Standardization, Visualization, Kanban Management, Site Management, Three Tools

Standardization is one of the two major wheels for enterprises to improve their management level. It is an important means for enterprises to pursue efficiency and reduce errors.

In the factory, the so-called manufacturing is to produce products of uniform quality and meet specifications at a specified cost and prescribed working hours. In order to achieve the above objectives, if the operations at the manufacturing site, such as the order of the processes, are arbitrarily changed, or the working methods or operating conditions vary from person to person, products that meet the above objectives must not be produced. Therefore, the work flow, work methods, and operating conditions must be specified and implemented to standardize them.

Standardization has the following four objectives: technical reserves, efficiency, prevention of recurrence, and education and training. The role of standardization is mainly to preserve the technology and experience accumulated by members of the enterprise through documents, and not because of the flow of personnel, the entire technology and experience are lost. By knowing how much the individual knows, the organization knows how much, that is, transforming the individual's experience (wealth) into the wealth of the enterprise; and because of standardization, even if every job is changed by different people, it will not be efficient. There is too much difference in quality.

If there is no standardization, when the old employee leaves the company, he will take away all the valuable experience of the corresponding methods and work skills that have had problems, and the new employees may repeat the previous problems, even if they are taught at the handover. But it is difficult to remember completely with memory. Without standardization, different masters will bring out different apprentices, and the consistency of their work results can be imagined.

Many companies have standards of one kind or another, but after careful analysis, you will find that many standards have problems such as poor operability and ambiguity, for example, "requires moderate cooling water flow." What is moderate traffic? Not operational. "Requires careful insertion", what is careful? Not understandable. In fact, the formulation of a good standard is required to meet the following six points:

1. Target pointing. Standards must be targeted, that is, products that follow the standard can always produce the same quality. Therefore, words and content that are not related to the target should not appear.

2. Show the reason and result. For example, "Safely tighten the screws." This is a result and should describe how to tighten the screw. As another example, "the thickness of the weld should be 3 microns." This is a result and should be described as: "The welding work applies a current of 3.0 A for 20 minutes to obtain a thickness of 3.0 microns."

3. accurate. To avoid abstraction, "be careful when tightening the screws", what should be considered? Words with vague concepts should not appear.

4. Quantitative - specific. Everyone reading the standard must be able to interpret the standard in the same way. To achieve this, graphs and numbers should be used more in the standard. For example, instead of the expression of "dehydrated material", use a more quantitative expression, "Use Centrifuge A to rotate the dehydrated material for 5-6 minutes at 100 +/- 50 rpm."

5. reality. The standard must be realistic and operational. Standard operability is very important. Poor operability is a common problem in many domestic enterprises. We can see the operating procedures, equipment maintenance and other standards on the wall of many enterprise workshops. We compare the following two tables to feel what is operability.

6. Revised. Standards must be revised as needed. In a good company, work is done according to standards, so the standard must be up-to-date and a reflection of the correct operation at the time. There will never be a perfect standard. Revise the standard in the following cases:

Content is difficult or difficult to perform defined tasks;

When the quality level of the product has changed;

When problems are discovered and steps are changed;

When the part or material has changed;

When the machine tool or instrument has changed;

When the work program has changed;

When the method, tool or machine has changed;

When it is necessary to adapt to changes in external factors;

When laws and regulations have changed;

Standards (ISO, etc.) have changed.

The implementation of visual management reflects largely the level of on-site management of an enterprise. Whether on the spot or in the office, visual management is a great place to work. On the basis of understanding its key points and standards, the extensive use of visual management will bring huge benefits to the internal management of the enterprise.

Management may reflect superiority to managers, but it is not a pleasant thing for managers. “Manage management rules that minimize management and manage as much as possible” is only in visual management. Only in the midst can be played. Implementing visual management, even if there is no mutual understanding between departments and all members, it is possible to correctly grasp the on-site operation of the enterprise through eye observation and judge the normality and abnormality of the work, which enables self-management purposes. It saves a lot of unnecessary requests, orders, and inquiries, making the management system operate efficiently.

Many companies' management rules and regulations are only kept on the documents. I don't know how to judge the right and wrong on the site management.

Visual management can be divided into 3 levels:

Primary level: There is a representation that you can understand the current state

Intermediate level: Anyone can judge whether it is good or not

Advanced level: management methods (exception handling, etc.) are listed

Managing kanban is a very effective and intuitive way to find and solve problems, especially one of the essential tools for excellent on-site management.

Management Kanban is a form of management visualization, which is a transparent management activity that clearly shows the status of data and intelligence. It reveals hidden information on documents, in the brain or on the scene through various forms such as slogans, status boards, charts, electronic screens, etc., so that anyone can grasp the management status and necessary information in a timely manner, so that they can quickly develop and Implement countermeasures.

According to the responsibility supervisor, it can be divided into three categories: company management kanban, department workshop management kanban and team management kanban. (As follows)

Company management kanban department workshop management kanban team management board

Senior leader, middle management leader, grassroots team leader

Various ERP system large slogans / frames 匾 / current status board mobile kanban

Slogan / status board / chart mobile board / electronic screen

Current status board / activity board chart / mobile board activity log /

Corporate vision or slogan

Business policy

/Strategic quality or environmental policy

Core objectives/indicators

Target decomposition system diagram

Department competition competition

Corporate celebrity list

Business growth history

Large event show

Employee talent show

General manager's schedule production and sales plan

Department shop slogan

Departmental strategy

Company decomposition target indicator

Cost breakdown system diagram

PQCDSM monthly indicator equipment

MTBF/MTTR Improvement Proposal

Activation team evaluation

Target assessment management

QC process benchmark

Excellent staff in the department

Department schedule

Progress management board

Employee go board

Departmental production plan

Safety and health status board

Regional sharing map

Cleaning responsibility table

Group activity status board

Equipment daily checklist

Management work instructions

Personal target assessment management

Team management status report

Item status board

TPM diagnostic status board.