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The term \"scene\" encompasses two elements: \"present\" and \"place\“. \"Present\" refers to the present time, emphasizing temporality. “\"Field\" refers to a place or location, emphasizing its regional nature ； “When “present” and “scene” are combined, it refers to a specific area with a defined duration. For manufacturing companies, the site is the production workshop. I. Entering the Workplace
(1) The “three types of busyness” at the workplace:
1. Busy in vain: On the surface, everyone seems busy, but in reality they are doing unnecessary tasks or tasks that are ineffective (busywork).
2. Blindness: Due to being too busy, people work mechanically without a clear direction, resulting in low efficiency.
3. Confusion: Prolonged blind work leads to mental numbness and confusion; people don’t know what they’re doing all day long, and everything they do is done carelessly.
(2) What matters most at the workplace is output volume: Analyze the current situation—identify bottlenecks—take measures—solve problems—increase output volume (to demonstrate capability).
(3) The function of the workplace is to produce products.
(4) The core elements of workplace management: 4M1E
1. Man: Number of employees, positions, skills, qualifications, etc.
2. Machine: Inspection, acceptance, maintenance, upkeep, calibration.
3. Material: Delivery timing, quality, cost.
4. Method: Production processes, techniques, operational standards.
5. Environment: 5S, a safe working environment.

II. The Golden Rules of Workplace Management
1. When a problem (anomaly) occurs, go to the workplace first.
2. Examine the actual objects and their characteristics.
3. Take temporary measures on the spot.
4. Identify the real cause and eliminate it.
5. Standardize procedures to prevent recurrence.

III. The 6 Basic Principles of Production Activities
(1) The downstream process is the customer.
1. The quality of work is determined by the evaluation of the downstream process.
2. Do not accept defective products, do not produce defective products, do not pass on defective products.
(2) Adhere to production plans: Annual plans, monthly plans, daily plans, hourly plans—ensuring compliance with production plans.
(3) Completely eliminate waste: Eliminate tasks that are not necessary and items that are not needed.
(4) Standardization of operations: Having standard operating procedures and reference documents does not constitute standardization. True standardization involves establishing rules, following them, and continuously improving them through a cycle of compliance and further improvement.
(5) Work that adds value: The goal of management is to create greater added value (profit). One must have an overall perspective at the workplace, identify production bottlenecks, and adopt optimal solutions.
(6) Proactively respond to changes:
1. Basic requirement: Establish standards and develop habits of compliance.
2. Observe first: Gather information in advance before taking action.
3. Enhance capabilities: Improve skills and strengthen resources, such as increasing equipment utilization rates.

IV. Daily Work at the Workplace
(1) Quality management at the workplace: How can the workplace ensure high quality? 5 Principles to Avoid Mistakes: 1. Cancel the task. 2. Avoid having people do it. 3. Simplify the task. 4. Check. 5. Minimize the impact. (2) Cost Management on the Shop Floor: 1. The best way to reduce costs is to eliminate excessive resource consumption. 2. Improve quality: the quality of the work process, proper use of the 5M elements. 3. Increase productivity to cut costs: continuous improvement. 4. Reduce inventory: working capital, storage, handling, quality issues, new products. 5. Shorten production lines: appropriate number of workers on the line. 6. Minimize machine downtime. 7. Reduce space usage. 8. The role of the shop floor in reducing overall costs. (3) Delivery Time: One of the manager’s main responsibilities. (4) Key Aspects to Consider in Actual Operations on the Shop Floor: 1. The rationality of production plans, discrepancies between plans and actual conditions, and the impact of plan adjustments. 2. Staff conditions, employees’ skills, downtime caused by equipment failures or lack of materials, strategies for dealing with defective products. 