The four purposes of standardization are all in the factory. The so-called manufacturing is to produce products with uniform quality and specifications at a specified cost and specified working hours. In order to achieve the above objectives, if we change the operation of the manufacturing site at will, such as the sequence of working procedures, or the operation methods or conditions that vary from person to person, we will certainly not be able to produce products that meet the above objectives. Therefore, it is necessary to regulate and implement the operation process, operation methods and operation conditions, so as to standardize them.
Standardization has the following four purposes: technical reserve, improving efficiency, preventing recurrence and education and training. The main function of standardization is to save the technology and experience accumulated by members in the enterprise in the form of documents, and the whole technology and experience will not be lost because of the flow of personnel. Organizations know as much as individuals know, that is, to turn personal experience (wealth) into the wealth of enterprises; Because of standardization, even if different people operate each job, the efficiency and quality will not be much different.
If there is no standardization, when the old employees leave, they will take away all the valuable experiences such as corresponding methods and operational skills that have happened in their minds. New employees may repeat the previous questions, even if they have been taught during the handover, it is difficult to remember them completely by memory. Without standardization, different masters will bring out different apprentices, and the consistency of their work results can be imagined.
The formulation of good standards requires many enterprises to have standards of one kind or another, but after careful analysis, you will find that many standards have problems such as poor operability and ambiguity, such as "requiring moderate cooling water flow". What is moderate flow? Not operable. "Need to insert carefully", what is caution? Can't understand. In fact, the following six points are needed to formulate a good standard:
1. Target pointing. Standards must be goal-oriented, that is, following standards can always keep producing the same quality products. So don't appear words and content that have nothing to do with the goal.
2. Explain the cause and effect. For example, "Tighten the screws safely on the ground". This is a result, and it should be described how to tighten the screws. For another example, "the welding thickness should be 3 microns." This is a result, which should be described as: "The welding work applies a current of 3.0A for 20 minutes to obtain a thickness of 3.0 microns".
3. accurate. Avoid the abstract "be careful when tightening screws". What do you mean by being careful? Words with vague concepts should not appear.
4. Quantify? Specific. Everyone who reads the standard must be able to explain the standard in the same way. In order to achieve this, more figures and figures should be used in the standard. For example, instead of the expression "dehydrated material", a more quantitative expression "use centrifuge A to rotate at 100+/-50rpm for 5-6 minutes" is used.
5. Reality. Standards must be realistic and feasible. The operability of standards is very important. Poor operability is a common problem in many domestic enterprises. We can see operating rules, equipment maintenance and other standards on the walls of many enterprise workshops. Let's compare the following two tables and feel what operability is.
Hierarchical visualization management can be divided into three levels:
Primary level: expressive and able to understand the current state. Intermediate: anyone can judge whether it is good or not. Advanced: management methods (exception handling, etc. ) It is all listed. Third, management kanban is a very effective and intuitive means to find and solve problems, especially one of the indispensable tools for excellent on-site management.
Management kanban is a manifestation of management visualization, that is, transparent management activities can see the status of data and intelligence at a glance. It reveals the information hidden in documents, in the brain or on the spot through slogans, status boards, charts, electronic screens and other forms. , so that anyone can grasp the management status and necessary information in time, so as to quickly formulate and implement countermeasures.
According to the different responsible supervisors, it can be generally divided into three categories: company management kanban, department workshop management kanban and team management kanban. (As shown in the following table) Distinguish the management responsibilities of the company's management kanban department, workshop management kanban team, senior leaders, middle management cadres, grass-roots team leaders, various common forms of ERP system large-scale slogans/picture frames/status boards, mobile kanban slogans/status boards/charts, mobile kanban/electronic screens, status boards/activity boards, activity logs/project contents, corporate vision or slogans, and business policies/ Strategic quality or environmental policy, core objectives, indicators, target decomposition system diagram, departmental competition and appraisal, corporate celebrity list, corporate growth history, large-scale activities, employee talent show, general manager's schedule, production and sales planning department, workshop slogan, departmental policy strategy, company decomposition target indicators, cost decomposition system diagram PQCDSM monthly indicator equipment MTBF/ The improvement of MTTR suggests activating the team assessment, objective assessment, management, QC process benchmark department, excellent staff, departmental progress management committee staff, going to the board department, production plan, safety and health care status, board area sharing chart, cleaning responsibility table, group activity status, board equipment daily checklist, regular replacement of the board activity log, change point management work instruction, personal objective assessment and management team management status report, article status, TPM diagnosis status, board application cases and implementation methods, and the implementation of visual management reflect the on-site management level of enterprises to a great extent. Whether in the field or in the office, visual management is of great use. On the basis of understanding its key points and standards, extensive use of visual management will bring great benefits to the internal management of enterprises.
