On-site management is complicated, but there are only three basic elements: people, things, and places; the on-site situation is ever-changing, and it can be boiled down to only “two flows”: logistics and information flow; as on-site managers-production supervisor, workshop director , team leader, must conduct detailed analysis and research on these three elements and two streams, discover problems, analyze the causes, and find answers to solve the problems.
To put it simply: check the process flow; adjust the floor plan; do calculations on the production line; subtract and subtract the action elements; press the air during transportation; man-machine Efficiency is mentioned; key routes are shortened; on-site environment is changed; visual management is looked at; and the root cause of the problem is found.
1. Check the process flow
A diagram describing the steps and delivery routes of a process Show call flow chart. It includes two categories: work flow and process flow, but the essence is the same. It can be used to express complex processes with vivid diagrams.
Process flow or work flow is the general route of a unit process or work. It vividly reflects the process or work procedures, the connection of departments and processes, and the processing procedures after judgment or inspection. When you go to a textile enterprise or a certain department to find problems, you should start with the process and “follow the clues” to analyze the entire process of existing production and work, which processes are unreasonable, where there are backflows, where there are pauses, and which processes Can routes and links be canceled, combined, or simplified? Analyze and determine whether each link in the flow chart is under control? Can inspection play a check role? Are horizontal liaisons between departments in place? Is it smooth? Do new pathways need to be built or added? Based on each link and delivery route of the flow chart, analyze whether the existing work functions of each department are in place, and whether the existing organization needs to be adjusted or reorganized?
2. Adjust the floor plan
Some factories did not layout the construction site in the early stages of building the factory. The layout of the plant or equipment has been carefully designed, or due to the continuous development of production and the continuous addition of equipment, the layout has been disrupted, or due to changes in product structure, the layout of the factory building or equipment has been unreasonable, resulting in the production of products and workpieces. The current transportation routes are too long, which is a hidden danger that creates waste every moment, and must be determined to change.
You cannot see the plan route on the process flow chart. An arrow on the flow chart may actually travel dozens of meters, so you need to further look for benefits on the floor plan.
By analyzing the operation methods and equipment configuration, according to the flow direction of the production process, whether there are repeated routes and backflow situations, find out the unreasonable parts, and rationally adjust and design a The new layout shortens the process route and operator’s walking distance, and reduces unnecessary waste of resources.
Sometimes, the movement of a piece of equipment will save tens of meters or even hundreds of meters. Sometimes more space is saved.
3. Do the math on the assembly line
The production line and assembly line should be carried out at the same pace. Production can be balanced. In the production of some enterprises, there is often a situation of “working at the front, watching at the back, leaving ahead of time at the front, and working overtime at the back”. One of the reasons is that the movement method is unreasonable, and the other is that the rhythm is unbalanced.
A barrel is made of many wooden boards of different lengths. What determines its capacity is not the longest one, but the shortest one. Similarly, on an assembly line, the person who works the slowest is the one who determines the final efficiency of the assembly line. The balance efficiency of a production line or assembly line = the sum of the net operating time of each process / the operating time of the longest process × the number of personnel. The balance rate of many production lines is often less than 50%. If long processes are simplified, speeded up, replaced, or split, short processes can be balanced by merging, adding, etc. The production efficiency of the entire production line will be greatly improved, and the delays and accumulation caused by slow individual processes will be eliminated.
4. Action elements are reduced by one.
Any operation is based on manual actions. For units, especially labor-intensive enterprises such as textile factories, movements are a very important factor in generating benefits in processes such as assembly processes and processing processes that are dominated by manual labor.
The main purpose of motion analysis is to eliminate redundant, ineffective or slow motions, such as bending over, squatting, poor workplace, and lack of suitable equipment. Tools, people and objects are in a searching state, etc., to achieve maximum work efficiency in the least labor-saving way.
This research costs almost nothing and can greatly improve production efficiency. For example, in real life, why do some people make dumplings much faster than the average person? Why do some people transplant rice much faster than the average person? That’s all because they have mastered certain know-how and used the most economical actions to complete the task.
5. Press the air during transportation
According to statistics, 25% to 40% of the processing fee 70% to 80% of the process time is transportation and pause time; 85% of factory disasters occur during transportation. It can be seen that compression for transportation is very important. To improve handling, we need to optimize handling, including improvements in handling quantity, handling space, and handling time.
First, reduce the number of transports and theThe number of times;
Second, in terms of transportation space, the transportation distance should be shortened as much as possible, and the number of transportation routes and times should be reduced;
Third, the handling time should be shortened and the number of times should be reduced; in terms of methods, management and coordination should be paid attention to, and non-power should be used as much as possible, such as using gravity to slide on the slope or carry on the conveyor belt.
