How to manage the factory well?

Reprint the following information for reference \ xd \ xd \ factory management \ xd \ xd \ 1. Understand the nature of the factory \ xd \ xd \ The only purpose of setting up a factory is to make money, and to earn the maximum profit as possible. \ xd \ xd \ The only way to make money is that customers are willing to buy our products, so that factories can earn the difference between processing raw materials into finished products, so customers are the only factor we should pay attention to, which is why ISO9 lists paying attention to customers as the starting point of the system. \xd\\xd\ All problems are considered from the customer's point of view. Everyone in the company puts the satisfaction of customers in the first place when doing everything, and the concept that customers are supreme, there is no small matter for customers, and customers are satisfied everywhere should be strengthened and deeply rooted in the hearts of every administrator. Customers' dissatisfaction with the factory can not be eliminated in time, which will eventually lead to the loss of customers, which is the most fatal for the company. \xd\\xd\ II. Understanding customers \ xd \ xd \ 1. Customer's demand \xd\\xd\ Nowadays, the competition in the audio product market is fierce, and customers have many choices. How can we squeeze out competitors and make new customers choose our products? How can we keep the loyalty of old customers and not be poached by competitors? From the customer's point of view, there are the following decisive factors: \ xd \ xd \ 1.1. Does the product we introduced meet the market demand? The company headquarters is responsible for \ xd \ xd \ 1.2. Does the functional design of our products keep up with or surpass the competitors in the market? The engineering department is responsible for \ xd \ xd \ 1.3. Is the design of our products novel and unique to cater to the appetite of end users? The engineering department is responsible for \ xd \ xd \ 1.4. Can our new product launch frequency meet the needs of customers? The engineering department is responsible for \ xd \ xd \ 1.5. The quality of products is reliable, and the stability and quality assurance department is responsible for \ xd \ \ 1.6. PMC is responsible for whether the products can be delivered on schedule \ xd \ xd \ 1.7. The management is responsible for whether the products are cheap and whether the company's costs can be effectively controlled \ xd \ xd \ 1.8. Whether the after-sales service is good or not \ xd \ xd \ 2. Customer feedback information \ xd \ xd \ Whether the customer is satisfied with our company's products and services, there are the following kinds of information feedback: \ xd \ xd \ 2.1. Customer's suggestion: Handling way: Engineering Department of Marketing Department of Customer Sales Department \ xd \ xd \ 2.2. Customer's complaint: Handling way: Quality Assurance Department of Marketing Department of Customer Sales Department \ xd \ xd \ 2.3. Customer satisfaction survey report: Handling way: Marketing Department sends recovery analysis to management and responsible departments \ xd \ \ xd. 3. Handling of customer information \ xd \ xd \ Customer information is the most important basis for the company's decision-making and action. Therefore, any information cannot be shelved without being processed, and it must flow through the above channels. After being centralized by the marketing department, it will be registered and distributed to the designated department for handling. The designated department should organize relevant departments to discuss the countermeasures, and supervise the effectiveness of the implementation of the countermeasures. After being approved and closed by the factory director, the written materials will be copied to the marketing department, which will be responsible for handling them. As a result, the company and customers can form a benign interaction, develop together, and finally form a win-win situation, thus ensuring that the original customers will never be lost, and new customers will come here. \xd\\xd\ III. Understand the responsibilities of the factory \xd\\xd\ The company hopes to earn customers' money by selling products, and hopes to earn more money. There are only two ways to achieve this goal, namely, open source and throttling: \xd\\xd\1. Open source: \ xd \ \ \ xd \ xd \ and the basis of all this is whether the products manufactured by the factory can meet the above requirements of customers. Therefore, the factory also has an unshirkable responsibility in open source. It is necessary and necessary for factories and sales departments to maintain good interaction. \xd\\xd\2. Throttling: \xd\\xd\ means reducing product cost. At present, it is difficult for us to have a functional breakthrough in the audio market, so as to enjoy the high profits brought by monopoly of unique functions. In addition to the guarantee of product quality, competitors in the market are more concerned with comparing whose price is lower. \ xd \ xd \ It is the main duty of the factory to keep the quality stable and reduce the cost of products. This is also the significance of our factory management tenet of "making the best products with the least cost" in the past. \ xd \ xd \ If a factory wants to fulfill its responsibilities, it must always keep in mind that "survival by quality and development by reputation", and survival and development can only be achieved through scientific and strict management, that is, "seeking benefits from management". \xd\\xd\ The most commonly used modes of modern factory management are "management by objectives" and "performance appraisal", that is, listing the most critical control elements in factory operation, setting control objectives, assigning responsibilities, and assessing the compliance through data analysis at the end of the month, so as to evaluate the performance of the whole factory and various departments. \ xd \ xd \ Two major objectives of factory management: quality management and cost management \ xd \ xd \ IV. Quality management \ xd \ xd \ quality management exists at every time of work, and quality management in every place is divided into product quality management and work quality management \ xd. \ xd \ xd \ 1.1. The control points of "people" management are: ("people" are all employees, not just operators) \ xd \ xd \ 1.1.1. Past education, work experience and training status of "people" \ xd \ \. Whether the promotion training is comprehensive and qualified \ xd \ xd \ 1.1.3. Whether the post responsibilities of "people" are clear \ xd \ xd \ 1.1.4. Is there a clear work guide for "people" \ xd \ 1.1.5. " Xd\1.1.6. Is the company's factory rules and regulations reasonable \ xd \ xd \ 1.1.7. Is the company's salary system reasonable \ xd \ xd \ 1.1.8. Are effective reward and punishment measures and incentive policies established \ xd \ xd \ 1.1.9. Has the company's corporate culture been established and recognized by all "people" \ xd \ xd \ 1.1.1. Is there any real implementation measures for "people-oriented" \ xd \ xd \ 1.2. The control points for "machine" are: ("machine" is both 1.2.1. Is the supplier of "Machine" a qualified and approved supplier \ xd \ xd \ 1.2.2. Has the "Machine" been inspected after being purchased and returned to the factory \ xd \ xd \ 1.2.3. Has the serial number registration and management resume been established \ xd \ \? 1.2.4. Is there a routine check, maintenance and adjustment system and record form, and arrange others to check the implementation status \ xd \ xd \ 1.2.5. Is there a Work Instruction or work instruction \ xd \ xd \ 1.2.6. Operate the machine? Work with certificates \ xd \ xd \ 1.2.7. Are there any forms to record the quality problems caused by "machine" and take actions \ xd \ xd \ 1.3. The control points for "materials" are: ("materials" refer to both the main materials listed in the BOM and various production accessories) \ xd \ 1.3.1. Is the selection of suppliers of "materials" the best choice after several comparisons \ xd \ xd \ 1.3.2. Has the new materials passed the trial assembly inspection of the project \ xd \ xd \ 1.3.3. Has the new materials passed the life of the quality assurance class, high and low temperature and destructiveness? 1.3.4. Is there a control procedure \ xd \ xd \ 1.3.5. Before the new supplier is recognized, are there any engineering and quality assurance personnel from our factory to go to the site to audit its quality control capability \ xd \ xd \ 1.3.6. Are the IQC of the first batch of materials subject to strict inspection, quality assurance and quality assurance? After the collective discussion, it is concluded that \ xd \ xd \ 1.3.7. Are all suppliers of materials qualified through the above procedures and controlled by the Qualified Supplier Registration Form? \ xd \ \ xd \ 1.3.8. Is there a weekly report and a monthly report for IQC's daily sampling inspection, which will be submitted for purchase, so as to promote suppliers to improve or eliminate unqualified suppliers \xd\\xd\1.3.9. Are there any control procedures for the special procurement of materials, and are there any special monitoring measures for the special procurement of materials to prevent hidden defects from flowing to users? \xd\\xd\1.3.1. Are there any management procedures to protect materials during warehousing, storage, handling and manufacturing \xd\\xd\1.3.11. Can quality problems caused by abnormal materials be found in time and effective measures be taken to prevent further expansion? \ xd \ \ Xd\\xd\1.4.1. Are all the operation methods provided with the Work Instruction issued by the project \ xd \ xd \ 1.4.2. Have the operators mastered the contents of the Work Instruction and passed the examination \ xd \ xd \ 1.4.3? Xd\\xd\1.4.4. Does the engineering class continuously optimize the operation method and document it \ xd \ xd \ 1.4.5. Does the new operation method retrain the operators \xd\\xd\1.5. The control point of "ring" is \ xd. 1.5.1. Is there a control program for electrostatic protection in the working environment and implement it \ xd \ xd \ 1.5.2. Is there a control program for dust, debris and other pollutants in the working site and implement it \ xd \ xd \ 1.5.3. Is there a control program for temperature, humidity and noise in the working site and implement it \ Xd\1.5.4. Are there any emergency measures to prevent the quality hazards caused by sudden water, electricity and steam cuts \ xd \ xd \ 1.5.5. Are there any controls on toxic and harmful articles \ xd \ xd \ 1.5.6. Are there any controls on fire fighting and operation safety \ xd? Its control points are: \ xd \ xd \ 2.1. Whether the management structure of the factory is complete and the department setting is reasonable. \xd\\xd\2.2. Are the responsibilities of the department clearly defined \ xd \ xd \ 2.3. Is the internal structure of the department complete \ xd \ xd \ 2.4. Are the responsibilities of the staff at all levels in the department clear \ xd \ xd \ 2.5. The operation of the department. 2.6. Are there procedures for the intersection of various departments to specify how to connect \ xd \ xd \ 2.7. Are the management indicators of various departments clear and discussed in the management every month \ xd \ xd \ 2.8. Whether the cycle of continuous improvement and PDCA is adhered to and whether the work mistakes are decreasing \ xd \ xd \ The principles to be followed in work quality management are as follows. Everyone has a responsibility, everything has a procedure, management has a goal, defects are corrected, and the system has supervision \ xd \ xd \ which is what we put forward in the past: \ xd \ xd \ v. Cost management \ xd \ xd \ quality management focuses on prevention. But quality is the only guarantee for the factory to survive, so some investment is necessary to achieve the stability of quality. Cost control should be analyzed from the overall cost, find out the control points and bring them into target management. \xd\\xd\ product cost management can be subdivided into material cost management, manufacturing cost management, quality cost management and management cost management. \xd\\xd\1.