What do you want to see to judge the management level of the plywood factory?

What do you want to see to judge the management level of the plywood factory?

Whether it’s supplier evaluation, visiting the plywood manufacturer’s factory, investment acquisition evaluation, or internal management of the current on-site materials, it involves a lot of on-site observation. However, due to the limitation of time, the on-site observation often requires the relevant personnel to practice their eyes and make quick assessment and judgment on the site in a very short time.

Of course, it’s the same sentence. There is a specialty in the art industry, and the professional things are left to the professional people. If you trust me, you can cooperate in a few words. If you don’t trust me, it’s useless to make a movie for you.

1. Importance of on-site observation

On site observation is the basis of continuous improvement. The directors of plywood factories in China have done their best to observe the production site. Even on the days off in the factories of plywood manufacturers, they will bring management personnel to the site and let people stand in the workshop and observe quietly for half an hour, and then point out the areas that need to be improved. Only in this way, can we truly improve the endless and achieve a virtuous circle of production.

The staff of the enterprise often turn a blind eye to many problems, or think it’s harmless, or think it can’t be changed. There are also many managers who often turn a blind eye to intuitive information and only love digital information. As a result, we may neglect some key clues and fail to really understand the real situation of the enterprise.

As a customer, we should go to the supplier’s site to understand its cost composition, production efficiency and quality control. As a supplier, we should go to the customer’s site to understand its production process, so as to better serve customers. As a peer, if you have the opportunity to visit other plywood manufacturers, it is also a very good opportunity to learn, compare and reference.

Enterprise operation is a large system, all links are closely related and affect each other. For production-oriented enterprises, we can see little through any details of the site. Any big problem can be found at the scene. Even in a limited time, as long as we grasp the key points, we can fully grasp the key information of plywood manufacturers’ factory operation. The following combines the macro system and management details to talk about how to conduct on-site observation.

2. Site atmosphere

First of all, you can directly see the most real mental outlook of employees on the site. Employees with high morale will be in sharp contrast with those with slovenness and indifference. Talk to the workers on the spot for a few words. You can also get important first impressions from the workers’ facial expressions and body language, because these directly reflect the workers’ emotions and satisfaction with the plywood manufacturer’s factory. In a plywood manufacturer factory I visited, most of the workshops are playing happy music. At a glance, the workers have a high enthusiasm for work. Working in such a relaxed and pleasant environment, the efficiency is relatively higher, and the quality of products will make people more confident.

When walking around the workshop, you can observe whether there is any unevenness of free and busy time. For example, when the machine is in automatic processing, the workers are idle nearby for a long time, or the workers in some stations are waiting for materials for a long time. The existence of this phenomenon shows that plywood manufacturers lack of lean management, low utilization of personnel, idle employees will also affect the working atmosphere of other people, the overall work efficiency is low, the cost is bound to be higher.

We should pay attention to whether the light in the workshop is sufficient, whether the air circulation is smooth, whether there is peculiar smell on the site, whether the noise is too loud, and whether the workshop is clean, because these will also directly affect the mood of workers, thus affecting production efficiency and product quality. It’s hard to imagine a plywood factory with lazy, low and indifferent atmosphere, employees or resentful or idle employees can do well in products and create benefits.

3. Space utilization and layout

Many plywood factories in China are doing well. The bigger the workshop, the better. As a result, the utilization rate is often very low. The equipment and process layout are very scattered. In addition to wasting space, materials are also transported in the factories of plywood manufacturers. Most of the plywood factories in developed countries are not so spectacular or even a little cramped, but they have high space utilization and high circulation efficiency.

Transportation not only takes up space, but also has a high operating cost. It also encourages unnecessary material movement. I saw a lot of electric forklifts and manual forklifts busy shuttling in a customer plywood manufacturer’s factory, but there were a lot of unnecessary handling. For example, the same batch of poplar veneer raw materials are moved from area a to area B for processing, and then moved back to area a for processing, then moved to area C for processing, and finally moved back to area B. the waste of transportation is almost the ultimate.

In principle, the production materials used on the same day should be stored along the production line, rather than in separate storage areas. Tools and tooling should be placed as close to the machine as possible. The factory layout of plywood manufacturer shall ensure the smooth flow of products and avoid any partition as far as possible. If it is found in a plywood manufacturer’s factory that the material handling distance is long, the handling route is repeated, or the handling times are many, it indicates that the layout is not reasonable, the space utilization is not ideal, and the production line is not concentrated as much as possible.

4. Site standardization

Standards are the best status and uniform reference for implementation. Without standards, there will be no implementation and no focus for improvement. There should be many standards on the production site, including operation and quality standards, 5S and safety standards, operation and maintenance standards, process and rework standards, safety stock standards, etc.

Many plywood manufacturers have SOP (standardized operation process) on site. We can observe whether these standards have omissions, whether they can be easily implemented, and whether there are breakpoints in the middle. Check whether the writing, speaking and doing are consistent, and whether the quality control points are highlighted with striking signs or colors.

By observing the specific operation process of different employees in the same process, it can be found whether there are differences, including the sequence of actions, operation strength, omission and so on. If there are differences, it means that employees lack standardized operation training, then the possibility of product variation is greatly increased. When I visited a plywood factory of a supplier, I found that the order of Four Eucalyptus veneers laid by different workers was different, and there was no reference for standard process. Based on my feeling, some workers would lay the veneers twice, and some workers would lay the veneers only once, no wonder that eucalyptus veneers would fall off, or one side of the veneers was too tight, resulting in the other side of the quality complaints.

