On-site management is a comprehensive reflection of an enterprise's corporate image, management level, product quality control and mental outlook. It is an important indicator of the overall quality and management level of an enterprise. Good production site management will help enterprises enhance their competitiveness, eliminate "runs, leaks, drips" and "dirty, messy, poor" conditions, improve product quality and employee quality, ensure safe production, and improve the economic benefits of enterprises. It is of great significance to enhance the strength of enterprises.
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Standards and requirements for excellent on-site management
1. What is on-site management:
On-site management refers to using scientific management systems, standards and methods to manage various production factors on the production site, including people (workers and managers), machines (equipment, tools, work station equipment), materials (raw materials), methods (processing, testing) Methods), environment (environment), information (information), etc. to carry out reasonable and effective planning, organization, coordination, control and testing, so that they are in a good combination state to achieve high-quality, efficient, low-consumption, balanced, safe and civilized production. Purpose.
2. Standards for excellent production site management
1) Reasonable staffing and matching skills;
2) Materials and tools are placed in an orderly manner;
3) Site planning, labeling and analysis;
4) Work flow is orderly;
5) Rules and regulations must be strictly implemented;
6) The on-site environment is hygienic and clean;
7) The equipment is in good condition and operating normally;
8) Safe and orderly, smooth logistics;
9) Quantitative quality assurance and balanced control;
10) Registration statistics should be recorded without any omissions.
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3. Six elements of on-site management (5M1E analysis method)
The six elements of on-site management: people, machines, materials, methods, environment, and measurement, also known as the 5M1E analysis method.
1) Man: the operator's understanding of quality, technology, physical condition, etc.;
2) Machine: the accuracy and maintenance status of equipment and measuring instruments;
3) Material: whether the material can achieve the required performance, etc.;
4) Method: production process, equipment selection, operating procedures, etc.;
5) Measurement: Whether the method used in measurement is standard and correct;
6) Environment: technical requirements and cleaning conditions of the work site;
Since the first letters of the English names of these five factors are M and E, they are referred to as 5M1E.
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Basic methods of on-site management
1. 5S on-site management
(1) What is 5S on-site management:
The "5S" activity originated in Japan. Its main content is: the abbreviation of the five words Seiri, Seiton, Seiso, Seiketsu and Shitsuke. Because the first letter of the Roman pinyin of these five words in Japanese is "S", they are called "5S" for short.
(2) Basic content of "5S":
1) Organizing (SEIRI): distinguish between things that are used and things that are not used, and clean up the things that are not used;
2) Organize (SEITON): Things to be used are positioned according to regulations, placed neatly and quantitatively, and clearly marked;
3) Cleaning (SEISO): Remove dirt from the site and prevent the occurrence of pollution:
4) Cleaning (SEIKETSU): Institutionalize, standardize, implement and maintain the results of the previous 3S implementation;
5) SHITSUKE: Everyone acts in accordance with the regulations and develops good habits.
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(3) 5S management method requirements:
1. Organize
Comprehensive inspection of the workplace (scope);
Establish criteria for judging "need" and "unnecessary";
Remove unnecessary items;
Investigate the frequency of use of needed items and determine daily usage;
Develop waste disposal methods;
Check in with yourself daily.
(1) Organize
Red Card Posting Benchmarks
1. Those whose items are unknown
2. Those whose items have expired
(2) Rectification
It is necessary to implement the previous step of organizing work; arrange the process, determine the placement place; specify the placement method; draw lines and position; mark the items in the place (the focus of visual management).
Key points for rectification:
1) Organize to create a state where anyone can immediately take out what they need;
2) Look at it from the perspective of newcomers and people in other workplaces to make it clearer what should be where;
3) For both the place where the items are placed and the items being placed, ways must be found so that they can be taken out and used immediately;
4) In addition, it should be easy to restore it to its original state after use, so that you can know immediately if there is no recovery or misplacement.
(3) Cleaning
Cleaning essentials: Establish cleaning responsibility areas (indoor and outdoor); perform routine cleaning to clean up dirt; perform routine cleaning to eliminate sources of pollution; establish cleaning benchmarks as standards.
Cleaning content: routine cleaning, cleaning up dirt; cleaning of information and documents; cleaning of machinery and equipment; cleaning of public areas.
(4) Cleaning:
Institutionalize and standardize the above 3S implementation practices, implement them and maintain the results.
Cleaning tips:
1) Implement the first 3S work;
2) Develop benchmarks for visual management;
3) Develop audit methods;
4) Develop a reward and punishment system and strengthen enforcement;
5) Maintain 5S awareness;
6) Senior supervisors often take the lead in inspections to attract attention.
(5) Qualities:
Cultivate employees with good habits and abide by rules; improve employees' civility and courtesy; and create team spirit.
