Taylor, known as the father of scientific management, worked as an apprentice in his early years, and later he grew up from handyman, mechanic, technician and maintenance foreman to chief engineer. In 1881, 25-year-old Taylor worked in an iron and steel factory. Through the research and analysis of workers' operation actions, she eliminated unnecessary actions, corrected wrong actions, determined reasonable operation methods, and selected suitable tools ... Gentelle summed up a set of reasonable operation methods and tools to train workers, so that most people could reach the quota. In 1911, Taylor published the book Principles of Scientific Management, which was the first book on refined management in the world.
after the second world war, 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 influence on the formation of refined management thought.
interestingly, the theory of management is often formed in the United States, but it is applied, popularized and fruitful in Japan ... and so is the quality management. There are two management masters in America, Zhu Lan and Deming. So is their management theory.
in manufacturing enterprises, fine management involves every link in the production process. MES manufacturing execution system collects all events in the production process by centrally monitoring the whole production process from material production to finished product warehousing, and controls material consumption, equipment monitoring, product testing, etc., so as to create a quick response and flexible refined management platform for enterprises. Frederick W. Taylor)(1856－1915-1915) was an American engineer and inventor. Famous saying: "There is hardly a skilled worker who doesn't spend a lot of time studying how to work slowly, and also convinces his employer that his work speed is just right." Masterpiece: The Principles of Scientific Management.
As 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 enter because of his poor eyesight. Taylor has successively obtained more than 1 patents. Taylor proposed ways to improve work efficiency:
analyze a specific job and find 1 or 15 people who are particularly good at it;
Study a series of precise basic operations or movements of each person and the tools used by each person; Use 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 heckling Taylor is a fashion, but it is important to remember that "scientific management" is a big leap, not only in terms of productivity, but also in terms of the dignity of the workforce. W.Edwards Deming)(19－1993-1993), American consultant and scholar. The masterpiece "Out of the Crisis".
Deming first studied electronic engineering at the University of Wyoming, and later received a doctorate in mathematical physics from Yale University. In 1939, Deming became the chief statistician of the US census. 1945 Professor of Statistics, new york University. Deming visited Japan for the first time at the invitation of General MacArthur in 1947.
Deming's view is "management for quality", and the management should be responsible for 9% of the problems. In 195, 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 1951. In 198, when NBC produced a TV program on Japan's rise as an economic power ("If Japan can, why can't we?" "), Deming was rediscovered.
Deming's famous 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 decide the purchasing object only by the price; Instead, cooperate with a single supplier to minimize the total cost. Continuously improve every link of planning, production and service. Implement job training. Apply and construct the art of leadership. Drive away fear. Eliminate the barriers between employees. You can't just shout slogans and set indicators to employees to improve quality. Don't set quantitative tasks and management goals for employees and managers. To make employees feel that their skills and abilities are respected, cancel the annual appraisal or evaluation mechanism. There should be a strong and effective education and training plan so that every employee can improve himself. Make every employee of the company get his or her own job, so as to complete the company's reform. Toyota Motor Corporation is located in the 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 the organization in order 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, substandard raw material quality, and personnel operation errors are all identifiable factors. Randomness and possible differences caused by material limitations, environmental conditions and people's 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 in Toyoda Satoshi, passed through Toyoda Kiichiro and took shape in taiichi ohno.
The publication of Toyota Mode of Production began in March 1978, and the translation and publication of China began in August 26. Under the auspices of taiichi ohno, the Toyota production mode of "multi-variety, less batch" began in the mid-194s, aiming at "completely eliminating all kinds of waste within the enterprise to improve production efficiency".
"JIT" and "Jidoka" are two pillars that run through Toyota's production mode. Just-in-time: in the process of assembling a car through assembly line, the required parts are delivered to the production line in the required quantity at the required time. 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 Toyoda Satoshi (1867-193), the founder of Toyota Company (the loom stops running immediately when a warp is broken or a weft is used up). The high speed of the machine makes it very troublesome for the factory to have some abnormal situations: materials of different specifications mix into the machine, scraps get stuck in the mold, and the equipment and mold will be damaged; Once the tap is broken, unqualified products without threads will be piled up in the blink of an eye. Almost all the machinery and equipment (new and old) in any factory of Toyota are equipped with automatic stop devices: "positioning stop mode", "comprehensive operation system" and "quality insurance device". People only need it when the machine 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" and make people and equipment organically linked. In order to facilitate understanding, we interpret the two pillars of Toyota as follows: just in time means just in time; Automation is a fault that stops itself.
"balanced production" is an important condition of Toyota's production mode. "Kanban" mode plays a great role in reducing working hours, reducing inventory, eliminating defective products and preventing recurrence of failures. 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 "combination of operations", and the crystallization of this combination is "standard operation". Three elements of the standard work schedule:
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 starting 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 required quantity of a day by the labor time.
operation sequence: refers to the processing sequence of workpieces arranged in chronological order when the operators are transporting workpieces and loading and unloading objects on the machine (but this is not the operation sequence of products moving along the assembly line).
standard survival quantity: refers to the quantity of work-in-process and articles staying on the machine during operation.