{"id":10316,"date":"2019-02-16T12:15:25","date_gmt":"2019-02-16T10:15:25","guid":{"rendered":"https:\/\/exegens.com\/?p=10316"},"modified":"2020-02-07T12:55:51","modified_gmt":"2020-02-07T10:55:51","slug":"mcpd-scenariul-de-crestere-a-vanzarilor","status":"publish","type":"post","link":"https:\/\/exegens.com\/ro\/mcpd-scenariul-de-crestere-a-vanzarilor\/","title":{"rendered":"MCPD: Scenariul de cre\u0219tere a v\u00e2nz\u0103rilor"},"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=\"\">Scenariu de cre\u0219tere a v\u00e2nz\u0103rilor: profit \u021bint\u0103 extern prin maximizarea ie\u0219irilor<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">A\u0219a cum este u\u0219or de observat \u00een ultima vreme, mediul de afaceri este din ce \u00een ce mai dificil at\u00e2t \u00een cadrul companiilor, c\u00e2t \u0219i \u00een exterior. Cu toate acestea, consiliul director al companiilor \u0219i echipele de conducere trebuie s\u0103 gestioneze modul de a crea <strong>profit \u00een afaceri \u00een mod constant<\/strong>.<\/p>\n<p style=\"text-align: justify;\">Dup\u0103 cum \u0219tim deja, sus\u021binerea \u0219i \u00eembun\u0103t\u0103\u021birea suplimentar\u0103 a profitabilit\u0103\u021bii opera\u021biunilor se afl\u0103 \u00een zona productivit\u0103\u021bii. Dar <strong>rolul productivit\u0103\u021bii<\/strong> este de a asigura un nivel exact al ie\u0219irilor \u0219i intr\u0103rilor, sau mai precis, un nivel de profit din v\u00e2nz\u0103ri (maximizarea ie\u0219irilor) \u0219i, \u00een acela\u0219i timp, un profit din \u00eembun\u0103t\u0103\u021birea costurilor (minimizarea intr\u0103rilor). Atingerea maximiz\u0103rii ie\u0219irilor (\u0219i minimizarea <strong>pierderilor<\/strong>) \u0219i minimizarea intr\u0103rilor (sau minimizarea de\u0219eurilor) creeaz\u0103 \u00een mod clar o stare de auto-antrenare \u0219i sprijin reciproc, ceea ce creeaz\u0103 condi\u021bii de baz\u0103 de profitabilitate \u0219i productivitate robuste \u0219i consistente \u00een timp.<\/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 actuale \u0219i provoc\u0103ri:<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">\u00cen acest context, respectarea principiului cardinal al sistemului MCPD, respectiv <strong>profitul \u021bint\u0103 de produc\u021bie anual \u0219i multianual din MCI nu se modific\u0103 la nivelul \u00eentregii companii<\/strong>, stabilind \u021binte de \u00eembun\u0103t\u0103\u021bire a costurilor de produc\u021bie (MCI) \u0219i viz\u00e2nd toate \u00eembun\u0103t\u0103\u021birile sistematice (<strong>kaizen<\/strong>) \u0219i sistemice (<strong>kaikaku<\/strong>), coordon\u00e2ndu-le \u00een func\u021bie de necesitatea \u00eendeplinirii \u021bintelor MCI necesit\u0103 stabilirea cadrului \u00een care vor ac\u021biona companiile de produc\u021bie \u0219i \u00eembun\u0103t\u0103\u021birea continu\u0103 a <strong>costurilor pierderilor &#8211; losses and waste (CLW)<\/strong>, conceptul de baz\u0103 al <a href=\"https:\/\/www.amazon.com\/Alin-Posteuca\/e\/B07B69DBP2\" target=\"_blank\" rel=\"noopener noreferrer\">sistemului MCPD<\/a>, trebuie abordate conform cu scenariile de v\u00e2nz\u0103ri:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\"><strong>cre\u0219terea v\u00e2nz\u0103rilor<\/strong>: concentr\u00e2ndu-se \u00een special pe maximizarea ie\u0219irilor (sau \u00een special pe minimizarea costurilor pierderilor &#8211; <strong>losses<\/strong>);<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">\u00a0<strong>sc\u0103derea v\u00e2nz\u0103rilor<\/strong>: concentr\u00e2ndu-se \u00een special pe minimizarea intr\u0103rilor (sau \u00een special pe reducerea costurilor pierderilor &#8211; <strong>waste<\/strong>).<\/p>\n<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">\u00cen acest episod voi prezenta rolul sistemului MCPD (vezi <a href=\"https:\/\/exegens.com\/resurse\/glosar-mcpd\/\" target=\"_blank\" rel=\"noopener noreferrer\">Glosarul MCPD<\/a>) \u00een scenariul de cre\u0219tere a v\u00e2nz\u0103rilor.<\/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=\"\">Abordarea noastr\u0103:<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Concentrarea \u00eembun\u0103t\u0103\u021birii productivit\u0103\u021bii \u00een scenariul de maximizare a ie\u0219irilor este <strong>axat\u0103 pe pierderi &#8211; losses sau intr\u0103ri care nu sunt utilizate \u00een mod eficace<\/strong>, dar necesit\u0103, de asemenea, un accent pe minimizarea intr\u0103rilor sau \u00eembun\u0103t\u0103\u021birea eficien\u021bei sau cu alte cuvinte limitarea\/ reducerea cantit\u0103\u021bii \u00een exces a intr\u0103rilor sau a pierderilor &#8211; waste.<\/p>\n<p style=\"text-align: justify;\">\u00cen acest sens, se poate spune c\u0103 este necesar s\u0103 existe:<\/p>\n<ol>\n<li>produsul potrivit;<\/li>\n<li>echipamentul potrivit;<\/li>\n<li>disponibilitatea potrivit\u0103 (a echipamentului);<\/li>\n<li>timpul potrivit (al echipamentului);<\/li>\n<li>calitatea potrivit\u0103 (a echipamentului) \u0219i<\/li>\n<li>locul potrivit (\u00een proces).