[Weekly Topic] Production technology: What are the various regulations commonly used on-site? 2011.08.07~08.14
Thread Content
Discussion topic: What are the various regulations commonly used in production sites and what do they entail? I hope everyone will participate actively. Remarks: 1. Participation is rewarded. S+ R/ K: j 2. Do not edit after replying. ! j# `8 t5 O, c, v 3. A thorough and reasonable analysis comes with an additional charm bonus of 1-3. 4. Discuss the topic in depth; please do not plagiarize, and do not hide your replies.
Process operation procedures, equipment management records, safety operation procedures, accident handling procedures, and so on
Comprehensive emergency response plan for accidents; On-site handling procedures for accident scenes
Reply to 1# sun-rock: Sharing of on-site management experience – the “three immediacies and three realities” in on-site management; N5 C5 T0 |5 a: U: Z
Whenever any problems are detected during on-site operations, one must “immediately” go to the “site”, “on the spot” observe the “reality” of the situation, and “promptly” address it. This helps pinpoint the core issues and enables effective decision-making for problem resolution. # ?# P0 S4 a4 H/ K; i8 {
Instructions related to on-site management should be clear (using the 5W1H method). ) A; |) ?; @/ m2 C
· Who (WHO) · When (WHEN) · What (WHAT) 6 J4 A& g* y! N
· Where (WHERE) · Why (WHY) · How (HOW) / X* a& g* t2 B( f
Visual management at the workplace* P( B+ f2 c" ]7 Y4 n( p$ k
This involves using visual tools to carry out preventive management regarding aspects such as work progress, inventory levels of materials or semi-finished products, quality defects, equipment malfunctions, and reasons for downtime at the workplace. It enables anyone to understand what constitutes good and bad conditions; even newcomers can quickly minimize quality differences in their work. 3 J5 A' D8 C$ h+ m' p6 I. |( _; ^ The “A, B, C” of on-site management ·Write down what you see or your thoughts at the site in a notebook. ) S" L) R7 {6 Z! w · Categorize the parts that don’t align with one’s own opinions or requirements into three levels: A, B, and C. Decide that A needs to be improved tomorrow, B after one week, and C after one month. 8 o. R' L' h2 ]' Y ·Communicate with the relevant responsible persons. 1 y/ `: m# U9 V' F6 j8 B · Each time I return to the site, I check the progress until I’m satisfied. 9 O.K. (H0 h! S: E’ N) NODEEM On-site Management Cycle. Z6 `# T% u& `0 A2 y, K/ _ – o” a8 · Neatness – Orderliness · Order – Organization % k, H; `+ d% C: U: Q · Decoration – Aesthetics · Efficiency – Productivity . f2 l5 F’ Y; h% U · Results – Outcomes · Morale – Employee motivation # O Z$ \6 `6 F; c& m The 7P process for improving on-site management is a comprehensive set of procedures designed to identify and rectify any gaps or deficiencies in on-site management by examining deviations from established operational standards. # Z. M- ?, A/ O Methods for controlling minefields in on-site management $ V" \5 The method of controlling minefields refers to the approaches that on-site managers use to address those areas within the management concepts and operational methods that cannot be bypassed ； A working method for making reasonable avoidance or exclusion. ; k3 k! I' y4 U6 W' F& L" q On-site management adopts TPM, Total Productive Maintenance, with the goal of pursuing the limits of efficiency in production systems (comprehensive efficiency). 4 V3 F! b5 B1 w' K · From changing awareness to employing various effective measures, we must establish a system capable of preventing all disasters, adverse effects, and waste. 4 w/ V: M+ v2 w; o4 K3 R ·From the production department, to all departments including development, sales, and management. 7 i q( {% u% r7 l O& h* g% P+ _- h ·Full participation from top leadership to frontline workers. 0 u5 B: U) n* j) Q/ k6 b& W6 i One-Best 5 for on-site management {9 \5 H" q8 Z8 i9 E " c) ^+ c. Z5 `; I1 F ·Store in one place. 5 ` Q- T. s J: `0 V ·One-day processing (finish today’s tasks today). ; o) J& N, p/ }* @8 k ·A folder (folder consolidation). " r( G; r2 b) l! R, p/ s ·One-hour meeting. 5 C/ o* · One sheet of paper (one report page is sufficient to convey everything). 3 ~# K1 `% X! Z! C, P& I ·One-minute call. , U0 S: r/ F; k- Z- c/ ?7 T& h ·One original manuscript (no need to make a copy; just keep the original). One tool (no tools needed, or simplified to one tool). 7 g. ~. @( t8 \ “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. 8 i) S! c: d* n* M6 X Tracking management for on-site consultations: C- | h9 J2 H& a7 C: j 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 timely and accurate information to the production site and to address issues effectively. + G’ q5 g$ Y+ W O0 G When to use “red cards” in on-site management – I2 R9 j6 S; e* P" w' g9 I · Improper organization ； ·Items that need further improvement ； 3 Q( T& U( s3 d* z* S, n ·Objects that still need to be cleaned ； ·Purpose of the item is unknown ； 6 P2 q0 t& L* b! o) I# g ·Items deteriorate, go bad, or are defective ； ·Dirty, unclean items ； ·Unresolved events or problems. ( p; g( m3 E1 A. t% h9 b Prediction and identification of micro-defects in on-site production management 9 X2 U. B5 m$ ^$ n, z7 g: i( E ·Visual inspection: Check for any shaking or deviation ； 3 O" C7 F+ H5 u& w( z ·Sniff with your nose: is there any strange smell? ； ; X7 Y4 Q0 W+ t, t7 y* X · Listen with your ears: Are there any strange noises? ； 5 m+ Y- c0 C+ p- j ·Touch with hands: Check whether there are any abnormal heating conditions or unusual vibrations in various parts of the equipment body. " f* V f4 t! J: s What are some common methods for on-site workshop management? - j. W7 ?. {/ i0 j · Cockroach search method: In some inconspicuous places, things may be hidden and piled up there. $ W/ V2 `+ q% }0 ^1 k* w ·Top-down inspection method: Perhaps you’ll see wires taped to the ceiling at this point! . Y6 M8 b' ~) `$ p1 w4 L · Downward inspection method: There might be forgotten rags lying on equipment or pipes. $ ?+ ~- a' |* ], { r0 K$ Q ·Method for finding items that one is reluctant to discard. d. l3 ~9 x9 U# R; @$ | ·Post-work inspection method. ( a& s4 g I y _ How to manage the site for personnel identification? 7 T+ H% ]+ L) V+ M 3 x; L0 L! I Y6 c& l3 _# d( G+ p ·Different types of wear: A. Armbands, epaulets, shoulder patches; those who are eligible must wear the ‘Qualification Badge’ ； B. For the color of work cards, job titles and qualifications should be indicated after the personnel number and name. 8 k! E3 v: ]3 l$ w9 Y$ } · Wearing different clothing: A. Skilled and unskilled workers wear different clothes ； B. What kind of clothing to wear for what position. , O, Z9 i, \: j1 k! ~ · Photographing organization members: Draw the organizational chart, then paste each member’s photo at the corresponding position and display it on a bulletin board. 5 e) G( I L( i# n – Management of on-site control points * |( P S G% b – In production, there are certain work points that can influence or affect 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 identifying them and exercising comprehensive and effective control over them, the method of on-site management focused on these control points is employed. 3 P, G. s# Y( a" y% j8 X On-site safety management On-site safety management primarily utilizes colors to stimulate human vision, thereby serving as a warning signal and a criterion for behavior judgment, with the aim of anticipating potential hazards. : @: m5 w* S6 Q/ M* f2 h When is it necessary to improve the layout? / B0 k; |0 V3 v, _ {3 k, C) r X · The layout needs to be improved when the current layout hinders any further improvement in production efficiency. " d) F+ W5 I: a' ·When production technology changes, corresponding layout adjustments are also necessary to achieve greater efficiency; thus, the layout needs to be improved. · When there are design (process) changes, the layout needs to be adjusted accordingly to maximize benefits. 6 M$ H8 Z+ A" O$ j; C ·The layout needs to be improved when production increases. 6 g" {! _/ K! u5 V* q · The layout needs to be improved when adding new models. 1 L0 X' F" }# b/ P0 {: ~. Q/ ·The layout needs to be improved when the site is relocated. . `$ {2 r/ ^$ |8 j ·The layout needs to be improved when personnel safety is at risk. $ o1 D$ b9 s2 a2 h/ {( ?5 M How does on-site management handle pollution and leaks? $ g+ O$ C+ W: · Identify the sources of pollution ； ·Spring cleaning ； ·Investigate the sources of pollution ； # e; A4 k* H( ^! U( m · Determine the key areas with the most severe pollution ； ·A thorough investigation into why there is pollution ； 0 X' j2 L3 n+ p ·Review of countermeasure options ； ·Prepare an implementation plan and countermeasures ； ·Execute processing. % J P# q4 r3 a4 w8 Y On-site management of canteens and dormitories % T! u: Z' p# Y$ H 8 \3 ?8 Z# Y6 V" B9 E8 U ·Canteen staff must dress neatly, wearing white uniforms, hygiene caps, and towels. $ e7 y% J6 ?( c, x) _1 c# L · The floor is clean; there is no food, clutter, or foreign objects, and the area has no unpleasant odors. . A# u# K5 U7 e9 a1 M) {" b* i · The cooking utensils are clean and shiny; the sink, stove area, and serving window countertops are clean, with no grease or dirt. 0 d% L# d; H* Y8 f" ] · There should be no dirt, food residue, garbage, insects, flies, etc. in any blind spots. 8 P9 ^5 |% q0 U' T" D' E3 · Cooking utensils and dishes should be arranged neatly; food should be covered. r% T h, @# ?# · It is not allowed to hang drinking utensils such as bowls and spoons on the windowsill. u4 Q" ]1 K! u! u2 v, h0 v · Tables and stools are clean and free of grease. - ^/ H5 l l$ ^9 u3 E9 { · There should be no trash in the dormitory corridors; trash must be placed in designated trash bins and these bins must not be allowed to overflow. ) `5 \2 d: L1 C0 {1 a ·The walls and ceilings of the dormitory are free of dust and spider webs. ' o, O5 o$ Q* z! V/ @2 m1 |9 x, e ·There is no water accumulation in the dormitory corridors or stairwells. 1 `2 q# s0 o \+ g7 h" h, I* n ·Pay attention to team spirit, corporate image, and be polite and civilized. - ^(R5 L4 Q/ K* O7 } On-site management of meeting rooms and meeting procedures 3 e5 z6 j( j& z6 s Z1 s; n7 Y1 f L · The theme of each meeting should be clearly defined ； % e5 ]3 ] ?3 \0 · The meeting room is spacious, bright, tidy, and aesthetically pleasing; the tables and chairs are arranged neatly ； $ Y+ n# q. F' ^7 R& d0 M Z · The orientation or arrangement of tables and chairs should reflect the hierarchy among participants, while clearly distinguishing between the main entrance and exit ； 3 Z, M. r” d1 V1 U ·Maximize sound insulation, ensuring that audio equipment functions properly at all times ； 8 g& o$ u% }- n5 y ·Meeting minutes are required, and there is a time limit for the meeting ； ) D7 z+ U) f' `) @3 Q- O3 W% E7 i, A ·Review of the implementation of resolutions from the previous meeting ； * l+ N6 m# b2 N! y6 N) F9 U · New agendas or resolutions, implementation measures and methods, inspection measures and methods, and the proposed date for the next meeting ； # g-p4 i9 i6 ·Cleanup should be done promptly after the meeting. " d, u$ _1 C9 x On-site management of libraries, resource rooms, and archives _# k' O, |. s+ r0 g1 P2 | · Whether ventilation and lighting meet the regulations; whether the level of illumination meets the requirements ； , U5 d. P! A; p, i2 M) H8 g · Are the stacking racks arranged neatly? Is the height appropriate for easy access and removal? Are there any signs of deterioration or potential hazards? ； 3 K8 M S, e ^9 p/ j0 ^ ·Are the items stored clearly labeled? Is their organization systematic? Are they cleaned regularly, and have appropriate measures been taken to prevent corrosion, moisture damage, mold growth, and theft? 