Industry News · 2021年5月7日 0

What should the enterprise production site management do?

What is on-site

1. The scene includes two factors: “present” and “field”.

2. “Present” means the present, which means the present, which emphasizes the timeliness.

3. “Field” means place and place, emphasizing regionality.

4. The combination of “present” and “field” is to give a certain area of ​​time.

5. For manufacturing enterprises, the site is the production workshop.

Walk into the scene

1. The “three busy” phenomenon at the scene:

Hectic: On the surface, everyone is busy, but in fact, they are doing unnecessary things or doing nothing. (fuss)

Blindness: Because of being too busy, people always do things mechanically, there is no direction to work, and the efficiency is not high.

Confusion: Long-term blind work has caused people to become numb and confused. They don’t know what they’re doing or what they’re doing.

2. The most concerned about the scene is the output:

Analyze the current situation-find out the bottleneck-take measures-solve the problem-increase production (display ability)

3. On-site function: output product.

4. The core elements of site management: 4M1E

Personnel (Man): number, position, skills, qualifications, etc.

Machine: inspection, acceptance, maintenance, maintenance, calibration

Material (Material): delivery time, quality, cost

Method (Method): production process, technology, operation technology, operation standard

Environment: 5S, safe working environment

 

The golden rule of on-site management

1. When a problem (abnormality) occurs, go to the scene first.

2. Check the phenomenon (characteristics exhibited) of the real thing (related object).

3. Take temporary measures on the spot.

4. Discover the real cause and eliminate it.

5. Standardize to prevent recurrence.

6 basic principles of production activities

1. Post-engineering is the customer

The quality of the job is determined by the evaluation of the post-engineering

Do not accept unqualified, do not manufacture unqualified, do not deliver unqualified

2. Bida production plan

Annual plan, monthly plan,

Daily and hourly production as planned-the guarantee of the production plan

3. Eliminate waste completely

Waste means: things that can be done without, things that can be done without

4. Standardization of work

There are standard work books, work reference books, not standardized

Standardization is to make regulations, to comply with and improve this regulation, and to continuously improve—observe—improve activities can be called standardization.

5. Value-added work

The purpose of management is to seek greater added value (profit)

The scene must have a big picture, identify production bottlenecks, and adopt the best countermeasures

6. Actively respond to changes

Basic requirements-determine the basics of work such as standards and develop a habit of observing

Observe first-collect information beforehand and take the next step

Master strength-improve skills and expand strength, improve equipment utilization rate, etc.

Daily work on site

1. On-site quality management

How to ensure good quality on site? 5 principles to avoid mistakes:

a. Cancel this job

b. Don’t want anyone to do it

c. Make the operation easier

d. Check

e, reduce the impact

2. On-site cost management

The best way to reduce costs is to eliminate excessive resource consumption

a. Improve quality: the quality of the work process, a reasonable 5M

b. Improve productivity to reduce costs: continuous improvement

c. Reduce inventory: working capital, storage, handling, hidden quality hazards, new products

d. Shorten the production line: reasonable production line workers

e. Reduce machine downtime

f, reduce space

g. The effect of the site on the total cost reduction

3. Delivery time:

One of the main tasks of managers

4. Contents that should be grasped in actual field operations

a. The rationality of the production plan, the production plan and actual difficulties, and the impact of plan adjustments

b. Personnel status, employee skills, production stoppage caused by material shortage and equipment failure, countermeasures and treatment of defective products

c. Whether parts/tooling fixtures/production accessories are complete, whether production is normal, and whether working methods can be improved

5. Basic method on site

Go to the front line, unblocked information, understand production capacity, pay attention to employee status, time/action research

6. Precautions at the scene

Institutionalization of exception handling, on-site education, explanation, clear job responsibilities, and fair evaluation of employees

 

Implementation method of on-site management

1. Main points of daily management

a. Attach importance to all management projects

Focus on quality today, and get equipment tomorrow?

b. Decide on key management items

Principle: “Do not add anomalies to the next project or customer”, decide on key projects

“Up to what level should be done”, the setting of the management level

c. The habituation of management

Quantify and clarify some daily tasks, management habituation

2. Methods of daily management

P- D- C- A management cycle

Such as job management, the goal is to achieve the production plan and increase productivity.

