What Is Advanced Process Control?

Process control in industry refers to automatic control with process parameters such as temperature, pressure, flow rate, liquid level and composition as controlled variables. Process control, also known as real-time control, is a computer that collects test data in time and quickly and automatically controls and adjusts the control object according to the optimal value, such as the control of CNC machine tools and production lines.

[guò chéng kòng zhì]

What is procedural control? In general, controls in management can be before, during, or after the action has begun

In discussing the types of plans, the concept of procedures has been elaborated. Procedures are for operations or transaction processes

Practical experience has shown that supervisors should follow these guidelines when planning and controlling procedures.

(1) Minimize procedures.

For supervisors, the most important criterion is to limit the number of procedures used. There are some fixed disadvantages to procedural control, such as increasing the cost of paperwork, suppressing people's creativity, not responding to changed situations in a timely manner, etc .; all of these must be repeatedly considered by the relevant supervisors before setting procedures. In other words, executives must weigh the pros and cons between the benefits that can be obtained, the necessary flexibility, and the added control costs.

(2) Ensure that the program is planned.

Since procedures are also plans, they must be designed with a view to helping achieve the goals of the entire organization, not just individual departments, and improving the efficiency of the entire organization. The supervisor should ask himself and answer satisfactorily: Is the procedure planned? If building a program is necessary, can the program be designed to achieve the desired results? Can it help achieve the plan? For example, the process of issuing indirect materials must play a role in monitoring the receipt of indirect materials, controlling the consumption of indirect materials, strengthening cost accounting, reducing costs, and improving the economic efficiency of enterprises.

(3) Think of the program as a system.

Any program, whether it is payroll, material procurement, cost accounting, or new product development, is itself a networked system that contains many activities. At the same time, from the perspective of the organization as a whole, any program is a component or element of a larger system. We can call a system composed of many programs a program system. Treating a program as a system is to analyze and design the program from a holistic perspective, and to minimize the duplication, intersection, and contradiction of various programs. In addition, treating the program as a system can also help executives pursue overall optimization rather than partial sub-optimization.

(4) Make the program authoritative.

Whether a program can play its due role depends, on the one hand, on whether it is properly designed and on the other hand, whether it is strictly implemented. Procedures require people to behave in a predetermined way, but people often want to deal with things in a customary or casual manner. This brings a lot of resistance to the implementation of the program, so it also puts strict requirements on the control of the program, which makes the program authoritative. Specifically, this requires:

1. The formulation and release of procedures must be authoritative. In some foreign companies, there are special standards committees responsible for uniformly formulating, coordinating and publishing procedures and other management and technical standards, and supervising their implementation. In addition, it is usually the chief owner of the company who concurrently serves as the chairman of the standards committee.

2. Supervisors at all levels, especially those at the top, must take the lead in following procedures. In particular, personnel appointments, expenses and procedures for approving investment plans are most likely to be compromised by senior executives. Ascending and ineffective, superiors do not comply, and subordinates will naturally mess up.

3. The inspection and supervision of the procedures must be adhered to for a long time. This requires three steps:

First, distribute the procedure in the form of a manual or other text to those who must act accordingly;

Second, employees must be made aware of why each step of these procedures is necessary, what they are designed to achieve, and teach employees how to work under the guidance of the procedures;

Thirdly, through functional activities such as internal audits, the implementation of the procedures is regularly checked, and in particular, accidents and losses caused by violations of procedures must be investigated and dealt with seriously.

The importance of the procedure is beyond doubt. However, because the planning and control of the program is tedious and seemingly simple and ordinary, those who preside over it often do not get the attention and support of the staff of the highest competent department. In our country, there are not many enterprises or other organizations that really take a serious attitude to the planning and control of the procedure. Even among these organizations, some of them have only been "serious" for a period of time, and later became formal for various reasons. Therefore, it is not easy to implement programmatic and standardized management. However, we should also see that with the deepening of reform and opening up, with the continuous improvement of management in various aspects, and the introduction, absorption, and digestion of foreign advanced management methods, technologies, and methods, many organizations have also begun. Attach importance to and take seriously the formulation and control of relevant procedures in their management, and have achieved good results. Practical experience proves that the implementation of programmatic and standardized management is an important step in reforming traditional management methods and realizing management modernization.