A complete set of guidelines for on-site management in factory workshops

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Workshop management functions a. Planning: Planning is the primary function of any economic management activity； It is a common feature of all modern large-scale production ； It serves as a guide for all kinds of work ； It is an important tool for mobilizing and organizing enterprise employees to produce the products required by customers. The planning function in workshop management begins with establishing the overall objectives for the workshop’s activities as well as various technical and economic indicators. This ensures that every stage of the production process, as well as each employee, has clear goals to strive for, enables the different production stages to be connected and coordinated with one another, and helps to integrate all elements such as human resources, materials, and capital together to form a complete production system. With a plan, there is a direction and goal for action ； With a plan, there is a basis for conducting inspections and making improvements ； With a plan, there is a standard for measuring the work performance of each unit and each employee. The workshop does not participate in business activities outside the factory. The basis for formulating plans in the workshop is the plans assigned by the enterprise and the actual resource situation of the workshop itself. Apart from formulating annual production, operation, and goal policies, the workshop primarily develops production schedules, quality and cost control plans, and equipment maintenance plans on a quarterly, monthly, daily, and hourly basis. b. Organization and command: Organization and command is an essential prerequisite for carrying out other management functions. It is a crucial element in fulfilling workshop plans, ensuring production, maintaining balanced development, and making adjustments as needed. Functions of workshop organization and command: First, based on the workshop’s objectives, it is necessary to establish a sound management structure and operational organization, including the setup of management agencies, the selection and appointment of management personnel, as well as the organization and allocation of labor forces. Secondly, through organizations and systems, as well as by applying leadership skills, it is necessary to direct, coordinate, and supervise work teams and employees, ensuring that their activities move toward established goals and that there is coordination in their actions. c. Supervisory control refers to the management activity of overseeing and ensuring the implementation of various management systems, the execution of plans, and the compliance with higher-level instructions, so as to bring them into effect. Control is a management activity that, during the execution of plans and various production and operational activities, compares the actual performance with the established target plans and standards, identifies discrepancies, determines the causes, and takes corrective actions. d. Production services: Since the workshop is the unit that directly organizes production, production services are an essential function of workshop management. Contents of production services: Technical guidance – during the production process, it is necessary to regularly assist workers in resolving technical challenges, including improving manufacturing processes as well as upgrading and innovating equipment ； Usage services and maintenance services for workshop equipment ； Materials and power services, etc ； Assist work teams in coordinating and communicating with entities outside the workshop ； Life services. e. Morale motivation: The quality of a company’s operational performance depends on the morale of the employees working on the production floor. Because, under certain conditions, people are the decisive factor, and the workshop has the responsibility of directly motivating employees’ morale. Boosting morale means using various methods to stimulate employees’ enthusiasm and creativity, involving them widely in management activities, making full use of their experience and knowledge, fully unlocking people’s potential, improving work efficiency, and ensuring the completion of workshop tasks. All functions of workshop management are interrelated and mutually reinforcing. Those who carry out these functions are the workshop supervisors, deputy supervisors, section chiefs, team leaders, and other workshop staff. How to manage Workshop A: As a promoter of corporate culture, an excellent production workshop manager should be an active advocate of the company’s corporate culture. One **, with national treasures that other ** do not possess ； A nation possesses a national spirit that is distinct from that of other nations ； Even individuals have their own unique spiritual pillars! Only in this way **can there be prosperity, can a nation endure for long, and can individuals remain resilient. For a company, its spiritual pillar and soul is its “corporate culture”. Looking at the world’s top 500 companies, all place great emphasis on and actively promote their corporate culture. To manage a production workshop effectively, as an excellent workshop manager, the primary task is to actively promote the company’s corporate culture, using it to influence and motivate employees. By promoting corporate culture, employees can learn about the company’s history, which enhances their trust in the company and fosters their affection for it ； By promoting corporate culture, employees become aware of the company’s goals, vision, and development trends, which enhances their confidence in the company and thus strengthens their loyalty to it, encouraging them to be willing to make contributions ； By promoting corporate culture, employees come to understand