Regarding process management
Thread Content
Our company is relatively young, so our management system has just been established. The general framework for various systems is in place, but it seems to be more like theoretical discussion; putting it into practice is extremely difficult. The company’s shift-handover system is never properly implemented, and management tends to turn a blind eye to it. If there are any warnings or fines issued, it’s the workers who end up being harshly criticized in private. Sometimes I see all the workers at a particular station going out for lunch at the same time, and I really don’t know what to say. Regarding process inspections, all the process parameters submitted to the production department have been set too loosely; with these parameters, very few violations can be identified. However, when checking the employees’ job inspection sheets, many problems are found. Yet the workers claim that it’s due to a shortage of staff and heavy workloads, and although fines are imposed, it seems no real improvement is achieved. The company lacks genuine technical expertise; the so-called technical knowledge is obtained through experience accumulated in the company’s workshops. However, it seems that the workshops are not very cooperative when it comes to compiling this knowledge, and they also lack enthusiasm for improving operating procedures, manufacturing processes, and layout diagrams, which is quite frustrating. At the same time, the company’s chief engineer isn’t really in charge of technology and production management, which makes it seem like there’s no one to turn to for guidance; I’m very unhappy about this. Is there anyone who can give me some advice? I would be extremely grateful.
It mainly depends on the supervisors; someone needs to keep an eye on the time while eating. When there is work to be done on site that requires supervision, those responsible for that work cannot all go eat at the same time. We use electronic systems for inspections, and the production department directly evaluates the workshops; the workshops that rank lowest have their scores reduced (this is announced at a meeting held once a month). Moreover, the senior managers in the factory sometimes ask the relevant workshop supervisors to explain the situation.
In management, one should not be afraid of criticism; everyone is equal before the rules. Therefore, it is necessary to first establish sound management systems and provide proper training
The process department has a direct supervisor; the inspection department should also have one. Let those supervisors handle the communication, unless you are able to communicate on an equal footing with the top supervisor in the process department.
I understand; incompetent commanders can drive an entire army to destruction.
The production process must be strictly managed; any incident that occurs can have serious consequences. 1: Establish systems in accordance with technical requirements, and learn from similar organizations. 2: Communicate with management to draw their attention to the issues from the perspectives of safety and efficiency. 3: Communicate with employees and provide thorough publicity. 4: Strict inspections, with rewards and penalties. 5: Continuously improve the process system.
The beginning cannot be relaxed; once it is, the work that follows cannot be done~! Once the process operation procedures are established, they must be followed strictly. In the event of any changes, a change order must be issued and filed.
You hit the nail on the head with your statement that \"the management will let things go if they can.\" This requires communication from your leaders; support from them is needed for any work, at least in terms of attitude, while for other tasks regular checks and communication are necessary.
A bunch of things were drafted, but they couldn’t be managed properly. Why? First, because the awareness wasn’t sufficient; second, because the management was inadequate. It’s mainly a matter of awareness.
Grassroots soldiers are just grassroots soldiers; they can’t compare to regular troops anyway
Process management involves using specifications, standards, theories, and experience, as well as continuous practical experience, to develop production control documents suitable for the enterprise. It is a process of ongoing improvement; where there are process standards, there are also assessments based on those standards. Following the established procedures, what is there to worry about? To develop, everything must be strong.