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10 management rules to improve textile workshop production efficiency



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”: logisti…

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; calculate it on the production line Calculate; reduce and subtract action elements; reduce air pressure during transportation; mention human-machine efficiency; shrink key routes; change the on-site environment; take a look at visual management; and find the root cause of the problem.

01 Check the process flow

A diagram describing the steps and delivery routes of a process is called a 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?

02 Upgrade the floor plan

Some factories did not carefully design the construction site layout and equipment layout in the early stages of building the factory. , or due to the continuous development of production and the continuous addition of equipment, the layout is disrupted, or due to changes in product structure, the layout of the factory buildings or equipment is unreasonable, resulting in long transportation routes for products and workpieces during production. This It is a hidden danger that creates waste every moment, and we must make up our minds to change it.

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.

03 Do the math on the assembly line

The production line and assembly line should be carried out at the same pace so that 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.

04 Action elements minus one minus

Any operation is With manual movements as the basic unit, especially in labor-intensive enterprises such as textile factories, assembly processes, processing processes and other processes that are dominated by manual labor, movements are a very important factor in generating benefits.

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.

05 Press the air during transportation

According to statistics, 25% to 40% of the processing fee is transportation fee; 70% to 80% of the time is transportation and pause time; 85% of factory disasters occur during transportation. It can be seen that the pressure on transportation isGood – 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. This is the commonality of quality improvement, 8D work method, 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! </p

This article is from the Internet, does not represent Composite Fabric,bonded Fabric,Lamination Fabric position, reproduced please specify the source.https://www.tradetextile.com/archives/30383

Author: clsrich

 
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