Feelings after a busy day and implementation deviations
In the daily operation of an enterprise, the work of each day is like a battle without gunpowder smoke, and this day is no exception. It is equally extremely busy. Behind this busyness, I have many feelings. An enterprise is like a huge machine, composed of people from various departments and different levels. However, due to the differences in cognition and concepts among people in different departments and at different levels, deviations are inevitable when performing work tasks. This kind of deviation is like a small pebble hidden in the machine. It may seem insignificant, but it may affect the normal operation of the entire machine.
Initiation of the quality meeting and the root causes of the problems
Recently, the quality problems on the production line have been like an intensifying storm, causing quite a bit of trouble for the enterprise. To solve this problem, we initiated a quality meeting. The participants in the meeting covered all levels of the production department, from the boss to the production director. It can be said that "all the elites were mobilized". The reason for making such a big deal out of it is that this quality problem has persisted for more than a month but has never been effectively resolved. Moreover, the defective situation on the production line has become even more obvious recently, seriously affecting the production progress and product quality.
Tracing back to the root cause, machine problems are an important factor leading to quality issues. However, it is puzzling that machine problems have always been put on hold and not been maintained and repaired in a timely manner. This is like a car having a breakdown but never being sent for repair and continuing to run with faults. The result is predictable.
Reasons for the poor effectiveness of the meeting
In order to present the problems clearly at the meeting, we made full preparations, collected a large number of samples, and conducted detailed data analysis. However, the actual effect of the meeting was not satisfactory. Before the meeting started, the meeting notice sent by email clearly put forward the issues to be discussed. I thought the discussion could proceed according to the established rhythm. But at the meeting, the rhythm was completely out of control. The boss took the initiative, and I became a person who simply accused the production department.
At the meeting, the production department attributed all the problems to the machines and materials, as if they had no responsibility at all. Moreover, the meeting lacked a clear arrangement for the implementation and control personnel, and no time limit was set. As a result, the meeting only made everyone aware of the existence of the problems, but no effective improvement measures were formulated. Without a responsible person and a time limit, the problems were like a ball being kicked around, and the situation was delayed again and again, causing huge losses to the company.
The subsequent discussion of the meeting focuses on production management issues
As the meeting was drawing to a close, the Quality Department and the Production Department stayed behind to discuss another topic. Since the boss went to the United States for Green Belt training, the enterprise has indeed made some improvements in many details. As a former quality supervisor, I have always emphasized the issue of product first-pass yield to the production department director. Our enterprise is engaged in packaging. There is a wide variety of products and frequent changes. The workshop needs to complete 50 different products every day. This often leads to situations where products go missing or are in short supply in the workshop. An order is often left unfinished halfway through production and no one takes care of it. Over time, these products become slow-moving items, making the 6S management situation in the production workshop extremely poor.
The importance of production flow and value stream
For the production department, the flow of products is of crucial importance. The process from the input of products into production, through processing, to final warehousing is like an interlocking chain. The shorter the time in the middle of the chain, the faster the circulation speed of products, and the higher the efficiency of the enterprise. Those who understand value stream mapping know that in this process, unnecessary, non - value - adding and non - smooth processes and actions should be minimized. However, our production department doesn't seem to understand this. They think that the simpler the production, the better. As long as the products are qualified and enter the warehouse, the production task is considered completed. They don't realize that if the products are left in the workshop for one more day, it will increase the responsibility of the production department. Therefore, they even want to shift the responsibility of product storage to the warehouse department.
Boss's requirements and directions for problem improvement
The boss requires to statistics the status of products that cannot pass through directly during production, conduct in - depth statistical analysis on these problems, and find out the causes of the problems. Because only by finding the root cause of the problems can we improve the production process step by step. At present, the problems existing in the production process have caused considerable losses to the enterprise. If they are not resolved in time, the losses will become greater and greater. Therefore, the top priority is for the production department to attach importance to it, actively cooperate with the quality department, jointly find out the causes of the problems, and promote the improvement of the enterprise's production level.