3. Whether components, tools, and auxiliary materials are available, whether production is running smoothly, and whether work methods can be improved. (5) Basic Methods for Managing the Shop Floor: Being present on the ground, ensuring smooth communication, understanding production capacity, paying attention to employees’ conditions, time/motion analysis. (6) Points to Note in Managing the Shop Floor: Systematizing handling of abnormalities, providing training on the shop floor, clear explanations, defining job responsibilities, and giving fair evaluations of employees. V. Methods for Implementing Shop Floor Management: (1) Key Points of Daily Management: 1. Pay attention to all management aspects, rather than focusing on quality one day and equipment the next. 2. Determine key management priorities. Principles: a. “Avoid causing problems for the next project or customer” – identify key priorities. b. “Determine the extent to which actions should be taken” – set management standards. c. A (Action): Take measures or make improvements. 3. Make management more systematic, quantify, and clarify routine tasks. (2) Methods for Conducting Daily Management: The P-D-C-A management cycle, such as in task management, with the goal of achieving production plans and improving productivity. P (Plan): Achieve production goals. D (Do): Implement the plan – set tasks. C (Check): Examine the difference between targets and actual results. A (Act): Take corrective actions or make improvements. (3) Site management policy: 1. The motto of the production department: Accept no defects, create no defects, pass on no defects! 2. Quality management policy: Quality first, efficiency and punctuality, customer satisfaction, and continuous improvement. 3. Production management policy: a. Innovate technologies and improve production processes ； b. Scientific management to enhance operational harmony ； c. Unleash potential and fully mobilize enthusiasm ； Strive for excellence and improve production efficiency comprehensively. 4. Management requirements: a. Based on the implementation of post responsibility systems, a system of individual responsibility for all employees is adopted. b. Tasks must be carried out whenever conditions permit; if conditions are not available, efforts should be made to create them so that the tasks can still be completed. c. What has been decided is correct; any doubts should be addressed later. d. Rewards and punishments must be clear and applied in a timely manner. (4) Self-management: 1. Work with the mindset of doing things for oneself. 2. Take responsibility for one’s own actions and make decisions independently as long as they meet the standards. 3. Do not shirk responsibilities. 4. Focus on oneself in order to complete work tasks. (5) The three-check method: 1. Its purpose is to ensure the achievement of “three no’s”. (Do not accept defects, do not create defects, do not pass on defects) 2. Achieving “double inspection” relies on self-management: a. Instilling the importance of implementing “double inspection”; b. Conducting random on-site inspections from time to time; d. Emphasizing the responsibilities of both parties involved in “double inspection” when problems arise. (6) Repair operations 1. Repair operations refer to the corrective actions taken on defective products. 2. Through repairs, draw lessons from the situation, provide feedback, and prevent it from happening again. 3. Working hard head down isn’t necessarily the best approach. 4. The repair technicians are the cradle of production department managers, especially team leaders. 5. Management of repaired items: a. Repaired items must be rechecked at the original inspection station. b. Repaired items should be properly labeled. c. If multiple repairs are required or significant hazards are found during repair, it must be reported immediately. (7) Implementation of work instructions: 1. Team leaders must be familiar with the work instructions and train employees accordingly ； 2. It may not be the best method, but as a standard, it must be followed by operators at all times. 3. If you have a better method, you may propose revisions; it can only be implemented after the revisions are approved. 4. “5 Methods”: a. Explain it to him; b. Show it to him; c. Let him try to do it; d. Help him confirm; e. Praise him. (8) Identify the main thread of the situation. 1. What is the main thread of the situation? --Production plan: a. All on-site staff focus on it; it is the key point. b. It represents the work objectives. c. It serves as a standard for measuring work results. 2. Daily production plan: a. The planned output constitutes the task, and failure to meet it entails responsibility. b. If the task cannot be completed, overtime must be requested. c. It forms the basis for the daily production report. d. Once issued, the production plan is considered an order. (9) It’s necessary to keep track of the output volume. 1. Output volume is the most important goal for the production department. 