the company’s various systems, clarify their own career goals, and develop a sense of competition, thereby driving the company’s production development. It is necessary to make good use of various opportunities and settings to actively promote corporate culture, ensuring that it is present everywhere and permeates all aspects. b. Formulation and implementation of management systems: As an excellent production workshop manager, one should be able to formulate and implement reasonable management systems. Nothing can be accomplished without rules. Any group that loses the restraint of discipline will inevitably fall apart and lose all its combat effectiveness. As an excellent production workshop manager, one must not only be familiar with and implement the company’s existing management systems but also gradually develop and improve the workshop’s management system framework. It is necessary to establish codes of conduct for employees, draft documents that are practical to follow, ensure that every action has clear guidelines, and update these guidelines promptly based on feedback from actual use. In this way, it is possible to ensure that there are rules to follow, thereby regulating employees’ behavior in all aspects. Through regular inspections and supervision, it is possible to gradually foster good working habits among employees, encourage them to follow procedures conscientiously, solidify positive behaviors, and correct incorrect ones, thereby laying a solid foundation for the standardized management of the workshop. c. Advocate for safe production: As an excellent production workshop manager, one should be an advocate and practitioner of safe production. Safety is for production; production must be safe. Safe production is the most fundamental guarantee for the social development of enterprises. Different types of work involving human factors, machinery, materials, methods, and the environment require different safety measures at various locations and at different times. The safety measures in production workshops can be summarized as the management and regulation of these five key elements: human factors, machinery, materials, methods, and the environment. a. “People” – that is, human resource management; in essence, safety management is about managing people. The procedures for determining personnel needs in production workshops should be highly standardized. For employees needed in the workshop, based on the detailed information provided by the candidates recommended by the company, a preliminary plan for assigning them to specific positions is established first, after which they work in auxiliary roles for a period of time to gain experience. During this adaptation period, the workshop uses the degree of responsibility as the primary criterion for evaluating the employee, and then conducts a comprehensive assessment based on factors such as the employee’s proficiency in operational skills, resulting in written feedback that is sent to the company to determine the appropriate position for the employee. For those who are deemed unfit for the position in the initial assessment, the workshop improves the employee’s overall capabilities through training and re-education, so as to enable them to meet the requirements. Employees who are no longer competent will not be hired. In daily production, workshop managers should focus on communicating with employees, and use incentives such as praise, encouragement, and rewards to boost their confidence and enthusiasm for work. b. “Machinery” refers to the management of mechanical equipment. Mechanical equipment constitutes the material basis for enterprises to carry out production activities, and it is the primary guarantee for ensuring safe production. As a production workshop manager, it is necessary to create a \"device responsibility card\" for each piece of equipment, based on the complexity of its maintenance, and assign a specific person to be responsible for it. The company conducts regular on-site management inspections and establishes a corresponding reward and punishment system to help each person responsible for the equipment develop good habits of maintaining it proactively. During shift handovers, employees must keep records of the operating status of the machinery and equipment; any abnormalities in its operation can be reported promptly so that maintenance can be carried out as soon as possible. In addition, regular training sessions on the operation of machinery and equipment, or theoretical training, should also be organized to ensure safe operation. c. “Materials” refer to the management of raw materials. Material management is a fundamental aspect of safe production. Due to the special properties of chemical materials, their properties can change quite rapidly; that is, reactions such as those from low temperatures to high temperatures, from low pressures to high pressures, or from a thin state to a thick state can all occur in an instant once a certain material is added. Starting with the personnel responsible for receiving materials, the workshop should provide them with professional training so that they are familiar with the production processes and understand the chemical and physical properties of each type of material, enabling them to calculate accurately the amount of materials needed for a day. Materials that are not suitable for storage must not remain in the workshop; they should be taken and used immediately. Material recipients must conduct timely inspections of the raw materials in the warehouse, and it is strictly prohibited to bring substandard raw materials into the workshop. To this end, the workshop should also establish a dedicated assessment system to foster a diligent and meticulous work attitude among employees. d. “Method”, namely the operation method; the procedure in the