5. Quality control

On site observation should pay attention to the treatment of defective products in the workshop. A good plywood manufacturer’s factory will expose the problem rather than cover up the defective and waste products. For example, use light to focus the waste, or use red label to wake it up, so that you can immediately know whether the waste is increasing, or whether a certain section of the production process is producing defective products.

I saw a lot of defective products in the corner of a plywood manufacturer’s factory. The dust on them had accumulated for quite a long time, but there was no sign to explain the cause and problem of the defect. Ask the workers on site and answer that they have been for months, no one knows what the problem is, and no one deals with it. When asked how to deal with the defective products, the answer was that there was a special person to rework, and no one went to investigate the cause of the defective products. Who dares to cooperate with the plywood manufacturers whose quality management is so chaotic?

Traceability of work in process and semi-finished products can also be easily seen on site. In a good plywood manufacturer’s factory, each piece of plywood has a card or a piece of paper plywood to follow the flow, indicating the source, the personnel who have been processed by hand, the equipment used and other information. Problems found in any process can be easily traced back to the source, and it is also easy to improve.

The precision of quality management can be judged by the protection degree of workers to the boards on site. In a film faced plywood factory, I saw that the film was placed on the cement floor at will without any protective measures. The quality of such finished film faced plywood can be imagined.

By observing the quantity and proportion of defective products, we can also preliminarily judge whether the quality control process of a plywood manufacturer is qualified. When I visited a supplier, I found more than 20 pieces of unqualified plywood piled up at the end of the finished plywood around noon. After asking the workers, the average output of this assembly line is 1000 pieces of plywood a day. According to this estimate, about 50 pieces of plywood are defective every day, and the defective rate of finished products is as high as 5%. This shows that a large number of quality problems have not been found in the previous processes, the defective products have been flowing to the end, the quality control is weak, and the cost of manufacturing defective products must be very high.

6. visualization

Visual management is the basis of many advanced management means, and it is the intuitive communication of the management level of a production enterprise. In the well managed factories of plywood manufacturers, visual tools can be seen everywhere. It includes organization and standardization of workplace, visualization of outcome indicators, visualization of standard operation, visualization of control indicators, visualization of automatic error prevention and correction, alarm mechanism, etc. When visiting, we should pay attention to looking for various visual tools.

Visual management Kanban can be divided into static and dynamic management kanban. The static Kanban is mainly to convey the long-term management idea of the organization. The dynamic Kanban is the management information that the manager should grasp at any time, which can better reflect the management level and ability of a plywood manufacturer.

5S is the embodiment of site organization and standardization, and is the bottom application of visualization. However, due to various reasons, most of the Chinese enterprises in reality have gone into a misunderstanding in 5S management. In a large film faced plywood manufacturing plant, the production workshop looks almost spotless at a glance, all the floors are painted with beautiful paint, all kinds of visual lines, signs, etc. are very similar, but the only lack of safety warning signs. Too smooth road friction is insufficient, people will slip if they walk on it carelessly, and trolleys and forklifts may also slip. This kind of surface Kung Fu is well done, but there are still many hidden dangers.

7. Status of tools and equipment

In a good plywood manufacturer’s factory, the equipment is clean and well maintained, and the relevant information of the equipment is clear at a glance and updated in time. In the machining workshop of a foundry, although all kinds of lathes are not very advanced or even have a long history, they all operate in good condition. I see a card conspicuously pasted on the side of each machine, which records the model, purchase date, price, supplier, maintenance record, maintenance record, etc. of the equipment. In addition, the daily spot check form is also recorded completely. Some spot check forms clearly record the hidden dangers found by the operators, as well as the signature and handling scheme of the equipment department. This shows that equipment management and maintenance have formed a sound system.

In another plywood manufacturer’s factory, I saw a large vacuum paint dipping machine in the state of waiting for repair. It is said that the sealing rubber ring needs to be replaced due to aging, but it will take a month for the plywood to arrive. There is no maintenance record on this equipment. Although there is a daily spot check form, such vulnerable plywood can not be found until it is seriously aged and cannot be used, indicating that the spot check is not in place or perfunctory. The failure of this equipment could have given early warning and made corresponding preparations, so as not to cause a month’s shutdown and seriously affect the production and delivery.

At the site, employees can also be informed whether the operators and product developers are involved in the purchase decision of the equipment. Front line workers and personnel involved in product development and production are the most aware of the advantages and disadvantages of the new equipment, as well as the actual needs of the production line. In many plywood manufacturers, the purchase of equipment is decided by high-level or equipment department, rarely seeking the opinions of front-line personnel, resulting in a large number of follow-up problems.

8. On site observation precautions

Field observation is the most direct way to find problems. Most of the problems will appear on the site. It can quickly make a preliminary assessment of the plywood manufacturer’s factory, which can be traced back to the source and reduce the blindness of many works. This paper only discusses a small part of many contents of on-site observation. There are many ways, methods and different focuses of on-site observation, but the basic principles and matters needing attention are consistent.

1、 It is often biased not to come to the scene with colored glasses or conclusions to find evidence.

2、 The scene can’t just look at the surface. We need to check whether what we say, write and do are consistent. We need to ask more why.

3、 At the same time, from the macro and micro perspective, we focus on the details in a reduced way and look at the whole in a put way.

4、 Try not to take notes, which will affect the continuity of observation and thinking, and make the site personnel nervous.

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