i anume de a stabili viziunea de productivitate a companiei (sau orice ar vrea s\u0103 fie compania). 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