【Weekly Question】Production Technology: Discuss the key points of on-site management 2011.07.17~07.24

Reply to 1# sun-rock: 1. Actively implement a project economic responsibility system and continuously improve the job responsibilities within the project. At present, most construction companies lack a proper supervision mechanism for their project management teams, and the mechanisms to hold project managers accountable are not robust enough. In terms of internal project management, the quality of project managers varies greatly; their management skills and capabilities differ significantly. Some lack a strong sense of responsibility, while others fail to exercise proper financial control, which can lead to capital losses. All these factors increase the cost of projects and reduce the profits of construction companies. At the same time, project managers lack a strong sense of economics. Within the project, those in charge of technology are only responsible for technical aspects and quality, those involved in construction are solely focused on construction activities and project progress, and those handling materials are responsible only for inspecting them upon arrival. On the surface, the responsibilities are clearly defined and everyone does their own job, but in reality, once the contract price is fixed, cost management is the only effective way to improve efficiency; yet these divisions of labor inadvertently avoid this crucial aspect of cost management. Therefore, actively implementing the project economic responsibility system, continuously improving the post responsibility system within the project, fostering an economic awareness among all staff, and establishing a project cost management system that integrates responsibilities, rights, and interests all play a very important role in strengthening cost control and reducing construction costs. For project managers, it is necessary to directly link the control of project costs with their financial interests, thereby fully motivating their sense of responsibility and enthusiasm. This ensures that while maintaining project quality, they can also effectively control costs and coordinate among internal project management personnel ； For the construction workers, it is necessary to ensure proper progress in production, carry out work strictly in accordance with the plans and specifications, and maintain strict quality control in order to minimize economic losses resulting from rework or repairs due to quality issues. At the same time, careful attention should be paid to the labor, materials, and other costs involved in the construction process, and on-site approvals should be obtained for any additions, changes, or modifications to the project ； For the material officer, it is necessary to ensure proper acceptance, storage, use, and recycling of materials. Additionally, close coordination with budgeting staff and construction workers is essential in order to adjust the procurement plans promptly and reduce losses resulting from inadequate planning. At the same time, it is necessary to strictly control the acceptance of both quality and quantity, ensuring that substandard or non-compliant materials do not enter the site. Additionally, material issuance should be limited to prevent any waste of materials at all stages ； Budget officers should go to the site in person to understand the actual construction progress, including the timeline of work and the disbursement of funds for construction, as well as the procurement of materials. They should also assist the project manager in processing on-site visas, and calculate the amounts of materials, labor, and mechanical equipment needed for the next phase based on the construction progress and relevant standards, thereby providing a basis for the procurement of materials and the arrangement of labor and machinery. Furthermore, as a budget officer, one should carefully study the construction contract, become familiar with the relevant quotas, and carry out calculations in accordance with the settlement methods specified in the contract and the relevant pricing criteria, in order to prepare for the final settlement. 2. Prepare a reasonable construction organization design and implement it. The construction organization design is a technical and economic document used to guide construction preparations and the entire construction process. Its contents vary depending on the nature, scale, structure, complexity of construction, schedule requirements, and the natural and economic conditions of the construction site. A well-prepared construction organization design enables the project team to make rational use of human, material, and financial resources, thereby meeting contractual requirements at minimal cost. The preparation of a construction organization design has a crucial impact on project costs. Different construction plans entail different expenses, which can vary significantly from one another. Therefore, prior to construction, relevant personnel from technical, quality control, construction, machinery, materials, labor, and other fields should be convened to jointly develop the construction organization design. During the construction process, appropriate construction plans should be formulated based on the actual conditions of the project; these plans must be carefully considered and optimized. Most importantly, the construction must be carried out strictly in accordance with the selected construction design or plan. 3. Ensure effective management of machinery and materials. The cost of materials used in construction and installation projects accounts for approximately 60% to 70% of the total project cost; therefore, in the project management of such installations, the efficiency of material management has a direct impact on the project cost. As the construction contractor, before starting work, it is necessary not only to conduct research on the sources of the materials required for the project, gather extensive information on suppliers, and strive to find the best balance between quality and price, but also to prepare a detailed demand plan based on the construction organization plan and relevant calculations to determine the total amount of materials and equipment needed. During construction, it is necessary to develop weekly and monthly plans, taking full account of the proper management of funds, the actual conditions of the construction site, and the requirements of the project schedule. The arrival and departure of machinery required for construction should be arranged carefully, with special attention paid to the storage of materials. This is to prevent issues such as cement becoming damp or clumping due to improper storage, or rebar becoming rusty because it isn’t stored properly, which could render it unusable; such actions help avoid unnecessary waste. Establish reasonable systems for material procurement and storage; set up a material price information center and a mechanism for monitoring material prices. Improve the professional qualities and capabilities of procurement personnel to ensure that multiple suppliers are compared, thereby enabling the purchase of high-quality materials at competitive prices. This will help reduce construction costs and increase corporate profits. 4. Strengthen process control to ensure project quality. Project quality is the most fundamental requirement for construction products; it demands that these products meet the technical specifications outlined in the design drawings, as well as comply with relevant regulations and standards. Ensuring quality control during construction can help control and reduce the quality costs of a project. If quality issues arise in a project, rework or even complete redo may be necessary. The resulting losses—such as costs associated with rework, scrap materials, re-inspection, work stoppages, accident handling, and all expenses incurred to rectify any defects after the project is put into use—all contribute to an increase in project costs. Moreover, during construction, poor quality control in one process often affects subsequent processes, or even all subsequent processes, leading to unnecessary waste of materials, higher labor costs, and delays in the project schedule. If these aspects are recognized during the construction process, proper preparatory measures are taken beforehand, process control is strengthened, and the construction process is closely monitored to eliminate any non-conformities at an early stage. Additionally, necessary corrective and preventive measures are implemented to prevent the occurrence of defective products. This way, project quality can be ensured, unnecessary losses can be minimized, and it is highly beneficial for keeping construction costs under control. Of course, it is not advisable to pursue project quality unilaterally during construction by sparing no expense on additional materials and labor, ignoring costs in the process. Construction firms should organize their work carefully and carry out construction in a rational manner, striving to reduce costs while still meeting the requirements of the contract. 5. Consider the impact of the surrounding environment on the project. Construction projects are closely related to their surrounding environment; therefore, when starting construction, contractors must take into full account the impact of the surrounding environment on the project. They should make full use of local resources, especially in terms of raw material procurement, and carry out proper preparations before construction based on the specific conditions of the site. During the construction phase, it is also necessary to take into account the impact of winter and the rainy season on the work. The schedule must be arranged carefully according to the project timeline, appropriate construction plans must be developed, drainage facilities must be installed at the site along with the necessary equipment, in order to prevent serious incidents such as site collapses and avoid unnecessary losses. 6. Properly handle on-site visa procedures. During the implementation of construction projects, due to the complexity of the construction process as well as factors such as the depth and quality of design, there are often changes in the volume of work, geological conditions, and progress schedule. Any modifications or alterations that both the contractor and the client need to make in accordance with the contract must be agreed upon by both parties and documented in writing. Engineering items and costs not covered in the contract or budget must be subject to on-site visa processing in a timely manner, so as to avoid difficulties in settlement caused by retroactive approvals.