7 v7 o! p5 F( o; R4 I# @0 Y ·Are the procedures for borrowing and returning items strict, standardized, and clear? ； 1 e8 y8 Z ·Is an adequate archive established for the items themselves? ； * m6 A" j7 X+ l8 M0 R* \- X# g7 D ·Are the fire prevention measures up to standard, and what is the degree of damage or wear and tear? % X G/ V) |- h# e* ~ On-site management of the finance office, control room, and secure room 8 \5 w) H: `' i3 X8 d% B ·How well is confidentiality maintained? Are there any violations of regulations? ； 3 O, a’ c; ~0 H6 ^) S’ g8 L ·What is the level of maintenance of the indoor facilities? How well are the systems and equipment for waterproofing, electrical protection, theft prevention, mold prevention, and fire safety in place? ； 2 ~ R8 B- · Is the interior clean and tidy, with items neatly arranged and clear standards in place? Are there strict controls in place for entry/exit registration as well as for recording item pickups and returns? ； ! X* u1 m8 J5 E- ^( K ·Are there any violations related to the storage of personal items or items that are not allowed? ； r9 u$ c% ^. q6 G% e Y ·Are the warning signs visible? , Y6 V/ t4 P& k7 { On-site management of laboratories, testing rooms, and analysis labs 6 b; u2 u9 X' a/ Y- v · Are the facilities and measures in place to prevent dangerous incidents such as the release of flammable and explosive substances, chemical corrosives, and harmful gases? ； 6 l$ f) s1 }0 a) L ·Is the storage and handling of flammable, explosive, corrosive, highly toxic substances carried out in a proper, reasonable, and correct manner? Are there any potential hazards? Are there clear warning signs and appropriate isolation measures to indicate the dangers posed by these substances? ； $ R: i6 a: d9 U5 T/ R+ F- f, Z R ·Are the conditions for entry and exit by non-full-time staff clearly indicated and strictly enforced? ； + ]" H, `; m+ h ·Is the indoor environment meeting the requirements for professional work? Have the qualified personnel entered and carried out their tasks as required? ； 9 r6 G G( `) a( Q# F+ D1 V8 Q3 X ·Are the tools, items, and facilities used indoors arranged properly, in compliance with safety requirements, clearly labeled, and kept clean? ； ( ]9 v- @, ·Does it comply with the company’s confidentiality level regulations? 0 1 y9 H: On-site management of the A. N’ N handling method – A: ?4 \' ]' F( u ·Principle of mobility. That is, to remain in a state ready for immediate relocation. 3 l5 F) o; J+ }' A1 B2 h) g4 H" m ·Automation principle. - b" ^8 K- e. l ·The principle of avoiding waiting and unnecessary movement. % ^. d* y: b2 H7 M4 x/ f& P* ~9 R ·Principle of shortening the distance traveled. 5 {: T/ _1 m" }+ v8 G/ ~& o) ^ ·Safety principles. , u8 p. M, d7 d7 e+ Z Determine the fixed personnel for handling and the frequency of handling. " m! n. f5 c# ` On-site management of special materials 5 ?9 |4 {, G$ w/ R Errors can occur if the particular characteristics of the materials are not properly understood; this is one of the weaknesses in on-site management. Without proper 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. 1 f$ N+ \$ u8 j/ @- c; g Management of material requests. }5 A' T. w9 i5 @ D Classify materials for management. For example, separate the production of the main ingredients from that of the secondary ingredients. The main raw materials for production can be supplied according to the production plan. In emergency situations, use the \"Emergency Release Form\", and it can be retrieved after being approved by managers at the appropriate level. For supplementary 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. $ {4 @4 Z& z" N; Z) J ·Managers should set an 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 have a clear understanding. , I) j1 @3 F1 S6 q) U8 x How to manage the workplace in case the product causes a poor working environment $ e4 w/ ?/ S7 X7 z# q& Y · Site selection, plant planning, and design must be carried out in strict accordance with the established standards for the discharge of dust, wastewater, and harmful industrial waste ； 6 E( d8 n( R+ x, R ·Maximize the green space area as much as possible ； 6 L. v% K z/ N · Procure, construct, and install production equipment strictly in accordance with the **allowed standard range for use ； + N3 ]7 G6 d4 _) N ~ · Ensure the proper installation of equipment for waste discharge and dust removal ； : K8 @" c+ G6 J8 ]) m) ~8 Y ·Strengthen the recycling treatment of production waste, and equip it with the necessary recycling equipment and facilities ； ) Y7 f, G, s) L · Carry out timely cleaning to raise the environmental awareness among all employees of the company. 3 E G” i” g, F$ p The core elements of the ten key tools for on-site management are K9 F# P& D6 W+ ]3 d; k& f, V. 1. Examine the process flow – identify a reasonable process route. 7 O, k m” j8 P% N s8 E. 2. Adjust the layout – determine the layout that results in the shortest paths. 5 k+ x# d:. 3. Calculate on the production line – find the optimal balance rate. 7 @$ E! G” }& `. 4. Reduce unnecessary actions – eliminate redundant actions. ‘ R& z/ g:. 5. Minimize handling time, distance, and space – reduce the distance, time, and space required for handling. 5. 6. Improve the efficiency of human-machine collaboration – enhance the efficiency of working together with machines. % d&. 7. Shorten the critical path – reduce the length of the critical path in a project. $ ~( c8 I! c2. 8. Change the on-site environment – transform the working environment and the site itself. + Z/ E2 e! S; `. A” F’ G. 9. Use visual management – make indicators, information, and problems visible. 4 q; d9 a9 b4 a* U( E9 D) X. @1 n. 10. Identify the root causes of problems – find the underlying causes of problems and address them. 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 in terms of management theory and practice. It is necessary for enterprises to reach a more advanced stage of management, and it is also one of the important 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. - J0 h' n/ ^) C# _- A! C; ?" Q
Whenever any problems are detected during on-site operations, one must “immediately” go to the “site”, “on the spot” observe the “reality” of the situation, and “promptly” address it. This helps pinpoint the core issues and enables effective decision-making for problem resolution. # ?# P0 S4 a4 H/ K; i8 {
Instructions related to on-site management should be clear (using the 5W1H method). ) A; |) ?; @/ m2 C
· Who (WHO) · When (WHEN) · What (WHAT) 6 J4 A& g* y! N
· Where (WHERE) · Why (WHY) · How (HOW) / X* a& g* t2 B( f
Visual management at the workplace* P( B+ f2 c" ]7 Y4 n( p$ k
This involves using visual tools to carry out preventive management regarding aspects such as work progress, inventory levels of materials or semi-finished products, quality defects, equipment malfunctions, and reasons for downtime at the workplace. It enables anyone to understand what constitutes good and bad conditions; even newcomers can quickly minimize quality differences in their work. 3 J5 A' D8 C$ h+ m' p6 I. |( _; ^ The “A, B, C” of on-site management ·Write down what you see or your thoughts at the site in a notebook. ) S" L) R7 {6 Z! w · Categorize the parts that don’t align with one’s own opinions or requirements into three levels: A, B, and C. Decide that A needs to be improved tomorrow, B after one week, and C after one month. 8 o. R' L' h2 ]' Y ·Communicate with the relevant responsible persons. 1 y/ `: m# U9 V' F6 j8 B · Each time I return to the site, I check the progress until I’m satisfied. 9 O.K. (H0 h! S: E’ N) NODEEM On-site Management Cycle. Z6 `# T% u& `0 A2 y, K/ _ – o” a8 · Neatness – Orderliness · Order – Organization % k, H; `+ d% C: U: Q · Decoration – Aesthetics · Efficiency – Productivity . f2 l5 F’ Y; h% U · Results – Outcomes · Morale – Employee motivation # O Z$ \6 `6 F; c& m The 7P process for improving on-site management is a comprehensive set of procedures designed to identify and rectify any gaps or deficiencies in on-site management by examining deviations from established operational standards. # Z. M- ?, A/ O Methods for controlling minefields in on-site management $ V" \5 The method of controlling minefields refers to the approaches that on-site managers use to address those areas within the management concepts and operational methods that cannot be bypassed ； A working method for making reasonable avoidance or exclusion. ; k3 k! I' y4 U6 W' F& L" q On-site management adopts TPM, Total Productive Maintenance, with the goal of pursuing the limits of efficiency in production systems (comprehensive efficiency). 4 V3 F! b5 B1 w' K · From changing awareness to employing various effective measures, we must establish a system capable of preventing all disasters, adverse effects, and waste. 4 w/ V: M+ v2 w; o4 K3 R ·From the production department, to all departments including development, sales, and management. 7 i q( {% u% r7 l O& h* g% P+ _- h ·Full participation from top leadership to frontline workers. 0 u5 B: U) n* j) Q/ k6 b& W6 i One-Best 5 for on-site management {9 \5 H" q8 Z8 i9 E " c) ^+ c. Z5 `; I1 F ·Store in one place. 5 ` Q- T. s J: `0 V ·One-day processing (finish today’s tasks today). ; o) J& N, p/ }* @8 k ·A folder (folder consolidation). " r( G; r2 b) l! R, p/ s ·One-hour meeting. 5 C/ o* · One sheet of paper (one report page is sufficient to convey everything). 3 ~# K1 `% X! Z! C, P& I ·One-minute call. , U0 S: r/ F; k- Z- c/ ?7 T& h ·One original manuscript (no need to make a copy; just keep the original). One tool (no tools needed, or simplified to one tool). 7 g. ~. @( t8 \ “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. 8 i) S! c: d* n* M6 X Tracking management for on-site consultations: C- | h9 J2 H& a7 C: j 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 timely and accurate information to the production site and to address issues effectively. + G’ q5 g$ Y+ W O0 G When to use “red cards” in on-site management – I2 R9 j6 S; e* P" w' g9 I · Improper organization ； ·Items that need further improvement ； 3 Q( T& U( s3 d* z* S, n ·Objects that still need to be cleaned ； ·Purpose of the item is unknown ； 6 P2 q0 t& L* b! o) I# g ·Items deteriorate, go bad, or are defective ； ·Dirty, unclean items ； ·Unresolved events or problems. ( p; g( m3 E1 A. t% h9 b Prediction and identification of micro-defects in on-site production management 9 X2 U. B5 m$ ^$ n, z7 g: i( E ·Visual inspection: Check for any shaking or deviation ； 3 O" C7 F+ H5 u& w( z ·Sniff with your nose: is there any strange smell? ； ; X7 Y4 Q0 W+ t, t7 y* X · Listen with your ears: Are there any strange noises? ； 5 m+ Y- c0 C+ p- j ·Touch with hands: Check whether there are any abnormal heating conditions or unusual vibrations in various parts of the equipment body. " f* V f4 t! J: s What are some common methods for on-site workshop management? - j. W7 ?. {/ i0 j · Cockroach search method: In some inconspicuous places, things may be hidden and piled up there. $ W/ V2 `+ q% }0 ^1 k* w ·Top-down inspection method: Perhaps you’ll see wires taped to the ceiling at this point! . Y6 M8 b' ~) `$ p1 w4 L · Downward inspection method: There might be forgotten rags lying on equipment or pipes. $ ?+ ~- a' |* ], { r0 K$ Q ·Method for finding items that one is reluctant to discard. d. l3 ~9 x9 U# R; @$ | ·Post-work inspection method. ( a& s4 g I y _ How to manage the site for personnel identification? 7 T+ H% ]+ L) V+ M 3 x; L0 L! I Y6 c& l3 _# d( G+ p ·Different types of wear: A. Armbands, epaulets, shoulder patches; those who are eligible must wear the ‘Qualification Badge’ ； B. For the color of work cards, job titles and qualifications should be indicated after the personnel number and name. 8 k! E3 v: ]3 l$ w9 Y$ } · Wearing different clothing: A. Skilled and unskilled workers wear different clothes ； B. What kind of clothing to wear for what position. , O, Z9 i, \: j1 k! ~ · Photographing organization members: Draw the organizational chart, then paste each member’s photo at the corresponding position and display it on a bulletin board. 5 e) G( I L( i# n – Management of on-site control points * |( P S G% b – In production, there are certain work points that can influence or affect 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 identifying them and exercising comprehensive and effective control over them, the method of on-site management focused on these control points is employed. 