Taylor, known as the father of scientific management, worked as an apprentice in his early years and later continued to grow from handyman, mechanic, technician, and maintenance foreman to chief engineer. In 1881, while working in a steel factory, the 25-year-old Taylor studied and analyzed workers' operating movements, eliminated unnecessary movements, corrected wrong movements, determined reasonable operating methods, and selected appropriate tools... These made Taylor Summarized a set of reasonable operating methods and tools to train workers, so that most people can achieve more than the quota. In 1911, Taylor published "Principles of Scientific Management", the world's first book on refined management.
After World War II, the scale of enterprises expanded, production technology became increasingly complex, product replacement cycles shortened, and production collaboration requirements became higher. In this case, more refined requirements have been put forward for the management of business operators. As a result, many theories including decision theory, operations research, and systems engineering have been cited in the field of economic management. These theories and methods focus on the decision-making process, with special emphasis on the application of quantitative analysis and mathematics, as well as system structure and overall coordination, so they are called management science.
Later, Japan’s lean production thinking had a considerable impact on the formation of refined management thinking.
Interestingly, management theories are often formed in the United States, but are applied, popularized, blossomed and bear fruit in Japan... The same is true in quality management. There are two management masters in the United States, Julan and Deming. The same goes for their management theories.
In manufacturing companies, refined management involves every aspect of the production process. The MES manufacturing execution system centrally monitors the entire production process from material production to finished product storage, collects all events that occur during the production process, and controls material consumption, equipment monitoring, product testing, etc., creating a fast-response and flexible environment for enterprises. A refined management platform. Frederick W. Taylor (1856-1915), American engineer and inventor. Famous quote: "There is almost no skilled worker who has not spent a lot of time studying how to work slowly and convince his employer that he is working at the right speed." Representative work: "The Principles of Scientific Management".
When he was a teenager, he started a classical European tour, which lasted for three years. He later passed Harvard's entrance examination, but was not admitted due to poor eyesight. Taylor has obtained more than one hundred patents. Taylor proposed ways to improve work efficiency:
Analyze a specific job and find 10 or 15 people who are particularly good at this job;
Study a precise series of basic skills for each person Operation or movement, and the tools each person uses; Use a stopwatch to calculate the time required for each basic activity, and then choose the fastest way to complete each part of that job; Eliminate all wrong, slow, and useless movements; Collecting the fastest and best moves and the best tools into one collection. Stewart said it was fashionable to grill Taylor, but it was important to remember that "scientific management" was a big leap forward, not just in terms of productivity but in terms of the dignity of the workforce. W. Edwards Deming (1900-1993), American consultant and scholar. The masterpiece "Out of the Crisis".
Deming first studied electrical engineering at the University of Wyoming and later received a PhD in mathematical physics from Yale University. In 1939, Deming became chief statistician for the U.S. Census. Professor of Statistics at New York University in 1945. In 1947, at the invitation of General MacArthur, Deming visited Japan for the first time.
Deming's point of view is "management for quality", and management must bear 90% responsibility for problems that arise. In 1950, he gave a series of lectures on "quality control" to Japanese industrialists. The Federation of Japanese Scientists and Engineers established the annual "Deming Prize" in 1951.
Deming was rediscovered in 1980 when NBC produced a television program on Japan's rise as an economic power ("If Japan Can, Why Can't We?").
Deming's famous 14 points:
Create lasting goals for product and service improvement. Adopt a new (management) philosophy. Do not rely on inspection to ensure product quality. Don’t decide who to buy based solely on price; instead, work with individual suppliers to minimize total costs. Continuously improve every aspect of planning, production and service. Implement on-the-job training. Apply and build the art of leadership. Drive away fear. Eliminate barriers between employees. You can't just shout slogans and set targets to employees to improve quality. Do not set quantifiable tasks and management goals for employees and managers. To make employees feel that their skills and abilities are respected, eliminate the annual evaluation or evaluation mechanism. There must be a strong and effective education and training program to enable each employee to improve themselves. Let every employee of the company get what he deserves in his own job to complete the company's reform. In Toyota's headquarters building in Tokyo, three portraits hang in conspicuous places in the lobby: the founder of Toyota, the current president of Toyota, and W. Edwards Deming.
Our understanding of quality: Quality is the extent to which products and services meet customer needs. Quality assurance is a system of policies and rules developed by an organization in order to achieve or maintain quality. Including quality engineering and quality management. Quality engineering refers to a series of designs to ensure quality; quality management refers to the evaluation and processing of quality. The aim is to achieve and maintain quality standards through preventive activities and corrective actions.
Quality differences arise from both pointable and general factors. Tool wear, improper machine installation, substandard raw material quality, and personnel operating errors are pointable factors; randomness and possible differences caused by material limitations, environmental conditions, personnel emotions, etc. are difficult to control and are general factors. Statistical quality management focuses on assignable factors. Toyota Production System (TPS-Toyota Production System), which is what China considers lean production, started with Sakichi Toyoda, passed through Kiichiro Toyoda, and took shape with Taiichi Ohno.
The publication of "Toyota Production System" began in March 1978, and the Chinese translation and publication began in August 2006. The "high variety, low batch" Toyota Production System started in the mid-1940s under the leadership of Ohno Taiichi aimed to "completely eliminate all kinds of waste within the company to improve production efficiency."
"Just-in-time (JIT) and automation (Jidoka)" are the two pillars that run through the Toyota Production System. Just-in-time: In the process of assembling a car through assembly operations, the required parts are delivered to the production line at the required time and in the required quantity, no more and no less. Automation: Not just mechanical "automation", but "automation" that includes human factors.
The spirit of "human automation" originated from the automatic loom invented by Sakichi Toyoda (1867-1930), the founder of Toyota. (When one of the warp threads is broken or the weft thread is used up, the loom will stop running immediately. ). The high speed of the machine makes it very troublesome if any abnormal situation occurs in the factory: materials of different specifications are mixed into the machine, and leftover materials get stuck in the mold, and the equipment and mold will be damaged; once the tap is broken, defective products without threads will be produced. They piled up in the blink of an eye. Almost all machinery and equipment (including new and old) in any Toyota factory are equipped with automatic stopping devices: "positioning stop method", "comprehensive operation system" and "quality insurance device". People are only needed when the machine encounters an abnormal situation and stops running. One person can manage several machines. The key to automation is to endow machines with human intelligence, while also trying to turn the operator's simple "actions" into "work" so that people and equipment are organically linked. For ease of understanding, we explain Toyota's two pillars in a layman's terms: just-in-time means just in time; automation means stopping the problem automatically.
"Balanced production" is an important condition of Toyota Production System.
The "kanban" method plays a huge role in reducing working hours, reducing inventory, eliminating defective products, and preventing recurrence of failures. It is Toyota's pragmatic attitude to thoroughly identify ineffective labor and waste and begin to eliminate it.
The process of combining the functions of objects, machines and people is called "combination of operations", and the crystallization of this combination is "standard operations". Three elements of the standard work schedule:
Cycle time: refers to the time required to produce a workpiece or a car, which is determined by the production volume (i.e. demand) and the start-up time of the machine. The quantity required in one day can be calculated by dividing the quantity required in one month by labor time. Therefore, cycle time is the required quantity per day divided by labor time.
Operation sequence: refers to the workpiece processing sequence arranged in time when the operator transports workpieces and objects on and off the machine (but this is not the operation sequence in which products move along the assembly line).
Standard survival quantity: refers to the number of work-in-progress of some necessary projects and items staying on the machine during operation.