The on-site managers in the production workshop have a very busy and complicated job. If your work is busy and chaotic, it only makes you, as a site manager, exhausted without yielding significant results. To better assist beginners, I’ve organized and summarized my past work experiences. It would bring me great joy if this could be of some help to you in your work! Daily work highlights for supervisors in the production workshop: 1. Before starting work: Enter the workshop 5–10 minutes early. Check the environmental hygiene first. Materials prepared for production on that day. Production for that day will be determined later. Check of the equipment’s condition. 2. After starting work: Verify that there are no employees on temporary leave. Replacement of absent personnel. Technical guidance for new workers. Arrangement for personnel who are borrowed in and borrowed out. 3. During work hours: Check whether machines and tools are being used and maintained properly. When there is a manpower imbalance in the work, is immediate action taken or is support requested from higher authorities? Check whether each subordinate is following the standard procedures in their work. During the manufacturing process, product quality is verified. Quality inspectors examine defective products and trace the causes for improvement. Any accumulation of products should be addressed immediately. Those whose work mood is unstable should be given assistance. Ready to produce within 4 hours at any time. The production environment remains smooth at all times. View reports and charts. 4. Before leaving work, issues related to superior instructions and subordinates’ responses should be resolved on the same day. Prepare in advance for the next day’s work. Time for reflection should be reserved (personnel appointment, work guidance, promotion of tasks, improvement of work). Before leaving work, check the working environment and safety aspects in the department (close doors and windows, turn off power). Check the achievement of daily work goals. 5. The “Five No-Go’s” for civilized production: Do not leave work until the equipment has been cleaned and maintained properly. The process product will not move on until it is properly placed. No record, no go. We won’t leave until the floor is cleaned properly. I won’t leave until the tools are counted and properly arranged. 6. Step 5 – Check: Before starting a new process, ensure that all process requirement documents such as the “Production Notice” are readily available. Check: Examine the drawings, processes, and standards; verify the measuring tools. Tip: Raise any doubts or concerns for prompt handling. Handle: Act in accordance with relevant regulations. Inspection: It is required to proceed to the next process only after passing self-inspection. 7. The “Three Goods” and “Four Skills” are applied in the management of production equipment and machines. “\"Three Goods\": Manage well, use well, and maintain well. “The four skills”: knowing how to use, know how to maintain, know how to inspect, and know how to troubleshoot. Equipment cleaning and maintenance should be carried out promptly, while upkeep and protection measures must be implemented in fixed quantities, by designated personnel, and on a regular basis. In summary, there are “5 fixes” for equipment maintenance: Fixed locations: Specify the names of lubrication points and the number of oiling points. Qualitative specification: The grease grades must be the same. Timing: Specifies the times for oil addition and replacement. Quantification: Specify the amount of oil to be added or replaced each time. Designated person: The person assigned to add or change oil each time. 8. Three main tools for on-site management: Tool 1: Standardization. Standardization refers to the process of putting various norms within an enterprise—such as procedures, regulations, rules, standards, guidelines, etc.—into written form. These written documents are collectively referred to as standards (or standard manuals). Establishing standards and then taking action in accordance with those standards is called standardization. The view that standardization is complete simply by formulating or revising standards is incorrect; only through guidance and training can standardization be truly implemented. 　　Innovation and improvement, along with standardization, are the two key elements for enterprises to enhance their management level. Improving innovation is the driving force behind the continuous enhancement of corporate management levels, while standardization serves as a brake to prevent a decline in such management levels. Without standardization, it is impossible for enterprises to maintain a high level of management. Tool 2: Visual Management Visual management is a management technique that makes use of various visual information elements that are clear and intuitive, along with appropriate colors, to organize production activities on the job site and thereby improve labor productivity. It is also a scientific method of managing through visual means. 　　Therefore, visual management is a management approach characterized by openness and visual display. It makes comprehensive use of research findings from multiple disciplines such as management, physiology, psychology, and sociology. Tool 3: Kanban Management A management kanban is a very effective and intuitive means for identifying and resolving problems; it is one of the essential tools for excellent on-site management. A management kanban represents a form of visual management, allowing for an at-a-glance view of data and information. It is primarily used for transparent management of various projects, especially in terms of information management. It reveals hidden information contained in documents, in people’s minds, or on-site through various means such as slogans, status boards, charts, and electronic screens. This enables anyone to promptly grasp the current management situation and necessary information, thereby facilitating the swift formulation and implementation of countermeasures. Therefore, a management dashboard is a very effective and intuitive means for identifying and solving problems, and it is one of the essential tools for excellent on-site management. 8. “5S” management – Everyone can recite the contents of “5S management” easily. Here, I would like to emphasize just one point: in daily on-site management, being able to skillfully apply the \"5S\" management method can bring significant improvements to your on-site management efforts. In summary, on-site management is essentially reflected in \"5M management,\"; therefore, on-site management also involves the management of \"people,\" \"machines,\" \"materials,\" \"methods,\" and \"the environment.\"

Top 10 Tools for On-site Production Management (Repost) 1. Check the process flow – Identify a reasonable process route； 　　 2. Adjust the plan layout – bring up the plan layout of the shortest circuit path ； 　 　3. Calculate on the production line – determine the optimal balance ratio ； 　　 4. Reduce the number of action elements – eliminate unnecessary ones ； 　　 5. Reduce the time and space required for transportation – shorten transportation distance, time, and space ； 　　 6. Improve human-machine efficiency – enhance the efficiency of collaboration between humans and machines ； 　　 7. Shorten the critical path – reduce the length of the critical path in a project ； 　　 8. Change the on-site environment – Transforming work and the on-site setting ； 　　 9. Visual management overview – Identifying instructions, information, and issues ； 　　 10. Identify the root cause — find the origin of the problem and address it.

