Please explain that as a project manager, you want to ensure the successful completion of the project. You plan to focus on management from several aspects and how to manage it.

In 2004, the team focused on the annual policies of professional factories and workshops, combined with the work priorities and goals of the team, decomposed the policies, and formulated monthly work plans based on the policies to implement improvement activities for various tasks. As the company's lean team activities were carried out, the team carefully studied the various work requirements of the lean team, formulated an activity plan for excellence based on policy and quality content, and implemented it in detail month by month. 2. On-site 5S and logistics 1. On-site improvement The team throughout the year continues to improve and upgrade the site in accordance with the requirements of 5S management. ① The on-site hoarding of the team is difficult to control due to high mobility. Therefore, the team uses their spare time throughout the month to reorganize the site at least twice a month; ② Make various appropriate slogans to beautify the on-site environment; ③ Implement the team management board Updated and more effective; ④ According to the different use properties of materials, all items on site were positioned and a 5S template was written; ⑤ The synthesis line operating area has no clear scope, and personnel from outside units can easily enter the operating area, affecting the operation and safety of team members. To ensure on-site safety, the operating area must be clearly defined and clearly marked. 2. Logistics and production capacity improvement ① In 2004, in order to improve production capacity, the team first adjusted the work station layout and refined the original 3 work stations into 4 work stations, and improved the production site logistics. With the variety The transformation, continuous adaptive adjustment of material placement, reduces the waste time of turning materials to a certain extent and improves work efficiency. Through various efforts, the shared car capacity has reached the goal of daily production of 150~160 units per shift; ② Conducted movement research on each process of the team to reduce movement waste and increase production capacity by approximately 3,000 units per year; ③ Long-term planning for production capacity improvement , we proposed the plan of installing the two ends of the synthetic line, which was studied and confirmed by the professional factory. At present, all equipment modifications have been completed (installed a cantilever crane, modified the synthetic line, and stored the required tools). The team has reviewed the materials Curation of storage has also been completed. Through experiments, the production time of a single unit is about 10 minutes and 20 seconds. If the plan is implemented, the daily production capacity will increase by about 40 units. 3. Cost control and improvement 1. Cost management improvement A pair of cost indicators were revised. In order to make costs more controllable, the team breaks down cost indicators to individuals, allows team members to participate in cost management, establishes a visual cost management dashboard, and implements position cost input-output reports. 2. A plan for reducing consumption and waste throughout the year was formulated, and improvements and rectifications were made to prevent scratches on the front panel, reuse waste pins, and run, pop, drip and leakage. 3. Carry out economic operation analysis and improve the recycling of picking lists. According to the phenomenon that there are many varieties of standard parts and small accessories in the team, in order to standardize management, each variety is marked with product identification. 2. Consumption control: The team completed 37,443 shared compartments throughout the year, with a cost consumption of 1,352,377.30 yuan and a quota of 1,353,709.70 yuan. The ratio was 99.902. The consumption per unit was 36.12 yuan. The production cost per unit dropped by 0.21 yuan compared with 36.33 yuan in 2003. For products in progress, the team implements a job responsibility system, fills in input-output reports, and conducts random inspections of inventory figures and physical objects every week. 3. Work improvement: The team proposed 94 work improvements throughout the year, 52 of which were approved and reported after screening by the team, and 47 were implemented. The effective improvement implementation rate was 90.4, with an average of 6 improvements submitted per person, and a participation rate of 100. 4. Product quality and process management 1. Quality management ① The team’s ISO9000 system compliance rate is 100, and there are no unqualified items that meet WSL standards. ② Over the past year, the team has continuously strengthened the construction of post self-control, so that defective parts are marked, a defect information feedback mechanism has been established, and "three self-controls and one control" have been strictly implemented. Information can basically be fed back to the team quality officer and squad leader. ③ Achieved 4 QC results throughout the year, and won 2 first places, 1 second place, and 1 third place in the factory evaluation. ④No batch or major quality accidents occurred throughout the year.

