The central task of workshop is production, and improving the management level of workshop around production is the basic direction of workshop management. Therefore, the workshop should establish and improve a unified and powerful production organization under the leadership of the production command system of the factory department. According to the planned tasks issued by the factory department, arrange the production and work tasks of each workshop section, organize balanced production, make people, money and materials operate effectively and obtain the best economic benefits.
2, improve the workshop management system
The workshop shall, under the premise of implementing enterprise rules and regulations, combine its own characteristics and follow the principle of economic responsibility system, formulate various management systems and the post responsibilities and standards of various functional groups, sections and teams in the workshop, as well as workshop directors, functional group leaders, section leaders, team leaders, technicians, workers and other personnel. Ensure that everything is in charge, everyone has a full-time job, the work is standard, the inspection is based, and the workshop management is strengthened.
3. Strengthening the ILO
Labor force is the most critical factor among the three elements of productivity, and human behavior affects the completion of the goal. When organizing production, the workshop should strive to create a good production environment for employees, study scientific labor organization and operation methods, formulate advanced and reasonable quotas, implement labor wage incentives, and constantly improve the technical and cultural level of workers, so that workers can work with ease and proficiency, and constantly improve labor productivity.
4, strengthen the process discipline
Workshop production process is not only the process of product formation, but also the process of resource consumption. In order to produce high-quality and low-consumption products, the workshop should strengthen process discipline, strictly manage technology, improve consumption and quality management system, reduce production costs, improve product quality while ensuring production tasks, and organize all the elements put into the workshop production process in an optimal way and in the most reasonable and effective way to achieve the highest economic benefits.
5. Vigorously carry out technological innovation and promote technological progress.
In order to ensure that the workshop can fully complete the production tasks assigned by the enterprise with high efficiency and high quality, it is necessary to carry out large-scale technical transformation in a planned way, transform old equipment with new technologies and new processes, plan, organize and control the production technical and economic activities of the workshop reasonably and effectively, and make the products produced in the workshop, the technological methods adopted and the mechanical equipment technologically advanced and economical. Technically ensure the workshop to improve production efficiency, thus promoting the development of productivity.
6. Manage and make good use of fixed assets
Machinery and equipment are the main means of workshop production. In order to ensure the completion of production tasks, the workshop should constantly improve the utilization rate and intact rate of equipment, establish a scientific system for the use and maintenance of equipment, supervise the use of equipment, regularly organize medium and minor repairs of equipment, constantly strengthen the management of equipment and tools, prevent equipment and personal accidents, protect workers' health, and realize high and stable production, high quality and low consumption, and safe production.
7. Strengthen accounting work.
Workshop is the first-level accounting unit within the enterprise. Workshop accounting consists of technical accounting, statistical accounting and economic accounting. Whether an enterprise can achieve good economic benefits depends largely on the production and operation benefits of each workshop, and the production and operation benefits can only be effectively reflected, controlled and supervised through accounting. Only by strengthening the workshop accounting work and being aware of it can practical improvement measures be put forward in all aspects of the workshop work and the management level of the workshop be continuously improved.
8. Establish the workshop index system.
According to the problems to be solved and the objectives to be achieved in workshop management, a set of evaluation index system which can fully reflect the objectives and measure the pros and cons of the scheme is established, and then the required values and performance characteristics of these objectives are determined.
9, workshop profit evaluation
The analysis and evaluation of workshop management system is based on value, that is, economic benefit, social benefit and input-output ratio. The workshop's evaluation of the management system is mainly from the perspective of profit, that is, comprehensive consideration of income and expenses. The evaluation is based on the model and measures the profit through mathematical analysis.
Second, how to carry out workshop management
Workshop management is the main body to implement the company's business plan. Whether the management process is smooth or not is directly related to whether the company's policies and objectives can be successfully realized. As the manager of the production workshop, the quality of its management determines the normal operation of the workshop production. Then, how can we do a good job in the management of the production workshop and how can we be regarded as a qualified and excellent production workshop manager? Here, I personally talk about my shallow views from the following aspects.
First, as an excellent workshop manager, he should be an active promoter of the company's corporate culture.