3 P, G. s# Y( a" y% j8 X On-site safety management On-site safety management primarily utilizes colors to stimulate human vision, thereby serving as a warning signal and a criterion for behavior judgment, with the aim of anticipating potential hazards. : @: m5 w* S6 Q/ M* f2 h When is it necessary to improve the layout? / B0 k; |0 V3 v, _ {3 k, C) r X · The layout needs to be improved when the current layout hinders any further improvement in production efficiency. " d) F+ W5 I: a' ·When production technology changes, corresponding layout adjustments are also necessary to achieve greater efficiency; thus, the layout needs to be improved. · When there are design (process) changes, the layout needs to be adjusted accordingly to maximize benefits. 6 M$ H8 Z+ A" O$ j; C ·The layout needs to be improved when production increases. 6 g" {! _/ K! u5 V* q · The layout needs to be improved when adding new models. 1 L0 X' F" }# b/ P0 {: ~. Q/ ·The layout needs to be improved when the site is relocated. . `$ {2 r/ ^$ |8 j ·The layout needs to be improved when personnel safety is at risk. $ o1 D$ b9 s2 a2 h/ {( ?5 M How does on-site management handle pollution and leaks? $ g+ O$ C+ W: · Identify the sources of pollution ； ·Spring cleaning ； ·Investigate the sources of pollution ； # e; A4 k* H( ^! U( m · Determine the key areas with the most severe pollution ； ·A thorough investigation into why there is pollution ； 0 X' j2 L3 n+ p ·Review of countermeasure options ； ·Prepare an implementation plan and countermeasures ； ·Execute processing. % J P# q4 r3 a4 w8 Y On-site management of canteens and dormitories % T! u: Z' p# Y$ H 8 \3 ?8 Z# Y6 V" B9 E8 U ·Canteen staff must dress neatly, wearing white uniforms, hygiene caps, and towels. $ e7 y% J6 ?( c, x) _1 c# L · The floor is clean; there is no food, clutter, or foreign objects, and the area has no unpleasant odors. . A# u# K5 U7 e9 a1 M) {" b* i · The cooking utensils are clean and shiny; the sink, stove area, and serving window countertops are clean, with no grease or dirt. 0 d% L# d; H* Y8 f" ] · There should be no dirt, food residue, garbage, insects, flies, etc. in any blind spots. 8 P9 ^5 |% q0 U' T" D' E3 · Cooking utensils and dishes should be arranged neatly; food should be covered. r% T h, @# ?# · It is not allowed to hang drinking utensils such as bowls and spoons on the windowsill. u4 Q" ]1 K! u! u2 v, h0 v · Tables and stools are clean and free of grease. - ^/ H5 l l$ ^9 u3 E9 { · There should be no trash in the dormitory corridors; trash must be placed in designated trash bins and these bins must not be allowed to overflow. ) `5 \2 d: L1 C0 {1 a ·The walls and ceilings of the dormitory are free of dust and spider webs. ' o, O5 o$ Q* z! V/ @2 m1 |9 x, e ·There is no water accumulation in the dormitory corridors or stairwells. 1 `2 q# s0 o \+ g7 h" h, I* n ·Pay attention to team spirit, corporate image, and be polite and civilized. - ^(R5 L4 Q/ K* O7 } On-site management of meeting rooms and meeting procedures 3 e5 z6 j( j& z6 s Z1 s; n7 Y1 f L · The theme of each meeting should be clearly defined ； % e5 ]3 ] ?3 \0 · The meeting room is spacious, bright, tidy, and aesthetically pleasing; the tables and chairs are arranged neatly ； $ Y+ n# q. F' ^7 R& d0 M Z · The orientation or arrangement of tables and chairs should reflect the hierarchy among participants, while clearly distinguishing between the main entrance and exit ； 3 Z, M. r” d1 V1 U ·Maximize sound insulation, ensuring that audio equipment functions properly at all times ； 8 g& o$ u% }- n5 y ·Meeting minutes are required, and there is a time limit for the meeting ； ) D7 z+ U) f' `) @3 Q- O3 W% E7 i, A ·Review of the implementation of resolutions from the previous meeting ； * l+ N6 m# b2 N! y6 N) F9 U · New agendas or resolutions, implementation measures and methods, inspection measures and methods, and the proposed date for the next meeting ； # g-p4 i9 i6 ·Cleanup should be done promptly after the meeting. " d, u$ _1 C9 x On-site management of libraries, resource rooms, and archives _# k' O, |. s+ r0 g1 P2 | · Whether ventilation and lighting meet the regulations; whether the level of illumination meets the requirements ； , U5 d. P! A; p, i2 M) H8 g · Are the stacking racks arranged neatly? Is the height appropriate for easy access and removal? Are there any signs of deterioration or potential hazards? ； 3 K8 M S, e ^9 p/ j0 ^ ·Are the items stored clearly labeled? Is their organization systematic? Are they cleaned regularly, and have appropriate measures been taken to prevent corrosion, moisture damage, mold growth, and theft? 7 v7 o! p5 F( o; R4 I# @0 Y ·Are the procedures for borrowing and returning items strict, standardized, and clear? ； 1 e8 y8 Z ·Is an adequate archive established for the items themselves? ； * m6 A" j7 X+ l8 M0 R* \- X# g7 D ·Are the fire prevention measures up to standard, and what is the degree of damage or wear and tear? % X G/ V) |- h# e* ~ On-site management of the finance office, control room, and secure room 8 \5 w) H: `' i3 X8 d% B ·How well is confidentiality maintained? Are there any violations of regulations? ； 3 O, a’ c; ~0 H6 ^) S’ g8 L ·What is the level of maintenance of the indoor facilities? How well are the systems and equipment for waterproofing, electrical protection, theft prevention, mold prevention, and fire safety in place? ； 2 ~ R8 B- · Is the interior clean and tidy, with items neatly arranged and clear standards in place? Are there strict controls in place for entry/exit registration as well as for recording item pickups and returns? ； ! X* u1 m8 J5 E- ^( K ·Are there any violations related to the storage of personal items or items that are not allowed? ； r9 u$ c% ^. q6 G% e Y ·Are the warning signs visible? , Y6 V/ t4 P& k7 { On-site management of laboratories, testing rooms, and analysis labs 6 b; u2 u9 X' a/ Y- v · Are the facilities and measures in place to prevent dangerous incidents such as the release of flammable and explosive substances, chemical corrosives, and harmful gases? ； 6 l$ f) s1 }0 a) L ·Is the storage and handling of flammable, explosive, corrosive, highly toxic substances carried out in a proper, reasonable, and correct manner? Are there any potential hazards? Are there clear warning signs and appropriate isolation measures to indicate the dangers posed by these substances? ； $ R: i6 a: d9 U5 T/ R+ F- f, Z R ·Are the conditions for entry and exit by non-full-time staff clearly indicated and strictly enforced? ； + ]" H, `; m+ h ·Is the indoor environment meeting the requirements for professional work? Have the qualified personnel entered and carried out their tasks as required? ； 9 r6 G G( `) a( Q# F+ D1 V8 Q3 X ·Are the tools, items, and facilities used indoors arranged properly, in compliance with safety requirements, clearly labeled, and kept clean? ； ( ]9 v- @, ·Does it comply with the company’s confidentiality level regulations? 0 1 y9 H: On-site management of the A. N’ N handling method – A: ?4 \' ]' F( u ·Principle of mobility. That is, to remain in a state ready for immediate relocation. 3 l5 F) o; J+ }' A1 B2 h) g4 H" m ·Automation principle. - b" ^8 K- e. l ·The principle of avoiding waiting and unnecessary movement. % ^. d* y: b2 H7 M4 x/ f& P* ~9 R ·Principle of shortening the distance traveled. 5 {: T/ _1 m" }+ v8 G/ ~& o) ^ ·Safety principles. , u8 p. M, d7 d7 e+ Z Determine the fixed personnel for handling and the frequency of handling. " m! n. f5 c# ` On-site management of special materials 5 ?9 |4 {, G$ w/ R Errors can occur if the particular characteristics of the materials are not properly understood; this is one of the weaknesses in on-site management. Without proper 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. 1 f$ N+ \$ u8 j/ @- c; g Management of material requests. }5 A' T. w9 i5 @ D Classify materials for management. For example, separate the production of the main ingredients from that of the secondary ingredients. The main raw materials for production can be supplied according to the production plan. In emergency situations, use the \"Emergency Release Form\", and it can be retrieved after being approved by managers at the appropriate level. For supplementary 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. $ {4 @4 Z& z" N; Z) J ·Managers should set an 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 have a clear understanding. , I) j1 @3 F1 S6 q) U8 x How to manage the workplace in case the product causes a poor working environment $ e4 w/ ?/ S7 X7 z# q& Y · Site selection, plant planning, and design must be carried out in strict accordance with the established standards for the discharge of dust, wastewater, and harmful industrial waste ； 6 E( d8 n( R+ x, R ·Maximize the green space area as much as possible ； 6 L. v% K z/ N · Procure, construct, and install production equipment strictly in accordance with the **allowed standard range for use ； + N3 ]7 G6 d4 _) N ~ · Ensure the proper installation of equipment for waste discharge and dust removal ； : K8 @" c+ G6 J8 ]) m) ~8 Y ·Strengthen the recycling treatment of production waste, and equip it with the necessary recycling equipment and facilities ； ) Y7 f, G, s) L · Carry out timely cleaning to raise the environmental awareness among all employees of the company. 3 E G” i” g, F$ p The core elements of the ten key tools for on-site management are K9 F# P& D6 W+ ]3 d; k& f, V. 1. Examine the process flow – identify a reasonable process route. 7 O, k m” j8 P% N s8 E. 2. Adjust the layout – determine the layout that results in the shortest paths. 5 k+ x# d:. 3. Calculate on the production line – find the optimal balance rate. 7 @$ E! G” }& `. 4. Reduce unnecessary actions – eliminate redundant actions. ‘ R& z/ g:. 5. Minimize handling time, distance, and space – reduce the distance, time, and space required for handling. 5. 6. Improve the efficiency of human-machine collaboration – enhance the efficiency of working together with machines. % d&. 7. Shorten the critical path – reduce the length of the critical path in a project. $ ~( c8 I! c2. 8. Change the on-site environment – transform the working environment and the site itself. + Z/ E2 e! S; `. A” F’ G. 9. Use visual management – make indicators, information, and problems visible. 4 q; d9 a9 b4 a* U( E9 D) X. @1 n. 10. Identify the root causes of problems – find the underlying causes of problems and address them. 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 in terms of management theory and practice. It is necessary for enterprises to reach a more advanced stage of management, and it is also one of the important 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. - J0 h' n/ ^) C# _- A! C; ?" Q
Process operation procedures, safety operation procedures, safety management regulations, shift handover management regulations, production emergency response plans, safety inspection systems, safety technical procedures for workshop operators, safety regulations for blind plate installation and removal operations, safety technical procedures for electricians, electrical safety technical regulations, safety technical procedures for electrical maintenance workers, electrical maintenance regulations, safety operation procedures for cranes, safety technical procedures for hot work, safety management regulations for equipment, safety production prohibitions issued by the former Ministry of Chemical Industry (Article 41), regulations on the use of personal protective equipment, safety management regulations for working at heights, emergency response plans for various types of injuries, equipment maintenance procedures, safety regulations for working inside equipment, fire and explosion prevention management systems, regulations for the storage and handling of hazardous chemicals, management systems for preventing acute poisoning and providing first aid measures, regulations on safety devices and protective equipment, accident management systems, safety management systems for critical positions,......