P (Plan): Achieve production

D (implementation): implementation plan-job setting

C (Check): Check the difference between target and actual performance

A (action): take countermeasures or improve

3. Site management policy

a. The work slogan of the production department: Don’t accept bad, don’t make bad, don’t deliver bad!

b. Quality management policy: quality first, high efficiency and punctuality, customer satisfaction and continuous improvement.

c. Production management policy: Innovate technology, improve production process; scientific management, strengthen operation harmony; tap potential, fully mobilize enthusiasm; pursue excellence, and comprehensively improve production efficiency.

d. Management requirements:

A: Based on the implementation of the post responsibility system, the full responsibility contract system has been implemented.

B: The task is dead, it must be executed if there are conditions, and if no conditions are created, it must be executed.

C: The decision is right. If you have any questions, talk about it afterwards.

D: The rewards and penalties must be distinct, timely and in place.

4. Self-management

a. Work with the mentality of doing things for yourself.

b. Take your own responsibility and make your own decisions if it meets the standards.

c. Don’t shirk responsibility

d. Take self as the foundation and complete work tasks

5. Three inspections

a. Its role is to realize the “three nos”. (Don’t accept bad, don’t make bad, don’t deliver bad)

b. To achieve “double inspection” depends on self-management:

Instill the importance of implementing “double inspections”.

Random spot checks

When problems arise, the responsibilities of both parties involved in the “double inspection” are emphasized.

6. Repair work

a. Repair operations refer to corrective measures implemented on defective products.

b. It is necessary to make repairs, draw inferences from one another, and provide feedback to prevent recurrence.

c. Hard work is not necessarily the best.

d. The repairman is the manager of the production department, especially the cradle of the team leader.

e. Management of repair products:

The repaired product must be re-inspected by the original inspection station

Appropriate marking of repaired products

If multiple repairs or major hidden dangers are found during repairs, they should be reported immediately

7. Carry out the work instructions

a. The team leader must be familiar with the work instructions and teach the staff;

b. It may not be the best method, but as a standard, operators must comply with it at all times.

c. If you have a better method, you can propose amendments, which can only be implemented after the amendments are approved.

d. “Five other methods”:

Tell him

Do it for him

Let him try

Help him confirm

Praise him

8. Grasp the main line of the scene

a. What is the main line of the scene? Production Plan

All on-site personnel circled around it. Is the focus.

Is the job goal

It is the standard for measuring the results of work.

b. Daily production plan:

The planned output is the task, and if it is not fulfilled, you must bear the responsibility.

If you cannot complete the task, you must apply for overtime.

It is the basis of the daily production report.

Once the production plan is issued, it is an order!

9. Know the output

a. Output is the only important goal of the production department.

b. The production management needs to master and control the speed of the production line to know the output.

c. Factors that determine output:

Speed ​​of production line

Mechanical capabilities of machines and equipment

Engineering and process stability

Personnel ability

Production preparation

Production preparation is the entire process of new products from trial production to normal mass production. In order to ensure that new products can be successfully trial-produced and mass-produced as planned, and to ensure product quality, relevant personnel training, instruction book development, and logistics adjustment are carried out. Preparatory activities for reach and equipment (including tooling, measuring tools, and tools).

 

Production preparation in site management

1. Production process and data preparation: flow chart, work instructions, drawings, QC standards, etc.

2. Preparation of fixtures, tools, auxiliary materials, labor protection supplies, etc.

3. Installation and commissioning of equipment, instruments and tooling

4. Personnel job arrangement and capacity setting

5. Pre-production training for on-site employees

6. Discovery and feedback of abnormal materials, equipment, processes and data

verify at the scene

1. On-site configuration management table:

It is also called the production line configuration management table: its form is like a checklist, which allows managers to confirm the layout status of the site.

Specify the location of staff, tools and supplies, instruments, materials, operation methods, record sheets, etc.

2. On-site equipment inspection:

Timing, scope, responsible person, frequency, method, content, record, confirmation.