<\/li>\n<\/ol>\n<p style=\"text-align: justify;\">Dezvoltarea scenariului de maximizare a ie\u0219irilor pentru atingerea \u021bintelor \u0219i mijloacelor MCI anuale \u0219i multianuale implic\u0103 definirea factorilor de schimbare, presupunerile cheie asociate \u0219i explicarea riscurilor ascunse ale <strong>cre\u0219terii num\u0103rului de produse<\/strong> prin detalierea a\u0219tept\u0103rilor legate de:<\/p>\n<ul>\n<li><strong>Eficacitatea echipamentelor actuale \u0219i noi \u0219i<\/strong><\/li>\n<li><strong>Dezvoltarea de noi produse profitabile.<\/strong><\/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=\"\">Impactul a\u0219teptat:<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>A. Maximizarea ie\u0219irilor \u00eentregului sistem de produc\u021bie prin \u00eembun\u0103t\u0103\u021birea continu\u0103 a eficacit\u0103\u021bii echipamentelor curente<\/strong><\/p>\n<p>[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Acest <strong>MCI schimb\u0103 factorii<\/strong>, pentru a ob\u021bine rezultatele stabilite de \u021bintele KPI, legate de cre\u0219terea eficacit\u0103\u021bii echipamentelor actuale, se concentreaz\u0103 \u00een principal pe profitul \u021bint\u0103 extern de produc\u021bie prin maximizarea ie\u0219irilor \u0219i are urm\u0103toarele obiective principale:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">Reducerea \u0219i\/ sau eliminarea c\u0103derilor de echipamente;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Reducerea timpului de configurare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Alinierea <strong>cycle time<\/strong> al echipamentului la <strong>takt time<\/strong>;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">\u00cembun\u0103t\u0103\u021birea continu\u0103 a <strong>mean time between failure (MTBF)<\/strong> \u0219i a <strong>mean time to repair (MTTR)<\/strong>;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Eliminarea problemelor de manipulare;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Implementarea dispozitivelor Poka Yoke pentru reducerea <strong>scrap<\/strong> \u0219i a <strong>rework levels<\/strong>;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Reducerea \u0219i\/ sau eliminarea orelor suplimentare \u0219i<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Nu \u00een ultimul r\u00e2nd, reducerea \u0219i\/ sau eliminarea nerealiz\u0103rii \u021bintei planificate de produc\u021bie.<\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>Real examples of cost reduction are presented in the book <a href=\"https:\/\/www.amazon.com\/Alin-Posteuca\/e\/B07B69DBP2\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs<\/em><\/a>:<\/strong>[\/vc_column_text][vc_single_image image=&#8221;10314&#8243; img_size=&#8221;large&#8221;][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 35,000$ by reducing Scrap;<\/strong><\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 60,000$ by reducing Rework;<\/strong><\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 875,000$ by Equipment Cycle Time Reduction;<\/strong><\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 325,000$ by Cycle Time Reduction at an Automated Assembling Line;<\/strong><\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 875,000$ by Equipment Breakdown Time Elimination;<\/strong><\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\"><strong>Kaizen for cost reduction of 375,000$ by Equipment Set-up, Setting, Adjustments Time Reduction.<\/strong><\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>B. Maximize Outputs of Future Equipment to Meet the Demands of Current and Future Products<\/strong>[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">This\u00a0<strong><em>MCI change drivers<\/em><\/strong>, to achieve the target results set out in the KPIs targets, related to increasing the effectiveness of the future equipment primarily focuses on securing the external manufacturing target profit through maximizing outputs and has the following main goals:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">Optimally choosing the time to switch to new equipment (purchase or development of new equipment);<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Choosing the capacity of the equipment that will contribute to achieving the target product volumes planned in the next period (according to product life cycles; with an acceptable cycle time and set-up time);<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Accurately planning the increase of the load capacity of the new equipment to the optimum state;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Choosing the equipment that will have a low level of defects;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Choosing the equipment that has an acceptable life cycle cost (LCC);<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Choosing the equipment to continuously support innovative and integrated technologies and products in the current flow of manufacturing technology;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Choosing the equipment to continuously support environmental management.