How to write the improvement plan of production line workshop?

The improvement scheme of the production line workshop can be written as follows:

1, the atmosphere at the scene

First of all, you can intuitively see the real mental outlook of the employees on site, and you can pay attention to observe whether there is uneven busy and idle. For example, when the machine is automatically processed, workers are idle for a long time, or workers in some stations wait for materials for a long time.

The existence of this phenomenon shows that the factory lacks lean management, the efficiency of personnel and equipment is low and the cost is bound to be higher. Secondly, we should pay attention to whether there is enough light in the workshop, whether the air circulation is smooth, whether there is odor at the scene, whether the noise is too large, and whether the workshop is neat, because these will also directly affect the working conditions of workers, thus affecting production efficiency and product quality.

2. Space utilization and layout

For example, after the same batch of parts are moved from area A to area B for processing, they are moved back to area A for post-processing, then moved to area C for processing, and finally moved back to area B, which is a waste of handling. In principle, the production materials used that day should be stored along the production line, rather than in several storage areas, and tools and fixtures should be placed as close as possible to the machine.

The layout of the factory should ensure the smooth flow of products and try to avoid process separation. If you see that the material handling distance is long, the handling route is repeated, or the handling times are many, it means that the layout is unreasonable and the space utilization is not ideal, which also means that the production line is not assembled as much as possible.

3. Site standardization

There should be many standards in the production site, including operation and quality standards, 5S and safety standards, operation and maintenance standards, process and rework standards, safety inventory standards and so on.

You can also find out whether there are differences by observing the specific operation process of different employees in the same process, including the order of actions, the intensity of operations, whether there are omissions and so on. The difference shows that employees lack standardized operation training, so the possibility of product variation is greatly increased.

4. Quality management

Attention should be paid to the handling of defective products in the workshop at the production site. A good factory will expose problems, not cover up defective products and waste products. For example, focus on waste with lights, or highlight it with red labels, so that you can immediately know whether waste is increasing or whether a certain link in the production process is producing defective products.

Traceability of work-in-process and semi-finished products can also be easily seen on site. In a good factory, each component has a card or document to follow the process, indicating the source, the person who handles the processing, the equipment used and other information. Any problems found in the process can be easily traced back to the source, which is also convenient for improvement. By observing the quantity and proportion of defective products, we can also preliminarily judge whether the quality control process of a factory is qualified.

Step 5 visualize

Visual management is an intuitive communication to the management level of production enterprises. Visualization tools can be found everywhere in well-managed factories.

Management kanban can be divided into static management kanban and dynamic management kanban. Static kanban mainly conveys the long-term management concept of the organization, while dynamic kanban is the management information that managers should grasp at any time, which can better reflect the management level and ability of a factory.