1. Analysis background introduction
This case comes from a large manufacturing
enterprise, focusing on the automobile field, with multiple production bases,
an annual output value of more than 1 billion yuan, and a total of more than
1,000 employees. The enterprise takes efficient production and cost control as
its core competitiveness, and is committed to meeting the order needs of global
customers. With the intensification of industry competition and fluctuations in
market demand, enterprises urgently need to improve operational efficiency and
achieve sustainable development through digital transformation.
As a benchmark enterprise in the industry,
they used to rely on high efficiencyProduction and cost control have won the
market, but nowadays, problems such as order fluctuations, equipment failures,
and manpower shortages are like an invisible net, making many production bases
fall into a strange circle of "some are busy, and some are idle to
panic". The management realizes that it is impossible to manage this
"production maze" by experience and intuition alone. Enterprises
urgently need a "perspersal eye" to penetrate the data fog and see
the truth of each link, which is the starting point for enterprises to launch
production performance data analysis projects.
2. Statement of key issues
The contradiction between output value and
working hours. Although the output value meets the standard, the utilization
rate of working hours fluctuates greatly.
The cost of overtime is high, and a large
amount of working hours are concentrated in the high-cost overtime stage.
The resources between factories are
unbalanced, and the output value of factories with high overtime pay is not
necessarily high.
3. Analyze the plan
3.1 Select key data indicators.
|
Order
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Name
of the indicator
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Paraphrase
|
Analysis
angle
|
|
1
|
Total
output value (annual cumulative, current month)
|
The
total output value is the total value of the industrial final products
produced by the enterprise in the form of money and the provision of
industrial services during the reporting period. The cumulative annual total
output value reflects the total production results of the enterprise in a
whole year, and the total output value of the current month reflects the
production situation of the current month.
|
Observe
the changes in output value from the time trend, and judge the stability and
growth trend of production. Compare with the target demand and evaluate
whether the production meets the target demand;
|
|
2
|
Comparison
of cumulative output value in the same period
|
Compare
the cumulative output value of the current period with that of the same
period last year
|
You
can understand the growth or decline of the enterprise's production in the
same period of time and evaluate the development trend of the enterprise's
production.
|
|
3
|
The
output value target output value has been achieved
|
The
ratio between the actual output value and the set output value target.
|
Pay
attention to the rationality of the goal setting and whether there are
problems affecting the achievement of the goal in the actual production
process.
|
|
4
|
Total
working hours (cumulative annual, current month)
|
Total
working hours are the total working hours invested by employees in enterprise
production during the reporting period. The cumulative total working hours
per year reflect the investment of human resources of the enterprise in one
year, and the total working hours of the month reflect the degree of
utilization of human resources in the month.
|
From
the perspective of production efficiency, calculate the output value of unit
working hours and evaluate the efficiency of human resources utilization;
compare with production tasks to judge whether the working hours arrangement
is reasonable.
|
|
5
|
Comparison
of cumulative working hours in the same period
|
The
cumulative value of working hours in the current period is compared with the
same period last year.
|
You
can understand the changes in the human resources input of the enterprise,
judge whether it matches the changes in output value, and analyze whether
there is a problem of waste or inadequacy of human resources.
|
|
6
|
The
proportion of overtime hours
|
The
proportion of overtime working hours to the total working hours.
|
This
indicator can reflect the production tension of the enterprise and the
rationality of human resources management.
|
|
7
|
When
you are a full employee
|
Working
hours of full-time employees
|
The
contribution of employee groups to production
|
|
8
|
Part-time
working hours
|
Working
hours of part-time employees
|
The
contribution of employee groups to production
|
|
9
|
Total
salary (annual cumulative, current month)
|
The
total wage is the sum of all labor remuneration paid by the enterprise to
employees during the reporting period. The annual cumulative total salary
reflects the labor cost expenditure of the enterprise within a year, and the
total salary of the month reflects the labor cost level of the month.
|
From
the perspective of cost, calculate the proportion of wages to output value or
profits, and evaluate the reasonableness of labor costs; compare with
enterprises in the same industry to understand their own competitiveness in
terms of labor costs.
|
|
Ten
|
Total
salary year-on-year
|
Compare
the total salary of the current period with the same period last year
|
You
can understand the changing trend of labor costs of enterprises, judge
whether they match the business performance and production development of
enterprises, and analyze whether there is excessive growth or unreasonable
reduction of labor costs.
|
|
11
|
The
proportion of overtime wages
|
The
proportion of overtime wages to total wages
|
It
reflects the seriousness of the overtime situation of the enterprise and the
impact on labor costs. Excessive overtime wages may increase the labor cost
burden of enterprises, and may also affect the work enthusiasm and physical
and mental health of employees.
|
|
12
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Overtime
hours
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Overtime
hours are the working hours of employees who exceed their normal working
hours.
|
Understand
the overtime management of the enterprise and judge whether there is a
problem of excessive overtime,
|
|
13
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Overtime
pay
|
Overtime
pay is the remuneration paid by the enterprise to employees for overtime in
accordance with the law.
|
Whether
the payment of overtime pay is reasonable and legal can be combined with
production tasks and human resources to optimize overtime arrangements and
reduce labor costs.
|
3.2 Power BI Visualization Scheme
Note: The DEMO page data is simulated data,
which is for reference only to the analysis angle and Power BI function
display, and does not involve any actual business data.
4. Analysis and interpretation
Both the total output value and the total
salary have shown a significant increase, indicating that production efficiency
and employee remuneration have increased synchronously.
The total working hours decreased at the
beginning of the year, but increased significantly at the end of the year,
which may be related to the increase in production tasks.
Overtime hours and overtime pay are evenly
distributed in each factory. Factory C and Factory B have the highest overtime
hours and overtime pay, indicating that the production tasks of these two
factories are relatively heavy.
5. Application effect
Through the analysis of production
performance data, the enterprise has realized the transformation from
"fuzzy management" to "precise operation". The data not
only exposes the contradiction between output value, working hours and cost,
but also guides the management:
Locate bottlenecks: quickly identify
high-cost and low-output links (such as factory C).
Quantitative decision-making: use specific
values (such as the proportion of working hours and the ranking of overtime
pay) to support resource allocation.
Dynamic optimization: predict production
fluctuations through trend analysis and adjust strategies in advance.
Transparent motivation: Link data
indicators with employee motivation to stimulate team efficiency.
Enlightenment: Production data is not a
cold number, but a "navigator" for enterprises to optimize their
paths.When data is combined with business scenarios, it can be transformed into
practical actions to reduce costs and improve competitiveness, and ultimately
achieve sustainable growth.