How to solve the issues related to the flow of process cards in actual production
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I would like to ask the experienced colleagues how to solve the problem of process flow cards not being able to move forward in actual production. Our company is a pressure vessel manufacturing enterprise. Over the four years since we began production with certified standards, the actual tracking of process cards has become a major problem. The cards cannot be properly tracked; by the time the main body of the product is completed and ready for hydrostatic testing, it has to be transferred from the production department to the quality control department, where the information is filled in retrospectively. This inevitably leads to errors. Moreover, if third parties, inspectors, or regulatory authorities request to see the process cards for products that are still in production, such cards cannot be provided – there are no records either. . . Please share how your organization handles the process, so we can learn from it: loveliness: This post was last edited by jhfu on 2008-11-12 at 11:16.]
The simplest method: 1. The process flow card is transferred to the next processing stage along with the product, in accordance with the requirements of the production process. 2. The previous process is responsible for the subsequent process.
The simplest method: 1. The process flow card is transferred to the next processing stage along with the product, in accordance with the requirements of the production process. 2. The previous process is responsible for the subsequent process.
In theory, it is that way, but in practice it cannot be implemented. . . .
A specific person can be assigned to manage the records on the process cards; he can fill out the forms for the entire production process, keep track of the progress, with the operators simply signing their names.
Yes, there is a dedicated person in charge. Let him be solely responsible for keeping track of the process cards, and not do anything else. I think the process flow card cannot be effectively implemented in actual production; it’s not just a matter of managers’ capabilities, but also of the attitudes of those who carry out the tasks. If you can’t do it well, it’s a matter of ability; but if you have the ability yet still don’t do it well, it’s a matter of attitude. A poor attitude is more terrifying than a lack of ability!
We’ve encountered this problem too – we can’t move forward, and the higher-ups haven’t assigned anyone to take responsibility