How Cobtel conducts shop floor management & quality control
A. The importance of quality
"Quality is the life of an enterprise", is the conclusion that many enterprises have summed up with experience or lessons learned, and everyone has been convinced of it.
The general meaning of this sentence is: if the product quality is not good, it will eventually be rejected by consumers and eliminated by the market, the enterprise products can not be sold, and the enterprise will close down and shut down, so the quality is a matter of life and death of the enterprise.
From another point of view, the importance of quality should not be ignored: quality problems and rework not only affect the production schedule but more seriously impact the mood of the staff, which will lead to more problems, and the production schedule is further affected.
Production schedule can not keep up with the direct impact on the delivery date, which affects sales and even leads to the loss of a single, then the factory can not talk about creating profits, no profit where our wages? Then quality is not only related to the rise and fall of the company but also related to our interests.
B. How COBTEL controls the quality
We make every employee establish the concept that quality is made, not investigated!
1. Prior education (prevention)
Control from the source, emphasis on prior education, production management staff in the arrangement of daily work or in the process of signing the first piece of check samples, has been familiar with the process of each product, in the pre-production meeting after the process for the difficult points, but also have the solution and measures. Then organize the group pre-production meeting will know everything in time to convey to our grassroots staff, and combined with the specific process requirements of each section and the company's product quality requirements, to make a detailed explanation, so that everyone can understand: what is correct, what is wrong, and to what extent for qualified, do not pass what punishment, etc., this is prior education.
2. Correction during the event
Employees have a goal, and some will try to reach it, but some may not understand or have a little less awareness or limited technical ability, and can not do according to our requirements, then we require our production management staff to counsel, supervise the follow-up, especially in each new product in the early stage of production, we should follow up from the first process to check, correct the wrong method or bad habits promptly, to ensure that each process is passed to the next one is qualified.
We follow up and check and counsel one by one until the finished product is ready. If we follow up in place, I believe there is very little rework after the finished product comes out, so we don't need to check each product again and again. In this way, the staff will be happy and the post-process will be easy to do.
3. Post-event summary
If the rework phenomenon is caused by technical factors or material reasons, we give feedback to the technical department or quality control department in time, so that they can help solve the problem and record the file, as a reference for the prevention of similar problems in the future.
C. Cobtel makes each group leader take on more responsibilities.
1. To ensure that the group's machinery and equipment are neatly arranged, clean, and oil-free machines and countertops; the production group is the smallest organizational unit of the factory, as the main manager of the unit, for the group's responsibility and obligation for all matters, and as a grassroots manager, is the clearest understanding of the first site people, as the saying goes, the county official is better than the current management, if the group leader can not manage, who else can be expected to manage!
2. To protect the smooth flow of production: this point is crucial, the team leader must understand every employee in the group, familiar with, like familiar with their family members, we should not only know the technical ability of the staff but also understand the temperament and character of the staff and strengths and weaknesses.
So that we can have a basis for doing process allocation, it is possible to fully explore the capabilities of the staff. The company is not short of talent, everyone is talented! Similarly, our factory is not short of talent, we just did not go to discover! As the saying goes: no one is perfect!
But we are often used to paying attention to the shortcomings of others, and forget their own merits! This is very detrimental to our work if we pay attention to and fully exploit the strengths of the staff, their shortcomings can easily be diluted, and may eventually disappear!
Moreover, the advantages and disadvantages themselves are not absolute, sometimes in our view is a disadvantage, but if used well will become an advantage. For example short-tempered generally speaking is a shortcoming, but short-tempered people tend to be straightforward and fast, we arranged for him to do the bottleneck process, so it will be easier to solve the problem of poor flow more quickly.
In short, we have to fully consider all the factors that affect our production schedule and quality when making work arrangements.
3. Clear production quality records: In production, we tend to be more clear about the production records, but not so concerned about the quality records!
We do not realize the importance of quality records - quality records are the basis of the quality assessment of employees in the process, but also the basis of our production quality management work to improve, with detailed quality records, we can quickly identify the causes of problems after statistical analysis, and can develop improvement and preventive measures accordingly, while these records can also be used as a reference and reference for similar problems in the future.