instruction manual serves as the guide for the operations, and this route must not be changed during the process. Some operators, especially new employees, often have doubts about the operating procedures. As managers of the production workshop, in addition to providing explanations, it is also necessary to assign experienced senior operators to give hands-on guidance until they fully understand and master the procedures. To reduce safety risks, the workshop should also use recorders based on the original records to conduct regular inspections, thereby reminding operators to remain vigilant at all times and to ensure that their operations comply fully with the regulations. e. “Environment” refers to the management environment; it can directly impact safe production and is also a prerequisite for creating high-quality products. As a production workshop manager, one should apply the 5S management philosophy of \"Seiri, Seiton, Seiso, Seiketsu, and Shitsuke,\" starting with on-site management. By conducting self-inspections and mutual inspections, appropriate rules can be established based on the actual conditions of the workshop. For safe production management, the workshop should establish detailed evaluation criteria for the responsibilities of each position; regular evaluations are conducted on a weekly basis and more comprehensive evaluations on a monthly basis. Rewards and penalties are determined in accordance with the rules set out in these evaluation criteria, thereby further enhancing the attention to detail among operators during their work processes. In short, as a manager of a production workshop, it is essential to understand that safe production is not a task that lasts for a certain period only, but rather an ongoing process that requires continuous effort. In safety production management, attention should also be paid to the following four aspects: 1. People-oriented safety management must be adhered to without compromise. Firstly, management needs to update its mindset, breaking away from conservative attitudes that stick to conventions and lack the drive for progress ； Secondly, efforts must be made with the employees – ensuring high standards in terms of their competence, suitability for their roles, and mental attitude, with everything being handled in accordance with established standards. It is necessary to be adept at studying the ideological trends of employees, and eliminate potential risks both before and during their duties ； Another point is to improve the ways and methods of working, focusing on using flexible and diverse approaches to carry out tasks, maintaining strict standards without being overly rigid, placing emphasis on emotional investment, and fostering a harmonious team atmosphere. 2. Safety management must focus on controlling the operational process. First, it is necessary to establish a management assessment mechanism; managers should strengthen the inspection and supervision of on-site operations in order to truly identify and address safety hazards that arise during these processes, and eliminate any form of formalism ； Second, regarding the assessment and inspection of grassroots departments, it is necessary to combine results with the process; by conducting thorough on-site investigations and research, result-based inspections should be carried out to avoid one-sidedness. 3. Safety management must shift from external management to self-management by work teams. Firstly, it is necessary to establish a team assessment mechanism, creating a hierarchical assessment framework that covers workshops, teams, assessment groups, and individual positions. Responsibilities, rights, and authorities should be delegated to the teams, turning these responsibilities and powers into sources of pressure and motivation in order to stimulate the enthusiasm of each employee to actively participate in safety management, thereby achieving self-control, mutual control, and external control within safety management processes. Only by achieving self-management within teams can the first line of defense be truly strengthened at the fundamental level. 4. Safety management should focus on proactive prevention, shifting control points forward, and addressing key cases. First, one must take the initiative, seek out pressure for oneself, and dare to expose flaws. Regarding the prominent safety hazards that exist, it is necessary to focus on typical cases, conduct extensive educational analyses, so as to shock those responsible and educate the employees. Secondly, emphasis is placed on establishing preventive measures, adhering to a prevention-first approach. For the prominent common issues identified through routine inspections and management activities, preventive measures are swiftly put in place to address them promptly. Key individuals and positions within the work process are identified and closely monitored in order to prevent the occurrence of problems. As an excellent production workshop manager, it is important to avoid all kinds of unnecessary waste in order to save costs and resources. In general production processes, various forms of \"waste\" arise in daily operations; in fact, in production management, there are also typically \"seven types\" of waste. These “seven types of waste” occur not only in the production area; if one focuses only on the problems present there without addressing the underlying issues hidden behind those symptoms, it is undoubtedly treating the symptoms rather than the root cause. Even if efforts seem intense on the surface, the actual results are limited. Therefore, as an excellent production workshop manager, one must not only understand the causes of these “seven wastes” but also pay close attention to avoiding and eliminating such wasteful practices in order to save costs and resources and improve production efficiency.