Management of daily job reports

effect

1. Multiple project management tools such as delivery time, quality, safety, cost management, etc.

2. Facilitate the transfer and exchange of information with the boss and other departments

3. When a variety of abnormalities or problems occur, the data to be traced as the cause

4. Help managers to grasp the actual situation on site

common problem

1. There is too much content and it takes time to record

2. There is too much content to think, recall, and judge, which is very abnormal, so just forget it.

3. I don’t want to write and let others write on my behalf

4. No one is instructed how to fill it out, so just fill it in casually

5. The daily work report is just collected as information, and the boss does not read it, and it has no effect

 

Requirements for daily job reports

Design requirements

The necessary items are complete, and the project is as streamlined as possible

The order of the items should conform to actual homework or logical habits

Reduce the description or number to fill in, use symbols or lines instead of recording

Standard paper is used to avoid too large or too small, which is convenient for archiving

What should be grasped

Is each person’s daily report accurate?

Whether the material/work/product is abnormal

Work efficiency

Does it reach the plan?

Production efficiency and equipment efficiency

Defective products and lost working hours

Whether the current staffing of working hours is reasonable

Overall performance

Fill in the homework daily report

Fill in the homework daily report

Need to explain the role of the daily job report to the relevant staff

The basic content such as team name, operator name, product name, batch number, etc. shall be filled in by the on-site office staff, and then sent to the operator to fill in other items to reduce the burden on the operator

Only the operator knows the production quantity and processing time, and it is filled in by the operator

Get in the habit of reconfirming after writing

Managers should carefully review the daily work report, point out abnormalities in time and assist in solving problems, so as to form a good interaction situation

Field personnel grasp the abnormal trend of the operation according to the daily report, and implement key guidance for this trend

Production statistics method

1. Content: output, resources invested. Production qualification rate, defective rate, straight-through rate, productivity

2. Requirements: completion within the specified time (timeliness), authenticity

3. Summary of managers at all levels:

A. Production quantity

B. Quality, production pass rate, defective rate, straight-through rate

C. Personnel status. Attendance rate, violation of discipline, error

D. Production accidents, lost working hours

E. Material supply status

F. Machinery and equipment problems

G. Technical and technological issues

What is on-site

1. The scene includes two factors: “present” and “field”.

2. “Present” means the present, which means the present, which emphasizes the timeliness.

3. “Field” means place and place, emphasizing regionality.

4. The combination of “present” and “field” is to give a certain area of ​​time.

5. For manufacturing enterprises, the site is the production workshop.

Walk into the scene

1. The “three busy” phenomenon at the scene:

Hectic: On the surface, everyone is busy, but in fact, they are doing unnecessary things or doing nothing. (fuss)

Blindness: Because of being too busy, people always do things mechanically, there is no direction to work, and the efficiency is not high.

Confusion: Long-term blind work has caused people to become numb and confused. They don’t know what they’re doing or what they’re doing.

2. The most concerned about the scene is the output:

Analyze the current situation-find out the bottleneck-take measures-solve the problem-increase production (display ability)

3. On-site function: output product.

4. The core elements of site management: 4M1E

Personnel (Man): number, position, skills, qualifications, etc.

Machine: inspection, acceptance, maintenance, maintenance, calibration

Material (Material): delivery time, quality, cost

Method (Method): production process, technology, operation technology, operation standard

Environment: 5S, safe working environment

 

The golden rule of on-site management

1. When a problem (abnormality) occurs, go to the scene first.

2. Check the phenomenon (characteristics exhibited) of the real thing (related object).

3. Take temporary measures on the spot.

4. Discover the real cause and eliminate it.

5. Standardize to prevent recurrence.

6 basic principles of production activities

1. Post-engineering is the customer

The quality of the job is determined by the evaluation of the post-engineering

Do not accept unqualified, do not manufacture unqualified, do not deliver unqualified

2. Bida production plan

Annual plan, monthly plan,

Daily and hourly production as planned-the guarantee of the production plan

3. Eliminate waste completely

Waste means: things that can be done without, things that can be done without

4. Standardization of work

There are standard work books, work reference books, not standardized

Standardization is to make regulations, to comply with and improve this regulation, and to continuously improve—observe—improve activities can be called standardization.