There is a lot to manage on-site, so the conditions at the site reflect, to a certain extent, a company’s level of management. 1. The environmental hygiene at the site must be clean and tidy. 2. The equipment on site must be kept clean; even outdoor operating equipment should be free of visible dirt, with the oil containers clean as well. 3. Phenomena such as running, steaming, dripping, and leaking should be kept within reasonable limits, and eliminated as much as possible. 4. There are corresponding measures in place to handle equipment failures, the lack of spare equipment, and electrical and instrumentation issues. 5. The on-site inspection system must be properly implemented. 6. The collection of samples at sampling points and the discharge of materials should be standardized. 7. Energy-saving measures: Eliminate situations such as lights left on continuously and water running unchecked, and regularly check the operation of steam traps. 5.

Reply to 1# sun-rock: The “three immediacies” in on-site management. When a problem is identified during on-site operations, one should go to the “site immediately,” observe the “actual situation on the spot,” and address the issue right away, so as to identify the core of the problem and make decisions to resolve it. Instructions for on-site management should be clear (using the 5W1H method): ·Who, WHEN, WHAT ·Where, WHY, HOW. Visual management at the work site: Preventive management is carried out using visual tools to monitor aspects such as the progress of tasks, inventory levels of materials or semi-finished products, quality issues, equipment failures, and reasons for downtime. It enables everyone to understand what is good and what is bad, allowing even new employees to quickly reduce differences in work quality. 　The “A, B, C” of on-site management · Write down what is seen or felt at the site in a notebook. 　　·Categorize the parts that do not conform to one’s own opinions or requirements into three levels: A, B, and C. Decide that items in category A need to be improved by tomorrow, those in category B need to be improved within a week, and those in category C need to be improved after a month. 　　·Communicate with the relevant responsible persons. 　　·Every time I return to the site, I check the progress until I am satisfied. 　NODEEM On-site Management Cycle 　　　·Neatness – Cleanliness · Order – Organization 　·Decoration – Aesthetics · Efficiency – Effectiveness 　·Expenses – Outcomes · Morale – Spirit 　The 7P On-site Management Improvement Cycle 　The 7P On-site Management Improvement Cycle is a comprehensive set of methods for identifying and addressing gaps and weaknesses in on-site management by examining the deviations from the established standards for various operational tasks. 　Minefield control method in on-site management The minefield control method refers to the areas that on-site managers must be fully aware of when it comes to the management concepts and working methods applied in managing a workplace ； A working method for making reasonable avoidance or exclusion. 　On-site management adopts TPM, Total Productive Maintenance, with the goal of pursuing the limits of efficiency in the production system (comprehensive efficiency). 　　·From shifting consciousness to employing various effective measures, build a system that can prevent all disasters, harms, and waste. 　　·Starting from the production department, to all departments including development, sales, and management. 　　·All members, from top leadership to front-line workers, participate. 　One-Best for on-site management 　　　· Storage in one place. 　　·Handle tasks on the same day (finish what needs to be done today). 　　·A folder (folder consolidation). 　　·One-hour meeting. 　　·One sheet of paper (one report page is sufficient to convey everything). 　　·One-minute call. 　　·One original manuscript (no need to make copies; keep only the original). One tool (no tools needed, or simplified to one). 　　\"Key Instructions\" in On-site Management: The key points of the training content are presented in chart form, either as written statements or through illustrations, so that trainees can understand them easily and grasp them more readily. 　　Tracking management for on-site consultations Tracking management for on-site consultations primarily involves the sharing of information, as well as the standardization and simplification of processes, so as to provide rapid and accurate information to the production site and effectively resolve issues. 　　When to use a “red card” in on-site management · Sorting out items that do not meet standards ； ·Areas that need further improvement ； 　　·Objects that need further cleanup ； ·Purpose of the item is unknown ； 　　·Items deteriorate, spoil, or are defective ； ·Dirty, unclean items ； ·Unresolved events or issues. 　　Prediction and identification of micro-defects in on-site production management · Visual inspection: Check for any shaking or deviation ； 　　·Sniff it: is there any strange smell? ； 　　·Listen with your ears: are there any strange sounds? ； 　　·Feel with your hand: Check whether there is any abnormal heating or unusual vibration in various parts of the device. 　　What are some common methods for on-site workshop management? 　　·Cockroach search method: In some inconspicuous places, things may be hidden and piled up. 　　·Upward inspection method: Perhaps at this point you will see wires stuck to the ceiling with tape! 　　·Downward inspection method: There may be rags lying unattended on the equipment and pipes. 　　·Method for finding unwanted discarded items. 　　·Post-work inspection method. 　　How to manage the site for personnel identification? 　　 　　·Different ways of wearing: A. Armbands, epaulets, shoulder patches; those who are eligible for recognition must wear the \"Recognition Badge\" ； B. The color of the employee ID card indicates the personnel number; after the name, the position and qualifications should be indicated. 　　·Different clothing: A. Skilled workers and unskilled workers wear different clothing ； B. What kind of clothing to wear for what position. 　　·Photographing organization members: Draw the organizational structure diagram, paste the individuals’ photos in the corresponding positions, and display them on a bulletin board. 　On-site control point management: In production, there are certain work points that can influence or restrict the efficiency or quality of the entire workflow; these are the key work points. Control it, and you can control the entire line. There are also such key points in management behavior; by grasping them and exercising comprehensive and effective control over them, this approach is known as the control-point on-site management method. 　On-site safety management: On-site safety management primarily relies on colors to stimulate people’s vision, thereby serving as a warning mechanism and a standard for determining behavior, with the aim of enabling early detection of hazards. 　When is it necessary to improve the layout? · The layout as it is hinders further improvements in production efficiency, and therefore it is necessary to improve the layout. 　　·When there are changes in production technology, corresponding layout adjustments must also be made to achieve greater efficiency, and the layout needs to be improved. 　　