Inspection system, operation records, regulations on hot work, regulations for work inside containers, regulations for equipment maintenance operations, systems related to process operations
Shift system, inspection records, operation records, operating procedures, hygiene regulations
1. Safety operating procedures； 2. Work Instruction ； 3. Work plan ； 4. Process Formula Table ； 5. Operation records ； 6. Inspection records ； 7. Shift handover record ；
Reply 1# sun-rock: The various elements involved in the production process – including people (workers and managers), machinery (equipment, tools, workstations), materials (raw materials), methods (processing and testing procedures), the environment, and information – need to be planned, organized, coordinated, controlled, and monitored in a rational and effective manner, so that they function together optimally and thus achieve high quality, efficiency, low consumption, balance, safety, and civilized production. On-site management is the comprehensive management at the front line of production; it is an important aspect of production management, as well as a complement and further development of the rational layout of production systems. The so-called site refers to the place where a company designs, produces, and sells products and services for customers, as well as where it interacts with them. It is at this site that added value is created, and it is the most active area in a company’s operations. For example, in the manufacturing industry, the development department designs products, the production department manufactures them, and the sales department sells them to customers. Every department in a company is closely linked to customer needs. The entire process, from product design to production and sales, takes place on-site; therefore, site management is required at every stage. Here, we focus on the core aspect of site management—the manufacturing site within the production department. However, the principles of site management also apply to site management in other departments. We have taken the course “Principles of Management,” and we all know that there are many different definitions of management. From the perspective of books on on-site management, management refers to the measures taken by an organization to achieve its business objectives by making effective use of its available resources in a planned and efficient manner. It regulates various aspects such as the scope, timing, and progress of production; sets goals; monitors the timeline of progress; and involves taking actions aimed at finding the best ways to accomplish those goals. Therefore, on-site management involves setting goals and formulating implementation plans, making full use of human resources, materials, equipment, and other resources to achieve the established goals. As mentioned earlier, enterprises must promptly provide customers with high-quality products. Of course, good products and services should also be competitively priced to meet customers’ price expectations. This requires enterprises to continuously reduce their costs; moreover, cost reduction is closely related to on-site management. Back in the 1970s, Japan was already able to manufacture cameras that were **better than those made in Europe and the US**, at half the cost. Today, Japanese products remain a synonym for excellent quality, which is the result of Japanese companies’ \"methods for cost reduction, maintaining a good environment, eliminating defective products, and standardizing work processes\", as well as the outcome of on-site management. On-site management is an integral part of modern enterprise management. It is a dynamic process in which scientific management concepts and methods are applied to rationally allocate and optimally combine various elements at the production site. The management activities of a company are similar to human life activities; the resources invested can be regarded as a person’s bones, digestive system, brain, etc., with the outcome being outputs. Such as facial expressions, the motor skills of hands and feet, cognitive abilities, and personal charm, etc.; the ultimate outcome is the achievements that a person achieves. In our daily lives, to keep our bodies in good condition, we need to consume nutrients, get enough rest, engage in moderate exercise, and practice self-care, among other things. Only when all the various organs in the body are in good condition can a person’s physiological functions be maintained; if any one of these organs malfunctions, it can pose a threat to the entire body and even lead to death. Basic contents: 1. Implement “fixed-position management” on-site to ensure the smooth and orderly flow of people, materials, and information; maintain a clean on-site environment and promote civilized production ； 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. Importance: In corporate management activities, any problems related to funds, personnel, or equipment can cause difficulties in production. At first, this might not seem to be a serious issue; however, as production progresses, the problems become increasingly prominent. Eventually, production may even come to a halt, thereby paralyzing the entire enterprise’s operations. Therefore, to maintain the normal operation of a company, it is necessary to keep all resources in a good and balanced state, improve on-site management, and achieve the best economic results with limited resources. No matter which site of a company we visit, we can get a fairly clear idea of that company’s level of management and, thereby, understand its operational status. This is because the site represents a microcosm of the company’s management activities, as most of the company’s key operations take place there. The following aspects illustrate its importance: The site provides a large amount of information. As the saying goes, “Seeing is believing.” Indirect information isn’t necessarily reliable. To obtain accurate firsthand information, one must conduct thorough and detailed investigations on site. The site is where problems arise. The site is the frontline of business operations; any problems arise directly there. If no appropriate actions are taken when issues occur and they are allowed to develop unchecked, the chances of things improving are much lower than those of them worsening. The site best reflects the employees' mental state. Humans have emotions and thoughts; the work that a person does is not necessarily the most ideal or satisfying one for them. If they are dissatisfied, they may become upset and act impulsively. This, consciously or unconsciously, will be reflected in his work, affecting product quality and production efficiency directly or indirectly. In short, only by being on site can one truly understand the actual conditions there. The level of a company’s management can be assessed by whether its on-site management has set specific, well-defined goals in line with the overall economic objectives, and whether it is able to guide employees to carry out their work in an organized and planned manner, thereby achieving those goals in a cost-effective way. The workplace is the starting point and ending point of a company’s operations; companies that do not pay attention to workplace management will ultimately decline. Measures to strengthen on-site management 1. Strengthen the construction of grassroots leadership teams and advance the deepening of grassroots development. The ideological style, work style, and **style of the members of the grassroots leadership team play a decisive role in stabilizing public morale at the grassroots level, enhancing cohesion there, and improving the quality of the workforce; this is also the key to improving grassroots development. Based on this understanding, we must always give top priority to the development of grassroots leadership teams, and pursue this effort with persistence and unremitting commitment. Focus on building a strong workforce, with an emphasis on quality development. With the implementation of the company’s structural adjustment projects, it is imperative to improve the quality of employees. To this end, we must treat employee training as a long-term and important task, enhance the effectiveness and relevance of such training, and improve employees’ ability to solve practical problems as well as their responsiveness in dealing with emergencies. Grassroots units should actively organize \"on-the-job training\" activities, and integrate such activities with employee training, performance evaluation, as well as employee rewards and punishments. In terms of specific approaches, one can adopt a system of practicing once a week, having one lesson per month, conducting one exam per quarter, and carrying out an evaluation once a year. Tests can be conducted using online methods, and qualified professionals can be hired to deliver the lessons. This not only facilitates the development of professionals’ practical skills but also enables them to progress from theory to practice, and then from practice back to theory. It is also possible to make use of the highly skilled technicians available through existing technologies, leveraging their intelligence and expertise to organize \"mentorship\" programs. Contracts can be established to define the rights and responsibilities of both parties, as well as the objectives, measures, and timeline for the mentorship process, along with the standards for evaluation and rewards. 2. Strengthen on-site management, refine professional management, and establish a solid production foundation. Strengthen on-site management and implement various on-site management systems. The company emphasizes that grassroots units must strictly implement on-site management systems, as well as systems for routine inspections and shift handovers. It is required to arrive at the post ahead of schedule for shift handover, to check and assess the operating conditions of safety systems, processes, equipment, etc. Collective or individual handovers should be carried out, and thorough inspections should be conducted within minutes of taking up the post. A 24/7, comprehensive, and end-to-end inspection network should be established, with professionals and operators working together on-site to ensure effective monitoring. The frequency of inspections at the production site should be increased in order to promptly detect any minor changes in safety, process, or equipment performance. Real-time analysis and adjustments based on data changes should be implemented, and a comprehensive maintenance system for equipment should be developed. Detailed guidelines for the special care of key machinery should be continuously improved, and thorough inspections as well as specialized maintenance of important machinery and critical equipment should be carried out to keep the equipment in optimal condition, thereby providing a reliable foundation for production operations. Management practices must be fully implemented, safety awareness must be enhanced, safety responsibility systems must be enforced, potential accident risks must be eliminated promptly, and it is essential to ensure a safe working environment free from accidents. Refine professional management and strengthen production operations. It is necessary to effectively strengthen the management of process technology and equipment infrastructure, ensure the accuracy of process technology documents and standardize the quality requirements for raw materials and auxiliary materials, and enhance the scientific management of chemical reagents. It is necessary to strictly follow the process technical specifications, operational procedures, and requirements for the professional management of equipment, continuously improve operational skills and the quality of equipment maintenance, enhance working conditions, and extend the operational life of the equipment. At the same time, it is necessary to further strengthen the implementation of the \"Company’s Reporting System for Major Issues in the Production System,\" refine on-site production management, and implement strict assessment systems in order to further establish the authority of overall coordination within the company’s production management system. 3. Continue to improve “special inspections” and enhance their effectiveness. To reflect the true state of on-site management, the \"special inspections\" should focus on regular inspections, carrying out one inspection of each unit per month. The emphasis of these special inspections should be placed on production-related management, with an emphasis on on-site inspections. In addition, tests related to job responsibilities and on-site management systems should be conducted in line with key tasks at various stages, as well as tests for analyzing the causes of unplanned shutdowns and safety accidents, and tests for the proper use of on-site safety and fire-fighting equipment, all in order to improve practical operational skills. In line with the goals of making special inspection plans more scientific, ensuring that inspectors are experts in their field, and standardizing inspection criteria, the company should establish and strengthen a system of supervisors for special inspections, while also focusing on improving the qualifications of these supervisors. Continue to provide professional training on the technical knowledge required for supervisors carrying out “special inspections,” in order to enhance the consistency in the application of inspection standards, the uniformity of inspection methods, and the systematic nature of the evaluation systems. Supervisors should also be managed more strictly through regular assessments, so as to strengthen their sense of responsibility and improve the relevance, effectiveness, and sustainability of the “special inspections related to production management.” Implement a standardized classification assessment procedure for “special inspections”. The assessment criteria for “special inspections” are divided into two main categories: the general assessment category and the specialized assessment category. The content of the public assessment section consists of work standards and requirements that are common to all areas, while the content of the professional assessment section includes standards and requirements that are specific to certain professions and industries. Appropriate assessment contents and scoring criteria are adopted for specimens of different types, categorized inspections are carried out, scores are calculated uniformly, and comprehensive reviews are provided. 4. Focus on carrying out distinctive management work to boost the level of on-site management and basic operations. Set examples and promote best practices. The company should seize the opportunity of “advanced equipment” and “excellent work teams” to vigorously promote typical experiences. It is necessary to organize special symposiums for unit directors to learn from the experiences and practices of advanced models. Additionally, visits should be arranged to observe exemplary units or work teams on-site, so as to promote the continuous growth and development of advanced units throughout the company. Cultivate with care and advance management. It is necessary to continue to strengthen efforts to foster distinctive management, summarize and improve the experience gained from research on such management, and carry out special applications for establishing distinctive management practices. The company should organize professionals to regularly visit the facilities and work teams to provide comprehensive guidance and supervision throughout the process of implementing characteristic management initiatives. It is also necessary to promptly summarize and disseminate exemplary practices, thereby comprehensively promoting the further development of the company’s efforts in “creating characteristic management”. Rigorous assessment to drive upgrades. During the acceptance process for the standardization and upgrading of “Excellent Work Teams”, a combination of daily assessments and comprehensive evaluations is consistently implemented. Daily assessments are the main component; they account for a certain proportion of the total assessment score, while comprehensive assessments also make up another portion of the total score. Each unit submits candidates for the “Outstanding Team” award, and the company conducts preliminary evaluations based on these submissions. Regular monthly “special inspections” are carried out to carry out thorough checks, with a final comprehensive evaluation being done at the end of the year when formal applications are submitted. To reflect advancement and ensure credibility, it is necessary to impose a total quantity control. All units must conduct self-inspections and submissions strictly in accordance with the quotas allocated by the company. “The evaluation of “Excellent Work Teams” is conducted by the Company’s Production Department in collaboration with relevant specialized departments such as the Labor Union. Teams that fail to meet the standards will have their status revoked without any opportunity for rectification, ensuring that only truly qualified teams are recognized. 5. Strengthen system construction and improve the standards for on-site management and basic work. Systems are the guidelines that regulate our work. To strengthen on-site management and basic work, the key is to improve various rules and regulations, management methods, work procedures, etc. To further standardize on-site management and basic work procedures and improve work quality, the company will uniformly formulate key documents such as the inspection tour management system, shift handover management system, and regulations on on-site management and basic work. Additionally, it will revise the management measures and assessment criteria for “special inspections” in production management, on-site management systems, and regulations governing equipment and work teams. By establishing rules and regulations, we can have guidelines to follow. At the same time, efforts in publicity and education should be intensified so that every employee becomes familiar with, understands, and comprehends these rules. This will encourage employees to act in accordance with the regulations and operate in compliance with standards, thereby eliminating habitual violations of rules and further reducing the occurrence of unplanned shutdowns. The company must make great efforts to strengthen on-site management and foundational work. It should continue to consolidate and build upon the achievements already made, ensuring that on-site management and foundational work are carried out thoroughly, meticulously, and effectively, thereby providing a solid guarantee for the safe and stable operation of the company. One of the three main tools for on-site management: Standardization. Standardization refers to the process of putting various regulations within a company—such as procedures, rules, standards, guidelines, etc.—into written form; these written documents are collectively referred to as standards (or standard manuals). Establishing standards and then taking actions in accordance with them is known as standardization. The notion that standardization is complete once standards have been formulated or revised is incorrect; only through guidance and training can standardization be considered implemented. Innovation, improvement, and standardization are the two key drivers 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 relatively high level of management. The second of the three main tools for on-site management: Visual management. Visual management is a management technique that utilizes various visually intuitive and appropriately colored perceptual cues to organize production activities on-site, thereby enhancing labor productivity. It is also a scientific method of management that relies on visual means. Therefore, visual management is a management approach characterized by openness and visual representation. Comprehensively apply the research findings from multiple disciplines such as management, physiology, psychology, and sociology. The third of the three major tools for on-site management: Kanban management. Management kanbans are a highly effective and intuitive means of identifying and resolving problems; they are one of the indispensable tools for effective on-site management. Management kanbans represent a form of visual management, clearly displaying the status of data and information. They serve primarily to ensure transparent management of management items, especially information. It reveals hidden information from documents, minds, or the field through various forms such as slogans/status boards/charts/electronic screens, so that anyone can promptly grasp the current management situation and necessary information, thereby enabling rapid formulation and implementation of countermeasures. Therefore, management boards are a very effective and intuitive means of identifying and solving problems; they are one of the indispensable tools for effective on-site management. Appendix: Exception Management Dashboard for Kanban Management. The exception management dashboard includes backend data analysis reports that show the time when the exception occurred, the time when processing of the exception started, and the time when processing was completed. Statistics on exception handling time, exception occurrence rate, and trend chart of the exception occurrence rate. Data supports whether on-site management is effective. On-site management includes aspects such as on-site safety management, material management, planning management, equipment management, tool management, personnel management, production scheduling management, 5S management, and so on. Knowledge Q&A
Q: What is the “three immediacies and three realities” method in on-site management?
