After World War II, the scale of enterprises has expanded, the production technology has become increasingly complex, the product upgrading cycle has been shortened, and the requirements for production cooperation have become higher. In this case, more detailed requirements are put forward for the management of enterprise operators. As a result, many theories, including decision theory, operational research and system engineering, have been introduced into the field of economic management. These theories and methods focus on the decision-making process, paying special attention to the application of quantitative analysis and mathematics, as well as the system structure and overall coordination, so they are called management science.
Later, Japan's lean production thought had a considerable impact on the formation of refined management thought.
Interestingly, the theory of management is often formed in the United States, but it has been applied, popularized and blossomed in Japan ... The same is true for quality management. There are two management masters in America, Zhu Lan and Deming. So is their management theory.
In manufacturing enterprises, refined management involves every link of the production process. MES manufacturing execution system collects all events in the production process, controls material consumption, equipment monitoring, product testing, etc. by centrally monitoring the whole production process from material production to finished product warehousing. To create a quick response and flexible refined management platform for enterprises. Frederick W. W taylor (1856- 19 15) is an American engineer and inventor. Famous saying: "There is hardly a skilled worker who doesn't spend a lot of time studying how to slow down the work and make the employer believe that his work speed is just right." Masterpiece: Principles of Scientific Management.
When he was a teenager, he began a classical trip to Europe, which lasted for three years. Later, he passed the entrance examination of Harvard, but he didn't get in because of his poor eyesight. Taylor has successively obtained more than 100 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 everyone's precise series of basic operations or actions, as well as the tools used by everyone; Use a stopwatch to calculate the time required for each basic activity, and then choose the fastest way to complete each part of that work; Get rid of all wrong, slow and useless actions; Collect the fastest and best movements and the best tools into a series. Stewart said that it is fashionable to cross-examine Taylor, but it is important to remember that "scientific management" is a great leap, not only in terms of productivity, but also in terms of the dignity of the labor force. W. Edwards Deming (1900-1993) is an American consultant and scholar. The masterpiece "Out of the Crisis".
Deming first studied electronic engineering at the University of Wyoming, and later obtained a doctorate in mathematical physics from Yale University. From 65438 to 0939, Deming became the chief statistician of the US Census. 1945 Professor of Statistics, new york University. At the invitation of General MacArthur, Deming visited Japan for the first time.
Deming's view is "management for quality", and the management should be responsible for 90% of the problems. From 65438 to 0950, he gave a series of lectures on "quality control" to Japanese industrialists. The Japanese Federation of Scientists and Engineers established the annual "deming prize" in 195 1. 1980, when NBC produced a TV program about Japan's rise as an economic power ("If Japan can, why can't we?" "), Deming was rediscovered.
Deming 14 points:
Create a permanent goal of product and service improvement. Adopt a new philosophy. Don't rely on inspection to ensure product quality. Don't just decide the purchase object by price; Instead, we work with a single supplier to minimize the total cost. Continuously improve every link of planning, production and service. Implement job training. Use and construct the art of leadership. Drive away fear. Eliminate the barriers between employees. You can't just shout slogans, set indicators for employees and improve quality. Don't set quantitative tasks and management goals for employees and managers. Let employees feel that their skills and abilities are respected, and cancel the annual assessment or evaluation mechanism. There should be a strong and effective education and training plan so that every employee can improve himself. So that every employee of the company can get his own job, thus completing the company's reform. Toyota Motor Corporation's headquarters building in Tokyo. There are three portraits hanging in the hall: the founder of Toyota, the current president of Toyota and W edwards Deming.
Our understanding of quality: quality is the degree to which products and services meet customers' needs. Quality assurance is a set of policies and rules formulated by an organization 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 treatment of quality. The purpose is to achieve and maintain quality standards through preventive activities and corrective measures.
Quality difference comes from identifiable factors and general factors. Tool wear, improper machine installation, unqualified raw materials and human operation errors are all identifiable factors. The randomness and possible differences caused by material limitations, environmental conditions and human emotions are difficult to control and are general factors. Statistical quality management focuses on identifiable factors. Toyota Production System (TPS—Toyota Production System), that is, lean production in China's view, began with Akio Toyoda and was formed in Taiichi Ono after Ichiro Toyoda.
The publication of Toyota mode of production began in March 1978, and the translation and publication of China began in August 2006. Under the auspices of Taiichi Ono, the Toyota production mode of "multi-variety, small batch" began in the mid-1940s, aiming at "completely eliminating all kinds of waste within enterprises and improving production efficiency".
Just-in-time (JIT) and automation (Jidoka) are two pillars that run through Toyota's production mode. Just-in-time: In the process of assembling a car through an assembly line, the required parts are transported to the production line at the required time and in the required quantity. Automation: it is not a simple mechanical "automation", but an "automation" that includes human factors.
The spirit of "human automation" originated from the automatic loom invented by Akio Toyoda (1867- 1930), the founder of Toyota (the loom stops running immediately when a warp yarn breaks or a weft yarn runs out). The high speed of the machine makes some abnormal situations in the factory very troublesome: materials of different specifications are mixed into the machine, scraps are stuck in the mold, and the equipment and mold will be damaged; Once the faucet is broken, unqualified products without threads will pile up in the blink of an eye. Almost all machines and equipment (old and new) in any Toyota factory are equipped with automatic stop devices: "positioning stop mode", "integrated operating system" and "quality insurance device". People only need the machine when it is abnormal and stops running. One person can manage several machines. The key of automation is to endow the machine with human wisdom, and at the same time, try to turn the simple "action" of the operator into "work", so that people and equipment can be organically linked. In order to facilitate understanding, we interpret Toyota's two pillars as follows: just in time means timely; Automation is a self-stopping mistake.
"Balanced production" is an important condition for Toyota's mode of production. "Kanban" mode has played a great role in reducing working hours, reducing inventory, eliminating defective products and preventing failures from happening again. It is Toyota's pragmatic attitude to thoroughly find out the phenomenon of ineffective labor and waste and start to eliminate it.
The process of combining the functions of things, machines and people is called "combined operation", and the crystallization of this combination is "standard operation" Three elements of a standard worksheet:
Cycle time: refers to the time required to produce a workpiece or a car, which is determined by the production volume (that is, the demand) and the start-up time of the machine. The demand for one day can be calculated by dividing the labor time by the demand for one month. Therefore, the cycle time is the result of dividing the demand of a day by the labor time.
Operation sequence: refers to the processing sequence of workpieces arranged in chronological order when operators carry workpieces and load and unload objects on the machine (but this is not the operation sequence of products moving along the assembly line).
Standard stock: refers to the quantity of work-in-process and articles left on the machine during the operation.