·When there is a design (process) change, the layout needs to be improved accordingly to achieve benefits. 　　·The layout needs to be improved when production increases. 　　·The layout needs to be improved when adding new models. 　　·The layout needs to be improved when the site is relocated. 　　·The layout needs to be improved when personnel safety is at risk. 　How on-site management deals with pollution and leaks · Identifying the sources of pollution ； ·Deep cleaning ； ·Investigate the source of pollution ； 　　·Identify the key areas with the most severe pollution ； ·A detailed investigation into why there is pollution ； 　　·Review of the countermeasure plan ； ·Develop implementation plans and countermeasures ； ·Implement the processing. 　　On-site management of canteens and dormitories 　　　· Canteen staff must be neatly dressed, wearing white uniforms, hygiene caps, and towels. 　　·The floor is clean, free of food residues, clutter, or foreign objects, and the area has no unpleasant odors. 　　·The cooking utensils are smooth and shiny, and the sinks, stoves, and food-serving counters are clean, free of oil stains. 　　·There is no dirt, food residue, trash, insects, or flies in the corners. 　　·Cooking utensils and tableware should be arranged neatly, and the food should be covered. 　　·Utensils such as bowls and spoons for drinking are not allowed to be hung on the windowsill. 　　·The tables and chairs are clean, free of oil stains. 　　·There should be no trash in the dormitory corridors; trash must be placed in the designated bins and should not accumulate. 　　·There is no dust or spider webs on the walls and ceilings of the dormitory. 　　·There is no water accumulation in the dormitory corridors or stairwells. 　　·Pay attention to teamwork and corporate image; be polite and civilized. 　　On-site management of meeting rooms and meeting systems · The theme of each meeting should be clearly defined ； 　　·The meeting room is spacious, bright, clean, and aesthetically pleasing, with tables and chairs neatly arranged ； 　　·The arrangement of tables and chairs should reflect the hierarchical status of the attendees, as well as distinguish between the main entrances and exits ； 　　·Ensure maximum sound insulation, and keep the audio equipment in working condition at all times without any issues ； 　　·There must be meeting minutes, and the meeting time is limited ； 　　·Review of the implementation of resolutions from the last meeting ； 　　·New agenda or new resolutions, implementation measures and methods, monitoring measures and methods, determination of the date for the next meeting ； 　　·Clean up promptly after the meeting. 　　On-site management of libraries, reference rooms, and archives · Whether ventilation and lighting meet the regulations, and whether the level of illumination is sufficient ； 　　·Are the storage racks arranged neatly? Is their height suitable for easy access and retrieval? Are there any signs of wear or potential hazards? ； 　　·Are the stacked items clearly labeled, are they organized in a systematic manner, and are they regularly cleaned and treated to prevent corrosion, moisture damage, mold growth, and theft? 　　·Are the procedures for borrowing and returning strictly standardized and clear? ； 　　·Is an adequate archive established for the items stored themselves? ； 　　·Whether the fire prevention measures meet the requirements, and what is the degree of damage or wear and tear. 　　On-site management of the finance office, control room, and secure room · What is the level of confidentiality maintained, and are there any violations of regulations? ； 　　·What is the condition of the indoor facilities in terms of maintenance? How well are the systems and equipment for waterproofing, electrical protection, theft prevention, mold prevention, and fire safety in place? ； 　　·Is the interior clean and tidy, with clear standards; are entry/exit records as well as records for item pickup and return properly maintained? ； 　　·Are there any violations related to the storage of personal items or items that are not permitted? ； 　　·Are the warning signs prominent? 　　On-site management of laboratories, testing rooms, and assay rooms. · Are the facilities and measures in place to prevent hazardous incidents such as fires, explosions, chemical corrosion, and leakage of harmful gases adequate? ； 　　·Is the storage and custody of flammable, explosive, corrosive, highly toxic, and other such substances carried out in a standardized, reasonable, and correct manner? Are there any potential hazards or accidents? Are there prominent warning signs indicating the dangers of these substances, as well as appropriate isolation measures? ； 　　·Are the conditions for the entry and exit of part-time staff clearly indicated and strictly enforced? ； 　　·Whether the indoor environment meets the requirements for professional work, and whether qualified personnel enter and carry out their tasks as required ； 　　·Are the tools, items, and facilities used indoors properly arranged, in compliance with safety requirements, clearly labeled, and kept clean? ； 　　·Whether it complies with the company’s confidentiality level regulations. On-site management of handling methods · Mobility principle. That is, to remain in a state ready to be moved at any time. 　　·Automation principle. 　　·The principle of avoiding waiting and unnecessary movement. 　　·The principle of shortening travel distances. 　　·Safety principles. 　　Determine the fixed handling personnel and the frequency of handling. 　　On-site management of special materials: If the particularities of these materials are not properly understood, errors can occur, and this is one of the weaknesses in on-site management. Without paying special attention, it is impossible to produce qualified products ； It will render the hard work of the designers in vain ； The company’s strategic business plans cannot be realized either. 　　Management of material application Classify materials for management. For example, separating the production into two main parts: the production of main ingredients and that of secondary ingredients. The main raw materials for production can be supplied according to the production plan. In emergency situations, use the \"Emergency Dispatch Form\", and it can be collected after being approved by managers at the appropriate level. For auxiliary materials, corresponding approval managers are assigned based on differences in unit price, purpose, and quantity. 　　·Fill out the \"Material Application Form\" correctly and have it approved by your supervisor. Oral applications under normal circumstances should be rejected outright. 　　·Managers set the example first. “The approach of being lenient with oneself and strict with others. It should be strictly controlled. Going through the procedures is not only to leave a record, but also to accurately control quantities and avoid waste, so that managers can have a clear understanding. 　　