When any problems are detected during on-site operations, one must “immediately” go to the “site”, “on the spot” observe the “reality” of the situation, and “immediately” address the issues at hand. This helps pinpoint the core of the problem and facilitates decision-making for its resolution.
Q: What contents should be clearly specified in on-site management instructions? (The 5W2H method, also known as the seven-element analysis method)
· Who (WHO) · When (WHEN) · What (WHAT)
· Where (WHERE) · Why (WHY) · How (HOW) · How much (HOW MUCH)
Q: What is visual management at the workplace?
It refers to using visual tools to carry out preventive management regarding various aspects at the workplace, such as progress status, inventory levels of materials or semi-finished products, quality defects, equipment malfunctions, and reasons for downtime. It enables anyone to understand what constitutes good and bad conditions; even newcomers can quickly minimize quality differences in their work. Q: The “A, B, C” method for on-site management? ·Write down what you see or think at the scene in a notebook. ·Categorize the parts that do not match 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. Q: NODEEM on-site management cycle? ·Neatness – tidiness; Order – organization. · Decoration – aesthetics; Efficiency – effectiveness. · Expenses – costs; Morale – spirit. Question: What is the 7P cycle for improving on-site management? The 7P task improvement cycle is a comprehensive set of methods for identifying and addressing gaps in on-site management as well as management voids, by examining the deviations of task standards from the intended task objectives. Question: What is the minefield control method in on-site management? The minefield control method refers to the areas that on-site managers must fully recognize as being beyond the limits of the management concepts and working methods applied in managing the site ； A working method for making reasonable avoidance or exclusion. Question: Has your on-site management implemented TPM, Total Productive Maintenance? ·The goal is to pursue the limits of efficiency in production systems (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. Question: The One-Best movement in on-site management? ·Stored in one place. ·Handle things on the same day (finish what needs to be done today). ·A folder (folder consolidation). ·One-hour meeting. ·One sheet of paper (one report 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 tool). Question: What is a “key message” 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. Question: What is tracking management in on-site consultation? Tracking management in on-site consultation primarily refers to the sharing of information, as well as the standardization and simplification of processes, thereby providing quick and accurate information to the production site and enabling effective problem resolution. Question: When should a “red card” be used in on-site management? · Sort out those that are unqualified ； ·Items 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 problems. Q. Prediction and identification of micro-defects in on-site production management? · Visual inspection: Is there 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. Q. 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’ll see wires taped to the ceiling! ·Downward inspection method: There may be rags lying unused on the equipment and pipes. ·Methods for finding items one is reluctant to discard. ·Post-work inspection method. Q. 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. For the color of work cards, job titles and qualifications should be indicated after the personnel number and name. ·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. Q. What is on-site control point management? In production, there are certain tasks that can enhance or hinder the efficiency or quality of the entire workflow; these are the critical tasks. Control it, and you can control the entire line. There are also such key points in management behavior; by identifying them and exercising comprehensive and effective control over them, the method of on-site management focused on these control points is employed. Q. On-site safety management? On-site safety management primarily utilizes colors to stimulate human vision, thereby serving as a warning and a standard for judging behavior, with the aim of anticipating dangers. Q. When is it necessary to improve the layout?
· The layout needs to be improved when the current layout hinders any further improvement in production efficiency. ·When production technology changes, corresponding layout adjustments are also necessary to achieve greater efficiency, and the layout needs to be improved. ·When making design (process) changes, the layout needs to be improved accordingly to achieve benefits. ·The layout needs to be improved when production increases. ·When adding new models, the layout needs to be improved. ·The layout needs to be improved when the site is relocated. ·The layout needs to be improved when personnel safety is at risk. Q. How does on-site management deal with pollution and leaks? · Identify the sources of pollution ； ·Spring cleaning ； ·Investigate the sources of pollution ； ·Identify the key areas with the most severe pollution ； ·A thorough investigation into why there is pollution ； ·Review of countermeasure proposals ； ·Prepare an implementation plan and countermeasures ； ·Execute processing. Q: How to conduct on-site management of canteens and dormitories? ·Canteen staff must be properly dressed, wearing white uniforms, hygiene caps, and towels. ·The floor is clean, free of food residues, debris, or foreign objects; there are no unpleasant odors in the space. ·The cooking utensils are smooth and shiny, and the sinks, stoves, and food-serving counters are clean with no oil stains. ·There is no dirt, food residue, trash, insects, or flies in the dead corners. ·Cooking utensils and dishes should be neatly arranged; food should be covered. ·It is not allowed to place drinking utensils such as bowls and spoons 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 designated trash bins and these bins must not be overflowing. ·There is no dust or cobwebs on the dormitory walls and ceilings. ·There is no water accumulation in the dormitory corridors or stairwells. ·Pay attention to teamwork and corporate image; be polite and civilized. Q. On-site management of meeting rooms and meeting procedures? · 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 good working condition at all times ； ·There must be meeting minutes, and the meeting time is limited ； ·Review of the implementation of resolutions from the previous 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. Q. On-site management of libraries, reference rooms, and archives? · Are ventilation and lighting in compliance with regulations, and is the level of illumination sufficient? ； ·Are the storage racks arranged neatly? Is their height appropriate for easy access? 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. Q. 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? Q. On-site management of laboratories, testing rooms, and analysis labs? Are the facilities and measures in place to prevent dangerous incidents such as the release of flammable and explosive substances, chemical corrosives, and harmful gases? ； ·Whether the storage and handling of flammable, explosive, corrosive, highly toxic substances are carried out in a proper, reasonable, and correct manner; whether there are any potential hazards for accidents; and whether there are clear warning signs and appropriate isolation measures to indicate the hazards associated with these substances ； ·Are the regulations regarding the conditions for part-time staff to enter and exit clearly marked and strictly enforced? ； ·Is the indoor environment meeting the requirements for professional work, and are qualified personnel entering to carry out the work 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. Q. On-site management of handling methods? · Principle of mobility. That is, to remain in a state ready for immediate relocation. ·Automation principle. ·The principle of avoiding waiting and unnecessary movement. ·The principle of shortening travel distances. ·Safety principles. Determine the fixed handling personnel and frequency of handling. Q: 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 proper 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. Q: Management of material application? Classify materials for management. For example, separate the production of the main ingredients from that of the secondary ingredients. The main raw materials for production can be supplied according to the production plan. In emergency situations, use the \"Emergency Release Form\", and it can be retrieved after being approved by managers at the appropriate level. For supplementary 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 have a clear understanding. Q. How to manage the poor working environment caused by products on-site? · Select locations and plan and design factories in strict accordance with the specified 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 corresponding 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. Q. What are the core elements of the top 10 tools for on-site management? 1. Check the process flow – identify a reasonable process route.
2. Adjust the layout – determine the layout with the shortest routes.
3. Calculate on the production line – find the optimal balance rate.
4. Reduce unnecessary action elements – eliminate redundant actions.
5. Minimize handling time, distance, and space – reduce the time, distance, and space required for handling.
6. Improve the efficiency of human-machine collaboration – enhance the cooperation between people and machines.
7. Shorten the critical path – reduce the length of the critical path in a project.
8. Change the workplace environment – transform the working environment and site conditions.
9. Use visual management – make indicators, information, and problems visible.
10. Identify the root causes of problems – find the underlying causes of problems and address them.
Keys to success in on-site management:
1. Lean thinking
2. Teamwork
3. Supervision
Scope of supervision:
1) Materials: such as assets, tools, items, documents, etc.
2) Location: such as positions, traffic, places of origin, markets, etc.
3) Time: such as schedules, deadlines, trends, different months, peak and off-peak periods, etc.
4) Tasks: such as salary and incentive systems, performance evaluations, policy implementation, standard enforcement, etc.
5) People: such as morale, cohesion, efficiency, communication……
Q: What is the “three immediacies and three realities” method in on-site management?
When any problems are detected during on-site operations, one must “immediately” go to the “site”, “on the spot” observe the “reality” of the situation, and “immediately” address the issues at hand. This helps pinpoint the core of the problem and facilitates decision-making for its resolution.
Q: What contents should be clearly specified in on-site management instructions? (The 5W2H method, also known as the seven-element analysis method)
· Who (WHO) · When (WHEN) · What (WHAT)
· Where (WHERE) · Why (WHY) · How (HOW) · How much (HOW MUCH)
Q: What is visual management at the workplace?