2. To keep track of production volume, production managers need to master and control the speed of the production line. 3. Factors determining output: a. The operating speed of the production line; b. The mechanical capacity of machines and equipment; c. The stability of engineering processes; d. The operational capabilities of personnel; e. Production preparation. Production preparation refers to the various activities carried out throughout the process from the initial trial production of a new product to its regular mass production, aimed at ensuring that the trial production and mass production proceed smoothly as planned and that product quality is maintained. These activities include staff training, the development of operation manuals, the procurement of logistics resources, and the preparation of equipment (including fixtures, measuring instruments, and tools). VI. Production Preparation in On-site Management 1. Preparation of production processes and related documents: flowcharts, work instructions, drawings, QC standards, etc. 2. Preparation of fixtures, tools, auxiliary materials, and personal protective equipment. 3. Installation and calibration of equipment, instruments, and fixtures. 4. Assignment of tasks to personnel and determination of production capacity. 5. Pre-production training for on-site staff. 6. Identification and reporting of any abnormalities in materials, equipment, processes, or documents. VII. On-site Verification (1) On-site Configuration Management Table: Also known as the production line configuration management table, it takes the form of a checklist, allowing managers to verify the status of the on-site setup. Designate areas for personnel at workstations, tools and supplies, instruments, materials, working methods, record sheets, etc. (2) On-site equipment inspection. Timing, scope, responsible party, frequency, method, content, recording, confirmation. VIII. Management of Daily Work Reports (1) Functions 1. A tool for managing various aspects such as delivery deadlines, quality, safety, and costs. 2. Facilitates the exchange of information with supervisors and other departments. 3. Serves as a reference for tracing the causes of any abnormalities or problems that arise. 4. Helps managers understand the actual situation on the ground. (2) Common Issues 1. Too much content, making it time-consuming to record. 2. Too many things to think about, recall, and judge; thus people tend to fill it out carelessly. 3. People avoid writing it themselves and ask others to do it. 4. No one provides guidance on how to fill it out, so people just fill it in arbitrarily. 5. The daily report is treated merely as a collection of data; supervisors don’t review it, so it serves no real purpose. IX. Requirements for Daily Work Reports (1) Design Requirements 1. Include all necessary items while keeping the list as concise as possible. 2. The order of items should reflect the actual workflow or logical sequence. 3. Reduce descriptions and numerical entries; use symbols or lines instead. 4. Use standard-sized paper to avoid issues with size, making it easier to archive. (2) Key Points to Consider 1. Whether each person’s daily work report is accurate. 2. Whether there are any abnormalities with materials, work processes, or products. 3. Work efficiency. 4. Whether goals have been met. 5. Production efficiency and equipment efficiency. 6. Defective products and time losses. 7. Whether the staffing level is appropriate. 8. Overall performance. X. Filling Out Daily Work Reports 1. It is necessary to explain the purpose of daily work reports to those responsible for filling them out. 2. Basic information such as team name, worker’s name, product name, and batch number should be filled out by office staff on-site, with the worker then filling in the remaining details, thereby reducing the worker’s workload. 3. Only the workers know the production quantity and processing time, so they should be the ones to fill those in. 4. It is important to develop the habit of checking the report again after filling it out. 5. Managers should carefully review the daily reports, point out any abnormalities promptly, and assist in resolving them, thus fostering a positive feedback loop. 6. On-site staff should use the reports to identify trends in work performance and provide targeted guidance based on those trends. XI. Methods of Production Statistics (1) Content: Output volume, resources utilized. Qualified product rate, defect rate, first-pass yield, productivity. (2) Requirements: Completion within the specified time (timeliness), and authenticity. (3) Summaries by management levels: 1. Production volume. 2. Quality, production qualification rate, defect rate, first-pass yield. 3. Staff status. Attendance rate, violations of rules, errors 4. Production accidents, lost working hours 5. Material supply status 6. Machine and equipment issues 7. Technical and process problems