Literacy content:
1) Continue to promote the first 4S to become a habit;
2) Develop relevant rules and regulations to be followed together;
3) Develop etiquette rules;
4) Education and training (strengthened for new personnel);
5) Promote various spirit-enhancing activities (morning meetings, polite sports, etc.).
(6) Implementation steps of 5S on-site management method
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2. Standardization of work
1. Definition of job standardization:
The so-called operation standardization is to decompose each operating procedure and each action of the current operation method based on the investigation and analysis of the operation system. It is based on science and technology, rules and regulations and practical experience, and aims at safety, quality and efficiency. , improve the operation process, thereby forming an optimized operation procedure, and gradually achieving safe, accurate, efficient and labor-saving operation effects.
2. The role of job standardization:
(1) Standardized operations organically integrate complex management and programmed operations, so that management is organized, work has procedures, and actions are standardized.
(2) Promoting standardized operations can optimize current operating methods, change bad operating habits, and enable every worker to work according to safe, labor-saving, and unified operating methods.
(3) Standardized operations can concretize safety rules and regulations.
(4) Standardized operations can also help improve corporate management levels, thereby improving corporate economic benefits.
3. Standard formulation requirements:
1) Goal orientation: that is, following standards can always produce products of the same quality. Therefore, words and content that are irrelevant to the target should not appear.
2) Display the cause and result: For example, "The welding thickness should be 3 microns" is a result, which should be described as: "The welder used 3.0A current for 20 minutes to obtain a thickness of 3.0 microns."
3) Accuracy: Avoid abstractions: "Be careful when tightening the screws." What to be careful about? Such vague words are inappropriate.
4) Quantitative-Specific: Everyone who reads the standard must be able to interpret the standard in the same way. To achieve this, standards should make more use of figures and figures.
5) Realistic: Standards must be realistic, that is, operable.
6) Revision: Timely update and revise standards.
4. How to formulate operating standards?
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5. Issues that should be paid attention to in job standardization:
1) The formulation of standards must be scientific and reasonable;
2) Remember not to engage in formalism;
3) Don't be one-size-fits-all, formulate what needs to be formulated;
4) Pay attention to persistence.
(3) Visual management
1. The meaning of visual management:
Visual management is a management method that uses various visual perception information with intuitive images and appropriate colors to organize on-site production activities to improve labor productivity. It is also a scientific method that uses vision to manage. Therefore, visual management is a management method characterized by openness and visual display.
2. Content methods of visual management:
Red cards, signboards, signal lights or abnormal signal lights, operation flow charts, reminder boards, warning signs, area lines, warning lines, notice boards, production management boards, etc.
3. The role of visual management:
(1) Deliver information quickly and efficiently;
(2) Visually and intuitively display potential problems and waste phenomena; it is helpful to improve work efficiency;
(3) Objective, fair and transparent;
(4) Promote the establishment and formation of corporate culture;
(5) High transparency, which facilitates on-site personnel to supervise each other and exert an incentive effect;
(6) Conducive to producing good physiological and psychological effects.
4. Basic requirements for implementing visual management:
Unification: Visual management should be standardized;
Simplicity: Various visual display signals should be easy to understand and clear at a glance;
Clear: Various visual display signals must be clear and appropriately positioned so that on-site personnel can see them clearly;
Practical: don't show off, spend less money, and focus on practical results;
Strict: All personnel on site must strictly abide by and implement relevant regulations, mistakes must be corrected, and rewards and punishments are clear.
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Quality control at the production site
Production site management is the core of quality management and the basic link of quality management. Doing a good job in quality control at the production site is an important task for every production enterprise.
The most popular and effective one today is total quality management, which is a very complicated task. Today we will mainly talk about it briefly. Specifically, everyone should learn about total quality management.
1. Use PDCA cycle method in total quality management
● PDCA cycle method (Deming cycle)
P (Plan) --Planning phase
D(Do)--Execution phase
C (Check) --Check phase
A (Action)--processing stage
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2. How to use cause-and-effect diagrams, also called fishbone diagrams
Cause-and-effect diagrams, also called fishbone diagrams, are used to list the causes of problems and classify and hierarchize the many causes.
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Step 1: The characteristic is "low production efficiency"
Step 2: Find out the reason for the general direction and start from the direction of 5M1E
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Step 3: Find out the small causes that contribute to the big causes
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Step 4: Find out the main reason and circle it
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Step 5: Reanalyze the main reasons
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Step 6: Develop an improvement plan based on the reasons raised and proceed item by item until results are achieved.
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Organizational structure design principles and functions of production sites
1. The production site organization is the most basic organization of the company. There are generally three organizational structures, namely linear, functional and linear functional.
