The definition of "management" is to accomplish tasks through the wisdom and efforts of others. However, as a manager, if you want to complete the task and realize the overall goal of the factory through the wisdom and efforts of others, you must lead your subordinates to draw up the work plan, combine with the organization, select the right personnel to divide the powers and responsibilities, undertake the responsibility of communication and coordination, as a tool to promote the work plan, and supervise and control the work, review the gains and losses, assign responsibilities, and track the assessment. Therefore, in procedure, it is equivalent to planning staffing, leadership, control, production and management.
Two, planning, including making plans and procedures for production management. You must set a goal.
Standard arrangement of production planning, including manpower planning, material requirements, machine testing,
Installation, workflow and working time of molds and other equipment.
1. production plan: the production plan must consist of three elements: quality, time and economy, and be successfully completed. Its purpose is:
(1) Cooperate with the sales plan to ensure the delivery date and output.
(2) Match the factory with the production capacity, maintain an appropriate crop rate, and master the investment recovery rate.
Prevent overwork, failure to deliver on time, or too little workload, and idle equipment and manpower.
Settings.
(3) As the basis for the demand and procurement of raw materials and spare parts.
(4) Adjust the inventory of important raw materials, spare parts and finished products.
(5) Supplementing equipment and manpower as the basis of long-term production increase plan.
Therefore, the production plan still needs to consider the decision-making long-term business plan of the whole company to make personal short-term plans for monthly production and weekly production, which are formulated as follows:
(Production method) How to determine the route plan of working procedures and conditions.
Who (production theme) decides the equipment and manpower plan.
What (production object) determines the raw material plan of the required raw materials and components.
WHEN (production time) determines the required time (including start and end time) and work assignment arrangement.
Among them, (production location) determines the operation process and equipment configuration.
2. Route planning: determine the production method of working procedure, and determine the operation sequence and conditions according to design drawings or construction instructions. If the operation sequence and conditions of design drawings and construction instructions are the same every time, the route scheme can be omitted.
The itinerary plan shall include the following contents:
(1) Operation sequence and content: make appropriate process differentiation and promote specialization.
(2) Assembly sequence of components: determine the appropriate assembly mode to save costs.
(3) Determine the number of personnel and equipment required for each process:
Effectively use equipment and manpower to improve work efficiency.
(4) Plan the time required for each process, including preparation:
Understand the time balance required for the process.
(5) planned economy processing batch:
Considering production capacity and production capacity
3. Timetable:
The ultimate goal of (1) is to enable the products to be completed within the planned period and meet the delivery deadline. Therefore, the most important factor in the timetable is time, but time is limited by quantity. With the increase of output, the production time will definitely increase, and the raw materials and parts will also increase greatly, so the quantity will not only affect the time, but also affect the manufacturing cost.
(2) The data required for preparing the schedule are collected as follows:
Customer-specified delivery date information, or the shortest delivery date required according to previous production experience.
time
B. If there is standard product inventory, forecast inventory control shall be carried out.
C. Equipment utilization rate
D. Use of raw materials and components
E. Capacity and schedule control of outsourced processing plants
(3) the difference between schedule and plan
3. 1 big schedule
A. The preparation and completion date of purchasing raw materials, components or outsourcing processing, and the date of arrival at the factory.
B. Date plan for the arrival of mold preparation (including equipment) at the factory.
C. Start production and completion date
3.2 Timetable: according to the scope of the big timetable, the timetable for the start/completion of each related operation process.
3.3 The schedule should consider delivery time, processing time and manufacturing time, and manufacturing time = processing time+waiting/handling time. Knowing the manufacturing time, we can calculate the start time of the work by calculating the delivery time, so as to achieve the purpose of timely delivery.
3.4 The production plan is usually based on GANTTCHART and is planned and compared according to the actual situation.
The progress is displayed in the dashboard or table.
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It is best to fill in quantitative data on the actual plan and actual progress line of A- 1 plan.
