Before we start talking about business scenario-driven , let's introduce the concepts of process-driven and data-driven .
First of all, data and process complement each other in modern manufacturing. There is data in the process, and the data is often transmitted through the process. "Drive" is to change the previous artificial business promotion mode by establishing a certain driving mechanism, so that the system is driven by the corresponding driving force. Automatic or semi-automatic operation.
❖Process -driven: Take the process as the main line, connect and coordinate interrelated business activities in series, so that a group of business activities can be carried out orderly in the form of a process, so as to achieve specific activity goals.
❖Data -driven: With data as the core, according to the internal and external environmental requirements and changes mapped by the data, through data acquisition, data modeling, analysis, and execution to drive business decision-making and operation, the entire process realizes data value creation.
Data plays a decisive role in some manufacturing models. Data-based modeling, analysis, and mining can help gain insight into the overall trend and potential risks of the manufacturing process, thereby supporting decision-making management to improve the manufacturing process.
At present, data-driven has become an effective way and an important direction for the implementation of intelligent manufacturing in the manufacturing industry, and the value of data has gradually changed from being the input and output of the process to directly driving the production process and management operations.
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Manufacturing business scenario-driven is imperative
When it comes to driving business scenarios, first imagine some business scenarios of manufacturing companies:
Purchasing personnel formulate procurement plans according to procurement requirements. After the procurement application is approved, the purchaser places a purchase order, and production personnel formulate a picking list according to the production work order. After the procurement arrives, the warehouse receives the goods and puts them into storage, etc...
In these business scenarios, it is not difficult to find that a business scenario may contain several business sub-processes.
Take warehouse receipt as an example:
The warehouse first receives the receipt notice and the goods are delivered. The warehouse personnel need to check the basic information of the outer packaging, quantity, and variety according to the delivery note information. For the materials that need quality inspection, the quality department needs to complete the quality inspection. Fill in For the quality inspection form of the warehouse, some manufacturing companies have to unpack and re-attach the in-factory labels, etc., and finally the goods are put on the shelves and scanned into the warehouse.
Business scenario-driven is just starting from the needs of such specific business scenarios, mining needs, designing overall solutions, and bringing customers or internal users a complete experience. This method solves the lack of connection between the business scenarios of manufacturing companies and individual business processes. Some companies focus on the efficiency of individual processes while ignoring the disadvantages of the overall requirements of the scenario. Focusing on the comprehensive needs of the scene, innovation is realized through multi-process and multi-functional cooperation.
Scenario optimization emphasizes resource management. In the data era, it should be based on data, centered on processes, and developed around scenarios, emphasizing stability, leanness, and efficiency in business scenarios.
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Business Scenario Application of Manufacturing Enterprises
❐ Business Scenario 1:
Scenario of material receipt and warehousing in the warehousing operation of an enterprise
In this scenario, key indicators such as storage location utilization rate, average receiving time, warehousing accuracy rate, and timely receiving rate are displayed.
By analyzing the purchase order and converting the received quantity into the sku quantity, the pre-received information is formed, including storage area, storage area, and estimated time for receipt, etc. At the same time, it displays the current inventory location usage, recent receipt trends and historical chain information references, provides warehouse managers with more data references for dimensions of concern, and formulates storage resource plans in advance.
Eliminate the accumulation of goods in the warehouse, take too long to receive goods, re-storage, inefficient handling, wrong area placement, wrong storage accounts, etc., and help the warehouse to complete the receipt of goods accurately, efficiently and methodically.
Data source: warehousing receipt and warehousing kanban
❐ Business Scenario 2:
The whole process business scenario of an enterprise purchasing
A company receives supplier invoices from procurement, checks invoices, submits payment applications, completes approval, and pays suppliers from the finance department as business scenarios. The main problems that arise are that suppliers complain about payment delays, breach of contract, affect long-term strategic cooperation with high-quality suppliers, and cause problems in the supply chain of enterprises.
This business scenario includes multiple business processes and related approval processes. The reason for the delay in payment may be that the invoice receipt processing time is too long, the unified entry of multiple invoices causes delays, the payment application approval time is too long, and the payment date of the financial month is missed. Waiting for the next financial payment date and so on. Through the supplier payment progress kanban, the process data is displayed, and the full node of the payment progress is displayed and warned, helping the person in charge to control the payment progress information, identify risks, and complete supplier payments on schedule, thereby improving supplier satisfaction and maintaining stable supply.
Data source: Supplier Payment Progress Kanban