Kanban management, shop floor quality management essentials
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Kanban management is an important concept in Toyota's production model. It refers to the tools to control the on-site production process in order to achieve just-in-time production (JIT). The information mainly includes: part number, product name, manufacturing number, container form, container capacity, issuing kanban number, Move to location, part appearance, etc. Kanban was originally created by Toyota Motor Corporation in the 1950s from the operating mechanism of the supermarket, and was created as a delivery tool for production and delivery instructions. After nearly 50 years of development and improvement, it has played an important role in many aspects.
Japan is a country with advanced industrial development and advanced factory management system. According to research data, a Japanese expert claims that if Chinese SMEs effectively implement shop kanban management, they can maximize production efficiency by more than 30%. The kanban, which is usually viewed by the manager, is a wonderful method and tool for improving production efficiency in the eyes of experts.
What is the function of the workshop board?
First, the purpose of the on-site Kanban is to set goals and let employees know their tasks. For example, former workshop employees only knew to come to work, but did not know what to do, or how much to do. Without a task every day, there is no goal. The Kanban Management Order is to establish standards, and to meet the management staff, team leader and workshop director, so that they can clearly see what kind of products and quantity they want to do on the day.
Second, the control of the progress. Kanban is updated according to the specified time. In the process of updating, you know what to do now, how much to do, how much the distance from the target is, and let everything be in control.
Third, the control of the quantity of production. Pipeline operations often cause data to be biased during the production process. If you do more, you will overproduce and do less. Originally, I wanted to produce A products. In the end, I accidentally made B products more, and A products were less. This phenomenon abounds. If on-site kanban is implemented, employees can clearly see the production process and the number of products can be controlled in a timely and effective manner.
Scientific Kanban Management,
Follow hard steps and procedures.
First, after the employee's manufacturing order is announced every morning, it will be updated to the board before 8:10. If there is no ending in the previous day, you need to keep it. Let employees know exactly which products to produce, which part is to be closed, and which part is today.
Followed by tracking and adjustment. After completing the kanban, register once every two hours, after which someone will follow up and check. Filling in and making orders is a standard. If only employees and team leaders pay attention, it will not work. Planners, workshop directors, and team leaders will go to inspect, check the kanban, see how much, and whether the progress can keep up. . The team leader saw that today's plan could not be completed, or it was relatively rushing. He arranged overtime work according to the situation and completed the production task on time.
Then there is the statistics on Kanban. The clerk of the production department goes to the workshop to check the filling of the board every two hours, counts the progress, registers it, and forms a checklist. The first checklist is the target, the second is the production time, the third is the unit time production, and the final statistics are sent to the relevant workshop director, PMC planner, auditor, etc. through the factory intranet. Kanban is also the principle of visualization. Which place has the biggest problem. At a glance, the production manager at the higher level makes reasonable and necessary adjustments according to the statistical situation.
At the same time, the planner also went to the scene to investigate. Because some products are prioritized, they may affect shipments if they are not produced on time. From the Kanban, the planners are basically aware of the production situation of the workshop and understand whether the production process is going according to the plan. This is also a concrete implementation of the segmentation control.
Kanban management is an effective management tool. In the process of management change, the “Three-Nine Control Law” can be adopted (“Sanjiu Control Law” is a common management problem for small and medium-sized enterprises in production management, according to the nine control The principle, the proposed nine control methods; the three-nine control method has a total of nine methods, of which six methods manage, the other three methods of the management of the core ideas, the effect is better, but many factories do not agree. This part comes from the fact that the company does not pay enough attention to the kanban attitude, thinking that you can see everything with your eyes alone. In fact, can the truth be seen? Many leaders went to the workshop to see that there was a lot of busy inside, and the workers kept their hands and feet. In fact, these are phenomena, do not mean anything, and are often misleading. Production is not smooth, time is not accurate, and can not be seen. Busy and doing is not in accordance with the plan, what is the company?
In order to see the essence of workshop production, the efficiency of workshop production must be seen through the data, and the eyes can not see the truth. No kanban, where does the data come from? If the task assigned to the workshop is to produce 800 products, it takes ten hours. If 80 is done in an hour, the production is normal; if 100 is produced in an hour, the efficiency is very high; if there are only 50 or only 70 in an hour, the progress is problematic and needs to be adjusted. So a kanban, such as a mirror, shines on every piece of production in the entire workshop.
Again, Kanban management is not about watching, but about management. If Kanban management is only to look at it, and the idea of not managing it is destined to be invalid. Kanban management should reflect everything from horizontal management to vertical management to mutual management and segmentation control. Kanban conducts data filling every hour, with small unitization and better control.
All in all, the operation and management of Kanban is very simple, but effective, domestic big companies such as Hisense, Haier also pay great attention to the management of the workshop. The way to really change the business is actually very simple. However, some enterprises are overly obsessed with huge theories and systems, and believe that only doing so can achieve miraculous effects, and finally even simple things are not done well. A small kanban, but can focus on all the problems in the workshop, in the eyes of the public, let the people in the workshop see, the production manager sees, the planner sees. What problems are straight through the essence, and can be quickly resolved, reflecting that efficiency is the spirit of production life, small Kanban is not a powerful thing?
Afterword: Many grassroots managers who have risen from the front line rely more on their own experience in production management. They think that the role of kanban is dispensable, not directly ignored, or there is more or less conflict in the mind. . Toyota Motor Corporation, the pioneer of the workshop kanban, has grown from a small company to a Fortune 500 company for 60 years, and has so far attached importance to kanban. The development of any thing is inseparable from learning and innovation. If we can combine the actual environment of SMEs and effectively use and play the role of workshop kanban, it will be of great help to improve production efficiency.
Xiaobian has something to say
Kanban management is actually no stranger to many quality people. With the development of technology, more and more enterprises have already realized high-level visualization at the production site. This will not only help enterprises make accurate decisions on the status quo of quality management in a timely manner, but also effectively reduce the bad costs of production.
In the above, Xiaobian has several different workshop site kanban tools for everyone. There are paper versions and software versions.
The advantage of the paper version is that the initial cost is zero input, but the drawback is the lack of real-time performance. When the data is too much, it is difficult to consult, and it is difficult to compare horizontally or vertically. Later storage will be more costly.
The software version of the Kanban tool will have a certain cost investment in the early stage. But the advantages are also obvious: real-time and strong customization. The production quality status of the specified data collection workstation, production process, parts or the entire enterprise can be clearly seen. At the same time, the software also comes with quality monitoring function, which can mobilize the real-time working status and enthusiasm of employees for the production site.
Of course, which tool to use depends on the actual situation of your production site. Choose the kanban tool that works best for you!