Share some of the distinctive management systems in your workshop

A workshop meeting is held every day at work, lasting about 30 minutes; the team leader/technician reports to the management on the work completed the previous day and on the issues that require their assistance. The leader arranges today’s work and points of attention based on the report. A workshop meeting is held every day after work, lasting about 30 minutes; during this meeting, technicians report on the progress of their work for the day and make preparations for the work ahead.

1. A shift handover meeting must be held every day; its duration should not be too long – it should be kept within 10 minutes. The main topics include the work done during the 8-hour shift and any tasks that remain unfinished, so as to facilitate the work of the next shift. Furthermore, sharing safety experiences by telling others about unsafe incidents that one has encountered or heard about helps to ensure that safety is always present around us. 2. A monthly training system – it is not necessary to focus only on the processes related to this device; personnel from fields such as mechanical, electrical, and instrumentation can be invited to conduct training, thereby enabling a comprehensive understanding of other related knowledge.

A safety briefing before shift handover is conducted to pass on any potential safety hazards present during the current shift to the next shift, thereby providing safety warnings. In addition, during each night shift, accident reviews are conducted to analyze and summarize accidents that have occurred within the factory or elsewhere; based on the specific conditions of this facility, precautions and improvement measures are proposed

There are too many meetings; it’s better to go to the site in person, identify some problems, and address the actual issues that exist.

First of all, daily scheduling meetings at the factory headquarters are very necessary. The purpose is to summarize the production of the previous day, review the existing problems, and identify areas that require attention. Assign tasks such as the output to be produced on the day. Secondly, autonomous management within the team should be implemented; team leaders and supervisors play a key role in managing the team itself, thereby improving various aspects such as work discipline and operational skills. The team should strive to become a learning-oriented and harmonious team. Appropriate systems should be established, along with clear responsibilities for supervision by leaders, so as to encourage teams that perform well in autonomous management while holding those that lag behind accountable. As for pre-shift and post-shift meetings, etc., they are routine procedures that the team must follow. In short, I believe that team-based self-management, combined with appropriate supervision from higher authorities, can achieve twice the result with half the effort. One can start from this perspective.

The rules in my workshop are established by the lower-level employees; that is, the workshop seeks feedback from them every six months to revise the rules accordingly. Once the pipe specifications are modified, they cannot be changed for half a year.

We hold shift handover meetings every day, which last no more than ten minutes; they mainly cover the issues left over from the previous shift and those that need to be addressed in the next shift, as well as matters related to safety and equipment. A leadership team meeting is held every Monday at the start of work to summarize the work done last week and plan the tasks for the current week

We also hold shift handover meetings every day, and technical meetings on a monthly basis to analyze and resolve more complex issues. On-site inspections are carried out weekly, with timely corrective actions taken; during the inspection the following week, it is necessary to verify whether the issues identified in the previous inspection have been resolved.

Team members undergo periodic assessments of their skills on the production site, while team leaders are assessed on their knowledge of process pipelines

Every morning and afternoon, all workshop managers hold a meeting, during which the supervisors assign the tasks for the day

A signed-off system for on-site inspections by personnel in mechanical, electrical, and instrumentation roles as well as those in management departments is also an effective approach that involves all employees. Oh, I’m sorry, I got off track; j is outside the workshop area. Last edited by Xu Xu on 2007-12-5 15:57]

I am now the workshop supervisor, and workshop management focuses primarily on production. While our emphasis is on production, there is one thing I never quite understand: what role each company assigns to its employees. The work area lacks proper ventilation; employees suffer from the heat in summer and the cold in winter. When the work isn’t done well, it’s blamed on the employees. During night shifts and early morning shifts, some employees are assigned to patrol the site while others can rest in the control room. I do this secretly, so that the managers don’t find out. I believe that, whether in a workshop or a team, harmony among employees is the greatest asset. In this way, when someone needs to do a task, other available employees will voluntarily help out, reducing the workload for the managers.

Such posts are great and very helpful for everyone to communicate. At Haichuan Middle School*, I grew up there.

In our factory, the day-shift employees in various workshops and departments gather for roll calls and to discuss work in the morning and at noon, while the three-shift workers meet collectively by workshop to conduct roll calls and discuss work. Every afternoon, before leaving work, the section leaders gather in the workshop to review the day’s work and plan for the next day. Safety training and technical drills will be held on Thursday.

Workshop managers, including company executives, are often on site to thoroughly investigate problems, identify potential risks, and address any abnormalities.

Both regular production workshops and pilot plants need to establish relevant process management systems. Only in this way can the responsibilities of the workshops be assigned to the corresponding process managers and production supervisors; with responsibilities assigned, it is natural that they will carry out their duties diligently. I have also been establishing relevant systems recently.

Before the shift handover, workshop managers conduct inspections according to their respective responsibilities; during the handover, they check the results of the inspections carried out by the team taking over, based on those inspections. After the shift change, the supervisor organized the workshop managers and the shift leader to conduct a thorough inspection of the entire facility, checking the work done by the team members and workshop staff. The time usually takes less than 1 hour; workshop staff can leave at any time if they have matters to attend to, but the inspections must continue.

The aspects in which our workshop performs well include: 1. The workshop supervisor, equipment specialists, process specialists, safety officers, etc. conduct comprehensive inspections and evaluations on a weekly basis, followed by targeted corrective actions. 2. Accident anticipation: Predict potential accidents (by referring to incidents involving similar equipment; our workshop has a textbook titled \"Chemical Safety and Environment\”), outline measures for handling such incidents, and arrange regular inspections in the workshop.

I think it’s like this: 1. Technical management needs to be institutionalized. 2. Humanization is required in personnel management. 3. Safety management must be carried out on a regular basis.