One of the quality requirements of management cadres
The Japanese quality requirements of management cadres, focusing on the actual work ability. The following is an example from the position of workshop director, about how the Japanese requirements for this position.
The workshop director must be familiar with the workshop equipment, instrumentation performance and operation, to ensure product quality of the auxiliary equipment needed to know (if necessary, to design or make their own hands), on the production process of defective phenomena shall be able to confirm the cause of the very timely and accurate, and to take the corresponding countermeasures (solution, implementation of the program) should be immediately resolved.
This is the first time that a company has been able to do this.
Two, the whole quality concept of training
Quality, and not just for the production workers, production workers, handymen, secretarial and financial, management personnel have their own job quality indicators. In order to enhance and strengthen the quality of all employees awareness and ideas, Japanese companies in addition to regular regular organization of all employees to focus on learning about the quality of the basic knowledge of the part in addition to the production of new products are to be carried out first for the product's awareness of the training - what is the product, what role, how to produce and manufacture, and should be used what kind of equipment and instruments, tools, how to operate it correctly. What is the product, what does it do, how is it manufactured, what equipment and instruments should be used, how to operate it correctly, what are the possible defects in production, what are the countermeasures, and so on. In cognitive training, when all personnel understand, and then by the product design engineers, production engineers personally do to the workers to see, if necessary, but also hand in hand to teach them to do, until it will do.
Three, quality assurance system and measures
Japanese enterprises quality assurance organization is called "quality control department". They are directly responsible for the highest leadership of the factory. Quality Control Department under the QA, QC, IQC three parts (or group). QA (Quality Assurance quality assurance) is a management tool for quality assurance, its function is the adaptability of the normative elements of continuous evaluation, and manufacturing, installation and commissioning, testing and inspection of the work of validation and auditing, the development and release of a variety of products in the manufacturing process and testing and inspection means and methods, notification of the quality of products in the manufacturing process. QC (Quality Comtrd quality inspection) that is, after the fact inspection department, the results of the work will be reported to the QA department. IQC (Implortss Quality Control, quality control) is the means and department for quality inspection and control of all purchased raw materials, purchased parts and outsourced parts in the factory. It permeates all aspects of production. In the implementation, whether it is the first time the material or a very high reputation of the old customer supply or processing, each time must undergo a rigorous inspection, such as qualified, that is, stamped with the Pass chapter before entering the warehouse; such as unqualified, it is unambiguously to be returned. After layers of "IQC", product quality rate naturally increased.
Four, 5S management (civilized production)
Japanese companies pay special attention to civilized production, they civilized production of five management tools referred to as "5S" management, that is, "sorting",
1. Organizing. Organize is to be completely separated from the things that do not want, to be placed in the designated location of the things listed on the sign, the implementation of target management; do not want to be resolutely to deal with things. These things are disposed of, including raw and auxiliary materials, semi-finished and finished products, equipment and instruments, mold fixtures, management documents, forms and documents.
2. rectification. When those things that do not want to be disposed of, to be placed in accordance with the target management of things positioning, all the chaotic or temporary need to be placed without special instructions, should be subject to the site management cadres (team leader, workshop director, production department director, section chief, etc.) of the responsibility of the accountability. This reorganization is equally important for every department.
3. Cleaning. That is, the workplace, the environment, equipment, materials, fixtures and gauges, etc. on the dust, dirt, debris, mud and sand and other dirty things to sweep and wipe clean.
4. cleaning. Cleaning is in the "finishing", "rectification", "cleaning" after the most general daily maintenance activities. Such as the ground without falling objects (parts), no oil stains, no garbage confetti, things are not chaotic, the operator does not leave nails (special processes), the long hair of the female workers rolled into the work cap, only wear work slippers (special occasions) and so on. The implementation of this management tool is that each employee reviews and confirms at any time whether there are any of the above undesirable phenomena in his/her own work area, and if so, corrects them immediately (and not after work!). . At the end of the day before 3 minutes (depending on the situation, there are 5 minutes) time to implement the full participation of cleaning operations, so that the entire environment at all times to maintain a good state.
5. Body beauty. Body beauty is to cultivate good manners and etiquette of all employees, work habits, organizational discipline, dedication.
