The team leader needed by the factory: capable of ensuring quality, capable of increasing production, and daring to manage things!
Here are 6 suggestions -7 tools for on-site management
① The team leader should be able to manage things, dare to manage things, and convince people with reason
② Prepare for prenatal care
③ Management in Production
④ The team leader should have a concept of digital management
⑤ Proactively implement 5S management
⑥ Proactively identify the cause and prevent the same mistake from happening again
1. The team leader should be able to manage things, dare to manage things, and convince people with reason
The starting point of the team leader's work is to deal with the situation, not the person, and not to bring personal preferences into the work. The team leader takes the initiative to provide technical guidance to employees and arrange for the flow of processes. Not avoiding difficult employees in daily life, being good at helping, and paying attention to the thoughts and emotions of each team member. When workers experience fluctuations, the team leader should be good at communication and work together to solve the problem
2. The most crucial thing is to prepare well before childbirth
Whether the team leader prepares well before production from receiving the production notice directly affects the stability of quality and the improvement of output. How can the team leader prepare well before production
(1) Research production process requirements, seal samples before production, and communicate with the board room and technical department to solve problems in sample sealing. On the one hand, check whether the process sheet corresponds to the sample clothing? If there is any discrepancy, it must be verified clearly; On the other hand, by sealing samples, one can understand the requirements of the sewing process and the difficulty of the operation, while also addressing any areas they do not understand.
(2) Preparation of materials. Strengthen communication with the cutting workshop and warehouse management, know the available cutting days and the arrival of auxiliary materials in the warehouse, reflect existing problems, and provide solutions. This is beneficial for the connection of production plans, the compactness of production, the implementation of production plans, and the completion of orders.
(3) Consideration of subdivision and arrangement of processes. Based on the operational level of the team members, apply the IE principle to calculate the cycle time, carefully divide the processes, and arrange the corresponding types of vehicles and workers. And write a process schedule, combine it into a high-efficiency assembly line, and prepare for adjusting the actual production process hours.
3. Management and control in production
1. The concept of assembly line arrangement. When the team leader arranges the process, it is required to subdivide the process as much as possible, and relatively fix each person's process. A package of cut pieces flows from the first process to the last process in a flow combination. In general, it is not allowed to have a flow arrangement where there are classes within a class and groups within a group.
2. Balanced flow. The horizontal and static flow of rivers is a basic requirement for the arrangement and regulation of production water flow. If one process affects the flow of another process, resulting in more or less phenomena, it is inevitable that not many finished products will be produced. Only when the production output of each process is similar is the production flow.
3. Color separation and coding production. Cutting is a process of producing finished products from scratch, requiring one color, one code, and one code flow. It is not allowed to produce any color or code on the assembly line, either with only one color and one code, or with one color and one code in the front and back segments during transcoding or color conversion. The purpose is to prevent defective products caused by code distortion and color fading.
4. Measure working hours to determine efficiency and exceed the quota output. Under the determined production quota, the study time is measured, the process combination is adjusted, and the 7-day quota is completed in 6 days. So the team leader needs to brainstorm ways to speed up or extend overtime hours to complete the production plan.
5. Strengthen the management of semi-finished and finished product quality. Not only do we regularly inspect the quality of semi-finished and finished products, but we also attach importance to implementing the quality correction suggestions put forward by the group inspectors and inspectors. We must not say that we have done it, but focus on checking whether the improvements have been made.
6. Supervise the quality of work of the inspection team. Finished products on the same day, repaired on the same day, and inspected on the same day without causing any backlog, leaving enough production time for organizing workshop production. Imagine: After the sewing is completed, can we ship if the ironing package cannot be finished? To complete it takes time, the sewing team needs to leave enough time for the subsequent production, which is the simplest principle.
7. Prepare the 'Team Work Log'. A good memory is not as good as a lazy pen. Classifying the big and small events that occurred in the team during the day, including production, quality, team members' ideas, work discipline, and 5S on-site management, and keeping a diary to check one's daily work situation, clarify one's thoughts, and improve one's management ability is very helpful.
4. Team leaders should have a concept of digital management
Numbers are not empty slogans, but scientific basis for measuring the results of things and convincing people with reason.
1. To increase production - each order process is determined, and the time or working hours of each process can be measured, so the finished product production of this product is relatively fixed. Here are two numbers: working hours and fixed output; Due to the varying levels of operational proficiency and efficiency among team members, the team leader is accustomed to measuring working hours and using average working hours to help slow and inefficient team members improve their operational skills and efficiency. This ensures the team's quota output. On the basis of ensuring the quota output, any remaining problems can be observed and resolved to achieve or exceed the quota output.
2. The proportion of rework numbers used to control quality - semi-finished product sampling and finished product group inspection - is a standard for measuring product quality. So the team leader is not only responsible for arranging production flow and using their brains to increase output, but also for controlling quality and reducing defective products. On the one hand, it is necessary to strengthen the sampling of semi-finished products at all times, inspect the quality of each process and package of semi-finished products, record the rework ratio, and inform and assist team members on how to operate to avoid the occurrence of defective products; On the other hand, the supervision team checks the quality of the work and knows the proportion of rework in the finished products, especially the quality problems in the first batch of finished products that need to be solved immediately. Otherwise, if a large number of finished products are produced, it will be too late and the serious consequences will be that they cannot be returned even if they want to. Improving quality is not just talk on paper, it is a practical way to control the rework rate of semi-finished products, reduce the rework rate of finished products, supervise the next process and take responsibility for the next process.
3. The actual number of pieces cut by the cutting machine to reduce waste is the basis for the number of seams in the team. The basic requirements for the team leader corresponding to the actual cutting number and the number of seams. As a team leader, it is important to know how many pieces were received for this order, how many finished products were produced, and whether the numbers correspond? There is no reason to cut less than the actual number of pieces here. If there are quality problems with the pieces, they can be solved by matching them. If there is a shortage of cutting machines in each package, it can be resolved; If the number of cuts is less than the actual number, either the damaged pieces are randomly placed without matching, or someone has taken the finished clothes. Therefore, the team leader has the concept of corresponding numbers to check the daily work of the team.
5. The team leader should actively promote 5S
What is 5S? Organize, tidy up, clean up, and maintain good manners.
To cultivate the habits and qualities of maintaining a clean and tidy environment, orderly distribution of machinery and cutting pieces, and effective management of hazardous materials such as scissors and needles among team members.
A good team leader will often supervise and promote 5S in the production site, and will not give up until the team members develop the habit. On the one hand, this is an image engineering project that greatly helps factories receive orders, and on the other hand, reducing the contamination of cut pieces and not stringing codes is an effective means.
6. Proactively identify the cause and prevent the same mistake from happening again
There are always times when people make mistakes. It's not scary to make mistakes, what's scary is not finding the root cause. The next time it happens, it will be the same mistake again. When a problem occurs, please ask a few more why questions? Keep asking until you find the root cause and then solve it, only in this way can you solve the problem and prevent it from happening again next time.
We have identified the problem. The inspectors and team leaders have not done their daily work well. Technical guidance and sampling for each process are the daily tasks that the team leader needs to do. If they have not done so, how can the inspectors and team leaders improve their work abilities, pay attention to every detail, and avoid future occurrences after repairing this batch of goods and coordinating everyone to rush the goods together
