How to carry out effective on-site management

How to carry out effective on-site management

How to carry out effective on-site management. On-site management refers to the control of many elements in the production process in order to effectively achieve the factory's business objectives, but many No one knows how to carry out effective on-site management, so let’s take a look with me. How to carry out effective on-site management 1

1. Standardization: The so-called standardization means that there are various norms in the enterprise, such as: procedures, regulations, rules, standards, essentials, etc., and these norms are formed into Written things are collectively called standards (or standard books). Setting standards and then putting them into action is called standardization. Those who think that standardization has been completed when standards have been compiled or revised are wrong. Standardization can only be considered implemented after guidance and training.

Innovation, improvement and standardization are the two major wheels for enterprises to improve their management level. Improvement and innovation are the driving force to continuously improve the level of enterprise management, while standardization is the braking force to prevent the decline of enterprise management level. Without standardization, it is impossible for an enterprise to maintain a high level of management.

2. Visual management: Visual management is a method of using various visual perception information with intuitive images and appropriate colors to organize on-site production activities to improve labor productivity. Management means is also a scientific method that uses vision to manage. Therefore, visual management is a management method characterized by openness and visual display. Comprehensive application of research results from management, physiology, psychology, sociology and other disciplines.

3. Kanban management: Management Kanban is a very effective and intuitive means of discovering and solving problems, especially one of the indispensable tools for excellent on-site management. Management Kanban is a manifestation of management visualization. Form, that is, clearly expressing the status of data, information, etc., is mainly a transparent management activity for management projects, especially information.

It reveals hidden information in documents, minds or on-site through various forms such as slogans/status boards/charts/electronic screens, etc., so that anyone can grasp the management status and necessary information in a timely manner. information so that countermeasures can be quickly formulated and implemented. Therefore, the management dashboard is a very effective and intuitive means for discovering and solving problems, and is one of the indispensable tools for excellent on-site management. How to carry out effective on-site management 2

1 Node Control Method

One of the characteristics of on-site management is that the nodes are very prominent. For example, problems are most likely to occur when a class starts. Focus on sorting out the work at the beginning of the shift and carrying out effective control. Similarly, when you get off work, it is also the time when problems are most likely to occur. Another example is when handing over a shift, when the project enters a critical stage, etc., put your Divide the scope of work responsibilities into different nodes, grasp the characteristics of each node, and carry out effective control. If you adhere to this idea, your on-site management level will be quickly improved.

2 Exception Elimination Method

The core idea of ??this method is to focus your energy on abnormal things, such as sites with quality problems and sites with no results. Compare In chaotic scenes, etc., focus on controlling those abnormal places. To use this thinking to solve problems, you must develop the habit of on-site inspections. During your inspection, you will definitely find many abnormal places. These places are under your control. The key point is that if accumulated over a long period of time, your level of control over the scene will be greatly improved.

3 Methods to prevent history from repeating itself

Also called problem review method, it is to go through the problems that have occurred in the past one by one to see which ones have been solved from the root cause. After solving the problem, which ones still have the risk of recurrence, and then focus on control, this method can avoid more than 90% of the problems, which has great reference significance. Let’s think about whether most of the problems that often occur on site are Only by clarifying these recurring issues can we solve the big problems of on-site management and get to the root of them.

4 Regular cleaning and accounting methods

There will be a dilemma in on-site management. You cannot solve some sick on-site problems for a while. If you Solving this problem will lead to on-site production shutdown, or more serious consequences. You can only watch these problems happen. This is called an overall problem.

The best solution to this situation is to clean up the accounting method regularly. For example, if your machine and equipment are working with a disease, if you try to solve the problem, the entire system will stop. At this time, you can use When production is stopped, or when the loss is minimized, this method is most commonly used in on-site management. Many inexperienced managers lose their temper when they see problems on site, but after they truly understand the situation, they will not Speak.

5 methods of tracking results

When the team you manage cannot produce results normally, you have to adopt this stupid method to change the on-site management environment. At this time You have to be tough and keep a close eye on the scene, especially at critical times, such as during long holidays, such as when working night shifts, etc. This method may seem stupid, but the effect will be shown quickly. How to carry out effective on-site management 3

The main methods of on-site management are:

1. Carry out "5S" activities. "5S" activities are activities that organize, organize, sweep, clean and improve the quality of the site. Its core is to improve people's quality:

(1) Sorting (Seiri) refers to the management of stagnant objects, The point is to distinguish between do’s and don’ts. Unnecessary things should be removed decisively from the site so that there are no things unrelated to production on the production site; frequently used things should be placed in the work area, occasionally used things should be concentrated in the workshop, and infrequently used things should be placed far away (such as storage in a warehouse).