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2. Principles of on-site organization design:
(1) Principle of unified command
(2) Principle of equality of rights and responsibilities
(3) Principle of appropriate centralization and decentralization of power
(4) The principle of combining the establishment of duties according to circumstances and the establishment of duties according to people
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3. The functions of the production site organization are generally formulated based on its specific work tasks, which can be formulated by referring to the job description.
4. The requirements for the design of the organizational structure of the production site are: simplicity, clear responsibilities, and ease of command. Subordinate units generally have between 8-15 people or (teams), and in principle there are no deputy positions.
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Management of production site employees
1. Criteria for excellent production workshop managers
Actively promote corporate culture
Will formulate and implement reasonable management systems
Advocate and implement safe production
Avoid unnecessary waste
Manage upwards and take responsibility downwards
Good at production site management
Generalist using modern management tools
2. Contents of production site management:
(1) Strictly implement the system
(2) Improve employee skills
(3) Care for employees
(4) Actively deal with problems
(5) Upper and lower information transmission
(6) Modify the management system
(7) Design scientific operation procedures
(8) Improve work efficiency
(9) Determine product quality
(10) Safety production
(11) Implement employee performance appraisal
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Production planning requirements
The production plan is an overall plan that determines the production time, production quantity, production quality requirements and how to produce products that meet market needs or customer requirements. On-site production managers are one of the main operators in formulating production plans.
1. Requirements for production site managers to participate in the formulation of production plans:
(1) Objectively describe production capabilities;
(2) Provide product quality assurance indicators;
(3) Accurately assess production costs.
2. Requirements for managers in the implementation of production plans:
(1) Optimize operating procedures;
(2) Solve the bottleneck problem;
(3) Coordinate the relationship between machines and materials;
(4) Improve production efficiency;
(5) Communicate information in a timely manner.
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Production cost control
1. The concept of production cost control:
Cost control in the production process means that during the manufacturing process of the product, the various factors that form the cost are strictly supervised according to the pre-established standards, and measures are taken to correct deviations in a timely manner when deviations are found. This ensures that all resources in the production process are Consumption and expenses are limited to the scope specified in the standards.
2. Methods of production cost control:
(1) Develop cost standards:
1) Plan indicator decomposition method;
2) Budget Law;
3) Quota method;
(2) Supervise the formation of costs;
(3) Correct deviations in a timely manner;
(4) Use management to control production costs.
3.Main factors affecting production costs:
Product quality accident;
Equipment failure accidents;
Create process bottlenecks;
Employees are negative at work;
The production process is not smooth;
Staff skills are low;
Insufficient production capacity;
Excessive production waste, etc.
4. Effective methods of cost management
(1) Eliminate waste
● Create too much waste
● The waste of waiting
● Waste of transportation
● Waste during processing
● Waste of inventory
● Waste of action
● Waste of manufacturing defective products
(2) Provide employee training
1) Improve employees' understanding of the company;
2) Improve employee accomplishment and reduce the occurrence of accidents;
3) Enhance employee discipline and reduce employee turnover;
4) Training can improve work efficiency and reduce consumption
5) It can make employees more confident and improve team cooperation and coordination capabilities.
(3) Process design
Process design is the design of the organization and logistics engineering of raw material processing, parts processing, subassembly and final assembly activities within the entire workshop.
1) The purpose of establishing the process is to improve operational efficiency in order to achieve better results.
2) The process is actually the externalization of work experience into written knowledge (flow chart, process theory
(Ming), so that it can be easily copied, allowing enterprises to achieve rapid and low-cost expansion.
3) Simplification is the essence of process management.
4) The vitality of process management lies in constantly evaluating the adaptability of the process and not letting it become an excuse for bureaucracy.
(4) Multiple causes theory
● Subjective motivation
Employee cost management awareness; comprehensive quality; collective awareness;
Awareness of corporate ownership; work attitude and sense of responsibility;
Interpersonal relationships between employees and between employees and leaders.
● New ideas and concepts of multi-agent theory
a. Make cost control awareness part of the corporate culture;
b. Introduce an internal restraint and incentive mechanism into employee behavioral norms.
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On-site management system
1. The role of the production site management system:
Standardize employees' organization of the production site to achieve balanced, safe, and civilized production, improve business quality, improve economic benefits, and achieve high quality, high efficiency, and low consumption.
2. Contents of the production site management system:
Quality management, process management, placement management, equipment management, tool management, measurement management, energy management, labor discipline, and production safety.
The on-site management system is firstly scientific and operable; secondly, it is strictly implemented.
Mr. Lu Xun once said: "The terrible thing about the Japanese is that they are too serious, and the terrible thing about the Chinese is that they are too unserious."
