Valuable Tips | A comprehensive analysis of people, machines, materials, methods, and environment – keep this handy!

Thread Content

Man, Machine, Material, Method, and Environment are abbreviations for the five main factors that affect product quality in the theory of total quality management. An article analyzing Man, Machine, Material, Method, and Environment – keep it! Person: refers to the individual who manufactures the product ； Machine: refers to the equipment used to manufacture products ； Materials: refer to the raw materials used in manufacturing products ； Method: refers to the approach used to manufacture a product ； Environment: Refers to the surroundings in which the product is manufactured. In this theory of the five key elements, humans occupy a central and guiding position, just like in a moving car. The four wheels of the car represent the elements of \"equipment,\" \"materials,\" \"methods,\" and \"environment,\" while the element of the \"driver\" – that is, human beings – is the most important one. Without a driver, the car can only stay in one place and become useless. If a factory has the necessary machines, materials, methods for processing products, and a suitable surrounding environment for production, it still cannot carry out production if it lacks employees. Human analysis: Skill issue? Does the system affect people’s work? Is it a matter of selecting the right people? Is it a lack of training? Is it that the skills don’t match? Are the employees restless and unwilling to stay with the company? Is there anyone responsible? Can people operate machines? Do humans adapt to the environment? Do people understand the method? Can people recognize materials? Machine analysis: This refers to the equipment, tools, and other auxiliary production instruments used in manufacturing. In production, whether the equipment is operating properly and the quality of the tools are additional factors that affect production progress and product quality. Is the selection correct? Any issues with maintenance? Is it compatible with the machine? People who make machines, right? Is the machine being operated correctly? Is the machine suitable for its surrounding environment? The management of machinery and equipment consists of three aspects: operation, inspection, and maintenance. It involves training operators based on the performance of the machinery and the requirements for its operation, so that they can use the equipment correctly for production; this is the most fundamental aspect of equipment management. Inspection refers to the process of checking the condition and performance of equipment according to certain standards before and after use, in order to detect any abnormalities early and prevent the equipment from being used in an unintended manner; this is a key aspect of equipment management. Maintenance refers to the inspection, cleaning, lubrication, and other activities that are carried out on equipment at regular intervals, based on its characteristics, in order to prevent deterioration and extend its service life; it is an important part of equipment management. Material analysis: Is it genuine? Is the model correct? Is there an expiration date? Has it been inspected upon arrival at the factory? Is it being used in compliance with the standards? Will the material adapt to the environment? Does it work well with the machine? Will it interfere with other materials? Legal analysis: Was it done in accordance with the law? Can you understand it? Is it written clearly? Is the law appropriate? Is there a law? Is the method to give it to the corresponding person? Will the method work in this environment? Analysis of the cycle: Has the environment changed over time? Have light, temperature, humidity, altitude, and pollution levels been taken into account? Is the environment safe? Is the environment man-made? Can the small environment and the large environment coexist? Workplace environment. It refers to the arrangement of various products and raw materials, the placement of tools and equipment, as well as personal 5S practices. Control of hazardous materials. The first is the storage of chemical substances, such as alcohol and turpentine. Second is the control of six chemical substances (lead, mercury, cadmium, hexavalent chromium, polybrominated biphenyls, and polybrominated diphenyl ethers) in the products during the production process, as well as the production environment. It refers to the control of requirements such as temperature, humidity, and dust-free conditions in production processes, based on the specific production conditions. Levels of problem analysis:
1. Preliminary characterization of the human, machine, materials, methods, and environment factors.
2. Identifying secondary causes following this preliminary characterization; the analysis can still be conducted using the human-machine-materials-methods-environment framework.
3. After identifying these secondary causes, a further characterization is required—that is, determining the reasons behind them. Even at this stage, the same analytical approach remains applicable. Essentially, this involves asking multiple “why” questions.