How to manage the poor working environment caused by products on-site · Select locations and plan and design factories in strict accordance with the established emission standards for dust, wastewater, and harmful industrial waste ； 　　·Expand the green space as much as possible ； 　　·Procure, construct, and install production equipment strictly in accordance with the **allowed standard range ； 　　·Strictly carry out the complementary construction of pollution control and dust removal equipment ； 　　·Strengthen the recycling treatment of production waste, and equip it with the necessary recycling treatment equipment and facilities ； 　　·Carry out timely cleaning to raise the environmental awareness among all employees of the company. 　　The core aspects of the ten key tools for on-site management are as follows: 1. Examine the process flow – to identify a reasonable process route. 2. Adjust the layout – to create a layout with the shortest paths. 3. Calculate on the production line – to determine the optimal balance level. 4. Eliminate unnecessary actions – by removing redundant actions. 5. Reduce transportation time, distance, and space – by minimizing the time, distance, and space required for transportation. 6. Improve the efficiency of human-machine collaboration – to enhance the cooperation between workers and machines. 7. Shorten the critical path – to reduce the duration of the project’s critical path. 8. Change the working environment – by altering the conditions in the workplace. 9. Utilize visual management – to make indicators, information, and problems more visible. 10. Identify the root causes of problems – to find and address the underlying causes of issues. These are methods for improving on-site management. The concept of optimizing on-site management, as clearly outlined in enterprises, represents a new management philosophy that has been promoted by Chinese companies in recent years through both theoretical research and practical applications. It is necessary for enterprises to reach a more advanced stage of management, and it also constitutes one of the key strategies for continuously improving efficiency and enhancing competitiveness. However, in reality, if companies want to improve on-site management, are there any simple and practical methods? I believe it is possible to draw on the successful experiences of Japanese companies in this area in order to enhance on-site management.

Reply 1# sun-rock: Basic aspects of on-site production management. 1. Implement \"fixed-location management\" at the site to ensure smooth and orderly flow of people, materials, and information; maintain a clean workplace and promote civilized production practices； 　　2. Strengthen process management, optimize process routes and layout, improve process standards, and organize production in strict accordance with process requirements to keep production under control and ensure product quality ； 　　3. With the aim of rationalizing and improving the organizational structure at the production site, continuously optimize the organization of production labor to enhance efficiency ； 　　4. Improve various rules and regulations, technical standards, management standards, work standards, labor and consumption quotas, statistical records, etc ； 　　5. Establish and improve the management support system to effectively control input and output, and enhance the operational efficiency of on-site management ； 　　6. Improve team building and **management to fully mobilize the enthusiasm and creativity of employees. 　　Implementation of production site management Production site management is a complex systematic project. The common approaches to carrying out on-site management can be divided into three stages: 1. Governance and rectification: Focusing on addressing the issues of dirt, disorder, and poor conditions in the production area, with the aim of gradually establishing a good production environment and order ； 　　2. Professional competence: Shift the focus of management to the grassroots level to ensure that professional management is carried out on-site ； 　　3. Optimization and improvement: The essence of optimizing on-site management is improvement, and what needs to be improved is the gap between goals and the current reality. Operate it in a rational and effective manner following the PDCA cycle (P-PLAN, D-DO, C-CHECK, A-ACTION). The three key tools for on-site management 1. One of the three key tools for on-site management: Standardization. Standardization refers to the process of turning the various regulations existing within a company – such as procedures, guidelines, rules, standards, and requirements – into written forms; these written documents are collectively known as standards (or standard documents). Establishing standards and then taking action in accordance with those standards is called standardization. The view that standardization is complete simply by formulating or revising standards is incorrect; only through guidance and training can standardization be truly implemented. 　　Innovation and improvement, along with standardization, are the two key elements for enterprises to enhance their management level. Improving innovation is the driving force behind the continuous enhancement of corporate management levels, while standardization serves as a brake to prevent a decline in such management levels. Without standardization, it is impossible for enterprises to maintain a high level of management. 2. The second of the three key tools for on-site management: Visual management. Visual management is a management technique that makes use of various visual information elements that are easy to perceive and come in appropriate colors in order to organize production activities at the workplace, thereby increasing labor productivity. It is also a scientific method that relies on vision for management purposes. 　　Therefore, visual management is a management approach characterized by openness and visual display. It makes comprehensive use of research findings from multiple disciplines such as management, physiology, psychology, and sociology. 3. The third of the three key tools for on-site management: Kanban management. Management kanbans are a very effective and intuitive means for identifying and resolving problems; they are indeed one of the essential tools for good on-site management. Management kanbans represent a form of visual management, allowing for a clear overview of data and information. They are used to carry out transparent management activities, particularly regarding management tasks and information. It reveals hidden information contained in documents, in people’s minds, or on-site through various means such as slogans, status boards, charts, and electronic screens. This enables anyone to promptly grasp the current management situation and necessary information, thereby facilitating the swift formulation and implementation of countermeasures. Therefore, a management dashboard is a very effective and intuitive means for identifying and solving problems, and it is one of the essential tools for excellent on-site management. 　　Appendix: Exception Management Board for Kanban Management. What aspects are included in production site management? Production site management involves material management, planning management, equipment management, tool management, personnel management, scheduling management, 5S management, and so on.