3 to 5 minutes a day "5S", every weekend a 15-minute "5S", once a month, half an hour "5S", the end of the year a two-hour "5S", "5S", "5S", "5S", "5S", "5S", "5S", "5S", "5S", "5S", "5S". "5S", so never stop insisting on, civilized production can be on a new level, the quality of the product can be improved to a newer and higher level. 5S Editor's Note: Literally speaking, 5S refers to five words that begin with the Romanized "S" of Japanese words, namely: cleaning, straightening, sweeping, tidiness, and quality. These five words and the meanings they convey sound very simple, but they can have a profound impact on a company's culture. ...... Company K is a printing company that mainly produces corrugated boxes for packaging, screen printing, and traditional offset printing. 2 years ago, the company launched a Printing Management Information System (PMIS). Two years ago, the company launched a "Printing Management Information System" (PMIS), which has played a significant role in the highly competitive printing market. At this time, the company's general manager, Mr. Hou, began to set his sights on the field of all-digital printing.
Accepting the 5S Challenge
The joint venture project under negotiation between Company K and a Hong Kong company was to introduce new digital printing equipment and processes at Company K, as well as to revamp the company's printing information system.
However, the joint venture negotiations with the Hong Kong company did not go well. The other side of the K company's factory management, put forward a lot of in Hou's opinion is too "picky" comments: such as the warehouse and workshop paper, ink, tools are not neatly arranged; the ground is not clean enough, the printing press on the oil stains more than "unbearable"; workers' work clothes are also "unsatisfactory". work clothes were also "unsatisfactory."......
Later, in the terms of the joint venture, the investor insisted on including the "introduction of the 5S method of on-site management of modern production enterprises" as a necessary condition. a necessary condition, written into the text of the contract.
At first, Mr. Hou and the company's management felt that the Hong Kong side was "making a big deal out of it". "It's just a matter of doing some sanitation and making the environment more beautiful," said Mr. Hou, who felt that these things were too "trivial" and had nothing to do with modern management or information technology management.
But for the sake of the joint venture to go smoothly, Mr. Hou still agreed to it.
A few months have passed, and Mr. Hou looks back on these 'trivial matters' with "a sense of transformation".
The shock of the 'small things'
Promoting the 5S management method, which was popular among Japanese manufacturers in the 1950s, required a lot of preparation and training.
Literally, 5S refers to five words that begin with the Romanized "S" for the Japanese word: Seiri, Seiton, Seiso, Seiketsu and Shitsuke.
These five words, and the meanings they convey, sound very simple. At first, people were very unimpressed.
A few days later, Mr. Mak, who was sent by the Hong Kong side to guide the implementation of 5S, gave the leaders and employees of Company K a strong shock by conducting a field survey and using a large number of on-site photos and survey materials.
Mak found that, on the floor of the printing workshop, there are always piles of different types of paper, which are now used, but also "I don't know who moved over"; discarded inks and removed rollers, screens, lying in a corner of the workshop, stained with grease; the tools used by workers do not have eye-catching markings to find a suitable tool, it takes a lot of time to find the right one. It takes a lot of effort to find a suitable tool.
The situation in the warehouse is no better.
There was only a narrow, unseparated aisle between the shelves for paper, ink, and accessories and the shelves for finished goods, and it was not uncommon to see a mismatch between item numbers and goods. Sometimes leftover paper from the shop floor was mixed in with orders of new paper, and no one could tell how much had been claimed.
Mr. Mak also examined the MIS system, of which Mr. Hou is so proud, and looked at several computers placed in the planning, sales, and purchasing sections, and found the same chaotic mess of files on the hard drives. There were randomly created subdirectories and randomly created files everywhere. Some of the subdirectories and files had no idea what was actually in them unless they were opened and looked at. And, Mr. Mak found a wide variety of versions of files, with outdated files, temporary files, errant files, or multiple copies of a single file, too numerous to mention.
In Company K, we have long been accustomed to the phenomenon that things we want are always out of reach, and things we don't want are not thrown away in time, as if they are always in the way, in the workshop, on the desks, in the filing cabinets and in the computers. "I don't know" - I don't know who this belongs to; I don't know when it was put here; I don't know if it's still useful; I don't know if it should be cleared; I don't know how much of this there is ......
"In this case", Mr. Mak asked Hou bluntly, "how do you ensure the quality of the product? How do you make sure that the data in the computer is true? How do you boost morale? Enhance employees' sense of honor and mission?" With the last question, Mak pointed to a dusty sign posted on the wall, "Treat the user as God and quality as life."
