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Audit and Inspect plywood, MDF and LVL factories. What should I see on site?

Audit and Inspect plywood, MDF and LVL factories. What should I see on site?

The significance of investigating plywood, MDF and LVL factories is to focus on the overall system, look at, examine and judge from the perspective of customers, so as to obtain purposeful results.

1、 See the process

The purpose of looking at the process is to see whether a plywood, MDF, LVL enterprise has a lean layout, and whether it is creating an uninterrupted operation process to visualize problems. Process is very important. Waste can be seen everywhere in an intermittent process layout. A lean layout process can eliminate a lot of waste at the source of design. It is crucial to implement lean management and carry out lean layout in advance.

Visualization is to simplify the problem and manage it with eyes. Visualization is also the embodiment of plywood, MDF and LVL enterprise management atmosphere and the intuitive communication of management level. The embodiment of visualization is a visual management Kanban, which I divide into static and dynamic management kanban. Static Kanban mainly conveys the long-term management concept of the organization. Dynamic Kanban is the management information that managers should grasp at any time. I think dynamic management Kanban can better reflect the management level and ability of an organization.

3、 Look at standardization

A plywood, MDF and LVL enterprise must have many standards. The reason why it is called standardization is to popularize the standards to the executable level. There are four key issues in establishing standards:

1. Can everyone know normal and abnormal?

2. Can everyone know the standard method they should adopt?

3. Does everyone know the main problems of their work?

4. Does everyone know what they are doing?

4、 Look at culture

Enter a plywood, MDF, LVL enterprise to hear and witness the appearance of cultural elements. If this plywood, MDF and LVL enterprise cannot hear the words “improvement” within 5 minutes and “site” within 10 minutes, it is not a lean plywood, MDF and LVL enterprise. If a plywood, MDF, LVL enterprise has such a Lean culture, first of all, this plywood, MDF, LVL corporate culture requires senior managers to adhere to the production line and directly listen to the voice of employees; Secondly, in this culture, lean tools are used every day in order to highlight potential problems. Everyone will ask “why” until the root cause of the problem is found, the corresponding countermeasures are put forward, and the correctness of the countermeasures is constantly checked; Third, this is a “problem first” culture. Senior managers will work with employees to solve the problems they face, and will be grateful to those who find new problems and new troubles.

Lean plywood, MDF, LVL corporate culture is the internal driving force for the development of plywood, MDF, LVL enterprises. There are lean processes, visual problem management methods, standardized management benchmarks, innovative plywood, MDF, LVL corporate culture. This plywood, MDF, LVL enterprise should be able to see and worth visiting and learning.

The second level is to focus on the management link and look at it from the perspective of managers.

The method is: one look, two questions, three thoughts, four actions.

First look: stand 5m away from the site and observe for 20-30 minutes with the eyes of the customer. The objects are people, machines, materials, methods and rings, and then enter the site to see, listen and think at a close distance.

Does the person have a promotion plan? Does the equipment have a routine check benchmark? Can materials be delivered? Is the processing method easy to follow? Is the environment easy to work?

Second, ask: it is divided into asking the operator and asking yourself.

Ask the operator: why do you do this? What is the basis for this—- Strengthen the awareness of compliance with regulations; What is the purpose of this—- Strengthen the consciousness of thinking back to the origin; What standards should we meet—- Strengthen quality awareness; Is there any abnormality? What if something abnormal happens—- Strengthen the awareness of “call, stop and wait” for abnormal problems; Ask yourself: why do you do this? Is there a better way—- Strengthen the awareness of improvement.

Think twice: think about the origin, root cause and plan.

Think about the origin: return to the origin (create value) to think about the phenomenon you see; The origin is: to be customer-oriented and use the least resources to produce valuable goods. If you deviate from this origin, there will be problems.

Think about the root cause: for the problem point, think about the root cause of the problem (don’t be blinded by the surface phenomenon) and use “five steps why?” Find the root of the problem;

Thinking plan: consider the improvement plan for the problem, and whether the four principles of improvement can be adopted to eliminate / simplify / merge / rearrange.