1, visual management is a management method that changes people's consciousness through vision.
2. Three main points of visual management:
No matter who can tell whether it is good or bad (abnormal), it can be judged quickly with high accuracy, and the results will not vary from person to person. In our daily activities, we perceive things through the five senses (sight, smell, hearing, touch and taste). Among them, the most commonly used is "vision". According to statistics, 60% of human actions begin with the perception of "vision". Therefore, in enterprise management, it will bring great benefits to management to emphasize the clarity of various management States and methods, make them easy to understand and abide by, and let employees fully understand, accept and perform various tasks independently.
Efficient management methods for managers, management itself may bring a sense of superiority, but it is not a pleasant thing for the managed. "Minimize management, try to manage independently", a management rule that meets the requirements of human nature, can only play its greatest role in visual management. The implementation of visual management, even if the departments and staff do not know each other, can correctly grasp the on-site operation of the enterprise through eye observation, judge the normal and abnormal work, and achieve the purpose of "self-management". Save a lot of unnecessary instructions, commands and queries, and make the management system run efficiently.
The method of knowing right and wrong at a glance Many enterprises' management rules and regulations just stay on the documents, and they don't know how important it is to judge right and wrong on the spot without looking at the documents.
Hierarchical visualization management can be divided into three levels:
(1) Primary level: I can understand the status quo; (2) Intermediate: anyone can judge whether it is good or not; (3) Advanced level: management methods (exception handling, etc. ) It is all listed. In many enterprises, it is usually only the primary level of visual management, and few have reached the intermediate level, and even fewer have reached the advanced level. Let's use an example to illustrate the difference between beginner, intermediate and advanced.
The implementation method of visual management Visual management itself is not a systematic management system or method, so there are no steps that must be followed. If you must list the implementation methods, you might as well learn more and do more first, set up a model area, and then fully launch it in the company.
The implementation of visual management can be easy first and then difficult, starting from the primary level and gradually transitioning to the advanced level.
It will be very beneficial to make full use of red card operation and fixed-point photography in the implementation process.
As a prop to expose the problem, visual management plays a very important role. However, it doesn't make much sense to only use colors without paying attention to "usability" according to the specific situation. Therefore, it is important to give full play to the wisdom of all employees and strive to make everyone use it and use it easily.
Management Kanban, one of the three tools of site management, is a very effective and intuitive means to find and solve problems, especially one of the indispensable tools for excellent site management. Management Kanban is a manifestation of management visualization, that is, the status of data and intelligence can be seen at a glance, mainly aimed at the transparent management activities of management projects, especially intelligence. It reveals the information hidden in documents, in the brain or on the spot through slogans, status boards, charts, electronic screens and other forms, so that anyone can grasp the management status and necessary information in time, so as to quickly formulate and implement countermeasures. Therefore, management kanban is a very effective and intuitive means to find and solve problems, and it is one of the indispensable tools for excellent field management.
According to the different responsible supervisors, it can be generally divided into three categories: company management kanban, department workshop management kanban and team management kanban. As shown in the following table.
Here are some examples to briefly explain how to use it.
"target decomposition display board"
The goal decomposition display board can liberate senior leaders from daily management. The so-called goal decomposition is to expand the first-level indicators of the company management into the system verification chart of the second-level and third-level indicators. (as shown in figure 1), the main indicators must be managed by key decomposition according to the company's business policy, and the general steps are as follows:
First, comprehensive goal setting: after comparison, choose the topic and determine the comprehensive goal.
