Are profits usually very low in the first year of opening a factory?

Factory Management Experience [Foreword]: Running a business is not a charity. It is a sin for a business not to make money. The goal pursued by a business is to create profits. In order to achieve this goal, we must have an efficient team, high-quality products, and low-cost input. Team members need to have: A is not the first to run a business, but will close it second; member B must have the spirit of not being afraid of difficulties, not shrinking, and not giving up until the goal is achieved. —Quality Management The competition in the external market is nothing more than quality, price, and service. Whoever wants to dominate the market must achieve absolute leadership in quality, price, and service. I have experienced some companies that all have the following problems. In order to achieve output value and output targets, a large amount of manpower and working hours are invested, which in turn results in low quality, long working hours, and low efficiency for 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 instruction. 3. The whole company is busy pursuing the target output value, and blind spots of problems continue to occur. 4. Although the problem has been analyzed, the implementation is very poor and the execution is lacking (first-rate speech, second-rate writing, third-rate work) 5. The quality of people needs to be educated, the production process needs to be improved, and the product yield rate needs to be improved. Internal quality management 1. Internal quality management covers three levels: current products, on-site and on-site personnel. (i.e. product quality, process quality and people quality). Only high-quality people engaged in R&D and production in the best process can produce excellent products. 2. The quality of the product must be determined by 4MIE (man, machine, material, method, environment) in the production process. In particular, the quality of people is the key to determining product quality. 3. Quality abnormality handling: QC techniques (hierarchical method, checklist, control chart, scatter chart, fishbone diagram, histogram, Plato) should be used to analyze the defective factors, but the most important thing is to analyze the corrective measures and preventive measures. In terms of implementation, in general, the main unfavorable factors in factories are human management, and material abnormalities are the most common. Human management errors are often the biggest cause of product rework and customer complaints. 4. Countermeasures: Improve people’s quality through education and training, and implement quality improvement measures. A: Short-term (immediate execution) Use QC methods to discuss problems, implement countermeasures carefully, and follow PDCA (PLAN, DO, CHECK, ACTION) to constantly consider how to improve from different angles. B: Mid-term (effective training measures) QCC activities in the implementation class (two hours per week). Based on the quality status reflected in the reports for each position over the past week (of course, at least the reports must be true), let the operators raise their opinions and questions on quality management. , to make them have a sense of participation, thereby increasing their sense of responsibility. Brainstorming, QC techniques, quality improvement proposals, QCC competitions and other management training measures can be used in quality control circle activities. C: Long-term (active education and training) 1. Fully implement pre-service, on-the-job, key, and opportunity quality education from time to time or as planned. 2. The company holds annual quality control circle competitions, quality essays, drawings, quality slogans, quality speeches and other awareness education to gather and form the company's overall quality awareness, thereby enhancing the invisible quality concept of all employees. 3. Implement the spirit of ISO9000 and teach all employees that ISO is a daily work standard, rather than a temporary review and audit. If the ISO spirit is fully developed horizontally and vertically within the company, all employees in the company will be auditors. 2. Production management Management is to prevent past problems from recurring, to come up with solutions and implement improvements; it is to predict future problems in advance. and make countermeasures. If a problem occurs, figure out how to correct and minimize the problem in the shortest possible time, and implement it immediately. The focus of production management is high quality, low cost and fast delivery, which is commonly known as Q C D (QUALITY COST DELIVERY DATE). Whether it is the spirit of ISO, PDCA or target management, the most important thing is that what is decided must be followed. Production management must manage overall productivity. Overall productivity = quality yield rate * production efficiency * machine movement rate * target achievement rate * turnover rate.

How to improve overall productivity? 1. During implementation, practical education and training for grassroots cadres, the main content is four basic trainings: work instruction, work methods, work improvement, and work safety (line inspection and immediate guidance for improvement is the most commonly used method) 2. Discussion of efficiency improvement: A . Process balance B. Source management C. Breaking through process bottlenecks (For bottlenecks in the process, you must be able to answer the following questions:) a. Problem point: What is the current bottleneck? b. Reason: What should be changed? c. Goal: What do you want to change? d. Plan: How to change? 3. The machine operation rate is increased by adopting the shift system, etc. 4. The target achievement rate is achieved by tracking the production plan in a timely manner through timely reporting (every two hours), correcting and implementing additions, etc. to achieve the target 3. Cost (COST) control Cost is the sum of expenditures on materials, labor and expenses. How to control costs? 1. Materials A. Purchase unit price: Ask manufacturers to reduce prices and find new manufacturers. B. Technical improvement: improve the process and find new alternative manufacturers. C. Loss management: Defects will be recorded and wages will be deducted for human reasons; the process will be corrected and prevented. D. The prevention of dead materials requires that the BOM table be 100% accurate, and design changes be carried out according to the actual implementation. 2. Direct labor A. Yield improvement: Pursue production performance. B. Personnel adjustment: Implement a human support system. C. Technical quality: Implement multi-skilled personnel training and QCC improvement activities. 3. Manufacturing expenses A. Employment expenses: fixed staffing quota, overtime due to improvement measures. B. Reasonable use of resources: Consider whether the number of personnel in an assembly line can be increased (to reduce fixed power consumption of multiple assembly lines themselves, assembly line wear, etc. costs). C. Miscellaneous expenses: fixed budget system. D. Energy costs: Teach employees the habit of turning off water and electricity. [Conclusion]: As a company manager, you must always take the company's operating performance as your responsibility, strive to create profits for the company, and grow with the company's growth.