Over the years, IT information construction has been dominated by business. This model is difficult to make sense in digitization, let alone intellectualization. However, it is difficult to change the habits over the years, and even this habit is still continuing. Is the use of big data technology to provide regular business functions, can make these reports, Kanban information more comprehensive, more timely; It can make the discovery of problems more advanced and comprehensive, and in essence it is the use of basic digital technology driven by the business Owner’s desire to see.

It does not mean that demand pull is a problem, but a company needs competitiveness to have a chance to survive in the market competition. However, demand pull is difficult to bring about major changes and have a significant impact on the competitiveness of the company. If IT is still demand-driven, it will not be a strategic force for a company’s digital transformation, and the company’s digital transformation will be almost impossible.

IT must develop a plan for the competitiveness of the business enabled by technology. It must find the combination of technology and business competitiveness, which can not only greatly improve the current business KPI, far exceed the construction results driven by business needs, gain the trust and support of business leaders, but also enhance the competitiveness of the company’s products and become part of the product characteristics of the company. Thus, the company is willing to continue to work on the track, but also make the company’s digital and intelligent construction become normal.

Isn’t that a little far-fetched? It’s so hard. The rest of it is my imagination.

Let’s narrow it down to the automotive supply chain, see what the pattern is. First of all, no matter how the business needs are raised, the basic management of the business is PDCA, namely, Plan, Do, Check and Action. Secondly, the KPI of the automotive supply chain business focuses on cost reduction and efficiency improvement, such as the delivery satisfaction rate between production and sales and the manufacturing cost of a single bike. The management is also conducted around these KPIs.

● Plan

P is to develop further indicators of these KPIs at the beginning of the year compared with previous years;

● Do

D is the manufacturing of each base based on the lean manufacturing management system in accordance with the production and marketing plan, which is the great coordination of the supply chain system, including us, various parts suppliers and supporting service providers, such as transportation service providers;

● Check

C is the work of engineers who are specially responsible for checking the actual status of KPI and other indicators, and use various information and digital tools for comprehensive inspection, such as reports, big data Kanban and various regular meetings;

● Action

A is the problem solving work of many engineers from logistics Department, quality assurance Department, ME department, Purchasing Department, etc. Due to the complexity of automobile manufacturing, even with strong system support and information support, unexpected events will still occur, resulting in loss of production capacity, quality overflow and other problems, which will affect the realization of KPI and urgently need to be solved. At this time, a large number of problem solvers are needed. Use experience to develop action plans to solve problems quickly.

Therefore, PDCA is a few fixed stages of business, and each KPI has its own PDCA. However, KPI, due to its layer decomposition, has a large number of company level, sector level, department level and post level. In fact, business operation can be understood as a large number of KPI PDCA interwoven together, just like a huge kettle. Keep boiling.

In terms of the input personnel in each stage of PDCA, A must be the largest. Looking at the position setting and actual work of these departments, we can judge that the engineers in charge of A are the most critical to the realization of KPI.