The principle of rationalized handling is to achieve almost no loss of the materials being moved; the handling method must be scientific and civilized, and avoid brutality; the handling environment must be safe and appropriate, and avoid risks; Reduce the chance of temporary placement and try to get it right at the first time; rationally planning the factory layout can effectively shorten the transportation distance. When the factory planning has been finalized, the handling distance can also be effectively shortened by rationalizing the planning process.
6. A word about human-machine efficiency
People and equipment are a pair of contradictions. If not, it will happen that either people wait for machines or machines wait for people. People and equipment constitute the ergonomic relationship. During the analysis, it is necessary to analyze the working conditions of the operator and the machine at the same time, whether there is any idle time, waiting, and ineffective time, and improve human-machine cooperation by adjusting the work sequence to seek reasonable This method coordinates human operation and machine operation, reduces waiting time to the maximum, and gives full play to the efficiency of people and machines. Just like squeezing out water, squeezing out the time of waiting for each other is to gain benefits from the joint operation of man and machine.
7. Shrink the critical route
Almost any product They are composed of several parts, usually produced in several lines or processes, and the parts must be assembled bit by bit in the later stage. In the process of forming parts and components, the workload of each process will inevitably occur. Situations of varying sizes.
This will bring mutual constraints in the later production. Processes with a small workload will have a lot of free time, while processes with a heavy workload will not have a moment of rest. Time, in other words zero jet lag, has become a bottleneck in production. The process with zero time difference is called the critical route, which restricts the production capacity and delivery time of the textile factory or workshop. After we find the critical route, we must allocate people and property from the non-critical route, strengthen the critical route, or use parallel operations , cross-work and other forms, shorten the critical route, constantly modify and optimize the plan, and achieve the best goal of shortening the schedule and saving costs.
The first basic skill of a production supervisor is to be able to calculate and find out the critical route based on the plan and production capacity. The second is to continuously compress key routes and other routes to achieve comprehensive optimization of time and cost. There are two methods here:
The first method is time optimization. It is to seek the shortest working cycle under guaranteed conditions of manpower, equipment, funds, etc. It can buy time and quickly realize the investment effect. Make use of the time difference to allocate some manpower and material resources from non-critical routes to focus on the critical route, or decompose operations to increase the degree of parallelism between operations, increase the input of manpower and equipment, and use new processes and new technologies to shorten the critical route. Duration;
The second method is time-cost optimization. The cost of an engineering project can be divided into two parts: direct costs and indirect costs. Direct costs refer to costs directly related to various operations, such as fabric or auxiliary material costs. Indirect costs refer to management costs and other costs that are not directly related to various activities but change with time. The shorter the project cycle, the higher the indirect costs. Small. Time-cost optimization is to seek the project cycle when the sum of direct costs and indirect costs is the lowest.
8. Changes in the place environment
Analyze whether the production and working environment meet the needs of production and work needs and human physiological needs, analyze what items and media are still lacking on site, put forward improvement suggestions for problems in different types of places, and carry out six activities of “organizing, rectifying, cleaning, cleaning, literacy, and safety” to achieve permanent Maintain state A, continuously improve state B, and clear state C at any time, so that employees can maintain strong morale and good skills. Necessary items are readily available, unnecessary items are removed at any time, and the on-site environment is smooth, clean, beautified, safe, and civilized. , so that the place and environment can achieve overall optimization in time and space.
9. Take a look at visual management
The human brain receives up to 80% of visual information %. Therefore, visual communication and command methods are more straightforward. Use various visual perception information with intuitive images and appropriate colors to organize on-site production, and use charts, drawings, photos, text notes, signs, and symbols as visual management tools. Functions such as explanation, cognition, warning, judgment, and action can be easily achieved. Therefore, visual management can also be called “visible management” and “visual management”.
10. Find the root cause of the problem
Look for the gap every day so as to improve the next day Do better – this is a very important point in the originality of Haier’s model. Constantly looking for problems, analyzing problems, and never-ending improvements on site are the common features of quality improvement, 8D work methods, CIP and other activities. It is this that drives the management operation process and keeps the company in a virtuous cycle of continuous improvement.
If you actually use these ten principles of on-site improvement, you will find that these tools are extraordinary and invincible. You will be surprised to see: process route It is smoother, the layout is reasonable, the labor on the assembly line has disappeared, the rhythm is more even, the workers’ operation efficiency is high, transportation is convenient, the production is balanced, the human-machine integration is close, the management is simple, a faster and better , shorter, smoother and more enjoyable lean production situation has quietly arrived!
I was pleasantly surprised to see: the process route has been smoothed, the floor plan has been reasonably laid out, idle work on the assembly line has disappeared, the rhythm has become more even, workers have become more efficient, transportation has become more convenient, production has been balanced, man-machine integration has become closer, and management has become simpler. , a faster, better, shorter, smoother and more enjoyable lean production situation has quietly arrived! </p
