As a manager, when talking about production management, you may think of many problems in the production process, such as low order delivery rate, low plan completion rate, low production efficiency, too many products in progress, long production cycle, etc. and a series of questions. If you are not only a manager, but also a business owner, you will often get angry with the management and subordinates because there are many products in the market, but the customers want the goods and are in a hurry to deliver them. The goods that were needed could not be made, but the goods that were not urgent were made in large quantities and placed in the warehouse.
Before doing a good job in production management, it is necessary to understand the pain points of factory production management. Only through a correct understanding of the management bottlenecks and locations of the enterprise can it help to propose scientific improvement methods.
Individual efficiency ≒ high organizational efficiency
In the eyes of many managers, the level of individual efficiency determines the efficiency of an enterprise.
On the surface, it seems that high individual efficiency means high organizational efficiency, but you will soon find that high individual efficiency does not necessarily mean high organizational efficiency. Specific to the performance of our company, employees in the workshop are very I am busy, but the goods required by the business cannot be produced, and the goods that are not urgent are piled up in the warehouse. The high efficiency of a certain department, a certain process, or a certain employee, or even the high efficiency of all departments, processes, and everyone does not mean that the overall efficiency and organizational efficiency of the enterprise are high.
Because the enterprise as a whole must ultimately deliver products to customers on time, quality, and quantity to reflect the organizational efficiency of the enterprise.
When a company is in peak production season, it must pay attention to organizational efficiency. This is why many companies with strict management seem to be “rigid” that we don’t understand, but they are actually ensuring the efficient operation of the organization.
Just like the highways we see, they don’t look efficient enough on the surface because they can’t get on or off casually, and non-motorized vehicles can’t get on them. But in fact, everyone knows that driving on the highway is not efficient enough. is the most efficient. We must pay attention to the construction of a “highway” in the enterprise from order intake to finished product shipment. In traditional production-oriented enterprises, the focus of a factory’s organizational efficiency is still on the production system, and the work of other departments and other systems basically serves the production department. Therefore, the overall efficiency of the production system is the key to the survival and development of a production-oriented enterprise.
For the production system, the organizational efficiency is mainly reflected in the following data: order delivery rate, production cycle, delivery cycle, and per capita output value.
As a production-oriented enterprise, if you want to pay attention to organizational efficiency and overall efficiency, you must first pay attention to the changes in these data, instead of just going to the workshop based on your feelings and only looking at individual efficiency.
High organizational efficiency emphasizes the “cooperation” of each process and department. Production must rely on management, and more importantly, production management problems need to be solved systematically.
The overall production status is unstable
1. Orders are unstable
In printing and dyeing enterprises, the phenomenon of inserting orders, changing orders, adding orders, and canceling orders is very common. Printing and dyeing companies are basically in a passive state when it comes to predicting and placing orders. Some companies even carry large amounts of inventory in order to meet customer needs and ship quickly. As a result, customers suffer huge losses after product upgrades.
2. The production process is unstable
The production process route is long, the degree of automation is not high, and other reasons, resulting in various processes Abnormalities in equipment, quality, materials, personnel, etc. may occur. The instability of the entire production process occupies a major position in enterprises, and it is also the most troublesome and difficult problem for many enterprises to solve.
Lack of production materials
1. Lack of technical data
Many companies still rely on experience and people. Production is carried out in a human-marked manner, lack of file management of technical parameters, imperfect technical data, etc., which brings certain difficulties to production management, and many technical abnormalities will occur during the production process.
2. Lack of process data
There is a lack of process data in the enterprise, such as instructions for corresponding products, process flows, etc. Many companies rely solely on the managers’ personal experience during the production process. When problems arise, they blame each other with other departments.
3. Lack of functional departments
The most important thing in production management is the coordination of resources, the arrangement and follow-up of production plans. After business orders are received, they are directly sent to the production department, and workshop production is completely determined by the workshop itself. Therefore, there are often “quarrels” between the business department and the production department. What management has to do is to let them perform their duties and correctly sort out the organizational structure of the enterprise, so as to lay the foundation for the process.
