What should we see when we visit the plywood factory and go to the plywood production site?
To investigate the plywood factory, the significance of seeing is: focus on the major aspects of the system, with the eyes of customers to see, to examine, to judge, so as to obtain the targeted results.
1、 Look at plywood production process
The purpose of looking at the plywood production process is to see whether an enterprise has a lean layout and whether it is creating continuous operation of plywood production process to make problems visible. Plywood production process is very important, a continuous layout of plywood production process, waste can be seen everywhere, a lean layout of plywood production process can eliminate a lot of waste at the source of design. It is very important to implement lean management and make lean layout in advance.
Visualization is to simplify the problem and manage with eyes. Visualization is also the embodiment of enterprise management atmosphere and the intuitive communication of management level. The embodiment of visualization is visual management kanban. I divide it into static and dynamic management kanban. Static Kanban mainly conveys the long-term management concept of an organization, while dynamic Kanban is the management information that managers should grasp at any time. I think dynamic Kanban can better reflect the management level and ability of an organization.
3、 Standardization of plywood production
An enterprise must have many plywood production standards. The reason why it is called plywood production standardization is to popularize plywood production standards to an executable level. There are four key problems in establishing plywood production standard
1. Can everyone know normal and abnormal?
2. Is everyone aware of the standard method of plywood production that they should adopt?
3. Is everyone aware of the main problems in their work?
4. Does everyone know what they are doing?
4、 Look at culture
The representation of cultural elements heard and witnessed in an enterprise. If the enterprise can’t hear the words “improve” within 5 minutes and “plywood production site” within 10 minutes, it is not a lean enterprise. If an enterprise has such a Lean culture, first of all, this corporate culture requires senior managers to stick 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, and everyone will ask “why” until the root cause of the problem is found out and put forward corresponding countermeasures Third, it is a “problem first” culture, in which senior managers and employees will work together to solve the problems they are facing, and they will be grateful to those who find new problems and new troubles.
Lean corporate culture is the internal driving force of enterprise development. There are lean plywood production processes, visual problem management methods, standardized management standards for plywood production, and innovative corporate culture. This enterprise 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 managers.
The method is: look, ask, think, and do.
First look: stand 5m away from the plywood production site and observe with the eyes of customers for 20-30 minutes. The objects are people, machines, materials, methods and environment. Then enter the plywood production site to see, listen and think closely.
Do you have a promotion plan? Is there a point inspection benchmark for the equipment? Can materials be delivered? Is the processing method easy to follow? Is the environment easy to work in?
Second question: it is divided into asking the operator and asking himself.
Ask operator: why do you do this? What is the basis for this? —-Strengthen the awareness of compliance; what is the purpose of doing so? —-What kind of plywood production standard should be achieved? —-Strengthen quality awareness; is there any abnormality? What to do 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.
Third thought: thinking origin, thinking root, thinking scheme.
Thinking origin: in view of the phenomenon seen, go back to the origin (create value) to think; the origin is: take the customer demand as the guide, use the least resources to make valuable goods. If it deviates from this origin, there will be problems.
Thinking root: in view of the problem point, think about the root cause of the problem, (do not be blinded by the surface phenomenon) use “five steps why?” Find the root cause of the problem;
Thinking scheme: in view of the problems, think about the improvement scheme, and whether the four principles of improvement can be adopted to exclude / simplify / merge / rearrange.
1. Investigation and analysis: current situation investigation and analysis, speak with data, statistical analysis with data, find out the key factors;
2. Improvement plan: formulate improvement plan and organize implementation;
3. Tracking inspection: track and check the execution process, and correct the deviation in time;
4. Consolidation: standardize the production of plywood with improved effect, formulate preventive measures for recurrence, and implement them into relevant management documents.
The third level is: focus on management details.
This observation method is mainly applied to the direct managers on the production site of plywood. The detailed objects of inspection on the plywood production site are people, machines, materials, methods and information.
Person: person-q (quality)
Is the personnel capability status clear? Is there a training plan and implementation? Are there any new employees / post holders? Is there a mark? Are there any targeted measures? Is the plywood production standard operation followed? Is frequency inspection carried out according to the quality assurance book? Is there any operation that is difficult to guarantee the quality (difficult operation process)? Are there any operation qualification requirements for key processes?
Is the personnel on the production line arranged according to the plywood production standard? Is there any surplus staff? Is there any work stop phenomenon? Is there a wait (one handed / two handed) phenomenon? Is there any strenuous operation? Too much movement, too much walking, big turning angle, changing state during movement, back extension and bending? Is there a left and right hand exchange? Are there repetitive / unnecessary actions?
Is there a search phenomenon? Is there any unskilled operation? Do you leave the production line? Are the operations repeated in the same sequence? Pay attention to observe the movement of hands / feet / waist / head. Can we omit / merge / rearrange / simplify?
Human-s / E (safety / environment)
Are there unsafe factors in the operation method and surrounding environment? Is there enough time line for homework? Is there any abnormal noise? Is it harsh? Is the work area clean? Is there oil stain on the floor? Is it easy to slip?
Is there a point inspection system for equipment accuracy and is it followed? Is there a spot inspection system for start-up conditions / tooling and is it observed? Is there a management system for equipment adjustment and is it followed? Can the condition setting be changed by the operator at will? Is it locked? Is the person responsible for the change clear? —Visualization is needed.
Is there a visual management of daily variation trend of equipment failure rate / downtime? Are cutting parameters set? Is it optimized? And be observed? Is there a production line equipment beat display? Are there continuous improvement activities for long beat equipment? Is there a tool abnormal consumption management system? And strictly implement it? Is there time management for equipment replacement? Is continuous improvement to reduce the replacement time?
Is the daily maintenance (spot check) of the equipment clear enough? Is there dust or foreign matter on the equipment, processing parts and ceiling? Are the tools used in specified positions? And be observed? Is there a loud or strange noise from the moving parts of the equipment? Is the cutting oil and coolant hitting the cutting part? Is there a quantitative / timing tool change management system? Are they observed?
Equipment-s / E (safety / environment)
Where the equipment moves, will the equipment stop automatically when part of the body enters? Is there any leakage of equipment and managed? Is there splash of hot pressed plywood? Does the equipment have abnormal sound / smell / temperature, etc? Is the equipment protective cover in normal use? Is there any surplus material on the equipment?
Is there a special waste bin (red)? Is it possible to achieve first in first out? Are finished or semi-finished products clean and rusty? Is the place of placement distinguished and observed? Whether there are specified containers for finished products and semi-finished products, whether the labels are clear and whether they are placed according to the regulations? Whether the products in process comply with the plywood production standards, whether there are regulations on the location and quantity of plywood raw materials? Is the error proofing and identification of similar plywood raw materials clear? Is batch management followed?
Is there a layered management system for defective products and is it followed? Is there daily change trend management of defective products? Is there an excipient consumption management system and is it followed? Pay attention to observe the process of multi hot pressing plywood, whether it can be changed into less or no hot pressing plywood processing method?
Is the location / method of placing plywood raw materials convenient? Is the plywood material box / box easy to handle? Is the quantity of plywood raw materials clear at a glance? Is there a waste of plywood raw materials back and forth?
Material-s / E (safety / environment)
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