Example: Upon noticing oil on the floor, it is characterized as a “machine-related” issue within the human-machine-materials-methods-environment framework. Could the root cause be improper operation by humans? “Has the operation standard for \"law\" not been established? “Does the “environmental” context have an impact? After eliminating each possibility one by one, it turns out that none of them are the real ones; rather, it’s the “machine” itself that is a counterfeit product. The reason for the fake “machine” is that there was a problem with the person who bought it. Why is there a problem with “people”? Is it the lack of supervision in the “laws”? QC techniques for corrective actions; the system diagram method for formulating measures. A comprehensive analysis of the factors affecting performance (people, machines, materials, methods, environment) combined with the system diagram method – in each measure, it is essential to identify the responsible person, as well as the methods to be used and the desired outcomes to be achieved. Considerations for the management of small and medium-sized enterprises in China’s manufacturing sector: 1. Deficiencies in corporate culture – issues related to management philosophy. In China’s small and medium-sized enterprises, few have a genuine corporate culture of their own; even if such a culture exists, it is often merely superficial, created as part of quality management systems, without being truly implemented in practice. Therefore, I will compare the corporate cultures of private enterprises and Japanese-owned wholly foreign-funded enterprises. Let’s first take a look at how small domestic enterprises perceive corporate culture, including the planning of corporate behaviors that stem from it ? In China, basically no companies pay attention to corporate culture. Regarding corporate behavior, the company does not provide any clear guidelines. Next, an analysis of corporate management systems is presented: A. The strongest philosophy: An example of a company. The president’s policy: To build a xxx based on trust. We aim to become a company that earns the highest praise and trust from customers through its superior technology and quality. We will continue to make efforts to improve all aspects of quality, and for that purpose we pursue continuous improvement. We aim to be companies that strictly abide by laws and regulations and contribute to society. We have the courage to take on challenges, with the goal of becoming sustainable enterprises. B. Comprehensive rules and regulations – all such rules determine how employees should act. 1. The system – a bottleneck: This becomes apparent as soon as you join the company; from the general manager down to ordinary employees, everyone wears uniform clothing. It’s not the case that those in leadership positions can avoid wearing the company uniform. The system treats everyone equally. It can be seen from this that foreign-funded enterprises all have a complete set of models. Japanese companies generally have a set of management systems; it is clear what needs to be done at each stage. The overall working approach within the company follows a structured sequence. When a newcomer joins a Japanese company, the company provides specialized training, telling them what tasks need to be completed and which methods are most appropriate for doing so. Even things like filling out forms are guided by someone who teaches the newcomer how to do it. However, the company also has a fairly strict management system; such a rigorous control structure and hierarchical system can make it difficult for those unfamiliar with Japanese culture to feel comfortable. Taiwan-funded enterprises also have a set of strict regulations to enforce discipline. Although the systems in European and American companies are relatively lax, employees at such firms must always be wary of the risk of being “fired”. In manufacturing enterprises in our country, as the number of employees and departments increases, the company’s management becomes increasingly busy. At such times, work standards, systems, and processes are necessary. If a company does not have a complete set of systems, even if managers are hired, they may leave due to the inadequate corporate systems. 2. Systems – Execution: Why is this stated? In some small and medium-sized enterprises in our country, there are indeed systems in place. Last year, I went to a private company in Changzhou for an audit; upon reviewing the documents, I found that their systems were very comprehensive, covering everything that should be covered. Very fine. But upon looking at the actual situation, it was clear that the system wasn’t being implemented at all. Their general manager complained to me at the time, saying that it was difficult to enforce the system due to too many relatives working in the factory and the poor quality of the employees. In fact, regarding the implementation of systems, I think our companies should learn from Japanese companies in terms of the intensity of implementation – implementing them unconditionally. In fact, everyone has systems in place. Let me give an example: There was a small state-owned enterprise in Suzhou that was on the verge of bankruptcy due to poor management. It later formed a joint venture with a Japanese company; the Japanese side took charge of managing the factory and made appropriate changes to the systems, improving employees’ welfare benefits. Then they demanded that those systems be implemented unconditionally. As a result, in less than half a year, the company’s performance began to improve, and it turned a profit within one year. In fact, execution ability is related to interpersonal relationships; it’s essentially a manifestation of people’s tendency to follow the crowd. Remember when stocks were first introduced? The general public didn’t accept them at first. It took various efforts over time to gradually get the masses to accept stocks. This is precisely an example of the “herd mentality” in action. Therefore, an enterprise’s execution capability can also be cultivated. If all employees have strong execution capabilities, then even if some individuals are dissatisfied, their own execution ability will still be good. It is just like **issuing stocks or treasury bonds, which are backed by** the credit and growth prospects of that entity. Therefore, companies should provide their employees with a solid credit guarantee, rather than changing policies frequently and being inconsistent in their words and actions. Coupled with positive expectations for corporate development. By fostering the execution capability of the company in the end, it will be very high, and even temporary difficulties can be easily overcome. 　