A country has a national quintessence that other countries do not have; A nation has a national spirit different from other nations; Even individuals have their own unique spiritual support! Only in this way can the country prosper, the nation last and the individual persevere. As an enterprise, its spiritual pillar and soul is "corporate culture". Throughout the world's top 500 enterprises, all attach great importance to and actively promote the company's corporate culture. To do a good job in workshop management, as an excellent workshop manager, the first task is to actively promote the company's corporate culture, so as to cultivate and motivate employees. Lean production promotion center, through the implementation of corporate culture, let employees know the development history of the company, enhance their trust in the company, and let employees love the company; Through the implementation of corporate culture, employees can understand the company's goals, visions and development trends, improve their confidence in the company, thus strengthening their loyalty to the company and being willing to contribute; Through the implementation of corporate culture, employees can understand the company's various systems, clarify their personal development goals, and establish a sense of competition, thus promoting the company's production development. We should make good use of all kinds of opportunities and occasions to actively publicize corporate culture and make it everywhere.
Second, as an excellent workshop manager, he should be able to formulate and implement a reasonable management system.
There are no rules, Fiona Fang. Any collective, without discipline, is bound to be like a loose sand, with no fighting capacity at all. As an excellent production workshop manager, we should not only be familiar with and implement the company's existing management system, but also gradually establish and improve the workshop management system, formulate the employee's code of conduct, draft documents and pay attention to operability, and try our best to make every action clearly defined and updated in time according to the feedback of use, so as to change from non-regulation to regulation and standardize the employee's behavior from all aspects. Through daily inspection and supervision, we will gradually cultivate employees' good work habits, urge employees to consciously abide by rules, solidify good behaviors, correct wrong behaviors, and lay a solid foundation for the normalization of workshop management.
Article 3. As an excellent workshop manager, he should be an advocate and implementer of safety production.
Safety In order to produce, production must be safe. Safety in production is the most fundamental guarantee for the development of enterprises and society. Different jobs need different safety measures in different places and at different times. The measures and rules of workplace safety production can be summarized as the management and standardization of five elements: "man, machine, material, environment and law".
First, "people" means people's management.
In the final analysis, safety management is the management of people. The personnel requirements procedure for production workshop posts should be very standardized. According to the detailed materials recommended by the company, the workshop needs employees in new positions to form the initial intention of creating posts first, and then work in auxiliary positions for a period of time. During this running-in period, the workshop regards the sense of responsibility as the most basic evaluation benchmark of employees, and then makes an overall evaluation according to the operating skill level and proficiency of employees, and forms written information to feed back to the company to implement the establishment of posts and personnel quota. For those employees who can't hold the position in the initial evaluation, the workshop will improve their comprehensive ability through training and re-education to achieve the purpose of competence. Employees who are no longer competent will be rejected. In daily production, the workshop manager should pay attention to communication with employees, and increase their confidence and passion in work through praise, encouragement and reward.
The second is "machine", that is, the management of machinery and equipment
Mechanical equipment is the material condition for enterprises to carry out production activities and the primary guarantee for safe production. As the production workshop manager, according to the complexity of equipment maintenance, we should customize the "equipment responsibility card" for each equipment and designate a special person to be responsible. The company conducts on-site management inspection from time to time, and establishes a supporting reward and punishment system, so that each equipment owner can form a good habit of consciously maintaining equipment. Employees must have a handover record of mechanical equipment operation when they are handed over. Once abnormal operation of mechanical equipment is found, it can be reported and maintained in time. In addition, the operation training or theoretical training of mechanical equipment should be organized and arranged regularly to achieve the purpose of safe operation.
Third, "materials" means the management of materials.
Material management is the basis of safe production. Due to the particularity of chemical materials, the transformation of material properties is quite fast, that is to say, from low temperature to high temperature, from low pressure to high pressure, from dilute to thick and a series of reactions. With the addition of a substance, it can only be completed in an instant. The workshop should start with the picking staff, let them be familiar with the technological process, understand the chemical and physical properties of each material, and accurately calculate the materials needed for one day. For materials that are not suitable for storage, it is forbidden to stay in the workshop for use now. Picking personnel must check the raw materials in the warehouse in time, and it is forbidden to bring unqualified raw materials into the workshop. To this end, the workshop should also establish a special assessment system to cultivate employees' serious and meticulous work style.
Four, "environment", that is, the management of the environment.