4. Counseling and supervision of staff work: As a cadre at the grassroots level of the factory, the team leader knows the most about the first site of production, and the team leader must be clear about the technical condition of each team member and teach them according to their abilities.
Therefore, a team leader's production skills and management skills, directly affect the mechanics and even determine the technical quality of the mechanics, the corresponding growth of production team members fast and slow also directly reflects the level of ability of the team leader.
In addition, most of the quality problems are not due to technical factors but awareness problems, so the team leader is in the technical coaching at the same time, but also the quality awareness of the staff training. The good phenomenon is strongly advocated, and the bad behavior is stopped and corrected immediately.
5. Workshop management and QC work with: QC is the representative of the quality control department quality control, on behalf of the quality control department to guide and supervise the workshop for production quality management and control.
Therefore, QC has the right to correct the unreasonable phenomenon of the workshop. For QC's criticism or suggestion, the team leader must accept it, and if he thinks QC's criticism or suggestion is incorrect, he can reflect it to the QC department or workshop supervisor, but he must not contradict or scold them face-to-face!
In addition, we also need to fully understand that QC is to assist us in quality management and to improve product quality, the key lies in improving our own and our staff's quality awareness, as well as our quality management techniques!
At the same time, we should also realize that yield and quality are not contradictory, if strict control is carried out at the initial stage of production, the improvement of quality (reduction of rework rate) can effectively promote the increase of yield.
D. Mechanic's duties
The production of a manufacturing workshop is a multi-task sequence flowing operation, the quality of semi-finished products of the process is also the center of the whole product quality, and the completion of the process index is an important guarantee for the completion of the whole flowing production, so all personnel in manufacturing workshop must strictly implement the following production responsibility system.
1. Before the products are put into production, they must be familiar with the specification requirements: quality standards, process operation requirements, technical classes to listen carefully and remember, to be familiar with the requirements of the process, but also to be familiar with the requirements of the upper and lower processes, do not understand to ask, not allowed to put into production before understanding the requirements. The first product must be handed over to the team leader or master, QC appraisal before the batch can be put into production, without an appraisal is not allowed to be put into production.
2. Strict process operation requirements: produce according to specifications and process operation requirements, and take full responsibility for quality errors that occur due to violation of process operation requirements.
3. Adhere to the quality inspection standards: strictly according to the standard requirements of production, the quality of this process, the requirements of strict self-inspection identification, the next process is responsible for the quality of the previous process should also be strict control, such as the legacy of the previous process, the process did not check the quality of the accident occurred, the process is responsible for, first bear the responsibility for their rework, the second bear the economic responsibility for the loss of rework.
4. Quality problems promptly rework: rework products to do with the return of the repair is not allowed to stay overnight, do not return to repair or refuse to return to repair promptly, stop work education time deduction of the corresponding wages, the circumstances are serious according to administrative disciplinary action.
5. Strictly following the instructions of production: especially the main processes, product protection, to prevent product dumping and errors, the next process is responsible for the previous process, taking the crown and errors caused by the probable responsibility of the person concerned.
6. Efforts to complete and over-fulfill production tasks: establish the correct idea of collective first, then individual, obey the allocation, do not pick and choose the type of work and process, in the production process to ensure the completion of the large group of indicators, obey the scheduling of the team leader, disobey the scheduling, talk education time does not count as hours, their separate production work does not count as output, bad attitude to be deducted from the bonus treatment, serious administrative disciplinary action.
E, production quality control awareness of the change
1. responsibility in place, requiring each process in the transfer to the next process before the staff can self-check (QC \ management to supervise).
2. each group in the check must get rid of the idea of dependence (think QC to check all anyway, and so he checked out), and fully assume responsibility and obligation for quality control of semi-finished to finished products.
3. All process inspectors and QC should monitor each production step and each process, and should not put their main focus on checking finished products.
Quality is the life and soul of COBTEL, and Cobtel uses strict quality control to ensure that the workmanship and performance index of each ex-factory product reaches the highest level in the industry.
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