It refers to using visual tools to carry out preventive management regarding various aspects at the workplace, such as progress status, inventory levels of materials or semi-finished products, quality defects, equipment malfunctions, and reasons for downtime. It enables anyone to understand what constitutes good and bad conditions; even newcomers can quickly minimize quality differences in their work. Q: The “A, B, C” method for on-site management? ·Write down what you see or think at the scene in a notebook. ·Categorize the parts that do not match 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. Q: NODEEM on-site management cycle? ·Neatness – tidiness; Order – organization. · Decoration – aesthetics; Efficiency – effectiveness. · Expenses – costs; Morale – spirit. Question: What is the 7P cycle for improving on-site management? The 7P task improvement cycle is a comprehensive set of methods for identifying and addressing gaps in on-site management as well as management voids, by examining the deviations of task standards from the intended task objectives. Question: What is the minefield control method in on-site management? The minefield control method refers to the areas that on-site managers must fully recognize as being beyond the limits of the management concepts and working methods applied in managing the site ； A working method for making reasonable avoidance or exclusion. Question: Has your on-site management implemented TPM, Total Productive Maintenance? ·The goal is to pursue the limits of efficiency in production systems (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. Question: The One-Best movement in on-site management? ·Stored in one place. ·Handle things on the same day (finish what needs to be done today). ·A folder (folder consolidation). ·One-hour meeting. ·One sheet of paper (one report 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 tool). Question: What is a “key message” 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. Question: What is tracking management in on-site consultation? Tracking management in on-site consultation primarily refers to the sharing of information, as well as the standardization and simplification of processes, thereby providing quick and accurate information to the production site and enabling effective problem resolution. Question: When should a “red card” be used in on-site management? · Sort out those that are unqualified ； ·Items 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 problems. Q. Prediction and identification of micro-defects in on-site production management? · Visual inspection: Is there 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. Q. 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’ll see wires taped to the ceiling! ·Downward inspection method: There may be rags lying unused on the equipment and pipes. ·Methods for finding items one is reluctant to discard. ·Post-work inspection method. Q. 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. For the color of work cards, job titles and qualifications should be indicated after the personnel number and name. ·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. Q. What is on-site control point management? In production, there are certain tasks that can enhance or hinder the efficiency or quality of the entire workflow; these are the critical tasks. Control it, and you can control the entire line. There are also such key points in management behavior; by identifying them and exercising comprehensive and effective control over them, the method of on-site management focused on these control points is employed. Q. On-site safety management? On-site safety management primarily utilizes colors to stimulate human vision, thereby serving as a warning and a standard for judging behavior, with the aim of anticipating dangers. Q. When is it necessary to improve the layout?
· The layout needs to be improved when the current layout hinders any further improvement in production efficiency. ·When production technology changes, corresponding layout adjustments are also necessary to achieve greater efficiency, and the layout needs to be improved. ·When making design (process) changes, the layout needs to be improved accordingly to achieve benefits. ·The layout needs to be improved when production increases. ·When adding new models, the layout needs to be improved. ·The layout needs to be improved when the site is relocated. ·The layout needs to be improved when personnel safety is at risk. Q. How does on-site management deal with pollution and leaks? · Identify the sources of pollution ； ·Spring cleaning ； ·Investigate the sources of pollution ； ·Identify the key areas with the most severe pollution ； ·A thorough investigation into why there is pollution ； ·Review of countermeasure proposals ； ·Prepare an implementation plan and countermeasures ； ·Execute processing. Q: How to conduct on-site management of canteens and dormitories? ·Canteen staff must be properly dressed, wearing white uniforms, hygiene caps, and towels. ·The floor is clean, free of food residues, debris, or foreign objects; there are no unpleasant odors in the space. ·The cooking utensils are smooth and shiny, and the sinks, stoves, and food-serving counters are clean with no oil stains. ·There is no dirt, food residue, trash, insects, or flies in the dead corners. ·Cooking utensils and dishes should be neatly arranged; food should be covered. ·It is not allowed to place drinking utensils such as bowls and spoons 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 designated trash bins and these bins must not be overflowing. ·There is no dust or cobwebs on the dormitory walls and ceilings. ·There is no water accumulation in the dormitory corridors or stairwells. ·Pay attention to teamwork and corporate image; be polite and civilized. Q. On-site management of meeting rooms and meeting procedures? · 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 good working condition at all times ； ·There must be meeting minutes, and the meeting time is limited ； ·Review of the implementation of resolutions from the previous 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. Q. On-site management of libraries, reference rooms, and archives? · Are ventilation and lighting in compliance with regulations, and is the level of illumination sufficient? ； ·Are the storage racks arranged neatly? Is their height appropriate for easy access? 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. Q. 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? Q. On-site management of laboratories, testing rooms, and analysis labs? Are the facilities and measures in place to prevent dangerous incidents such as the release of flammable and explosive substances, chemical corrosives, and harmful gases? ； ·Whether the storage and handling of flammable, explosive, corrosive, highly toxic substances are carried out in a proper, reasonable, and correct manner; whether there are any potential hazards for accidents; and whether there are clear warning signs and appropriate isolation measures to indicate the hazards associated with these substances ； ·Are the regulations regarding the conditions for part-time staff to enter and exit clearly marked and strictly enforced? ； ·Is the indoor environment meeting the requirements for professional work, and are qualified personnel entering to carry out the work 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. Q. On-site management of handling methods? · Principle of mobility. That is, to remain in a state ready for immediate relocation. ·Automation principle. ·The principle of avoiding waiting and unnecessary movement. ·The principle of shortening travel distances. ·Safety principles. Determine the fixed handling personnel and frequency of handling. Q: 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 proper 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. Q: Management of material application? Classify materials for management. For example, separate the production of the main ingredients from that of the secondary ingredients. The main raw materials for production can be supplied according to the production plan. In emergency situations, use the \"Emergency Release Form\", and it can be retrieved after being approved by managers at the appropriate level. For supplementary 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 have a clear understanding. Q. How to manage the poor working environment caused by products on-site? · Select locations and plan and design factories in strict accordance with the specified 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 corresponding 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. Q. What are the core elements of the top 10 tools for on-site management? 1. Check the process flow – identify a reasonable process route.
2. Adjust the layout – determine the layout with the shortest routes.
3. Calculate on the production line – find the optimal balance rate.
4. Reduce unnecessary action elements – eliminate redundant actions.
5. Minimize handling time, distance, and space – reduce the time, distance, and space required for handling.
6. Improve the efficiency of human-machine collaboration – enhance the cooperation between people and machines.
7. Shorten the critical path – reduce the length of the critical path in a project.
8. Change the workplace environment – transform the working environment and site conditions.
9. Use visual management – make indicators, information, and problems visible.
10. Identify the root causes of problems – find the underlying causes of problems and address them.
Keys to success in on-site management:
1. Lean thinking
2. Teamwork
3. Supervision
Scope of supervision:
1) Materials: such as assets, tools, items, documents, etc.
2) Location: such as positions, traffic, places of origin, markets, etc.
3) Time: such as schedules, deadlines, trends, different months, peak and off-peak periods, etc.
4) Tasks: such as salary and incentive systems, performance evaluations, policy implementation, standard enforcement, etc.
5) People: such as morale, cohesion, efficiency, communication……
There are many such systems: hazard inspection systems, maintenance management systems, systems for work involving excavation, systems for work involving hot work, systems for work at heights, systems for work in confined spaces, systems for installing and removing blind flanges, systems for temporary electricity use, contractor management systems, fire safety regulations, and so on. In fact, the choice of these systems depends on the specific circumstances of each enterprise; if an enterprise is large, it can refer to standardized guidelines, which provide more comprehensive requirements
The conditions at the production site vary, and so do the standards. I would like to highly recommend a book with a title that’s quite long. . . . It’s a bit messy, but it’s quite comprehensive; just the table of contents is already extremely long. . . The price is also high; it seems to contain many guidelines for on-site operations and standards for project acceptance. I haven’t been able to find an electronic version of it online yet. I guess scanning the whole book would break the scanner and cripple my hand as well. Just paste the table of contents for the next chapter and everyone will understand: Chapter Thirteen: Regulations and Policies on Quality Management in Petroleum and Chemical Engineering Construction 1. Work Safety Responsibility System 2. Safety Inspection Provisions 3. Safety Management Provisions for Construction Operations 4. Safety Management Provisions for Work at Heights 5. Safety Management Provisions for Lifting Operations 6. Safety Management Provisions for Earthbreaking Operations 7. Safety Management Provisions for Work in High Temperatures 8. Safety Management Provisions for Construction Projects 9. Safety Management Provisions for Welding Operations 10. Safety Management Provisions for Working in Confined Spaces 11. Safety Management Provisions for Temporary Electricity Use. As can be seen from the table of contents, it covers a wide range of topics. There is also the “HSE Management System,” which seems to be used by Sinopec (I might not be aware of this well since I’m not an employee); this one apparently also has specific management procedures. It can be used as a reference. Again, the situations at each site are different. However, the purpose of all on-site regulations is-----safety. I’d also like to share an article I particularly like: Common Defects in Chemical Plant Production Sites and Their Solutions. On-site management is an integral part of the management system in modern enterprises. This article lists common defects in production sites and outlines strategies for chemical companies to improve on-site management for reference. Chemical manufacturing enterprises are processing service companies that provide support for the products of other businesses; each order must go through the stages of design, prototyping, and customer approval before a contract can be signed for mass production. The implementation of this process requires a series of procedures, such as customer on-site inspections and supplier qualification assessments. If it is not possible to create a positive impression and trust in the company among customers, and if the production site is messy, disorganized, and of poor quality, without a decent corporate image, customers will not be confident enough to place orders. How can chemical companies \"create an impression of themselves in the minds of customers and build a good image for their own company\"? This requires such companies to raise awareness among all employees regarding the importance and necessity of managing the production site, and to strengthen production site management. Production site management in chemical enterprises is a concept of dynamic management; it may seem simple at first glance, but actually managing a production site well is by no means an easy task. It involves the thorough implementation of corporate quality objectives, standardized operations in the production process, and the maintenance of operating equipment, ensuring that the products manufactured meet **quality standards**. At the same time, it is necessary to create a civilized, clean, and pollution-free production environment. Managers must not only possess knowledge of on-site management but also have certain specialized skills in food production, in order to ensure the scientific accuracy throughout the entire process of chemical product manufacturing. This helps to provide a solid technical foundation and support for the quality of the products produced by the enterprise. I. The Importance of On-site Management in Chemical Enterprises On-site management involves planning and controlling the activities that take place at a chemical enterprise’s site, organizing and leading the staff there, and making full use of resources such as personnel, materials, and equipment. It ensures a clean environment, well-maintained equipment, timely production, orderly logistics, cost efficiency, and high-quality products. It constitutes the fundamental form of management within an enterprise and serves as the basis for all business activities; ultimately, the enterprise’s objectives and strategies are realized and manifested through on-site management. As a window through which packaging and chemical enterprises can showcase their corporate image, technical capabilities, and increase their popularity, on-site management allows customers to see the quality of the company’s products, the standard of service provided, labor productivity, safety in production, economic performance, as well as the morale and image of the employees. It directly or indirectly reflects the intrinsic competitiveness of the products manufactured by the company in the market, and it also helps to assess the quality of the company’s management. The production site represents the fundamental level of the organizational structure in packaging and chemical enterprises. The level of management at this site has a direct impact on the product quality, costs, and efficiency of such enterprises; it also determines the quality of these enterprises and their ability to compete in the market. After World War II, one very important reason for the rapid development of Japan’s economy was that Japanese businesses placed great emphasis on on-site management, adhering to cost-effective improvement methods, maintaining a good working environment, eliminating defective products, and standardizing work processes. As competition in the domestic chemical industry becomes increasingly fierce, chemical companies need to implement scientific management practices on site in order to ensure sustainable development from aspects such as quality and cost. However, in recent years, as competition in China’s packaging and chemical industry has intensified, some