Environment can directly affect safe production, and it is also the premise of creating high-quality products. As the manager of the production workshop, we should combine the 5S management idea of "sorting, rectifying, cleaning, cleaning and literacy", take on-site management as the starting point, and make corresponding detailed rules through self-inspection and mutual inspection, combined with the actual situation of the workshop. It is a habit to standardize the placement of various supplies and tools in the workshop. The workshop manager should encourage employees to actively participate in "rationalization suggestions" activities, find and explore various effective suggestions for improving on-site management, and analyze, improve and implement relevant suggestions in order to achieve the purpose of continuous improvement.
Five, "law", that is, operating methods and instructions.
The operation method is to guide the route of the operation, and the route cannot be changed during the operation. Some operators, especially new employees, often have doubts about the operation method. As a workshop manager, in addition to explaining, we should also send experienced old operators to teach them by hand until we fully understand and master them. In order to reduce potential safety hazards, the workshop should also conduct irregular inspections according to the original records and display recorders to remind the operators to be vigilant at all times, so that the operation is in full compliance with the regulations. For each different post, the workshop should also formulate detailed rules for the functional assessment of each post, with a small assessment once a week and a big assessment once a month. Rewards and punishments should be carried out in accordance with the provisions of the assessment rules to further improve the operator's carefulness in the operation process.
In short, as workshop managers, we must realize that safety in production is not a phased work, but a long-term continuous project. Safety production management should also pay attention to the following four aspects:
First, people-oriented safety management must be firm.
First of all, the management should update their ideas and get rid of the conservative ideas of sticking to the rules and not seeking progress; Secondly, we should work hard on employees to ensure their quality, employment and ideology, and do everything according to standards. We should be good at studying the ideological trends of workers and eliminate hidden dangers before and after work; Then we should improve the working methods, pay attention to the flexible and diverse working forms, be strict but not rigid, pay attention to emotional input, and create a harmonious team atmosphere.
Second, safety management must attach importance to the control of the operation process.
First, it is necessary to establish a management assessment mechanism. Managers should strengthen the inspection and supervision of the on-site operation process, truly discover and deal with potential safety hazards in the dynamic process, and put an end to formalism; The second is to check the grass-roots departments, combine the results with the process, and check the results on the basis of in-depth field investigation and study to prevent one-sidedness.
Third, safety management must change from external management to team self-management.
First of all, we should establish a team assessment mechanism, establish a workshop assessment team, a team assessment team and a team assessment post step by step assessment framework, delegate responsibility, power and benefit to the team, turn responsibility and power into pressure and motivation, mobilize the enthusiasm of each employee, actively participate in safety management, and realize self-control, mutual control and other control in safety management. Only by realizing the self-management of the team can we really build the first line of defense from the foundation.
Four, safety management should be advanced, pass forward, pay special attention to the typical.
First, we should take the initiative, seek pressure from ourselves and dare to expose ugliness. For the outstanding security risks, it is necessary to seize the typical cases and carry out educational analysis, so that the responsible person will be shocked and the employees will be educated. Second, pay attention to the establishment of preventive measures, focusing on the policy of prevention. For the outstanding problems found in daily inspection and management, we should quickly formulate preventive measures, resolutely correct them, find key people and positions in the work, and focus on control to achieve the goal of nip in the bud.
Fourthly, as an excellent workshop manager, we should pay attention to avoid unnecessary waste and save costs and resources. According to the lean production management theory, there are seven kinds of waste in the production site:
The first one: the waste of waiting
The main factors are: unbalanced homework, improper homework arrangement, unexpected materials, poor quality and so on. Waiting is doing nothing, waiting for the next action, this waste is beyond doubt. The reasons for waiting are usually: unbalanced work, improper work arrangement, waiting for work, poor quality and so on. Apart from waiting in the direct production process, is there no such waste in other management work? When the manufacturing department has some problems in the production of new products, can the technical department and the quality assurance department solve them immediately without the need for on-site personnel to wait for a long time? How to reduce this waiting?
The second type: handling waste.
The main factors are: the workshop layout adopts mass production, and the centralized horizontal layout varies according to different stations. (that is, mass production according to the technological process), there is no concept of assembly line production. Most people will agree that carrying is an invalid action, and some people will think that carrying is a necessary action, because without carrying, how to do the next action? Many people have this idea. Because of this, most people acquiesce in its existence without trying to eliminate it. Some people think of using conveyor belts to overcome it, but they can only spend a lot of money to reduce physical consumption, but the waste of handling itself has not been eliminated, but it has been hidden. If the transported waste is decomposed, it also includes the waste placed, stacked, moved and classified.
