The workshop must keep the “1-5-7-3” model in mind to help you become a master of on-site management

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Modern management defines site management as the use of scientific standards and methods to carry out rational and effective planning, organization, coordination, control, and monitoring of various elements at the production site – including people (workers and managers), machinery (equipment, tools, work fixtures), materials (raw materials), processes (processing and testing methods), the environment, and information – so that they are properly integrated with one another, thereby achieving high quality, efficiency, low consumption, balance, safety, and civilized production. Over the years of working in process-oriented enterprises, management experts have developed simple and practical on-site management models by taking into account the actual needs of these companies. Although on-site management is just one management tool in the “lean production” system. However, focused implementation can also yield significant results, with benefits manifesting not only in qualitative changes such as orderly logistics, standardized placement, and clear markings, but also in quantitative advantages such as reduced failure rates, lower maintenance costs, and improved use of funds. The model is briefly described as follows: remember the four numbers 1-5-7-3! 1 management triad: 1 management triad, namely systems, standards, and mechanisms. 1. Systems are the framework and foundation for advancing on-site management; it is necessary to first clarify systematic elements such as the objectives, principles, organizational structure, division of responsibilities, and methods for inspection and evaluation of on-site management. 2. Standards serve as a measure for evaluating the work site; they must be adjusted and improved continuously based on the actual conditions of the respective unit/workshop, rather than simply copying the documents issued by the company. 3. The mechanism is intended to properly guide employees’ motivation, so that those who perform well are recognized and those who perform poorly are held accountable, thereby truly establishing a management environment that respects talent, achievements, and value. 5 types of activities: OJT (on-the-job training), OPL one-point lessons, OPS (proposal-based improvement), knowledge competitions, and result sharing. 1. For the effective implementation of OJT (On the Job Training) and the improvement of on-site management, supervisors and mentors must provide hands-on guidance to their subordinates, especially new employees, right at the work site. The seven rules for training new recruits mentioned by Dong Qichang in “The Right Path in Life Is Full of Trials and Tribulations” represent practical innovations in OJT: “1. I demonstrate it for you; 2. You do it for me; 3. We provide feedback; 4. I demonstrate it again for you; 5. You do it once more for me; 6. We give further feedback; 7. You do it one last time.” 2. OPL (One Point Lesson) enables the systematic training of employees on the concepts, methods, tools, and basic knowledge of on-site management through single-point lessons. 3. OPS (one-point suggestion for improvement) – identifying problems is the starting point for finding gaps; eliminating waste is the core of lean production, while improvement is the essence of lean management. Therefore, it is essential to truly motivate all employees to continuously identify problems on the shop floor and make timely improvements. 4. A positive atmosphere in knowledge competitions plays a significant role in establishing effective on-site management and encouraging employee participation. It is necessary to hold regularly knowledge competitions, speech contests, photography competitions, etc., themed around 6S, TPM, and professional skills, in order to stimulate employees’ enthusiasm and motivation. 5. In terms of knowledge sharing, regular activities such as on-site improvement discussions, presentations of innovative ideas, knowledge management sessions, and sharing of unique techniques are carried out; these activities can greatly boost employees’ enthusiasm for learning, participation, and innovation, leading to a win-win situation for both employees and the company. The sharing process takes the form of both presenting achievements and organizing site visits. 7 methods: These are the treasure hunt activity, bathing activity, fixed-location photography, fixed-location management, trace management, visual management, and red-card system. 1. Treasure hunt activities are a means to make the initial organization tasks in on-site management more interesting. The so-called treasures refer to those useless items that we need to find completely. Calling it a treasure mainly means that it is very valuable for the success of organizational activities; it doesn’t mean that it has great intrinsic value on its own. 2. Bathing activities: A company-wide and plant-wide “bathing campaign” is carried out regularly, which involves a thorough cleaning and wiping. 3. Fixed-point photography must be carried out throughout the entire management process: stand in the same location, face the same direction at the same height, use a camera to capture images of the site before and after improvements, and then display the comparative photos before and after on visual boards. 4. Fixed-position management is a method to promote the organic integration of people, machines, materials, methods, and the environment. It involves conducting operational analysis and motion studies of the production site, as well as of the people and materials involved, so that these elements can be scientifically positioned in specific locations according to production needs and technical requirements. This enables an effective combination of materials and their locations, reduces the time required for people to retrieve and place items, and eliminates repetitive actions by workers. Generally, it is divided into layout in the factory area, layout at the production site, and layout of movable objects. 5. Shape-based management is a method of organizing items according to the \"shape\" of spare parts or tools, in order to ensure clarity, ease of retrieval and placement, timely return to their proper places, and accurate sorting. 6. Visual management represents the items that need to be managed in an easy-to-understand manner using symbols, graphics, colors, light signals, etc., to help on-site personnel understand standards, identify abnormalities, retrieve items, and communicate information. 7. The red card system refers to the practice of hanging or distributing red cards within the factory premises for those problem areas that are difficult to identify or rectify, so that employees in the respective units/workships are aware of them and take proactive steps to improve them, thereby achieving the goal of sorting things out and bringing order within a set time frame. 3 indicators: 3 indicators, namely the activation rate, the placement rate, and the correction rate. 1. The utilization rate refers to the ratio of the value of the unwanted items cleared from a particular unit to the total value of all unwanted items on site. During the sorting phase, it is necessary first to gather together the obsolete spare parts and materials that have been accumulated over time throughout the factory or unit, and then dispose of them according to established procedures, thereby turning waste into assets and improving asset utilization. Activation rate = Value of unwanted items removed / Total value of all unwanted items on site × 100%. 2. Placement rate: Placement rate. It is an evaluation indicator for fixed-location management; the higher the fixed-location rate, the higher the level of fixed-location management, indicating whether organization and sorting are carried out in accordance with the fixed-location diagrams. Placement rate = Number of items that have been placed in their designated locations (number of varieties) / Number of items that must be placed in their designated locations (number of varieties) × 100%. 3. Improvement rate: The rate of improvement. It is an evaluation indicator for the identification of on-site issues and the progress in addressing them; the higher the rate of resolution, the greater the effort put into solving problems and the more effective the measures taken. Rectification rate: Number of rectifications / Number of findings × 100%. Summary: The above summary outlines the key points from the perspective of advancing on-site management consulting projects. Although it does not cover all aspects of on-site management, experience gained from consulting projects for various large manufacturing companies shows that implementing on-site management can bring rapid results and significant benefits to a company’s operations.