chemical companies have struggled to address issues related to the market, funding, materials, and energy. As a result, the overall level of corporate management remains low, and there is some neglect in on-site management. This has led to various problems in the on-site management of these companies, such as messy production areas with items scattered everywhere; customers who visit the factory to place orders leave right away after taking a quick look ； Failure to adhere to procedural standards and improper operation lead to frequent equipment failures and shutdowns, disrupting the safe and normal operation of production; accidents occur from time to time ； Poor process control and inadequate on-site quality control have resulted in low-quality chemical products; defective goods have caused significant economic losses to the company ； Lack of proper management, significant energy waste, and high product costs – all these issues affect the normal production and economic efficiency of chemical enterprises to varying degrees; they even impact the companies’ external image and reputation. For this reason, on-site management is a very important form of comprehensive management; it serves as the foundation for all types of management within a company. Optimizing on-site management is an essential part of the overall optimization of a company. For chemical companies, the production site, products, and market are closely linked; if the production site is not managed properly, the corresponding market will inevitably be lost. As an effective means of improving the overall quality of chemical enterprises, enhancing product quality, and optimizing various elements on-site, on-site management plays a very important role and holds a crucial position in enabling chemical enterprises to effectively compete in domestic and international packaging chemicals markets and strengthen their core competitiveness. To maintain the normal operation of a business, it is necessary to keep the resources used in good and balanced condition, and to strengthen on-site management in order to achieve the best economic results with limited resources. No matter which site of a company we visit, we can get a fairly clear idea of that company’s level of management, and thus understand its operational conditions. This is because the site represents a microcosm of the company’s management activities, as most of the company’s operations take place there. The following aspects illustrate its importance: 1. The site can directly generate benefits. The production site is where products are developed and manufactured. To reduce production costs, deliver products to customers on schedule, and ensure that the product quality meets customer expectations, all of these must be achieved at the production site. It is from this site that companies obtain the added value of their products, which enables them to survive and thrive in society. 2. The site can provide a large amount of information. As the saying goes, seeing is believing; indirect information is not necessarily accurate. To obtain reliable first-hand information, one must go to the scene and conduct thorough investigations. 3. The site is where problems originate. The site is the frontline of business operations; any problems arise directly there. If no appropriate actions are taken when issues occur and they are allowed to develop unchecked, the chances of things improving are much lower than those of things worsening. 4. The workplace best reflects employees’ mental states. Humans have emotions and thoughts; the work that a person does is not necessarily the one they consider to be the most ideal or satisfying. If they are dissatisfied, they may feel upset and act impulsively. This, consciously or unconsciously, will be reflected in his work, affecting product quality and production efficiency directly or indirectly. In short, only by being on site can one truly understand the actual conditions there. The level of a company’s management can be determined by whether its on-site management has set specific, phased goals in line with the overall economic objectives, and whether it is able to guide employees to carry out their work in an organized and planned manner, thereby achieving those goals in a cost-effective way. The workplace is the starting point and ending point of all corporate activities; companies that do not pay attention to workplace management will ultimately decline. But what is the current situation of workplace management in Chinese companies? II. Common defects in the production site Common defects observed in the production site include: 1. Staff not wearing appropriate attire. If male employees have messy hair, long hair, or their clothes are unbuttoned ； Female employee’s headscarf fell off ； Shoes dragging, clothes being dirty, etc. Its negative effects include: (1) it is unsightly and affects the atmosphere in the workplace ； (2) It gives off a lazy and casual impression, affecting work morale ； (3) The loading is uneven and inconsistent, which hinders visual management due to difficulty in identification ； (4) In certain situations, such as in manufacturing workshops, wearing inappropriate clothing can pose a risk. 2. The machinery and equipment are not properly placed. If the equipment on the production line hinders the operator’s movements. Or individual parts of the equipment extend out into the walkway, hindering passage ； The vehicle is parked outside the regional route, etc. Its negative effects include: (1) Improper placement of equipment on the production line can disrupt the workflow and reduce operational efficiency ； (2) Improper placement of the machine may increase the distance for transporting the products ； (3) Placing equipment in the passageways hinders the transportation of materials or finished products, and also increases the risk of accidents. 3. Improper maintenance of machinery and equipment. If rotating equipment such as motors is not lubricated on a regular basis ； The air filter of the air conditioner was not cleaned in a timely manner ； Worn-out parts on the machine were not replaced in a timely manner, and so on. Its negative effects include: (1) The machine becomes untidy, which makes the users uncomfortable and affects their work morale ； (2) Poor maintenance of machinery and equipment affects its service life ； (3) Improper maintenance of machinery and equipment leads to unstable performance, which directly affects the quality of products ； (4) Poor maintenance of machinery and equipment leads to frequent failures, affecting production efficiency. 4. Items are placed randomly. Such as when raw materials are placed in unlimited quantities or mixed together ； The semi-finished products are placed haphazardly on the conveyor belt ； Defective items are cluttered in the repair area, and so on. Its negative effects include: (1) Random placement of raw materials can lead to mixing, resulting in quality issues ； (2) Items are scattered around, making it difficult to find those needed, which affects work efficiency ； (3) When items are in disarray, it is difficult to determine their quantity, which affects management ； (4) It easily leads to the accumulation of items, wasting space and funds. 5. Tools are placed haphazardly. For example, tools of different specifications are placed in a toolbox without any distinction, or tools are mixed together with equipment parts ； Failing to return tools to their original place after use, and so on. Its negative effects include: (1) When the tools are not returned to their proper place after use, they are prone to damage or loss, which increases production costs ； (2) Tools are placed haphazardly, making it difficult to find them and affecting work efficiency; at the same time, it leads to unnecessary movement of people, resulting in chaos in the workplace ； 6. The walkway is not unobstructed. If too many materials are placed there, they will occupy the passageway ； The finished products are placed on the walkway ； Pallets are placed in the corridors, and so on. Its negative effects include: (1) it hinders the transportation of materials or other items, reducing work efficiency ； (2) The workplace is disorganized and unappealing to the eye ； (3) It is prone to danger. 7. The staff’s seating position or posture is incorrect. If the work chair is too high or too low ； Crossing legs while working, and so on. Its negative effects include: (1) it easily causes fatigue, reduces production efficiency, and increases the likelihood of quality variations ； (2) It is unsightly and affects morale at the work site. All the aforementioned negative phenomena will inevitably lead to one or more forms of waste. Generally, there are: 1. Wastage caused by worthless tasks, such as unnecessary meetings and idle talk during them ； 2. Waste resulting from incorrect information, such as errors in the source of information, can cause immeasurable losses ； 3. Waste due to waiting, such as downtime waiting for materials ； 4. Waste caused by equipment malfunction due to improper operation. 5. Waste caused by accidents: at minimum, property damage; at worst, loss of life, resulting in irreparable losses ； 6. Waste caused by overproduction or underproduction; excessive inventory or insufficient supply both lead to adverse consequences ； 7. Waste occurs when the inventory of raw materials is either too high or too low; too much inventory leads to increased costs, while too little results in production halts due to a lack of materials, affecting delivery times ； 8. The waste associated with product inspection and rework: Companies should adopt modern quality control methods to reduce the rate of defective products and increase the percentage of products that are Qualified from the first attempt at processing. Relying solely on inspection processes and carrying out rework does not improve product quality; instead, it increases costs ； 9. Wastage resulting from chaotic item stacking and label management; improper stacking of items during handling or storage, which prevents the use of the first-in-first-out principle. This leads to items remaining stacked for too long, becoming rusty or deteriorating, thus reducing their quality or even rendering them unsuitable for use. Additionally, chaotic labeling makes it impossible within the company to identify the causes and responsible parties for defective products, and when such products leave the factory, it causes irreparable damage to the company’s reputation ； 10. Waste resulting from a lack of documents and poor record management – the problems that arise from insufficient documents and chaotic management – must be monitored and addressed, as this inevitably has a negative impact on a company’s development. The losses caused by poor management go beyond what has been mentioned above; we should use the “5S” methodology to improve on-site management and eliminate such waste, thereby achieving real benefits through effective management. III. Countermeasures for chemical enterprises to strengthen on-site production management
1. Operators
The first element in on-site management is “people”, namely the operators. It is generally believed that people are the most important yet the hardest to manage; a scientific approach is necessary – management should not be too strict, nor too lenient, as blindly accommodating them amounts to giving up on management. Personnel management involves various issues, such as employees’ psychological state, mental resilience, educational level, professional competence, physical condition, and health status. Family circumstances and such require managers to understand and pay attention to them. For each individual, it is necessary to adapt approaches to the specific circumstances, apply the right solutions, and fully leverage their intelligence and initiative to help them reach their best working condition. First, the daily production tasks must be clear. A brief meeting is held before production each day to clarify with the staff on duty the types and quantities of products to be processed, the required precision (grade) and other specifications, as well as the division of tasks among the operators – who will handle which process and how to carry it out. In this way, operators will know what their work objectives are, ensuring that no mistakes occur during the process and enabling them to successfully complete their duties. Second, new employees need to be trained promptly. For newly recruited employees or those who have not yet mastered the skills required for their new positions, pre-job training should be provided promptly, so that they can basically understand technical documents such as work instructions and operating procedures, learn to operate production equipment correctly, and grasp the key points of operation. Those who complete the training are issued a work permit to ensure they work with a valid permit. Third, there must be a plan to cultivate all-round workers. Most chemical enterprises are relatively small in scale; their production processes are continuous, making it impossible to have a very detailed division of labor and staffing. Operators who are quick-witted, have a strong capacity to learn, and are eager to improve should be selected. They should be trained systematically in various production processes so that they can understand the tasks involved and become proficient in carrying them out. In the event that a position in a certain process is vacant for special reasons or if equipment fails, these operators can step in to fill the gap and maintain the equipment, ensuring that production continues smoothly. Their treatment should be higher than that of ordinary operators, in order to motivate and leverage their skills as all-round workers. Fourth, it is necessary to improve the quality assessment system. A scientific management system is the key to motivating employees. Once their motivation is ignited, even the most difficult problems can be **solved**. The quality assessment system should have clear rewards and penalties; rewarding those who perform well in quality assessments is intended to motivate others to be more diligent in their work, while addressing those who fail to meet the quality standards is meant to ensure that everyone’s actions comply with the minimum required quality standards. Fifth, it is necessary to establish a harmonious superior-subordinate relationship. Managers must take the initiative to get close to their subordinates; only by earning their trust and respect can they guide them successfully. To foster a harmonious superior-subordinate relationship, managers should avoid getting angry, being demanding, or showing favoritism when dealing with their subordinates, and should take an proactive approach. Additionally, it’s worth noting that when praising someone, it should be done in front of others; when criticizing someone, it should be done one-on-one. In particular, never scold someone by naming them outright. 2. Production equipment