The third type: waste of defective products.
The main factors are: there is no standard confirmation or standard confirmation in process production, but it is not operated according to the standard and the management is not strict. In the process of product manufacturing, any defective product will cause waste of materials, machines and manpower. Any repair is an extra charge. Lean production can find the defective products as early as possible, and it is easy to determine the source of the defective products, thus reducing the occurrence of defective products. This article is easy to understand, the key is to get it right the first time, but it is difficult to implement. You might as well think it over. Apart from product production, is there any similar waste in management? One of the ideas of lean production mode is to eliminate and reduce the waste caused by all non-value-added activities by all means, such as inspection, handling and waiting. The specific method of lean production promotion center is to implement "zero repair rate", and to make a part qualified and do it well at the first time. More importantly, it is necessary to prevent unqualified parts and raw materials from flowing into the later production links at the source of production and pursue zero rejection rate.
The fourth type: waste of action
The main factors are: the planning of production site is not in place, the design of production mode is not comprehensive, and the production action is not standardized and unified. To achieve the goal of the same homework, there will be different actions, which actions are unnecessary? Do you have to take it, and do you take it so often? Is it necessary to reverse, walk, bend, align, turn at right angles, etc. If the design is good, many actions can be omitted! In management theory, there is a special kind of "action research", but it is more complicated to implement. We can use the above basic ideas to reflect on what behaviors are unreasonable in our daily work. How to improve?
Fifth: processing waste.
The main factors are: the operation and processing procedures in the manufacturing process are not optimized, and they can be omitted, replaced, reorganized or merged without timely inspection. In the manufacturing process, in order to achieve the purpose of operation, some processing procedures can be omitted, replaced, reorganized or merged. If you examine them carefully, you will find that there are many wastes waiting for you to improve.
Sixth: inventory waste
Lean production mode holds that "inventory is the root of all evils", and the main factors are: managers control one-time batch production for their own convenience or local output quantification, and do not combine with the main production plan to require assembly line production, resulting in local large-scale inventory. Manifestations of inventory damage include:
1, causing unnecessary waste such as handling, stacking, placing, protective treatment and searching.
2. It is difficult to operate FIFO.
3. Interest losses and management fees.
4. The value of commodities will decrease and become sluggish.
5. Take up workshop space, resulting in waste of repeated investment in workshop and warehouse construction.
6. There is no management tension, which hinders improvement.
7. misjudgment of equipment capacity and personnel requirements.
Seventh: making too much (early) waste.
The main factors are as follows: managers think that too much premature manufacturing can improve efficiency or reduce the loss of productivity and balance the productivity of the workshop. The above-mentioned inventory is the root of all evils, and excessive manufacturing or premature completion is regarded as Toyota's biggest waste. Lean production mode emphasizes "just-in-time production", that is, making necessary quantities of necessary items when necessary. Besides, it's a waste. The so-called necessary things and necessary time refer to the quantity and time that the customer has decided to buy.
Damage caused by excessive (premature) manufacturing includes:
1. Spending expenses (material expenses and labor expenses) in advance cannot create profits.
2. Hide the "waste of waiting" and let managers ignore the occurrence and existence of waiting.
3. Naturally, the backlog of WIP will not only make the process time longer (invisible), but also enlarge the working space on site, thus increasing the distance between machines and gradually devouring profits.
4. The waste of processing and accumulation makes FIFO operation difficult.
Article 5. As an excellent workshop manager, you should learn to avoid waste in management.