Just do two things: clear responsibilities and proper evaluation

It mainly starts from the following aspects: 1. Process management； 2. Security Management ； 3. Equipment Management ； 4. Quality Management ； 5. Energy conservation and consumption reduction ； 6. Others (including health, fire safety, administrative management, etc.)

One of the three key tools for on-site management is standardization. Standardization is one of the two pillars upon which enterprises improve their management levels; it is an important means for companies to achieve efficiency and reduce errors. The four purposes of standardization: In a factory, manufacturing means producing products of consistent quality that meet specified standards, at predetermined costs and within set time limits. To achieve the above objectives, it is absolutely impossible to produce products that meet these requirements if the sequence of operations at the manufacturing site is changed arbitrarily, or if the methods and conditions of work vary from person to person. Therefore, it is necessary to establish and implement regulations for work processes, work methods, and working conditions in order to standardize them. Standardization serves four main purposes: technical preparation, improving efficiency, preventing recurrence, and education and training. The main role of standardization is to preserve the techniques and experience accumulated by employees within a company in written form, so that these techniques and experience are not lost due to staff turnover. What an individual knows becomes known to the organization as well; in other words, an individual’s experience (assets) are transformed into the company’s assets ； Moreover, thanks to standardization, even if different people carry out each task, there is little difference in terms of efficiency and quality. Without standardization, when experienced employees leave, they take with them all the valuable knowledge such as the methods and techniques for dealing with problems that have occurred in the past. As a result, new employees may encounter those same problems again; even though information is provided during the handover process, it’s difficult to remember everything entirely based on memory alone. Without standardization, different masters will train different apprentices, and the consistency of their work results is predictable. Requirements for establishing good standards: Many companies have various standards, but upon closer examination, it becomes apparent that many of these standards suffer from issues such as poor feasibility and lack of clarity; for example, the requirement that the cooling water flow rate be moderate. What is moderate traffic? Not operable. ““It requires careful insertion” – what does careful mean? Ununderstandable. In fact, formulating a good standard has certain requirements, which must meet the following six points: 1. Goal orientation. The standards must be goal-oriented, meaning that adhering to them always ensures the production of products of consistent quality. Therefore, words and content unrelated to the target should not appear. 2. Show the cause and result. For example, “tighten the screw safely.” This is a result; it should describe how to tighten the screw. For example, “the welding thickness should be 3 micrometers.” ”This is a result that should be described as: “A welding process was used, with a current of 3.0 A applied for 20 minutes to achieve a thickness of 3.0 microns.” 3. Accurate. To avoid abstraction, “be careful when tightening screws” – but what exactly does it mean to be careful? Terms with ambiguous meanings should not be used. 4. Quantification—concreteness. Every person who reads the standard must be able to interpret it in the same way. To achieve this, more diagrams and numbers should be used in the standard. For example, using a more quantitative way of expression: “Use centrifuge A to rotate the dehydrated material at 100+/-50 rpm for 5–6 minutes” instead of simply saying “dehydrated material”. 5. Reality. The standards must be realistic, that is, actionable. The operability of standards is very important. Poor operability is a common problem among many domestic enterprises. We can see standards such as operating procedures and equipment maintenance on the walls of many factory workshops. By comparing these two tables, we can understand what operability means. Below are the \"Air Compressor Operation Procedures\" of a certain company: 1. Operators should be familiar with the operation guidelines, and they should check the oil level and oil gauge before starting the machine. II. Check the set values, run the compressor for a few minutes, and verify that it is operating properly. III. Regularly check the readings and information on the display screen. IV. Check the discharge of condensate during the loading process, inspect the air filter and maintenance indicator, and discharge the condensate after shutting down the machine. V. The unit cannot operate when the pressure is below or above the values specified in the main parameter table. Table 1 shows the “Monthly Equipment Inspection Form” of a foreign-funded enterprise. Table 1: Monthly Inspection Form for Certain Equipment (to be carried out on the 1st of each month; postponed in case of holidays). Person in charge: Li Si. Equipment, function, components involved, criteria for assessment, and results: Flange pressing, optical drum transportation, PIN delivery cylinder – visual inspection; maximum deviation of the PIN delivery hole should be within 3 units. Left and right flange pressing, pressing against the outer cylinder of the cylinder – visual inspection and tactile check; no visible cracks or deformation. Pressing against the cylinder body – listening and tactile check to ensure no air leaks. Location and amount of fluid leakage, as well as balance of the left and right outer cylinders – visual inspection and tactile check; smooth movement of the left and right cylinder bodies is required. Special tool No. 1, tactile check; OR value should be less than 1, with an O point indicated when open. 6. Revision. Standards must be revised when necessary. In excellent companies, work is carried out in accordance with standards, so those standards must be up-to-date and reflect the correct practices at that time. There will never be a perfect standard. Revise the standards in the following cases: the content is difficult, or the tasks defined are hard to carry out ； When the quality level of the product has changed ； When problems are identified and steps need to be changed ； When the components or materials have been changed ； When the machine tool or instrument has been changed ； When the working procedure has been changed ； When the methods, tools, or machines have changed ； When adapting to changes in external factors ； When laws and regulations have changed ； The standards (such as ISO) have changed. The second of the three key tools for on-site management – visual management. The effectiveness of visual management implementation largely reflects a company’s level of on-site management competence. Visual management is highly useful both on-site and in the office. By understanding its key points and standards, extensive use of visual management will bring significant benefits to an organization’s internal management. Efficient management methods: Management may bring a sense of superiority to managers, but it is not something pleasant for those who are managed. The management principle of \"minimizing management and encouraging self-management,\" which aligns with human nature, can be fully realized only through visual management. By implementing visual management, even if there is no mutual understanding between departments or among all employees, it is possible to accurately grasp the operational status of the company through visual observation and determine whether work is proceeding normally or abnormally, thereby achieving the goal of autonomous management. It eliminates many unnecessary requests, orders, and inquiries, enabling the management system to operate efficiently. A method that makes right from wrong obvious: In many companies, management rules and regulations remain merely on paper; yet it is crucial for on-site management to be able to determine what is right or wrong without having to refer to those documents. Levels of visual management: Visual management can be divided into 3 levels: Basic level: There are indicators that allow one to understand the current status. Intermediate level: Anyone can determine whether something is good or not. Advanced level: Management methods (such as abnormality handling) are all clearly specified. Application examples and implementation methods of visual management: The extent to which visual management is implemented reflects, to a large extent, a company’s level of management in its operational areas. Visual management is highly useful both on-site and in the office. By understanding its key points and standards, extensive use of visual management will bring significant benefits to an organization’s internal management. 　　1. Visual management is a management method that induces changes in people’s awareness through visuals. 　　2. Three key points of visual management:　　　　① Anyone can determine whether something is good or bad (abnormal).　　　　② Judgments can be made quickly with high accuracy.　　　　③ The results of judgments do not vary from person to person.　In our daily activities, we use the \"five senses\" (sight, smell, hearing, touch, taste) to perceive things. Among them, the most commonly used is “visual”. According to statistics, 60% of human actions begin with visual perception. Therefore, in business management, it is important to ensure that various management states and methods are clear and straightforward, so that everything is \"easy to understand at a glance.\" This makes it simpler to comprehend and follow these guidelines, allowing employees to fully understand, accept, and carry out their tasks on their own initiative, which brings significant benefits to management. 　　Let’s start with a few simple examples:
Traffic lights – Stop at red, go at green.