The second aspect of on-site management is “machines”, namely production equipment. They are an important part of production resources. Whether the performance and precision of the production equipment in chemical enterprises meet the required standards, whether it is in good condition, and whether it can ensure safe production, all of these factors have a direct impact on the quality of the final products. First is to strengthen the management of equipment maintenance. Regarding equipment failures, prevention should take precedence over corrective actions; one must not keep pushing something even when it isn’t falling over. No one can accurately predict when a device will fail. However, through proper daily maintenance, it is possible to **reduce the incidence of equipment failures and ensure smooth production. Next is to strengthen the management of inspecting and calibrating equipment performance and accuracy. To produce qualified products while improving production efficiency and reducing costs, it is necessary to regularly check the performance of the equipment and adjust its accuracy. Third is to strengthen the management of regular removal of accumulated debris. A management system for the regular removal of residues from mechanical equipment and facilities should be established; cleaning refers to the removal of residues from both the exterior and interior of such equipment and facilities. It specifies who is responsible for cleaning the residues on the exterior of which equipment, to what extent the cleaning should be carried out, which equipment requires regular cleaning of its internal residues, who is responsible for carrying out this regular cleaning, what the frequency of such cleaning is, and the specific requirements for cleaning these residues. This system is implemented by the operators after production is completed, and records are kept after each implementation so that managers can verify and conduct supervision. 3. Raw materials For the raw materials intended for storage, it is necessary to arrange suitable warehouses and storage areas in advance in accordance with the requirements of the procurement plan, trying to avoid storing them outdoors. The environment inside the warehouse should be kept clean and hygienic, with good ventilation, and measures should be in place to prevent moisture, water damage, rodents, and birds. For the raw materials that have been stored, in accordance with the requirements of the procurement management system, a designated person should be assigned to conduct quality checks on each batch. It is necessary to verify whether the quantity of raw materials is accurate and to check whether their quality meets the provisions specified in the procurement contract. Based on the results of these quality checks, decisions should be made: approve acceptance for those that meet the standards, grant conditional acceptance for those that are generally not up to standard, and reject those that are severely defective. Written records must be kept for raw materials entering and leaving the facility, and these records have to be complete. Maintain good traceability and proactively accept supervision and inspections by relevant higher-level authorities. 4. Operating procedures The fourth aspect of on-site management is the \"methods\", that is, the operating procedures (or operational guidelines). It is primarily used to guide operators in performing their tasks properly; it serves as the basis for determining whether their work is correct, and it is also one of the key measures for companies to establish a quality management system. Only by carefully following the requirements of the operating procedures to properly operate the production equipment can operators produce products of qualified quality. First, the general procedure operation methods should be easy to understand. Practical operating procedures must be developed based on the specific characteristics and process requirements of each production device; these procedures include steps for starting up and shutting down the device, methods for adjustment, areas that need to be inspected, and precautions to follow. The instructions should be concise, clear, and practical, easy to understand, and serve as the guidelines that operators must follow in production. Second, quality control points should be established for key processes. All production and processing steps affect product quality, but the degree of impact of each step varies. Some processes have a minor impact on product quality, while others have clear requirements, are easy to operate, and straightforward to control. There are also processes that are crucial for determining the product’s quality characteristics, or those that are difficult to control and prone to causing quality issues; these are the processes that require our special attention and strict oversight. Third, operation instructions should be developed for key quality control points. Work instruction sheets represent special operating methods; they are effective means of effectively controlling key quality control points to ensure the quality of the processing. To achieve effective control, enterprises need to take into account the actual conditions of their production processes and equipment, incorporate specific quality control requirements and methods into the operating procedures for those processes, and develop work instructions for the key quality control points. It should be hung in a prominent position in the production workshop, where operators can see it at a glance to guide their work. 5. Environment The fifth element of on-site management is the “environment”, that is, the surrounding conditions. The environment is very important for chemical manufacturing enterprises; only with a good production environment is it possible to produce products that meet quality standards. First, it is necessary to manage the environment within the enterprise’s premises. The roads within the enterprise’s premises should be paved with hard materials such as cement and asphalt; the ground area should be properly landscaped, and there must be an adequate drainage system in place. The drainage ditches should be sealed, and the area should be clean and tidy ； Waste should be stored in sealed containers, away from the production area, and not located upwind of the production workshops. Second, it is necessary to manage the environment surrounding the enterprise’s premises. There shall be no harmful gases, dust, particulates, radioactive materials, or sources of diffusible pollution around the factory premises. Third, it is necessary to manage the environment of the production workshops or areas within the enterprise’s premises. The production workshop or area should be clean and well-lit. The floor should be covered with non-toxic, non-slip, hard materials that are free of cracks and easy to clean. Generally, measures should also be in place to prevent dust, flies, and rats. Walls should generally be coated with light-colored, non-toxic materials, and the roofs should be free of dust. Changing rooms, dressing mirrors, and handwashing facilities should be provided in appropriate locations at the entrance to the production area or workshop. Operators must thoroughly clean the production area at the end of each day’s production, while managers conduct daily inspections; if the cleanliness standards are not met, the area must be cleaned again.
1. Operators
The first element in on-site management is “people”, namely the operators. It is generally believed that people are the most important yet the hardest to manage; a scientific approach is necessary – management should not be too strict, nor too lenient, as blindly accommodating them amounts to giving up on management. Personnel management involves various issues, such as employees’ psychological state, mental resilience, educational level, professional competence, physical condition, and health status. Family circumstances and such require managers to understand and pay attention to them. For each individual, it is necessary to adapt approaches to the specific circumstances, apply the right solutions, and fully leverage their intelligence and initiative to help them reach their best working condition. First, the daily production tasks must be clear. A brief meeting is held before production each day to clarify with the staff on duty the types and quantities of products to be processed, the required precision (grade) and other specifications, as well as the division of tasks among the operators – who will handle which process and how to carry it out. In this way, operators will know what their work objectives are, ensuring that no mistakes occur during the process and enabling them to successfully complete their duties. Second, new employees need to be trained promptly. For newly recruited employees or those who have not yet mastered the skills required for their new positions, pre-job training should be provided promptly, so that they can basically understand technical documents such as work instructions and operating procedures, learn to operate production equipment correctly, and grasp the key points of operation. Those who complete the training are issued a work permit to ensure they work with a valid permit. Third, there must be a plan to cultivate all-round workers. Most chemical enterprises are relatively small in scale; their production processes are continuous, making it impossible to have a very detailed division of labor and staffing. Operators who are quick-witted, have a strong capacity to learn, and are eager to improve should be selected. They should be trained systematically in various production processes so that they can understand the tasks involved and become proficient in carrying them out. In the event that a position in a certain process is vacant for special reasons or if equipment fails, these operators can step in to fill the gap and maintain the equipment, ensuring that production continues smoothly. Their treatment should be higher than that of ordinary operators, in order to motivate and leverage their skills as all-round workers. Fourth, it is necessary to improve the quality assessment system. A scientific management system is the key to motivating employees. Once their motivation is ignited, even the most difficult problems can be **solved**. The quality assessment system should have clear rewards and penalties; rewarding those who perform well in quality assessments is intended to motivate others to be more diligent in their work, while addressing those who fail to meet the quality standards is meant to ensure that everyone’s actions comply with the minimum required quality standards. Fifth, it is necessary to establish a harmonious superior-subordinate relationship. Managers must take the initiative to get close to their subordinates; only by earning their trust and respect can they guide them successfully. To foster a harmonious superior-subordinate relationship, managers should avoid getting angry, being demanding, or showing favoritism when dealing with their subordinates, and should take an proactive approach. Additionally, it’s worth noting that when praising someone, it should be done in front of others; when criticizing someone, it should be done one-on-one. In particular, never scold someone by naming them outright. 2. Production equipment
The second aspect of on-site management is “machines”, namely production equipment. They are an important part of production resources. Whether the performance and precision of the production equipment in chemical enterprises meet the required standards, whether it is in good condition, and whether it can ensure safe production, all of these factors have a direct impact on the quality of the final products. First is to strengthen the management of equipment maintenance. Regarding equipment failures, prevention should take precedence over corrective actions; one must not keep pushing something even when it isn’t falling over. No one can accurately predict when a device will fail. However, through proper daily maintenance, it is possible to **reduce the incidence of equipment failures and ensure smooth production. Next is to strengthen the management of inspecting and calibrating equipment performance and accuracy. To produce qualified products while improving production efficiency and reducing costs, it is necessary to regularly check the performance of the equipment and adjust its accuracy. Third is to strengthen the management of regular removal of accumulated debris. A management system for the regular removal of residues from mechanical equipment and facilities should be established; cleaning refers to the removal of residues from both the exterior and interior of such equipment and facilities. It specifies who is responsible for cleaning the residues on the exterior of which equipment, to what extent the cleaning should be carried out, which equipment requires regular cleaning of its internal residues, who is responsible for carrying out this regular cleaning, what the frequency of such cleaning is, and the specific requirements for cleaning these residues. This system is implemented by the operators after production is completed, and records are kept after each implementation so that managers can verify and conduct supervision. 3. Raw materials For the raw materials intended for storage, it is necessary to arrange suitable warehouses and storage areas in advance in accordance with the requirements of the procurement plan, trying to avoid storing them outdoors. The environment inside the warehouse should be kept clean and hygienic, with good ventilation, and measures should be in place to prevent moisture, water damage, rodents, and birds. For the raw materials that have been stored, in accordance with the requirements of the procurement management system, a designated person should be assigned to conduct quality checks on each batch. It is necessary to verify whether the quantity of raw materials is accurate and to check whether their quality meets the provisions specified in the procurement contract. Based on the results of these quality checks, decisions should be made: approve acceptance for those that meet the standards, grant conditional acceptance for those that are generally not up to standard, and reject those that are severely defective. Written records must be kept for raw materials entering and leaving the facility, and these records have to be complete. Maintain good traceability and proactively accept supervision and inspections by relevant higher-level authorities. 4. Operating procedures The fourth aspect of on-site management is the \"methods\", that is, the operating procedures (or operational guidelines). It is primarily used to guide operators in performing their tasks properly; it serves as the basis for determining whether their work is correct, and it is also one of the key measures for companies to establish a quality management system. Only by carefully following the requirements of the operating procedures to properly operate the production equipment can operators produce products of qualified quality. First, the general procedure operation methods should be easy to understand. Practical operating procedures must be developed based on the specific characteristics and process requirements of each production device; these procedures include steps for starting up and shutting down the device, methods for adjustment, areas that need to be inspected, and precautions to follow. The instructions should be concise, clear, and practical, easy to understand, and serve as the guidelines that operators must follow in production. Second, quality control points should be established for key processes. All production and processing steps affect product quality, but the degree of impact of each step varies. Some processes have a minor impact on product quality, while others have clear requirements, are easy to operate, and straightforward to control. There are also processes that are crucial for determining the product’s quality characteristics, or those that are difficult to control and prone to causing quality issues; these are the processes that require our special attention and strict oversight. Third, operation instructions should be developed for key quality control points. Work instruction sheets represent special operating methods; they are effective means of effectively controlling key quality control points to ensure the quality of the processing. To achieve effective control, enterprises need to take into account the actual conditions of their production processes and equipment, incorporate specific quality control requirements and methods into the operating procedures for those processes, and develop work instructions for the key quality control points. It should be hung in a prominent position in the production workshop, where operators can see it at a glance to guide their work. 5. Environment The fifth element of on-site management is the “environment”, that is, the surrounding conditions. The environment is very important for chemical manufacturing enterprises; only with a good production environment is it possible to produce products that meet quality standards. First, it is necessary to manage the environment within the enterprise’s premises. The roads within the enterprise’s premises should be paved with hard materials such as cement and asphalt; the ground area should be properly landscaped, and there must be an adequate drainage system in place. The drainage ditches should be sealed, and the area should be clean and tidy ； Waste should be stored in sealed containers, away from the production area, and not located upwind of the production workshops. Second, it is necessary to manage the environment surrounding the enterprise’s premises. There shall be no harmful gases, dust, particulates, radioactive materials, or sources of diffusible pollution around the factory premises. Third, it is necessary to manage the environment of the production workshops or areas within the enterprise’s premises. The production workshop or area should be clean and well-lit. The floor should be covered with non-toxic, non-slip, hard materials that are free of cracks and easy to clean. Generally, measures should also be in place to prevent dust, flies, and rats. Walls should generally be coated with light-colored, non-toxic materials, and the roofs should be free of dust. Changing rooms, dressing mirrors, and handwashing facilities should be provided in appropriate locations at the entrance to the production area or workshop. Operators must thoroughly clean the production area at the end of each day’s production, while managers conduct daily inspections; if the cleanliness standards are not met, the area must be cleaned again.