<\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_single_image image=&#8221;10315&#8243; img_size=&#8221;large&#8221;][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text][\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>A real example of cost reduction is presented in the book <a href=\"https:\/\/www.amazon.com\/Alin-Posteuca\/e\/B07B69DBP2\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs<\/em><\/a>: Kaikaku for cost reduction of 180,000$ by installing new equipment.<\/strong>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>C. Maximizing the Load of Current and Future Equipment Through the Continuous Development of New Profitable Products<\/strong>[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">This\u00a0<strong><em>MCI change drivers<\/em><\/strong>, to achieve the target results set out in the KPIs targets, for increasing the effectiveness of the new products primarily focuses on ensuring external manufacturing target profit through maximizing outputs and has the following main goals:<\/p>\n<ul>\n<li>\n<p style=\"text-align: justify;\">Ensuring competitiveness by continuously launching new profitable products for market segments\/niches; with the features and characteristics of future products indicated by the marketing department to support sales;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">The validity over time of the life cycle, volumes and planned profit level;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Continuous time-to-market reduction to increase responsiveness to competitors&#8217; moves;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Reducing material cost through innovative design and design review;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Reducing the investment costs needed to launch, create and sell the new product;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Reducing\/eliminating CLW from current processes by designing products to improve the effectiveness and effectiveness of current and\/ or future processes;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Increasing man * hour productivity;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Increasing the load capacity of current and future equipment;<\/p>\n<\/li>\n<li>\n<p style=\"text-align: justify;\">Being compliant with environmental requirements.<\/p>\n<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text][\/vc_column_text][vc_single_image image=&#8221;10313&#8243; img_size=&#8221;large&#8221;][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>A real example of cost reduction is presented in the book <a href=\"https:\/\/www.amazon.com\/Alin-Posteuca\/e\/B07B69DBP2\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs<\/em><\/a>: Kaikaku for cost reduction of 190,000$ by developing a new in-house product.<\/strong><\/p>\n<p style=\"text-align: justify;\">We remind you that, typically, CLW accounts for 30-40% (sometimes even around 50%) of the total cost of a manufacturing company and we seek to target productivity improvements as close to the ideal cost or zero cost of losses and waste (CLW) as possible for each PFC and for all company.<\/p>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>The MCPD system warranty is to reduce annual manufacturing costs by 6% for 5 consecutive years.<\/strong>[\/vc_column_text]<div class=\"prk_shortcode-title\"><div class=\"header_font prk_titlify_father sizer_small bd_headings_text_shadow zero_color\" style=\"\">What Do You Think?<\/div><\/div>[vc_column_text]<\/p>\n<p style=\"text-align: justify;\">What elements are needed for business leaders to have a great MCPD System to support the Sales Increase Scenario (Achieving External Target Profit by Maximizing Outputs)?[\/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;SEE OTHER TUTORIALS ON COST IMPROVEMENT&#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 este u\u0219or de observat \u00een ultima vreme, mediul de afaceri este din ce \u00een ce mai dificil at\u00e2t \u00een cadrul companiilor, c\u00e2t \u0219i \u00een exterior. Cu toate acestea, consiliul director al companiilor \u0219i echipele de conducere trebuie s\u0103 gestioneze modul de a crea profit \u00een afaceri \u00een mod constant. Dup\u0103 cum [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":10350,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[225],"tags":[288,280,281,283,284,286,305,299],"class_list":["post-10316","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","tag-reducerea-costurilor-ro","tag-strategie-ro"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>MCPD: Scenariul de cre\u0219tere a v\u00e2nz\u0103rilor - 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\/mcpd-scenariul-de-crestere-a-vanzarilor\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"MCPD: Scenariul de cre\u0219tere a v\u00e2nz\u0103rilor - Exegens\u00ae\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column width=&#8221;1\/1&#8243;][vc_column_text] A\u0219a cum este u\u0219or de observat \u00een ultima vreme, mediul de afaceri este din ce \u00een ce mai dificil at\u00e2t \u00een cadrul companiilor, c\u00e2t \u0219i \u00een exterior. Cu toate acestea, consiliul director al companiilor \u0219i echipele de conducere trebuie s\u0103 gestioneze modul de a crea profit \u00een afaceri \u00een mod constant. 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