How can we manage a factory well?

Experience of factory management [Foreword]: Running an enterprise is not for charity, it is a sin for an enterprise not to make money, and the goal pursued by an enterprise is to create profits. In order to achieve this goal, we must have an efficient team, high-quality products and low-cost materials. Team members need to have: one business is not the first, and the second will be closed; B members should have the spirit of not being afraid of difficulties, not backing down and not giving up until they reach their goals. 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 awareness of quality control. 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 problem was analyzed, it was poorly executed and lacked execution (first-class speech, second-rate articles and third-rate 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: on-site, on-site and on-site. (i.e. product quality, process quality and personnel quality). Only high-quality people engaged in research and development and production in the best process 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: We should analyze the bad factors through QC methods (AHP, checklist, control chart, scatter chart, fishbone chart, histogram and Plato), 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 reason for product rework and customer complaints. 4. Countermeasures: Improve people's quality through education and training, and implement measures to improve quality. A: Discuss problems with QC in a short time (immediately), seriously implement countermeasures, and consider how to improve from different angles according to PDCA (planning, execution, inspection and action). B: In the medium term (effective training measures), the QCC activities of the implementation class (two hours a week) are aimed at the quality status reflected in the weekly report form of each post (of course, at least the report form must be true), so that operators can put forward their views and problems on quality management, make them feel involved, and then increase their sense of responsibility. Various management training measures, such as brainstorming, quality control techniques, quality improvement suggestions and QCC competitions, can be used in quality control circle activities. C: long-term (active education and training) 1. Implement pre-job, on-the-job and key and opportunity quality education irregularly or as planned. 2. The company holds quality control circle competition, quality essay, painting, quality slogan, quality speech and other awareness education every year, which is used to form the overall quality awareness 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 will become inspectors. Second, the management of production management is to make the past problems not repeat, find ways and implement improvements; First, make predictions about future problems. 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 date). 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 output * production efficiency * rack movement rate * target achievement rate * turnover rate. How to improve the overall productivity? 1. In the process of implementation, the practical education and training of grassroots cadres mainly includes four basic trainings: work teaching, work methods, work improvement and work safety (patrol and immediate guidance for improvement are the most commonly used methods). 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. Problem point: B. Reason: What should be changed? C. goal: what will it be like? D. plan: how to change it? 3. Improve the moving speed of the rack by shifting system. 4. The completion of the target achievement rate refers to the timely tracking of the production plan, and the revision and implementation of additions through newspaper preservation (once every two hours) to achieve the goal. 3. Cost control cost is the sum of materials, labor and expenses. How to control the cost? 1. Material A. Purchasing unit price: the manufacturer is required to reduce the price and find a new manufacturer. Technical improvement: process improvement, looking for alternative new manufacturers. C. Loss management: taking the punishment of recording shortcomings and deducting wages because of people and things; Main factors used in the process of correction and prevention. D. The prevention of dead material requires the accuracy of BOM to be 100%, and the design changes should be made 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 expenses A. Employment expenses: personnel quota, overtime due to improvement measures. B. Rational use of resources: consider whether the number of people in an assembly line can be increased (to reduce 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 managers 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.