4. Talent echelon construction�Imperfect
Many managers are skilled managers who have grown up from employees step by step along with the development of the company, and have not received professional management training. Today’s enterprises face two difficulties: First, old employees are skilled talents, and these skilled talents are more people who do things rather than manage things. The second difficulty is that when facing the new generation of employees, it is difficult to mobilize their enthusiasm and manage them poorly if they use the same old methods in the enterprise.
This is an important reason why the talent echelon construction in the enterprise is imperfect. Without a complete talent echelon, companies will habitually “accommodate” and it will be difficult to truly implement standardized and process-based management.
Overlapping problems must be solved systematically
1. Tasks are constantly refined
In fact, these problems are not single They exist in different aspects, but are superimposed and intertwined with each other. So how can we solve these problems systematically?
Production tasks should be communicated to every employee through various methods (such as morning meetings), so that every employee clearly knows what their daily work tasks are. Only in this way will your tasks be continuously refined, what you do will be meaningful, and you will have the foundation to implement it. This is a very important part. The production tasks must be deeply rooted in the hearts of every employee.
2. Preliminary inspection of materials
After formulating the monthly plan, weekly plan, and daily plan, and refining the production tasks to the smallest unit, it is necessary to Do research in advance around this plan.
Here, many managers will have a misunderstanding: no production, no management. In fact, “production management” should be divided into two words, one is production and the other is management.
Production is a state, but what about management? This should be done before production. Many tasks such as material preparation, quality requirements, equipment status, etc. should be done during production before production, rather than during production. What does the early substance screening actually emphasize? After the tasks are continuously refined, it must be completely centered around the process from order review to delivery time breakdown. During this process, your materials must be in full supply, and you must follow the plan, not the plan and materials.
Because tasks are decomposed according to customer needs, through order review, through delivery, and all the way to the main plan, monthly plan, and Sunday plan.
3. Quick exception handling
What are the problems faced by many companies?
Our orders are very unstable, our production status is very unstable, and even some of our processes are very unstable. We are in an unstable state, and many companies are OEM manufacturers. , at this time, printing and dyeing companies do not have a very active say, so you say I will not make this order? It doesn’t seem very realistic. All we need to do is handle exceptions frequently and quickly in an unstable state to deal with this unstable state. That means you have to use constant changes, constant follow-ups, constant troubleshooting, and constant quick handling of exceptions to deal with this unstable state. After entering the enterprise, the most important thing is to implement it. We will have a tool called “Process Card”. For example, for production exceptions, we will make a “Production Exception Handling Process Card”. In this process card, we block some key time nodes and stipulate that after a quality abnormality occurs in production, the responsible person will write an exception report, and the exception will be handled quickly. Doing a good job in production management is a very critical link.
4. On-site implementation of the action
Mr. Kazuo Inamori said that “there are gods at the scene.” Why do you say there are gods at the scene? Because when we arrive at the scene, we look at “what” instead of always asking “why” in the office. In the office, we will ask “Why does this quality problem occur?”
In fact, we ask too many “whys”, and there are many answers behind “whys”. When we encounter problems, we often go to the scene to see “what”, and we must turn “why” into “What is it?” This is the key to implementing the action scene.
5. Presentation of result data
Do production management, whether it is quality status, task achievement, production cycle, order delivery rate, production abnormalities, etc. , which must be presented with quantitative data every day.
What do you hear the most when you hold meetings in a company? “The production is always adjusted, there are many quality problems with certain products,…” You see, communication is all based on feelings.
As a manager, what you need to do is to understand the presentation of result data. You said there are many quality problems. You classified and counted the quality problems. What is the proportion of each problem? Many problems will be solved easily.
The results must be presented with data, because the data represents and reflects the facts, and we often rely on feelings, and everyone feels about feeling, feeling It is empty, and you use air against air. Therefore, especially in production-oriented enterprises, the production department and various departments are complaining to each other. This is actually a manifestation of feeling against feeling.
If we can have quantitative thinking about everything, and can present the results and impacts as well as the management data in the process in a quantitative way, then everyone’s focus will be on the matter, right on question above.
If the results and impacts as well as the management data in the process are presented in a quantitative way, then everyone’s focus will be on the matter and the problem.
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