Water dispensers – The red button indicates hot water, while the blue button indicates cold water.
A small piece of cloth can be tied to an exhaust fan; when the cloth moves, it indicates that the fan is in operation.
In an era where goods are in excess, manufacturers need to meet consumers’ needs in various ways. This forces them to produce a variety of products in small quantities and with short delivery times, which in turn increases the difficulties associated with managing operations on-site and handling physical products. As a management technique, visual management enables all employees in an enterprise to reduce errors and carry out various management tasks more easily. 　　Some domestic companies have made significant progress in visual management; they not only apply it more extensively in the workplace but also implement it on their products to bring convenience to customers. For example, computers have many interfaces of various shapes – round, flat, long, and square – to prevent incorrect insertion. On the computers purchased by our company some time ago, not only are the interfaces of different shapes, but they are also of different colors; the plugs of the connection cables match those colors as well. In this way, it’s fast and accurate just by looking at the colored cables. Speed, accuracy, high efficiency, and low error rates are precisely the outcomes that visual management brings about in many situations. 　　A people-oriented approach to work: Once, I went to a beer manufacturing company to provide guidance. When I saw over a hundred valves of various sizes on one of the machines, I asked the operator whether he could remember exactly when each of these valves needed to be closed or opened The answer is yes. I asked again if there had been any cases of incorrect opening or closing. The answer is occasionally. That’s right; I wouldn’t believe anyone who says it never existed. The workshop supervisor told me that new workers who come here to work will be nervous for a whole month just from seeing so many valves! Many of our managers talk a lot about \"putting people first,\" but what does that really mean on the ground? Doing the same work with little additional cost, enabling our field operators to complete it more easily and accurately, is what truly puts people first. The same is true for instruments; when faced with dozens of them, managers certainly cannot expect the operators on site to remember what levels are normal and what levels are abnormal. Scoring 100 on a paper test is completely different from spending eight hours a day staring at dozens of instruments. So, how can we adopt a people-centered approach that enables on-site operators to complete their work more easily and accurately? Just take a look at Figures 1 and 2 to find out. “\"People-oriented\" should never remain just a slogan. 　　Efficient management methods For managers, managing may bring a sense of superiority, but it is not a pleasant experience for those who are managed. “The management principle of \"minimizing management and encouraging self-management,\" which aligns with human nature, can be fully realized only through visual management. By implementing visual management, even if there is no mutual understanding between departments or among all employees, it is possible to accurately assess the operational status of the company’s facilities through visual inspection, and to determine whether work is proceeding normally or abnormally. This enables the achievement of the goal of \"self-management\". It eliminates many unnecessary requests, orders, and inquiries, enabling the management system to operate efficiently. 　　A clear way to determine right from wrong. In many companies, management rules and regulations remain merely on paper; yet it is crucial for on-site management to be able to determine what is right or wrong without having to refer to those documents. 　　Levels of visual management Visual management can be divided into 3 levels: ① Elementary level: There are indicators that make it possible to understand the current status. ② Intermediate level: Anyone can determine whether things are good or not. ③ Advanced level: Management methods (such as handling abnormalities) are all specified. In many companies, only the elementary level of visual management is achieved; those that have reached the intermediate level are rare, and those that have attained the advanced level are even rarer still. Next, we will use an example to illustrate the differences between the beginner, intermediate, and advanced levels. 　　Methods for implementing visual management Visual management is not, in itself, a systematic management system or method; therefore, there are no specific steps that must be followed. If it is necessary to list the methods for implementation, then it is advisable to learn and practice more, establish model areas, and then roll this out across the company. 　　The implementation of visual management can proceed from the easier tasks to the more difficult ones, starting at the basic level and gradually moving on to more advanced levels. 　　It will be very beneficial to make full use of red-card tactics and fixed-point photography during implementation. 　　Visual management, as a tool for making problems \"visible,\" is extremely effective. However, using color alone without making efforts to ensure “ease of use” depending on the specific circumstances is not very meaningful. Therefore, leveraging the wisdom of all employees and making efforts to ensure that everyone can use it and uses it effectively is a key aspect of implementing visual management. The third of the three key tools for on-site management – the management dashboard. A management dashboard is a very effective and intuitive means for identifying and resolving problems; it is indeed one of the essential tools for excellent on-site management. It represents a form of visual management, allowing for an at-a-glance view of data and information. It is primarily used for transparent management of various tasks, especially in terms of information management. It reveals hidden information contained in documents, in people’s minds, or on-site through various means such as slogans, status boards, charts, and electronic screens. This enables anyone to promptly grasp the current management situation and necessary information, thereby facilitating the swift formulation and implementation of countermeasures. Therefore, a management dashboard is a very effective and intuitive means for identifying and solving problems, and it is one of the essential tools for excellent on-site management. 　　Depending on the responsible supervisor, they can generally be divided into three categories: company management dashboards, department/workship management dashboards, and team management dashboards. As shown in the table below. 　　Next, we will use some examples to briefly illustrate how to apply it. 　　