It is not advisable to choose too many comprehensive goals, otherwise it will distract attention. Generally, 1 indicator or 2~3 indicators is selected, and in most cases, it does not exceed 4 indicators, and its target value should be expressed in numerical values. (as shown in table 1) Examples of setting comprehensive goals in table 1 2. Goal setting: Establish a countermeasure system according to TP (comprehensive productivity) goal setting. Goals can usually be decomposed according to products, processes, reasons, technologies, etc. However, we should consider the following situations, such as the difficulty of grasping the phenomenon, the difficulty of implementing the countermeasures, and the difficulty of grasping the results. And then decide in what order to start. Table 2 shows an example of specific extension mode selection.
★: Very suitable for ☆: Suitable for △: meaningless※: Selected cases that are not suitable for the target expansion mode in Table 2 Third: Countermeasure selection: countermeasure review, selection, formulation and verification.
In order to achieve each target value, we should explore concrete countermeasures that can be practiced. Today, in the bottom-up improvement activities, enterprises often have some cases that have negative effects due to blind selection of countermeasures, or make intuitive judgments on "what is a countermeasure", or formulate and implement countermeasures according to past experience, so that they cannot blindly achieve their own improvement results.
In order to prevent the above problems and improve the goal completion rate, it is very important to verify the reasons in the goal formulation stage, which will be of great help to the choice of countermeasures.
"Equipment Planning Safety Calendar"
"Equipment planned maintenance calendar" refers to the preventive maintenance plan of equipment, including the schedule of regular inspection, regular refueling and overhaul, which is made in advance in the form of calendar and implemented according to the schedule. The advantage is that it is as convenient as viewing a calendar. All the necessary things have been recorded on the calendar, and then marked after completion.
"regional shared map"
"Area sharing map", also called responsibility kanban, is to divide the area where the department is located (including equipment, etc. ) divided into different groups, they are responsible for cleaning, spot checks and other daily management. The advantage of this kind of kanban is that it will not miss a certain area or equipment from the overall situation, and it is an effective method to thoroughly implement the responsibility system.
"Safe and disaster-free board"
The purpose of the "Safe Disaster-free Board" is to carry out daily reminding activities to prevent the occurrence of safety accidents, including the number of safe disaster-free days, one sentence a day, safety education materials and information. Generally, it is set in the place where employees go in and out or where the gate is concentrated.
"Team Management Status Board"
"Team management status board" is a set of department objectives, attendance management, business contact, communication contact, information, rationalization suggestions, email address and so on. It is a daily management billboard for teams and teams, which is usually set in the lounge or early meeting place.
"Replace the circuit board regularly"
"Change the card regularly" is a management billboard that is changed regularly according to the service life of spare parts. Generally, it is attached to the parts that need to be replaced, which is convenient for anyone to check or supervise. The advantage is that the operation items needed in the document or computer can be expressed intuitively with the existing objects, and it is not easy to forget.
"quality control tools"
The necessary means for "QC tools" to carry out theme activities is mainly to analyze and discuss specific work mistakes or poor quality by using QC tools, and arrange the results in places that are easy for everyone to see, so as to remind everyone to prevent such problems from happening, and everyone can put forward new suggestions and discuss changes at any time. Generally suitable for single work or specific project activities, not every small project.
"TPM diagnostic status board"
"TPM diagnostic status board" is a recording board for enterprise internal certification to continuously promote TPM activities in seven stages, reflecting the level of group activities. The higher the stage, the higher the level.
In short, management kanban is widely used, and appropriate kanban forms should be selected according to needs. The comprehensive and effective use of management kanban will have a good impact in six aspects:
1. Show the improvement results and make the participants feel a sense of accomplishment and pride. 2. Create a competitive atmosphere. 3. A powerful means to create vitality on the spot.
4, clear management position, create tangible and intangible pressure, is conducive to the promotion of the work.
5. Establish a good corporate image. Let customers or others sincerely admire the management level of the company. Show the improvement process so that everyone can learn good methods and skills.
Management Kanban is an efficient and easy management method, and its effective application is a great liberation for enterprise managers. The specific consultation content can be found on the website.