How to lead the team to improve production efficiency?

1. Removing the bottleneck production process: This is the simplest trick, but it is also the most powerful one. My own "famous saying" is, "Practice a simple trick to the extreme and it will be the ultimate trick." There is a motto in Lean production system: "The bottleneck process determines the maximum production capacity." As we all know, Line Balancing is an important guarantee for production progress. Among 100 links, as long as one link is inefficient, then the efforts of 99 links may not be able to solve the problem of lagging behind. Therefore, grasping the production rhythm of the bottleneck process and continuously improving it is the most important magic weapon to improve efficiency. Old bottlenecks are solved and new bottlenecks are created. Bottlenecks are constantly eliminated, PDCA is continuously promoted, and production efficiency is greatly improved. So, how to effectively relieve the bottleneck process? The five-step method to relieve bottlenecks is often used: ①. Find the bottleneck of the system; ②. Decide how to tap the potential of the bottleneck; ③. Give the bottleneck the best resource support; ④. Untie the bottleneck (bypass, replace, outsource ); ⑤. If step four breaks the original bottleneck, then go back to step one, continue to improve, and find new bottlenecks again. two. Implement performance and piece-rate compensation: I remember a management guru once said: "If the fixed salary of a company's employees exceeds 70%, the company is not far from death." This sentence is easy to understand, because employees who "guarantee harvests despite droughts and floods" cannot be motivated at all. A wise saying I often say is "It is shameless to time the clock (fishing), but it is not life-saving to count the pieces." In fact, management is the distribution of benefits, and good distribution means win-win and multi-win. I once worked in a company with tens of thousands of people. There were more than 10 IE engineers in the company. They studied how to improve efficiency every day, but the efficiency just couldn't be improved. The vice president of the factory asked me if I had any clever ideas. My answer was very simple, "Improvement of on-site efficiency does not mean sacrificing the interests of employees to achieve the interests of the company. Such improvements are bound to fail." He asked me what I meant, and I told him: "IE engineers study how to make employees do things faster and better, but it is harder for employees to do things faster and better, and it is harder for employees if their wages do not increase. I definitely won’t do it.” The vice president agreed with my opinion. In fact, the most valuable asset of production management is employees. The core of employees is motivation, and the focus of motivation is to meet the needs of employees. If your company's production process allows you to implement piece-rate wages, the best way for your company is to implement piece-rate wages. In previous consulting experiences, productivity efficiency can generally be increased by more than 10% after implementing piece-rate pay. Of course, when implementing piece-rate compensation, we must focus on solving the following six issues: ①. Repair of defective products, ②. Replacement quantity, ③. New employee training, ④. Piece-rate unit price calculation, ⑤. Rationalization of standard production capacity, ⑥. Division of labor among production line supervisors rationality and fairness. If your company's production management form is not suitable for implementing piece-rate wages, it is necessary to implement a performance bonus system. At this time, the focus should be on: ①. Assessment items, ②. Calculation methods, ③. Project connotation, ④. Objectives Weight, ⑤. Project allocation, ⑥. Scoring rules, ⑦. Data source, ⑧. Assessment cycle, ⑨ Award amount configuration. three. Encourage employees to conduct self-inspections and mutual inspections: In production management, generally speaking, as long as the quality is good, the efficiency will naturally be high. Repair of defective products often affects efficiency by more than three times. In previous consultations on production rationalization, we found that most companies spend a lot of resources on first and last parts, full inspection, and special inspection, but ignore self-inspection and mutual inspection of employees. Page 1, ***2 Everyone understands the truth that "quality is manufactured", but many people don't understand how to implement it. In consultation, my usual approach is to have two points: 1. During employee self-inspection, employees must do the following during the production process: ①. "Confirm the processing quality of parts in the previous process"; ②. "Confirm the technology, process requirements and processing quality of this process"; ③. "Confirm delivery to The quality of the finished product in the next process.” two. There are generally two quality management principles for employee mutual inspection: The first principle is that when the first process provides products to the second process, if the second process detects defective products, such as providing 10 products, the second process will be rejected. If the second process detects 9 qualified products and 1 unqualified product, then the second process has the right to make an index claim against the upstream process. The claims index here is quite astonishing and is increasing geometrically.

The second principle is that after the first process provides products to the second process, if the second process does not detect the existing defective products and flows to the third process, the third process will have to deduct the product. Bonuses for the second process... By designing a series of systems to allow employees to do self-inspections and mutual inspections, not only can efficiency be greatly improved, but quality inspectors can also be significantly reduced. I once implemented employee inspections in a garment factory After the self-inspection and mutual inspection system was implemented, the company's quality control personnel were reduced by more than 20%. There are many reasons that affect production efficiency, such as "acquired imbalances caused by congenital deficiencies" in design and development, insufficient procurement of materials that lead to production line changes or shutdowns for materials, etc. By grasping the main contradiction of the problem and solving it in a targeted manner, production capacity efficiency is greatly improved. Not too difficult. Of course, in lean production, commonly used methods to improve efficiency include VSM (Value Stream Mapping), IE (Industrial Engineering), SMED (Single Minute Exchange of Die) and other methods. I will not outline them one by one here. But as a production supervisor, you must remember that production management should pursue simplicity, simplicity means efficiency; in production management, the most effective method is often the simplest and most direct, rather than following the trend and doing the so-called Six Sigma. and Toyota-style production. There is a famous saying from the early days of the founding of the People's Republic of China: "If you understand, you must implement it. If you don't understand, you must implement it. Deepen your understanding during implementation." As long as you read this article carefully and implement the above methods, I believe that your company's production efficiency will be greatly improved soon. Published in Shenzhen in May 2007 "On-site improvement" is an important part of enterprise management. It does not require complicated and profound technologies, cumbersome procedures, or expensive equipment. As long as you pay attention to the improvement of the production site at any time, you can get twice the result with half the effort. effect. Many of our companies like to pursue earth-shaking and innovative reforms, but look down upon small improvements. Why Japanese companies can manufacture at low costs is closely related to their admiration for continuous improvement. "5S" and "Kaizen" in Japanese companies are Two major features of its on-site management. 0I like it!