【正文】 :24:2605:24Mar2322Mar23 1越是無能的人，越喜歡挑剔別人的錯兒。 :24:2605:24:26March 22, 2023 1他鄉(xiāng)生白發(fā)，舊國見青山。 Wall Street Journal。 , March 22, 2023 很多事情努力了未必有結(jié)果，但是不努力卻什么改變也沒有。 2023年 3月 上午 5時 24分 :24March 22, 2023 1業(yè)余生活要有意義，不要越軌。 2023年 3月 上午 5時 24分 :24March 22, 2023 1少年十五二十時，步行奪得胡馬騎。 McKinsey Automotive Practice DESIGN FOR MANUFACTURE OF SELECT INDIAN SEGMENT A CARS* Productivity penalty Global best practice Car 1 Car 2 Car 3 Global best practice Car 1 Car 2 Car 3 Number of body panels Number of spot welds ?Press shop: 31% (represents 4% of total employment) ?Body shop : 25% (represents 19% of total employment) India India BOTTOM UP IMPROVEMENT PROGRAMS EVALUATE NUMEROUS IDEAS AND CAN YIELD LARGE BENEFITS ? In a typical program, more than 2,000 ideas are generated, rigorously evaluated and implemented ? Ideas are not capitalintensive ? Should yield payback in not more than one year ? Should be implementable in 36 months Rigorous evaluation of simple ideas… …could yield impressive results ? 3040% reduction in pressible costs (1020% reduction in total manufacturing costs) ? Significant reduction in downtime ? Large reduction in defect rate ? Better reliability and shorter throughput time in deliveries SUPPLY CHAIN – SIGNIFICANT GAPS EXIST From… To… “ Single solution for entire pany” – one size fit all approach ?Define what needs to be offered – Different customer service levels – Product variety and configuration ?Multiple chains within a pany “ Redesign to meet petitive benchmarks” ?Design to meet segmentspecific customer breakpoints “ Pushsystem is the only way Indian supply chains work” ?Pull (wherever possible) based on better forecasting and order management “ IT system will solve all supplychain issues” ?Use IT selectively (not before, but after redesign) for: – Information transparency – Order management and forecasting 2. Supply chain CROSSFUNCTIONAL COMMODITY SOURCING TEAMS HELP REDUCE PURCHASING COSTS 3. Purchase cost reduction ?Imperative to reduce purchasing costs to gain overall cost advantage ?Traditional functional anisations ?Limited engineering and operations inputs into purchase decisions ?Most cost reduction is negotiation driven, rather than totalcost driven Context Some elements of strategy ?Performance specifications “fit for use” ?Inhouse involvement (make vs. buy) ?Supplier discovery ?Sole source vs. multisource ?Contract type, pricing and duration ?Joint cost elimination (transportation, inventory etc.) Composition of sourcing teams ?Cross functional with participation and support from all areas (purchasing, plant, engineering, marketing etc.) and by modity THE TOTAL COST OWNERSHIP (TCO) FRAMEWORK HELPS IDENTIFY COST LEVERS BEYOND PURCHASE PRICE Production capacity Transportation Inventory carrying costs Warehousing