Cleaning, organizing, sweeping
Mak breaks down the 5S push into two major steps, starting with the first three "S's," which are cleaning, organizing, and sweeping.
Cleaning up, that is, to clarify each person, each production site (such as workstations, machines, places, walls, storage shelves, etc.), each desk, each computer, what is useful, what is useless, rarely used, or has been damaged.
Cleaning is to pick out the remnants and non-essentials that are mixed in the middle of good materials, tools, accessories, and documents, and to dispose of what should be disposed of on the spot, and to discard what should be discarded without pity. "Electronic 'junk' in particular," Mak cautions managers, "can make a big difference in your productivity; the constant bubbling up of documents to find, confirm, and compare work can waste a lot of work time. "
Rectification, that is, each cleaned out "useful" items, tools, materials, electronic files, orderly labeling and differentiation, in accordance with the rational layout of the workspace, as well as the actual needs of the work, placed in the "reach", "visible"
Listening to the work of the company, the company has been working on a number of projects, including a new project, a new project, a new project, a new project, a new project, a new project, a new project.
Sounding like a simple task, Mak's experience shows that it's actually a very careful job. The computer file directory, for example, is a perfect example.
"Generally speaking, time, version, nature of the work, the owner of the document, can be a key factor in the classification of documents", Mak combined with his own experience, to explain in detail "what is the electronic office". For a company that is gradually using computers and networks for production process management and daily affairs, how to deal with the relationship between paper documents and electronic documents is an important part of developing good "electronic office" habits.
"The process of going electronic can be very harmful if you bring in the 'dirty, messy, and poor' habits of a manual work environment," Mak said.
Sweeping, simply put, means doing a thorough sweep. When problems are found, they are corrected. But there are a few differences between "cleaning" and what people used to call "cleaning" in the past. "Cleaning" is just a matter of fact to solve the problem of "environmental hygiene", and "cleaning" the landing point is "to find the source of garbage The point of "cleaning" is to "discover the source of garbage". In Mak's words, this means "checking, inspecting, and examining while cleaning".
Cheerful mood
With the 3S (cleaning, reorganization, cleaning) gradually deepened, the workshop and office windows cleaned, cleaned out the dead ends of the hygiene, the warehouse, filing cabinets, computer hard disk file directory, a variety of forms and ledgers and other "key rectification object", also has a new look. However, everyone, including Mr. Hou, did not feel that the "panacea" introduced by Mr. Mak had any special features.
However, Mr. Hou admitted that there were some subtle changes in people's mental outlook: people's moods seemed better than in the past, and the loose habits of some of the "unconventional" people were more or less restrained; and the statistical data submitted were no longer the kind of data that could not withstand questioning in the past. "The muddled accounts", the work surface and office environment, indeed much more refreshing.
This is of course not all of 5S management, Mr. Mak combined with the results of the previous phase of remediation, to the General Manager of the Hou advice: "5S management of the key points, or difficult, is not just to correct a certain error, or clean up a certain place of garbage; 5S management is the core of the continuous and effective improvement of the activities, the shape of meticulous dedication to develop diligence, thrifty, pragmatic and disciplined professionalism."
According to Mak's suggestion, the company began the second step of 5S management: implementing the last two "S's," one for neatness (Seiketsu) and the other for quality (Shitsuke).
The basic meaning of "Seiketsu" is "how to keep clean", that is, how to stick to it, so that the clean, orderly work site has become a daily standard of behavior; the basic meaning of "Shitsuke" is "cultivate feelings, improve cultivation", that is, consciously and voluntarily in the daily life of the work site, the work site, the work site, the work site, the work site, the work site, the work site, the work site and the work site. That is to say, consciously and voluntarily in the daily work of these very basic guidelines and norms to implement, constrain their own behavior, and the formation of a fashion.
Mak further explains that the last two "S's" are really a focus of the company's culture. It's hard to imagine that customers would have a sense of trust in a company where there's garbage and dust everywhere; it's also hard to imagine that employees would be able to take great responsibility for ensuring production quality and labor efficiency in a work environment where discipline is lax, the environment is poor, and waste is everywhere; and not to mention that information systems can play a huge role in a company that's "dirty, messy, and poorly run". In addition, not to mention the fact that in a "dirty, messy" organization, information systems can make a huge difference.