II. Misconceptions in production control – Problems in management concepts 1. People, machines, materials, methods, and environment (the direct elements of production). For enterprises in our country, products are certainly manufactured in accordance with customer requirements. However, there are significant issues regarding the standard-setting and control by those directly involved in production as well as those indirectly involved: standards are not detailed enough, and they are not strictly enforced. It can be said that the direct elements of product production are people, machines, materials, methods, and environment. People: When it comes to people, welfare benefits cannot be ignored. In terms of benefits, companies in Europe and the United States are more generous, those in Japan offer more equal treatment, while China is not even worth mentioning. Corporate benefits mainly consist of four elements: salary, training, leave policies, and other aspects. Regarding these four elements: A. Salary – Generally speaking, companies in Europe and the United States offer higher salaries, as they are looking for the best talent and have strict requirements regarding education and experience. The salaries offered by Japanese-owned companies are considered to be of moderate level, as these companies require their employees to be stable and experienced. Salaries in small and medium-sized enterprises in China are among the lowest, and one also has to consider the mood of the company owner or his relatives. B. Training: When it comes to training employees, European and American companies are clearly more generous. Surveys show that European and American companies rely on external training providers for the training of managers, professionals, and regular employees. Japanese-owned companies combine external training with internal training, with internal training accounting for more in general than external training. For Chinese enterprises, this aspect is basically handled internally. C. Leave system: In terms of the establishment of the leave system, Japanese corporate culture places more emphasis on an employee’s length of service; the longer someone has worked for the company, regardless of their position, the more leave time they are entitled to. Generally, European and American companies as well as Japanese companies will provide you with rest days in accordance with **regulations. As for some companies in our country, employees still have to work six days a week; this is considered overtime, with an overtime pay of 2–4 yuan per hour. It seems that many Chinese companies do not treat their employees as human beings. In terms of leave policies, foreign companies in Europe and the United States are more considerate. D. Other housing benefits account for the largest portion. There is not much difference between Japanese companies and those from Europe and the United States; however, Japanese companies excel in certain aspects of these benefits. Generally, foreign companies in Europe and the United States provide housing provident funds for their employees; some also offer an additional housing allowance in addition to the housing provident fund. For small businesses in our country, this represents a significant gap; some of these businesses even fail to pay pension insurance for their employees. Therefore, a business professional is the primary person responsible for the product; the stability and proficiency of the staff play a crucial role in ensuring the stability of the product. It is also essential to mention here: the staff turnover rate. Regarding the turnover rate of employees: jobs in Japanese companies are more stable, followed by those in European and American companies. Because although Japanese companies have lower revenues than those in Europe and the United States, their advantage lies in job stability and lower requirements for employees. As long as no major mistakes are made, Japanese companies do not dismiss employees easily; in contrast, employees in European and American companies must always be on guard against the risk of being fired. Therefore, for small and medium-sized enterprises in our country, it is necessary to improve their human resource management in order to reduce unnecessary staff turnover. Achieve product stability. Machinery: production capacity, equipment maintenance, spare parts, etc. When a company receives an order, it evaluates the order to determine which type of machinery is the best and which one is the most cost-effective. This includes the purchase of mechanical spare parts and regular maintenance. In this regard, foreign companies in regions such as Europe and the United States have dedicated project staff as well as specialized personnel for cost control, in order to achieve the most with the least amount of money. For the purchase of machinery, foreign companies in Europe and the United States invest a large amount of money. But they are also very strict regarding subsequent maintenance, and certain vulnerable components are handled in strict accordance with the requirements. As for small and medium-sized enterprises in our country, they sometimes purchase some highly advanced machinery, but when it comes to subsequent maintenance and the management of wear-and-tear parts, they fall far behind those foreign companies. Materials: The materials that make up a product’s physical components should be of qualified quality or processed in such a way as to meet the requirements of the product; this is to prevent the product from becoming defective due to issues with the materials used. In the manufacturing industry, raw material costs account for a large proportion of total costs, generally over 60%, and can reach as high as 90%; they are therefore the main focus of cost control. Factors that affect raw material costs include procurement, inventory, production consumption, recycling, and quality control. To control raw material costs, they generally choose stable suppliers. In Japan, large companies like Toyota have established unique long-term cooperative relationships with their subcontracting firms, and have formed their own corporate groups together with certain other large companies. Whether material control is implemented plays a significant role in determining the quality of the product. In this regard, companies