What does 3D5M of enterprise management mean?

The three dimensions of enterprise management are quality management, production management and cost control;

-Quality management

The competition in the external market is nothing more than quality, price and service. Whoever wants to dominate the market must take the lead in quality, price and service.

Some companies that have experienced it have the following problems. In order to achieve the goal of output value and output, a lot of manpower and working hours are invested, which leads to low quality, long working hours and low efficiency of new employees.

From the perspective of quality management:

1. A large number of new employees lack quality control awareness.

2. Grassroots cadres lack practical experience in work teaching.

3. The whole is busy pursuing the target output value, and the problem blind area keeps happening.

4. Although the problems were analyzed, they were not implemented effectively and lacked execution power (first-class speech, second-class articles and third-class work).

5. People's quality needs education, production technology needs improvement, and product yield needs to be improved.

Internal quality management

1. The internal quality management package has three levels: existing products, site and existing personnel. (i.e. product quality, process quality and human quality). Only high-quality people engage in research and development and production with the best technology can produce excellent products.

2. The quality of products must depend on the production process, especially the quality of people is the key to determine the quality of products.

3. Handling of abnormal quality: QC methods (AHP, checklist, control chart, scatter chart, fishbone chart, histogram, Plato) should be used to analyze the bad factors, but the most important thing is the implementation of corrective measures and preventive measures. The bad factors in general factories are mainly human management, with the most abnormal materials, and the negligence of human management is often the biggest cause of product rework and customer complaints.

4. Countermeasures: Improve people's quality through education and training, and implement measures to improve quality.

A: Short-term (immediate implementation)

Discuss problems with QC, seriously implement countermeasures, and consider how to improve from different angles according to PDCA (plan, do, check and act).

B: Mid-term (effective training measures)

QCC activities in the implementation class (two hours a week) aim at the quality status reflected in the statements of each post within a week (of course, at least the statements must be true), so that operators can put forward their views and questions on quality management, so that they can feel involved and increase their sense of responsibility. Various management training measures, such as brainstorming, quality control technology, quality improvement suggestions and QCC competitions, can be used in quality control circle activities.

C: Long-term (active education and training)

1. Carry out pre-service and in-service quality education, key quality education and opportunity quality education irregularly or in a planned way.

2. The company holds quality control circle competition, quality essay, drawing, quality slogan, quality speech and other awareness education every year, which is used to form the overall quality consciousness of the company, thus enhancing the intangible quality concept of all employees.

3. Implement the spirit of ISO9000, and educate all employees that ISO is a normal operating standard, not a temporary review and audit. If the ISO spirit is fully developed horizontally and vertically in the company, all employees of the company are inspectors.

Second, the production management

Management is to make the past problems not repeat themselves, find ways to implement improvements; Is to make predictions about future problems first. And formulate countermeasures. Once there is a problem, we should figure out how to control it correctly in the shortest time and implement it immediately.

The focus of production management is high quality, low cost and fast delivery, that is, Q C D (quality cost delivery time). Whether it is ISO spirit, PDCA or management by objectives, the most important thing is to decide what must be observed.

Production management should manage the overall productivity, and the overall productivity = quality yield * production efficiency * rack movement rate * target achievement rate * turnover rate.

How to improve the overall productivity?

1. In the implementation process, the practical education and training of grassroots cadres mainly includes four basic trainings: work teaching, work methods, work improvement and work safety (patrolling the line and immediately guiding improvement is the most commonly used method).

2. Explore efficiency improvement:

A. Process balance

B. Source management

C. break through the process bottleneck (for the bottleneck in the process, you must be able to answer the following questions:)

A. Question: What are the current bottlenecks?

B. reason: what should be changed?

C. goal: what will it look like?

D. plan: how to change it?

3. Adopt shifting system to improve the mobility of the rack.

4. The completion of the target achievement rate is to track the production plan in time, and modify and supplement it by filing (once every two hours) to achieve the goal.

Third, cost control.

Cost is the sum of materials, labor and expenses.

How to control the cost?

1. material

A. Purchase unit price: ask the manufacturer to reduce the price and find a new manufacturer.

B. technical improvement: process improvement, looking for new alternative manufacturers.

C. Loss management: the penalty of deducting wages due to shortcomings is taken for human reasons; Main factors used in the process of correction and prevention.

D. The accuracy of BOM 100% is required to prevent dead materials, and the design changes are carried out according to the actual implementation.

2. Direct labor

A. increasing output: pursuing production performance.

B. Personnel adjustment: implement the manpower support system.

C. Technical quality: implement multi-functional training for personnel and QCC improvement activities.

3. Manufacturing cost

A. Personnel cost: personnel quota, overtime due to improvement measures.

B. Rational utilization of resources: consider whether the number of people in one assembly line can be increased (reducing the fixed power consumption of multiple assembly lines and the etc cost of assembly line wear).

C. miscellaneous expenses: fixed budget system.

D. Energy cost: teach employees to develop the habit of cutting off water and electricity at will.

[Conclusion]:

As a manager of the company, we should always take the company's operating performance as our responsibility, strive to create profits for the company, and grow with the company's growth.

The 5M of enterprise management is "man, machine, material, law and environment";

Human-human resources: human ability, consciousness and operation. Can be improved through training.

Machinery-equivalent to the infrastructure mentioned in ISO9000. For mechanical equipment, production capacity, equipment maintenance and timely maintenance should be considered.

Materials-The materials used to produce raw materials and form products should be qualified or processed to meet product requirements, so as to avoid unqualified products due to raw material problems.

Method-process method constitutes the technical component of the product. Reasonable technology will reduce the product cost and improve the qualified rate. It can be said that reasonable technology and correct production operation flow constitute qualified products.

Environment-production environment, pollution can be avoided by monitoring the production environment (which is very important for food production). For site management, standardized production site represents safe production and orderly production.