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Team Introduction: Factory management focuses on the production site as its main focus, analyzing the conditions of people, materials, and facilities, as well as the relationships between them. By organizing, standardizing, and improving the conditions at the production site, it promotes an organic integration of people, machines, raw materials, systems, and the environment. 1. Daily, weekly, and monthly tasks of the team leader: Three key actions each day. 1. Prioritize preparation before starting work to ensure high machine operation rates ； 2. Focus on quality within the team to ensure a high product qualification rate ； 3. Conduct statistical analysis after shifts to ensure production efficiency. Check every Friday: 1. Check the completion of various indicators by team members ； 2. Check the equipment’s usage and maintenance status ； 3. Inspection of the usage and storage of tools, fixtures, and measuring equipment ； 4. Check the implementation of safety and civilized production regulations ； 5. Check the status of technical interaction activities, and prepare for planning next week’s work based on the progress of various tasks. Hold four meetings each month: 1. Hold a meeting to arrange the production work plan at the beginning of the month ； 2、Hold an analysis meeting on the progress of production work in mid-month ； 3. Hold a production work summary meeting at the end of the month ； 4. Hold effective group **management meetings. 2. The quality control practices of “three inspections and three verifications” along with “one analysis”. Under the three inspections and three verifications, intermediate inspections are carried out to check dimension tolerances ； First-piece inspection, verification of drawings and processes ； Check each other and verify the measuring tools and gauges. Analysis: Conduct timely analysis and research on quality issues within teams, formulate improvement measures, and ensure effective quality control. 3. Indicators for carrying out technological innovation activities: One goal, which is to improve quality, increase efficiency, and reduce costs. 313 Full Collaboration: 1 person proposes an idea, and the entire group works on it ； 2. One person conducts the experiment, with the whole group providing assistance ； 3. If one person succeeds, it will be promoted across the entire group. Six targets: 1. Targets the key aspects of production technology ； 2. Addressing the weak links in production ； 3. Challenges in processing new products ； 4. To reduce production costs ； 5. Improving the process ； 6. Regarding the current status of the equipment. For the promotion of three publicly disclosed technological innovation achievements, the following must be ensured: 1. Public disclosure of the innovative products ； 2. The operation method is made public ； 3. Relevant data is made public. 4. Standardize pre-shift, in-shift, and post-shift procedures in production. The “three requirements” before starting production: 1. Conduct proper handover before production begins ； 2. Conduct proper equipment inspection and lubrication ； 3. Make proper preparations in terms of production technology. The “Four Musts” in the class: 1. Abide by work discipline and make effective use of working time ； 2. Implement process discipline to effectively ensure product quality ； 3. Comply with operating procedures to effectively ensure safe production ； 4. Adhere to civilized production to effectively prevent parts from being dented or scratched. Six rules not to leave after work: 1. Do not leave if the tasks for the shift cannot be completed ； 2. Do not leave until the equipment and tools are properly cleaned and maintained ； 3. Do not leave until the production area is thoroughly cleaned ； 4. If the workpiece blanks are not arranged neatly, it will not move ； 5. Will not move unless properly fixed in the toolbox ； 6. Shift handover records must be completed before leaving. 5. The “three must-helps” in technical mutual assistance: 1. Must help team members when they encounter technical difficulties ； 2. Help if team members’ productivity is low ； 3. Team members must assist in processing the key components. 6. The “five fixings” for fixed-position management: Establish a leadership team and an assessment team for customized management, which are responsible for exercising comprehensive functions such as supervision, inspection, and evaluation over the team’s customized management activities. Formulate an implementation plan for customized management, clarify the contents of such management, improve the relevant systems and operational mechanisms, and establish methods for monitoring and evaluating customized management. It lays the foundation and provides assurance for the implementation of customized management. Fixed locations: Draw tools, workstations, product parts, measuring instruments, and processing materials present in the production area on location maps; divide the area into zones, set up signs, create \"part trees\", and use tool racks. Ensure that everything depicted on the maps actually exists, that each item has its designated area, that each area is marked with a sign, and that items are classified accordingly ； Place according to the diagram, store by category, ensuring consistency between the diagram and the items. Set standards: That is, establish standards for each task, clearly defining the storage and use of tools, materials, and workpieces, as well as the processing of parts, and specifying the quantity of items, equipment, and tools to be placed in various areas, so that everything has clear guidelines to follow. Define responsibilities: That is, on the basis of established standards, develop detailed evaluation criteria for the management of each position, clarify roles and responsibilities, assign them to specific individuals, and ensure strict implementation of these responsibilities. Establishing rewards and penalties: This involves integrating customized management with individual performance evaluations and assessments of various activities, carrying out daily checks, weekly evaluations, and monthly assessments, and linking these to salaries and bonuses so that there are both rewards and penalties. Implementing customized management enables the tools and product components at the workstations in the team to be arranged neatly and orderly, eliminates the problem of products lying on the floor, reduces safety hazards and the rate of product damage, saves a significant amount of working space and handling time, and improves production efficiency as well as the overall professional image. 7. The “four improvements” for the team to achieve the “five modernizations”: improving the quality of team leaders, enhancing management skills, raising the technical proficiency of team members, and boosting their ideological, cultural, and moral standards. The five modernizations: transforming team work tasks into quantifiable indicators, standardizing work requirements, establishing procedural guidelines for work steps, using data for work assessment, and implementing a systematic work management approach