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What should I see when I visit the plywood factory?

What should I see when I visit the plywood factory?

The significance of inspection of plywood factory is to focus on the overall system, look at it from the perspective of customers, examine it, and judge it, so as to obtain targeted results.

1、 See the process

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

Visualization is to simplify problems and manage them with eyes. Visualization is also the embodiment of the management atmosphere of the plywood factory and the visual communication of the management level. Visual management Kanban is the embodiment of visualization. I divide it into static and dynamic management kanban. Static Kanban is mainly to convey 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 factory 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 the normal and abnormal?

2. Is everyone aware of the standard approach they should take?

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

4. Does everyone know what they are doing?

4、 Look at culture

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

Lean plywood factory culture is the internal power of plywood factory development. With lean processes, visual problem management methods, standardized management benchmarks and innovative plywood factory culture, this plywood factory should be visible and worth visiting and learning.

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

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

First look: stand 5m away from the site and observe for 20-30 minutes with the customer’s eyes, focusing on people, machines, materials, methods and environment, 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 inspection benchmark? Can the material be delivered? Is the processing method easy to follow? Is the environment easy to work in?

Two questions: ask the operator and ask 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 be met—- Strengthen quality awareness; Is there any abnormality? What should I do if there is an exception—- Strengthen the awareness of “calling, stopping and waiting” for abnormal problems; Ask yourself: why do you do this? Is there a better way—- Strengthen the awareness of improvement.

Three thoughts: thinking origin, thinking source and thinking scheme.

Thinking origin: return to the origin (create value) to think about the phenomenon you see; The origin is: take the customer’s needs as the guide, use the least resources to manufacture valuable goods. If you deviate from this origin, there will be problems.

Thinking about the root cause: think about the root cause of the problem (don’t be blinded by the superficial phenomenon) and use “why in five steps?” Find the root of the problem;

Thinking plan: think about the improvement plan based on the problem, and whether the four principles of elimination / simplification / consolidation / rearrangement can be adopted.

Four things:

1. Investigation and analysis: current situation investigation and analysis, using data to speak, using data statistical analysis to find out 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 re issuance prevention measures and implement them in relevant management documents.

The third level is to focus on management details.

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

Person: person-q (quality)

Are the personnel capabilities clear? Is there a training plan and implementation? Is there a new person / replacement? Is there a mark? Are there any targeted measures? Is it operated according to standard operation? Whether the frequency inspection is carried out according to the quality confirmation? Is there any operation that is not easy to guarantee the quality (difficult operation process)? Is there any operation qualification regulation for the heavy process?

Person-c (cost)

Are the personnel on the production line configured according to standard operation? Are there any redundant personnel? Is there any operation stop? Is there waiting (one hand / two hands)? Is there any laborious operation? Too much movement, too much walking, large turning angle, changing state during movement, back stretching and bending? Are there left and right hand movements? Are there repetitive / unnecessary actions?

Human-d (efficiency)

Is there a search phenomenon? Is there any unskilled operation? Is there any phenomenon of leaving the production line? Are the operations repeated in the same order? 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 any unsafe factors in the operation method and surrounding environment? Is there enough time line for operation? Is there any abnormal noise and is it harsh? Is the work area clean? Is there any oil stain on the floor? Is it easy to make people slip?

Equipment-q (quality)

Is there an equipment precision spot inspection system and is it followed? Is there a spot check system for commencement conditions / tooling and is it followed? Is there a management system for equipment adjustment and is it followed? Can the condition setting be changed by the operator at will? Locked? Is the person responsible for the change clear— Visualization is required.

Equipment-c (cost)

Is there visual management of daily change trend of equipment failure rate / downtime? Is the equipment cutting parameter set? Is it optimized? And is it complied with? Is there a production line equipment beat display? Are there continuous improvement activities for equipment with long beat? Is there a tool abnormal consumption management system? And strictly implement it? Is there time management for equipment replacement? Are you constantly improving and reducing the change time?

Equipment-d (efficiency)

Is the daily maintenance (spot check) of the equipment clear enough? Is there any dust or foreign matters on the equipment, processing parts and ceiling? Are the tools used in specified positions? And is it complied with? Is there a loud or strange noise from the moving parts of the equipment? Is there a management system for quantitative / regular tool change? Has it been complied with?

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 is it managed? Is there any 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 on the equipment?

Material-q (quality)

Is there a special waste bin (red)? Can first in first out be achieved? Are the finished products or semi-finished products clean and rusty? Are the places of placement distinguished 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 in the process comply with the standard hand-held, and whether there are regulations on the placement position and quantity of parts? Are the error proofing and identification of similar parts clear? Is batch management followed?

Material-c (cost)

Is there a hierarchical management system for defective products and is it followed? Is there a daily change trend management of defective products? Is there an auxiliary material consumption management system and is it observed? Pay attention to the process with more chips. Can it be changed to the process with less or no chips?

Material-d (efficiency)

Is the placement position / mode of parts convenient for taking and placing? Is the part box / case easy to handle? Is the quantity of parts clear at a glance? Is there any waste of parts pouring back and forth?

Material-s / E (safety / environment)

Is there any phenomenon that the goods are placed in the passage? Is there any oil dripping on the part container?


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