⑤ Continue to deepen the application of SPC in process management, rely on data to understand phenomena, and play an important role in solving quality problems. At the same time, based on the application of SPC, we insist on carrying out "process diagnosis" activities. ⑥ Revise the customer chain structure diagram and commitments, and insist on one customer chain visit and one quality (process, case) education every month. 2. Process management ① In order to meet the needs of production, under the arrangement of the technical department, the process operation guidance card was replaced. ② The team clarifies the process flow and carries out quality commitments and service activities between processes. ③Establish a job report system to provide in-depth feedback on problems on the production line. ④The team independently compiled the "Standard Work Instructions" based on the process requirements. 5. Safety production and equipment maintenance 1. Safety management On the basis of continuously consolidating the results of the "Special Safety Assessment", the team has achieved no safety accidents throughout the year. The focus of the team's safety work throughout the year is to strengthen people's safety awareness, with the purpose of eliminating unsafe behaviors of people, unsafe factors in the environment, and unsafe conditions of objects, so as to avoid the occurrence of safety accidents. , the team carried out a variety of safety activities, allowing team members to participate extensively: organizing safety tests, carrying out one-day safety officer activities, reading safety articles, writing safety tips, and self-examination and mutual inspection of hidden dangers. Insisting on safety in morning meetings every day, all 100 new employees in the team received safety education, while constantly innovating the art of safety education. In October, the team represented the company at the Group's Outstanding Production Safety Team Exchange Meeting held in Huangshan, and won the title of "Excellent Work Safety Team". 2. Equipment and tooling management ① Complete the preparation of TPM templates for all equipment of the team and put them on the wall. ② The team’s equipment and tools will be proofread and documented twice. ③In order to cooperate with the improvement of production capacity, the team and the maintenance team jointly designed and completed the transformation of the synthesis line. ④ Complete daily preventive maintenance and production line painting. ⑤Complete the transformation of some work station equipment. 6. Organizational Construction 1. System improvement: Establish and improve various team management systems around the content covered by lean creation, and form a compilation of team system documents. Set clear quality and safety goals and trustworthy content 2. Democratic management In 2004, the team implemented the team committee responsibility system and used the wisdom of the team to manage the team. The morning meeting uses the method of "everyone talks and then summarizes" to encourage everyone to express their opinions. The team adheres to the democratic life meeting system at least once a month, allowing everyone to come up with ideas for team management. Conducted a democratic evaluation of the work of the class committee, and met with each class committee to improve the work and service level of the class committee. 3. Lean promotion The team started to establish a lean team in July and achieved certain results. The team implements a monthly plan and summary system, focusing on the word "lean", and continuously innovates and improves in production, quality, technology, training, safety, equipment, cost, logistics, learning organization construction, etc., and wins the first place in the professional factory evaluation 3 times, 2nd place 1 time, 3rd place 1 time. In terms of just-in-time production, the team strives to simplify, accurately, and expand information transmission and avoid wasteful phenomena such as waiting, searching, and delayed work, and has achieved certain results. In particular, the establishment of the information signboard for Class II vehicles has enabled the information control of Class II vehicles to be controlled. Become accurate. The team has intensified the assessment on the management of detailed behaviors, with the purpose of correcting sloppy behaviors that are easy to do but are not willing to do, such as not placing the tea cup straight and not picking up the debris under your feet. 7. Job skills and learning team building team participated in 40 4 training and job training in accordance with the company's unified organization. At the same time, they planned to implement multi-skilled worker training, and basically achieved the planned goals. The original number of all-skilled workers in the team was 8, but due to changes in job positions , 5 people were transferred from the team, and 6 new employees were hired. The team's operational level has been very lacking for a period of time. After targeted training, there are currently 6 team members who can operate across the board, accounting for 43% of the team's headcount. They have adapted. production needs. In order to create a learning atmosphere, the team established a study corner in May and continuously purchased books for team members to read in their spare time. In order to make LT activities more effective, the team explored the use of learning tools several times and gained certain experience. 2. In order to ensure that the latest information of the company can be understood by team members in a timely manner, it should be advertised in a timely manner in the form of bulletin boards.

8. Reflection on one year’s work and plans for the next step: ① Cost control is not perfect enough, and there is some waste, and management needs to be strengthened in terms of early warning and daily control; ② Quality defects are repeated, control methods need to be improved, and methods need to be improved ; ③ Personnel operating skills have not been developed to work types other than assembly and lifting. In 2005, it is planned to train 2 spot welding operators; ④ The publicity and reporting work is not good, a publicity and reporting team must be established and managed by dedicated personnel; ⑤ The management level of the class committee To further improve, we should mainly increase democratic evaluation work and carry out criticism and self-criticism activities to expose problems. These will be the main contents for the team to improve basic management in 2005. We will comprehensively organize and study the Toyota Lean Production Method JIT to improve production efficiency, reduce waste, improve quality and efficiency, and enhance individual and organizational adaptability. The main goal is to fully tap the potential of all team members and improve the overall quality, management level and labor value of the team. We are determined and confident to take another big step forward in the team's management work in 2005.