(2) Seiton (Seiton), which is the rectification of needed items after sorting. The focus is on arranging the required items reasonably for easy use. Necessary things should be placed in a certain position and quantity so that they are in their place, can be easily identified by looking at them, and are easy to access and store.

(3) Cleaning (Seisoo) refers to cleaning equipment and work sites, creating a clean and comfortable working environment, and combining equipment cleaning with inspection, lubrication and maintenance.

(4) Cleaning (Seiketu), which refers to the long-term persistence of sorting, rectifying, and cleaning, and eradicating harmful smoke, dust, noise, harmful gases, etc., to create a comfortable, clean, tidy and safe place work environment.

(5) Situke means that employees have good behavioral norms, consciously abide by various systems and standards, develop good atmosphere and habits, have harmonious interpersonal relationships and a strong collective consciousness. Good literacy is the basis for organizing, rectifying, sweeping and cleaning. It can be said that the "5S" activity starts with literacy and ends with literacy.

2. Setup management. Positioning management is based on scientific arrangement and rectification, stipulating the relative positions of equipment, items, passages, operations, etc., so as to optimize and standardize the connection between people and things. Through positioning management, people can be assigned positions, objects can be positioned, and flows can be standardized, and information can be visualized and standardized.

Setup management mainly includes three steps:

(1) Classification of items. Classify on-site items according to the closeness of the items with the production operations. Some companies divide items into four categories: Category A refers to items in the work area or items that are directly connected to people, such as workpieces being processed and assembled, tooling in use, etc.; Category B refers to items that pass through a certain .The operating procedures convert indirect connections into directly connected items, such as workpieces waiting for processing and assembly, repair parts, tooling and technical documents to be used, etc.; Category C is items that are not directly related to production but are indispensable to the production site, intermittent Items used or used irregularly, such as fire-fighting equipment, oil drums containing lubricating oil, cleaning tools, tea buckets, etc.: Category D, which are useless items generated at the production site and must be removed, such as iron filings, scraps and garbage, etc. .

(2) Draw a setting diagram. The setting diagram is a floor plan determined after on-site diagnosis and analysis to determine the reasonable relationship between people, objects, and places. It is the basis for daily sorting and rectification.

The issues that should be paid attention to when designing the positioning diagram are: meeting the process flow requirements; convenient operation, reducing labor intensity, eliminating ineffective movements, and improving work efficiency; short transportation routes and fewer loading and unloading times; reliable safety protection devices; low cost of improvement; proper Handle Class D items.

(3) Dynamic control. Due to changes in production tasks and other factors at the production site, the site status often deviates from the provisions of the setting diagram. This requires strengthening the dynamic control of fixed-location management. First, it must be combined with the "5S" activities to strengthen daily inspections, inspections, supervision and assessment; secondly, control the temporary occupation of the site (establish an application and approval system for temporary occupation of the site); finally, establish a system for changing the fixed plan (the fixed plan cannot be changed at will) , but when the positioning drawing cannot adapt to the new production situation, relevant personnel must be organized in a timely manner to draw a new positioning drawing, but there must be strict systems for declaration, formulation and confirmation).

3. Visual management. Visual management is information that guides and restricts production activities. It is displayed and implemented on-site through visual means. It is commonly known as "visible management".

Visualization means include marking lines, signboards, signal lights, display devices, color signs and instructions. Marking lines are the boundaries of various areas on site, such as road marking lines, sidewalk marking lines, production operation area marking lines, various items storage area marking lines, etc.; signs include assembly line signs, assembly line signs, various production line signs, etc. Process signs and various regional signs, etc.

The signboard is placed vertically in a conspicuous place that is easy to see; it displays a signaling device and has a production status display board (displaying the varieties produced and their planned output numbers, production dynamics, cumulative numbers, reasons for shutdowns, etc.) , shutdown display board, cargo demand signal light, "kanban", etc.; instruction books include work instructions, standard work drawings, standard work combination sheets, tool replacement instructions, equipment inspection cards, etc. Various instruction books are placed in easily accessible places on site to guide workers in their operations.

4. Tool set management. Tool distribution management means that the tools required for production are centrally allocated by the distribution personnel and delivered to the job site according to the prescribed route, time, number of sets, and pieces every day. After the worn and damaged tools are inspected and collected according to the prescribed route and time, they are sent to Relevant departments repaired, sharpened, and supplemented. The centralized management of tools can help shorten the auxiliary work time of operators, and can also help ensure product quality and improve production efficiency.

In addition to the above four methods, on-site management methods also include equipment failure management, equipment inspection management, total quality management, strengthened team management, etc. In order to grasp the overall situation of the site, continuously improve the on-site status, and improve the level of on-site management, it is also necessary to carry out on-site diagnosis, identify problems, analyze the causes, and take improvement measures.