Source: Baizhuo Purchasing Network
In the first line of the workshop, the most important bad thing is not to interrupt production, but to produce bad rework products! Second-class bad things are hidden dangers and inefficiencies, and third-class bad things are production interruptions.
1. Lean is a continuously improving corporate culture
The lean improvement of the carton factory requires full participation, everyone to actively find problems and solve problems, and eliminate all forms of waste.
This is a process of continuous gradual progress and accumulation. It is the ultimate goal of achieving local efficiency and overall efficiency improvement, and the common growth of personal income and carton factory benefits.
Second, the customer will not pay for your invalid labor
To mobilize employees to contribute ideas, it is important to emphasize that the company is in great need of various suggestions that are conducive to the elimination of effective labor.
What is invalid labor?
Any operation that does not add value to the product is ineffective labor, such as points, movement, redundant procedures, unnecessary inspections, rework, storage, and waiting, etc., are invalid labor.
If it is difficult to define whether an operation is value-added or ineffective, then ask such a question:
After the homework, did the customer intend to pay more?
Third, the management personnel are not "fire brigade captains"
In the past, whether a carton factory can succeed or not depends on whether the carton factory has a responsive and similar "fire-fighting water dragon" ability, but today it requires the idea of ​​"focusing on the overall improvement in the long run."
The frontline managers must follow the JIT (timely management) requirements, when quality problems occur,
It is necessary to expose it immediately and concentrate on solving it, instead of coping with the current order, the next batch of old goods production problems will come out again and become a vicious circle.
The attention of the manager is at the root of the problems such as quality and delivery time, so that the relevant problems can be completely solved once and for all.
The short-term "fire fighting" behavior of tinkering is not allowed.
Solving quality and production problems can be exposed step by step by reducing inventory.
Lean management (JIT) is not just a strategy to reduce inventory. Reducing inventory is only a natural consequence of successfully solving problems.
Fourth, managers must learn to set goals
The production of the carton factory should be kept smooth. A very important content is that there must be sufficient information communication between various departments and teams so that everyone can fully understand the company's goals and understand what they can do to achieve these goals.
5. Constantly motivate employees, not blame employees
When employees have not yet had the opportunity to participate and have not yet felt that they are also the owners of the company, they are required to bear the relevant responsibilities, which is unrealistic.
The only way to turn the company's prospects into reality is to let every employee take responsibility for reforming the corporate culture in some way.
People at the front line always have solutions to problems.
In many cases, front-line workers often solve problems that cannot be solved by the management and technical departments for several years, and they are resolved within a few weeks.
If there is no good lean corporate culture, once there is any problem,
Employees always have a variety of excuses: "This is not my problem."
How to train them to participate in the improvement process and change "this is not my problem" to "What measures can we take to make it more effective?"
Finally, when workers improve their designs and experience the joy of success, a sense of responsibility that has never existed before.
6. Reform is a gradual process, not a revolution.
It is important to understand that the corporate culture of carton factories cannot be changed and formed overnight. If time is sufficient, lasting, gradual change in the right direction works best.
However, if it is at a critical moment, it should be changed in a drastic way. The company's goal must be clear and demanded.
Seven, the biggest waste is not production interruption
Traditional factory management, there is a large inventory. It may be a much larger waste than interrupting production.
Let us assume that there are three working points of A, B, and C in a certain production process, and C is shut down (due to cardboard breaks, equipment failure, operator sick leave or other reasons?),
And A and B continue to produce, so that a large pile of cardboard inventory is accumulated, waiting for C to process.
Finally, C resumed production, worked overtime to complete the processing tasks of the stock cardboard, and found that there were a lot of defective products in the inventory, what a big waste!
This is not to say that when a production line is interrupted, everyone in the workshop should be idle or go home;
Instead, continue to produce semi-finished products just to keep the workers idle.
Workers can go to other classes to help, can receive training, or use this rare abundance event to open an unfettered group meeting, brainstorming and brainstorming.
The first bad thing is not to interrupt production, but to produce inferior goods;
Second-class bad things are hidden dangers and inefficiencies;
The third-class bad thing is the interruption of the production process.
Customers will not pay for your hard work!
This is the rule that managers must understand in lean improvement.
Editor in charge: Ge Hongyan
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