5. Value-added work

The purpose of management is to seek greater added value (profit)

The scene must have a big picture, identify production bottlenecks, and adopt the best countermeasures

6. Actively respond to changes

Basic requirements-determine the basics of work such as standards and develop a habit of observing

Observe first-collect information beforehand and take the next step

Master strength-improve skills and expand strength, improve equipment utilization rate, etc.

Daily work on site

1. On-site quality management

How to ensure good quality on site? 5 principles to avoid mistakes:

a. Cancel this job

b. Don’t want anyone to do it

c. Make the operation easier

d. Check

e, reduce the impact

2. On-site cost management

The best way to reduce costs is to eliminate excessive resource consumption

a. Improve quality: the quality of the work process, a reasonable 5M

b. Improve productivity to reduce costs: continuous improvement

c. Reduce inventory: working capital, storage, handling, hidden quality hazards, new products

d. Shorten the production line: reasonable production line workers

e. Reduce machine downtime

f, reduce space

g. The effect of the site on the total cost reduction

3. Delivery time:

One of the main tasks of managers

4. Contents that should be grasped in actual field operations

a. The rationality of the production plan, the production plan and actual difficulties, and the impact of plan adjustments

b. Personnel status, employee skills, production stoppage caused by material shortage and equipment failure, countermeasures and treatment of defective products

c. Whether parts/tooling fixtures/production accessories are complete, whether production is normal, and whether working methods can be improved

5. Basic method on site

Go to the front line, unblocked information, understand production capacity, pay attention to employee status, time/action research

6. Precautions at the scene

Institutionalization of exception handling, on-site education, explanation, clear job responsibilities, and fair evaluation of employees

 

Implementation method of on-site management

1. Main points of daily management

a. Attach importance to all management projects

Focus on quality today, and get equipment tomorrow?

b. Decide on key management items

Principle: “Do not add anomalies to the next project or customer”, decide on key projects

“Up to what level should be done”, the setting of the management level

c. The habituation of management

Quantify and clarify some daily tasks, management habituation

2. Methods of daily management

P- D- C- A management cycle

Such as job management, the goal is to achieve the production plan and increase productivity.

P (Plan): Achieve production

D (implementation): implementation plan-job setting

C (Check): Check the difference between target and actual performance

A (action): take countermeasures or improve

3. Site management policy

a. The work slogan of the production department: Don’t accept bad, don’t make bad, don’t deliver bad!

b. Quality management policy: quality first, high efficiency and punctuality, customer satisfaction and continuous improvement.

c. Production management policy: Innovate technology, improve production process; scientific management, strengthen operation harmony; tap potential, fully mobilize enthusiasm; pursue excellence, and comprehensively improve production efficiency.

d. Management requirements:

A: Based on the implementation of the post responsibility system, the full responsibility contract system has been implemented.

B: The task is dead, it must be executed if there are conditions, and if no conditions are created, it must be executed.

C: The decision is right. If you have any questions, talk about it afterwards.

D: The rewards and penalties must be distinct, timely and in place.

4. Self-management

a. Work with the mentality of doing things for yourself.

b. Take your own responsibility and make your own decisions if it meets the standards.

c. Don’t shirk responsibility

d. Take self as the foundation and complete work tasks

5. Three inspections

a. Its role is to realize the “three nos”. (Don’t accept bad, don’t make bad, don’t deliver bad)

b. To achieve “double inspection” depends on self-management:

Instill the importance of implementing “double inspections”.

Random spot checks

When problems arise, the responsibilities of both parties involved in the “double inspection” are emphasized.

6. Repair work

a. Repair operations refer to corrective measures implemented on defective products.

b. It is necessary to make repairs, draw inferences from one another, and provide feedback to prevent recurrence.

c. Hard work is not necessarily the best.

d. The repairman is the manager of the production department, especially the cradle of the team leader.

e. Management of repair products:

The repaired product must be re-inspected by the original inspection station

Appropriate marking of repaired products

If multiple repairs or major hidden dangers are found during repairs, they should be reported immediately

7. Carry out the work instructions

a. The team leader must be familiar with the work instructions and teach the staff;

b. It may not be the best method, but as a standard, operators must comply with it at all times.

c. If you have a better method, you can propose amendments, which can only be implemented after the amendments are approved.

d. “Five other methods”:

Tell him

Do it for him

Let him try

Help him confirm

Praise him

8. Grasp the main line of the scene

a. What is the main line of the scene? Production Plan

All on-site personnel circled around it. Is the focus.