4. Loading plan:
It is the most economical and ideal to keep the balance between production capacity and load. But generally speaking, the factory inventory under the order production mode will adopt the strategy of capacity > load, that is to say, when the total demand increases beyond the production capacity, it will cause insufficient quantity and delay delivery. Therefore, in order to catch up with the delivery, it is often decided to allow a certain product inventory according to the forecast. In fact, the capacity imbalance and bottlenecks of each unit or machine can be solved separately, such as using overtime, outsourcing and personnel support.
For example, a company/factory must complete 65,438+080,000 hours according to the quantity required for production. If the effective working time per person per month is 8 * 24 = 192, the required manpower is
180,000/192 = 938 people. If there are only 800 people in the factory today, the workload of about 150 people can be outsourced or compensated by overtime [938 people * leave rate should be considered when calculating the required manpower (1+x%).
Third, the organization:
1. Analysis of the operational relationship of various departments in the organizational system
2. The division of responsibilities of production managers at all levels is usually based on the following elements.
Division of:
A, understand product specifications, process requirements and trial production results, including problem solving.
B, teach subordinates to understand the product, process requirements and precautions.
C, record the medical records of the produced products, and educate subordinates.
D, production process control and progress tracking
Review of sluggish production efficiency, sluggish materials, sluggish time and quality problems to improve control.
F, production arrangement, equipment adjustment, teaching correct operation, action teaching
G, the design and production of error prevention measures
H, equipment inspection, calibration and maintenance planning and implementation
Provide sample approval consultation and evaluation for outsourcing and raw material suppliers.
J supply and protection management of raw materials, components and processed products
K. Implementation and effectiveness evaluation of countermeasures for abnormal products or customer complaints.
L control and management of drawings, samples and records of quality documents
M, waste tracking management and control
N, environmental rectification and identification
O Plan, implement, evaluate, analyze and record the control items and inspection methods of each station in the process.
Track the accuracy of quantity transfer between process stations.
Control after process change and engineering design change
R, staff morale, supervision
In other words, it is divided as follows:
3. Production management tasks of factory cadres
(1) Enrichment: Understand the analysis of products, materials, specifications, working hours, trial production records before production, and previous production records, so as to establish a correct concept of caring for the company.
(2) Preparation: Pre-production trial run, material search, material urging, material picking, personnel arrangement scheme, fixture, mold machine arrangement, instrument and standard sample comparison, and feature and specification error proofreading.
(3) Teaching: give special supervision to novice workers, and train each employee to have more than two working specialties, the correctness of operation sequence, the immediate response of employees to defective products and the publicity of improvement measures.
(4) Motivation: Encourage employees by appreciating participation. Cadres should have the magnanimity to tolerate the mistakes of their subordinates. As long as it is not knowingly committed, punishment is not the most important thing for the company.
(5) Distribution: According to the job analysis, change the good ideas that employees are willing to accept and their own feedback on unfinished work.
(6) Understanding: Turn the boss's meaning into a good idea that employees are willing to accept, and give back the unfinished work.
(7) Statistics: get into the habit of recording statistics, timely understand the production capacity, the progress of cumulative quantity and the analysis of the occurrence of defective products, and compare whether the number of defective products has decreased compared with the previous batch after the end of this batch, and when the expected usage of picking numbers will be used up.
(8) Quality: Do things right for the first time, keep the quality level consistent from beginning to end, ensure the quality is perfect before warehousing and shipping, identify the defective products, prevent the defective products from flowing into the good products, and identify the input of the process products. Any work may save labor, but inspection work may not be omitted, but it is difficult to prevent inspection.
(9) Tracking: Track and review the causes of defective products, and the defective products must be corrected immediately before they can be immediately fed back for improvement.
(10) improvement: the improvement of personnel operation and workflow, and the habit of recording medical records will be the basis for the next batch of product improvement. The main task of cadres is to constantly improve problems in order to reduce costs and waste.
(1 1) Cost: prevention is more important than inspection in quality. 12 Control the waste of personnel and equipment, control the amount of materials on time after rest, avoid the phenomenon of material replenishment, restrain personnel from taking time off to maintain production capacity, do a good job in machine maintenance, and reduce the failure rate and frequency.