in Europe and the United States have dedicated personnel in charge of raw materials. For procurement, there are dedicated staff responsible for it; as for quality, there are specialized engineers and inspectors to ensure control, which helps reduce the incidence of defects. Alternatively, personnel can be stationed at the factory to address any defects that arise during the production process. In recent years, it can be seen that Chinese small and medium-sized enterprises are becoming more mature in terms of material control; there used to be no dedicated personnel responsible for managing material procurement. Methods represent the technical components of a product, and proper manufacturing processes can reduce production costs and increase the quality rate. It can be said that proper processes combined with correct production procedures result in high-quality products. In simple terms, it can be divided into: work instruction methods, inspection instruction methods, machine operation methods, etc. Methods for creating work instructions: Work instructions are used to provide specific guidance for on-site production or management tasks. Their structure and format depend entirely on the nature and complexity of the task. When preparing work instructions, it’s necessary to assume that your employees are not very smart; therefore, the instructions should be presented in a step-by-step manner, using simple language. When it comes to work instruction sheets, Japan’s are the most easy to understand, have simple procedures, and are placed where employees can see them. For example, in Japanese-owned companies, when it comes to the process of die-casting a component (that is, casting a bushing inside a bearing), workers often fail to insert the bushing properly, which leads to defective products. To address this situation, they install a pre-set electronic scale next to the die-casting machine; once the workers finish producing the products, these products are placed directly on the electronic scale. This prevents the production of defective products. Of course, the cost associated with this approach is relatively high, but in the long run, humans are more likely to make mistakes than machines. In fact, in many foreign-owned factories, the production lines are currently assembly lines, because the probability of humans making mistakes is much higher than that of machines. In our country, due to cheap labor, many small and medium-sized enterprises, when focusing on short-term costs, end up facing numerous problems with their products. In many companies in our country, work instructions are considered useless – they take time and get in the way of people’s work. Some people think that since they have been doing this job for many years, they know the procedures by heart and can carry out the tasks even with their eyes closed. But this is completely wrong; work instructions serve to guide one’s actions. Even if there are better methods, they need to be put into practice first before the work instructions can be revised. Inspection guidance methods: Due to the differences in the specific characteristics and nature of the operations involved in the product manufacturing process, the format and content of inspection guidance documents also vary. There are inspection guidance documents for incoming material inspection, those for in-process (step-by-step) inspection, as well as inspection guidance documents for outgoing product inspection. For inspection instruction manuals, the most important aspect is the creation of inspection tools: as mentioned earlier, machines are less likely to make mistakes than humans. Fulfill the sequence of actions faithfully: this can reduce unnecessary movements and ensure consistency. In Japanese companies, almost all measurements are replaced by a very simple and intuitive tool; the reason for this is straightforward: it makes it easier for employees to accept them. Achieve control over product defects and achieve zero defects. For example, in the case of inspection guidelines, it is about using the simplest methods to prevent the occurrence of defective products, thereby achieving a 100% qualification rate for the products. Machine operation methods: In terms of machine operation methods, in foreign companies, there are usually dedicated personnel responsible for operating the machines, which reduces the likelihood of damage to those machines. Achieve the maximum utilization of the machine. For small and medium-sized enterprises in our country, this aspect is not yet well-developed at present; some companies simply do not have any methods for operating their machinery. Ring: 1. Production environment – which can also be understood in terms of 5S. It can be said that the production environment in a factory affects the productivity of workers. Think about it: if there are no designated areas around the workers’ workstations and tools are left scattered everywhere, what consequences will that have? Of course, production efficiency declines and defective products emerge. In this regard, Japan is the originator of 5S practices; European and American companies also attach great importance to 5S in their businesses. The companies that perform worst in implementing 5S are the small and medium-sized enterprises in China. In their view, this has nothing to do with production. As can be seen from the above. In terms of product control, there is still a significant gap in mindset between domestic companies and foreign companies. 2. Auxiliary tools are also important (indirect units). For enterprises, the auxiliary tools for product production can be divided into auxiliary equipment and auxiliary materials. Auxiliary materials: Whether they are considered raw materials or indirect expenses depends on their purpose. If they are used in production, they can be included in the cost of a particular product and thus classified as raw materials. If they are taken by other departments or experience losses, etc., and cannot be attributed to a specific product, then they are classified as indirect expenses. To use an analogy, when you apply for a property title, you need many supporting documents; without one of them, you won’t be able to obtain the title. The truth is quite simple: none of these elements can be omitted during the product manufacturing process. Auxiliary equipment: Auxiliary equipment for production includes accessories, etc. In our country, some enterprises often have to shut down due to a lack of spare parts for their machinery.