Four actions:

1. Investigation and analysis: investigate and analyze the current situation, speak with data, and use data statistical analysis to find out the key factors;

2. Improvement plan: formulate improvement plan and organize its implementation;

3. Follow up inspection: follow up the implementation process, and correct the deviation in time;

4. Consolidation: standardize the improvement effect, formulate recurrence prevention measures, and implement them into relevant management documents.

The third level is to focus on management details.

This kind of observation method is mainly applied to the direct front-line managers on site. The detailed objects of on-site inspection are people, machines, materials, methods and information.

Person: person -q (quality)

Is the personnel capability clear? Is there a training plan and implementation? Are there new people / post holders? Is there a mark? Are there any targeted measures? Whether the operation is in accordance with the provisions of standard operation? Whether the frequency inspection is carried out according to the quality assurance book? Is there any operation that is difficult to guarantee the quality (difficult operation process)? Is there any operation qualification regulation for key processes?

Person-c (cost)

Whether the personnel on plywood, MDF and LVL production lines are configured according to the standard operation? Are there any redundant personnel? Is there any operation stop? Is there waiting (one hand / two hands)? Is there any laborious operation? Do you move too much, walk too much, turn at a large angle, change state during movement, stretch your back, bend down? Are there left and right hand exchanges? Are there repetitive / unnecessary actions?

Human-d (efficiency)

Is there a search phenomenon? Is there any unskilled operation? Is there any phenomenon of leaving plywood, MDF, LVL production line? Are operations performed repeatedly in the same sequence? Pay attention to the operator’s hand movements / foot movements / waist movements / head movements. Can they be omitted / merged / rearranged / simplified?

Human-s/e (safety / environment)

Are there unsafe factors in the operation method and surrounding environment? Is the operation timeline sufficient? Is there abnormal noise and harsh? Is the surrounding area clean? Is there any oil stain on the floor? Is it easy for people to slip?

Equipment-q (quality)

Is there a spot check system for equipment accuracy and is it observed? Is there a point inspection system for starting conditions / tooling, and is it observed? Is there a management system for equipment adjustment and is it observed? Can the condition setting be changed by the operator at will? Is it locked? Is the person responsible for the change clear— Visualization is required.

Equipment-c (cost)

Is there visual management of daily variation trend of equipment failure rate / downtime? Whether the cutting parameters of the equipment are set? Is it optimized? And be observed? Is there a beat display of plywood, MDF, LVL production line equipment? Are there continuous improvement activities for equipment with long beat? Is there a tool abnormal consumption management system? And strictly implement it? Is there a time management for equipment replacement? Are you constantly improving and reducing the time of changing models?

Equipment-d (efficiency)

Is the daily maintenance (spot check) of the equipment clear enough? Is there any dust or foreign matter on the equipment, processing parts and ceiling? Is there a specified location for the tools used? And be observed? Is there a loud or strange sound from the moving part of the equipment? Whether the cutting oil and coolant hit the cutting part exactly? Is there a quantitative / regular tool change management system? Is it observed?

Equipment-s/e (safety / environment)

Where the equipment moves, will the equipment automatically stop when a part of the body enters? Is there any equipment oil leakage and managed? Is there chip splashing? Is there any abnormal sound / smell / temperature in the equipment? Is the equipment protective cover in normal use? Is there any excess material placed on the equipment?

Material-q (quality)

Is there a special waste bin (red)? Can first in, first out be achieved? Are finished or semi-finished products clean and rusty? Are the places of placement differentiated and observed? Whether the finished products and semi-finished products have specified containers, whether the marks are clear, and whether they are placed according to the regulations? Whether the products in process comply with the standard handheld, and whether there are regulations on the placement position and quantity of parts? Whether the error proofing and identification of similar parts are clear? Is batch management followed?

Material-c (cost)

Is there a layered management system for defective products and is it observed? Is there daily change trend management of defective products? Is there a management system for auxiliary material consumption and is it observed? Pay attention to observe the multi chip process, whether it can be changed to less or no chip processing method?

Material-d (efficiency)

Is the location / method of parts easy to access? Is the part box / box easy to handle? Is the number of parts clear at a glance? Is there a waste of parts pouring back and forth?

Material-s/e (safety / environment)

Is there any phenomenon that items are placed in the channel? Is there any oil dripping in the parts container?

报错 笔记

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