““Goal Decomposition Dashboard” – The Goal Decomposition Dashboard allows senior management to be freed from daily management tasks. The so-called goal decomposition is a systematic validation diagram in which the top-level indicators of a company’s management are broken down into secondary and tertiary indicators layer by layer. (As shown in Figure 1), when formulating these plans, it is necessary to focus on managing the key indicators in line with the company’s business policies. The general steps are as follows: First, set comprehensive goals: identify the issues through comparison and determine the overall goals. 　　Too many comprehensive goals should not be set, as this will distract attention. Generally, 1 indicator or 2 to 3 indicators are selected; in most cases, no more than 4 indicators are used, and their target values should be expressed in numerical form. (As shown in Table 1) Table 1 Examples of Setting Comprehensive Goals Second, goal development: Develop a set of countermeasures based on the TP (comprehensive productivity) goal. Goals can generally be broken down by product, process, cause, technology, etc. However, factors such as the difficulty of understanding the phenomenon, the difficulty of implementing countermeasures, and the difficulty of assessing the results should be considered before deciding on the order in which things will be carried out. Table 2 shows examples of the selection of specific expansion methods. 　　★: Very suitable ☆: Suitable △: Meaningless ※: Unsuitable Table 2 Examples of Selecting Target Expansion Methods Third: Countermeasure Selection: Review and selection of countermeasures, formulation of countermeasure plans, and verification. 　　To achieve each target value, specific practical strategies should be explored. To date, in improvement activities that are primarily BOTTOM UP (from the bottom up), there have been frequent instances of negative outcomes resulting from arbitrary decisions regarding the measures to be taken. These situations arise either from making intuitive judgments about what constitutes an effective measure, or from adopting and implementing measures based on past experience, which leads to their implementation without any prediction of their effectiveness and thus prevents the achievement of desired improvement results. 　　To prevent such problems and improve the goal achievement rate, it is crucial to conduct cause analysis during the goal-setting phase, as this greatly helps in selecting appropriate countermeasures. 　　“\"Equipment Planned Maintenance Calendar\" The \"Equipment Planned Maintenance Calendar\" refers to the preventive maintenance plan for equipment, which includes schedules for regular inspections, routine refueling, and major repairs. These schedules are established in advance in calendar form and carried out according to them. The advantage is that it’s as convenient as checking a calendar, and the tasks that need to be done are already listed on the calendar, with checks made once they’re completed. 　　“\"Regional Responsibility Chart\" The \"Regional Responsibility Chart\", also known as a responsibility board, involves dividing the area where a department is located (including equipment, etc.) among different teams, which are then responsible for carrying out daily tasks such as cleaning and inspections. The advantage of this type of dashboard is that it takes a holistic approach, ensuring no area or device is overlooked; it is an effective method for fully implementing a responsibility system. 　　“\"Safety and Disaster-Free Board\" The purpose of the \"Safety and Disaster-Free Board\" is to carry out daily reminders aimed at preventing safety accidents, including the number of consecutive days without incidents, a daily safety quote, as well as safety education materials and information. It is generally installed at the entrance, where employees come in and out or gather. 　　““Team Management Status Board” The “Team Management Status Board” combines information such as departmental goals, attendance management, business communications, contact details, documents, suggestions for improvement, and an inbox; it serves as a board for the daily management of the team, and is usually placed in the lounge or at the location where morning meetings take place. 　　““Regular Board Replacement” – This is a management board that facilitates regular replacement based on the service life of spare parts; it is usually posted at the locations where replacement is required, to enable anyone to check or monitor the situation. The advantage is that it allows the tasks required on documents or in the computer to be visually represented in physical form, making it easier to remember them. 　　““QC tools” are essential means for carrying out themed activities. They are used to analyze and discuss specific work errors or quality issues, with the results being displayed in places where everyone can see them, thereby serving as a reminder to prevent such problems from occurring. Additionally, everyone can propose new suggestions at any time, which can then be discussed and revised. It’s generally suitable for situations where the work is relatively monotonous, or for specific project activities; however, this isn’t the case for every sub-task. 　　““TPM Diagnosis Status Board” The “TPM Diagnosis Status Board” is a recording board used for internal corporate certification across 7 stages, aimed at continuously promoting TPM activities. It reflects the level of team activities; the higher the stage, the better the level. 　　 　　In short, management dashboards have a wide range of applications, and the appropriate type of dashboard should be chosen based on specific needs. The comprehensive and effective use of management boards will have a positive impact in six aspects:
1. Demonstrating improvement results, giving participants a sense of accomplishment and pride.
2. Fostering a competitive atmosphere.
3. Serving as a powerful means of generating vitality at the workplace. 　　4. Clarifying the management situation and creating tangible and intangible pressures helps to advance work. 　　5. Establish a good corporate image. (Enable customers or other people to genuinely admire the company’s management level.) 6. Show the process of improvement, so that everyone can learn good methods and techniques. 　　Management dashboards are an efficient and easy management method; their effective utilization brings great relief to business managers in terms of management tasks.

1. Arrange and implement specific work plans more effectively to ensure production progress. 2. Ensure that production materials are available on time. 3. Maintain smooth operations in the workshop or production lines. 4. Carry out proper maintenance of machines and molds to reduce malfunctions. 5. Reduce the time required for changing lines or molds, in order to handle small-scale, multiple types of production. 6. Make reasonable arrangements for workers. 7. Use control tools effectively in the production process. 8. Address production issues promptly and provide timely feedback. 9. Implement effective control before, during, and after production. 10. Effectively resolve any bottlenecks that arise during production”