In the general production process, there will be a lot of "waste" in daily work. In fact, there are usually "seven kinds" of waste in production management. These "seven kinds of waste" not only occur in the production site, but if we only pay attention to the problems existing in the site and do not solve the essential problems covered by the phenomenon, it is undoubtedly a waste of money, even if it is vigorous on the surface, the actual effect is limited. Therefore, as an excellent workshop manager, we should not only understand the causes of the "seven wastes", but also pay attention to avoiding and eliminating these waste factors, saving costs and resources and improving production efficiency. So, what does this "seven wastes" mean? Let's see:
One is waiting for instructions from superiors, external reply, reports from subordinates, and contact with the production site-"the waste of waiting";
Second, the coordination of workflow, the execution and coordination of leadership instructions, the coordination of information transmission and the coordination of business processes are unfavorable-"the waste of unfavorable coordination";
Third, the idleness of fixed assets, the idleness or overlapping of functions, the idleness caused by complicated working procedures, the idleness of personnel and the idleness of information-"idleness and waste";
Fourth, disorder caused by unclear responsibilities, disorder caused by low business ability, disorder caused by non-compliance with rules, and disorder of business processes-"disorderly waste";
The fifth is "the waste of dereliction of duty", which is the biggest waste in management;
6. Inefficient or inefficient and wrong work is a negative efficiency-"inefficient waste";
Seventh, there is no planning basis, the plan implementation is not serious, the plan assessment is not serious, the plan disposal is not perfect, and the cost input does not match the income (income)-"management expenses are wasted".
Seven kinds of waste in management work are much more serious than those in production site, but they are also much more difficult to solve. Because most of the waste in the production site can be quantified, but most of the management work is flexible and elastic, so it is relatively difficult to quantify and refine it. Guangzhou Jinghongyi Enterprise Management Consulting Co., Ltd., as a workshop manager, will be difficult to continue effectively for a long time if it can't guide the managers at all levels in the workshop to form a * * * understanding of the waste in management. This requires the workshop management to guide everyone to be psychologically prepared for a protracted war, get up the courage, start with eliminating the dribs and drabs of management, and make steady progress towards the goal of management innovation step by step.
Article 6. Excellent workshop managers should learn to manage upward and be responsible downward.
When discussing with managers, I found a very common phenomenon: almost all managers will think that management is downward and responsibility is upward. If you ask everyone, who are you responsible for? The answer you get must be: we are responsible for the leaders; You ask everyone, who do you care? Then the result must be that I manage subordinates. But this answer is wrong.
Manage your boss: We know that management needs resources, and the power to allocate resources is in your boss's hands, which is also determined by the characteristics of management. So, when you need to manage, all you need to do is get resources, so you need to manage your boss. We can define top management as "the process of consciously working with your boss to get the best results for you, your boss and the company". Therefore, the contents of upward management include:
First, it is suitable for each other's needs and styles;
Second, share each other's expectations;
Third, interdependence, honesty and trust.
Upward management, in short, is to find the advantages of the boss and try to avoid the shortcomings of the boss.
Downward responsibility provides opportunities for subordinates: responsibility is a manifestation of ability and a way of working. When we say that we will be responsible for you, we have actually put you in our own survival category. We can define downward responsibility as "the process of consciously leading your subordinates to work together to get the best results for you, your subordinates and the company". Therefore, the downward responsibilities include:
First, provide a platform for subordinates;
Second, be responsible for the work results of subordinates;
Third, be responsible for the growth of subordinates.
Downward responsibility, simply put, is to give full play to the strengths of subordinates and try to avoid their shortcomings.
Seventh, as an excellent workshop manager, you should be good at managing the production site.
On-site management is an indispensable and important link in enterprise management. To do a good job in site management, not only the site manager is required to have certain management experience, but also he must be familiar with many links of various processes on site, the basic operation of various types of work, and be able to master various management elements of the production line, so as to handle the site management in an orderly manner. On-site management level is the concrete embodiment of measuring enterprise management level. Excellent workshop managers, if they want to manage the on-site work well, must understand the on-site management content, the management mode of the enterprise and the cadre system within the enterprise, so as to do a good job in management.
First, managers should have good coordination ability.
"Management" is to manage people and things and the site well, while "management" is to deal with the problems existing in the site in an orderly way, so that the site has a good production order and production conditions. When arranging work and dealing with problems, on-site management personnel should have good ability to distinguish right from wrong and good ideology, which should not only play a leading role in the production line, but also play an exemplary role among employees; Timely, effectively and accurately handle and answer the feedback or questions raised by employees, subordinates and superiors; When employees encounter setbacks and their emotions change, managers should show concern and do a good job in employees' ideological work, so that employees' ideas and ideology are consistent with the company's requirements; When there are troubles in the field work, the field management personnel should coordinate and solve them as soon as possible through various reasonable methods, especially when the disputes between employees cannot be solved, the field management personnel should take the initiative to understand the reasons, find out the problems, and handle them reasonably according to the company's requirements to reduce unnecessary disputes.