Is the job goal

It is the standard for measuring the results of work.

b. Daily production plan:

The planned output is the task, and if it is not fulfilled, you must bear the responsibility.

If you cannot complete the task, you must apply for overtime.

It is the basis of the daily production report.

Once the production plan is issued, it is an order!

9. Know the output

a. Output is the only important goal of the production department.

b. The production management needs to master and control the speed of the production line to know the output.

c. Factors that determine output:

Speed ​​of production line

Mechanical capabilities of machines and equipment

Engineering and process stability

Personnel ability

Production preparation

Production preparation is the entire process of new products from trial production to normal mass production. In order to ensure that new products can be successfully trial-produced and mass-produced as planned, and to ensure product quality, relevant personnel training, instruction book development, and logistics adjustment are carried out. Preparatory activities for reach and equipment (including tooling, measuring tools, and tools).

 

Production preparation in site management

1. Production process and data preparation: flow chart, work instructions, drawings, QC standards, etc.

2. Preparation of fixtures, tools, auxiliary materials, labor protection supplies, etc.

3. Installation and commissioning of equipment, instruments and tooling

4. Personnel job arrangement and capacity setting

5. Pre-production training for on-site employees

6. Discovery and feedback of abnormal materials, equipment, processes and data

verify at the scene

1. On-site configuration management table:

It is also called the production line configuration management table: its form is like a checklist, which allows managers to confirm the layout status of the site.

Specify the location of staff, tools and supplies, instruments, materials, operation methods, record sheets, etc.

2. On-site equipment inspection:

Timing, scope, responsible person, frequency, method, content, record, confirmation.

Management of daily job reports

effect

1. Multiple project management tools such as delivery time, quality, safety, cost management, etc.

2. Facilitate the transfer and exchange of information with the boss and other departments

3. When a variety of abnormalities or problems occur, the data to be traced as the cause

4. Help managers to grasp the actual situation on site

common problem

1. There is too much content and it takes time to record

2. There is too much content to think, recall, and judge, which is very abnormal, so just forget it.

3. I don’t want to write and let others write on my behalf

4. No one is instructed how to fill it out, so just fill it in casually

5. The daily work report is just collected as information, and the boss does not read it, and it has no effect

 

Requirements for daily job reports

Design requirements

The necessary items are complete, and the project is as streamlined as possible

The order of the items should conform to actual homework or logical habits

Reduce the description or number to fill in, use symbols or lines instead of recording

Standard paper is used to avoid too large or too small, which is convenient for archiving

What should be grasped

Is each person’s daily report accurate?

Whether the material/work/product is abnormal

Work efficiency

Does it reach the plan?

Production efficiency and equipment efficiency

Defective products and lost working hours

Whether the current staffing of working hours is reasonable

Overall performance

Fill in the homework daily report

Fill in the homework daily report

Need to explain the role of the daily job report to the relevant staff

The basic content such as team name, operator name, product name, batch number, etc. shall be filled in by the on-site office staff, and then sent to the operator to fill in other items to reduce the burden on the operator

Only the operator knows the production quantity and processing time, and it is filled in by the operator

Get in the habit of reconfirming after writing

Managers should carefully review the daily work report, point out abnormalities in time and assist in solving problems, so as to form a good interaction situation

Field personnel grasp the abnormal trend of the operation according to the daily report, and implement key guidance for this trend

Production statistics method

1. Content: output, resources invested. Production qualification rate, defective rate, straight-through rate, productivity

2. Requirements: completion within the specified time (timeliness), authenticity

3. Summary of managers at all levels:

A. Production quantity

B. Quality, production pass rate, defective rate, straight-through rate

C. Personnel status. Attendance rate, violation of discipline, error

D. Production accidents, lost working hours

E. Material supply status

F. Machinery and equipment problems

G. Technical and technological issues