Second, managers should have a good sense of cooperation.
On-site management personnel should dare to take responsibility, actively and effectively cooperate with the work arranged by superiors, and go all out to complete the task with good quality and quantity. For the production tasks assigned by superiors, the site manager must lead the employees to complete them on time, with good quality and quantity according to the high standards and strict requirements of production instructions; When there are abnormal situations in the production process, the site manager should actively cooperate with employees and properly handle them; When you encounter problems that you can't solve, you should report to your superiors in time, explain the causes of the problems, and provide your own methods and suggestions to solve the problems. When the superior makes reasonable arrangements for such problems, you should actively cooperate and implement them as required; For daily routine work, on-site management personnel should actively cooperate with superior leaders to complete it together; When it comes to the working relationship between departments, effective support should be given so that the problems encountered in field work can be completed through mutual cooperation.
Third, managers should always care about employees.
The production workshop manager carries out on-site management, which is closest to the employees. In the daily production process, managers should contact and communicate with employees and subordinates, always care about their work and life, care about their thoughts and behaviors, and give them the greatest help. Only by deeply understanding each employee can we educate according to different people's personalities and get twice the result with half the effort. At the same time, employees should be encouraged to mobilize their work enthusiasm, so that they can constantly exert their potential and make greater contributions to the company.
Article 8. As an excellent workshop manager, it is an art and a knowledge to be a versatile manager with modern management methods. To be a qualified and excellent manager, we must constantly update our knowledge and master modern management tools.
First, 5S management:
Many enterprises are carrying out ISO900 1 quality management system, but how to carry out effective management in this process is the most headache for enterprise managers. To solve this problem, we must introduce and implement "5S". Carrying out "5S" activities can create a good working environment and improve the work efficiency of employees. Imagine if employees work in an environment where the ground is dirty, the dust is everywhere, the air is pungent, the lights are dim and the aisles are crowded every day. How can they arouse their enthusiasm? A neat, clean and orderly environment can promote enterprises and employees to improve their understanding of quality, gain customers' trust and social praise, improve employees' work enthusiasm, improve corporate image and enhance their competitiveness. Therefore, as workshop managers, we should not only be familiar with and understand "5S", but also promote "5S" to make it as pervasive as corporate culture.
Two, six sigma (6σ) and total quality management (TQM):
As mentioned earlier, the production workshop is the main body of the company's operation. So, what is the basis of enterprise survival? The answer is definitely "customers". Only by winning customers can enterprises be preserved for a long time. So, what do customers really care about? It is quality! It's the quality of the product! It can be seen that how to reduce the defective rate, improve product quality, win customers and occupy the market is very important for a production workshop manager. The introduction of Six Sigma in recent years will not only improve our income and customer satisfaction, but also give us a significant competitive advantage in the industry. As the manager of the production workshop, we should master the essence of 6σ and TQM and apply them to daily production to improve competitiveness and operational efficiency.
Third, quantitative management:
Quantitative management is a discipline in management. Classifying employees' daily work can not only improve their competitive awareness, but also reduce production costs and improve work efficiency. As a production workshop manager, we should take quantitative management as an important means of employee performance appraisal, closely combine it with promotion and salary increase, and announce the specific contents and achievements of quantitative management so that employees can realize their own shortcomings by comparison, thus stimulating their sense of honor and improving their work enthusiasm.
Four. Human resource assessment:
A good workshop manager should also be a qualified personnel manager, because the main body of management is people. As a production workshop manager, you should be familiar with the personnel appraisal system and the procedures and requirements for employee recruitment, training and promotion. Combine quantitative management with personnel promotion, and reasonably implement the competition system of "those who are capable are superior, those who are mediocre are inferior and those who are flat are inferior"; Managers should be good at motivating employees, cultivating their initiative and enthusiasm, and creating a good atmosphere of pursuing Excellence in the workshop.
In a word, as an excellent workshop manager, you should not only have good quality and image, but also have a good eye for people and good management ability. More importantly, a person should focus on the interests of the company, proceed from the overall situation of the company everywhere, handle problems and management from the standpoint of the company, not only do things, but also think about things, take the company's development vision as the central goal, and lead all employees to complete various production tasks efficiently.