Tang Yonggang: Tannery Production Management Related Issues

6 elements of tannery production management and their brief introduction

In daily work, there are two kinds of understanding of tanning production management: one is pure tannery production management, the other is comprehensive production management.

The first is simple.

Production management can be called narrow production management.

The most important part of the manager's mind is how much leather he needs to produce every day and every month. The pursuit of production becomes the axis of his work; there is no clear foresight and response to the associated problems in the production process; firefighters' rescue is needed for all the problems that will inevitably arise in the production process.

For example, quality problems, cost problems, delivery problems, safety problems, staff morale and so on are very likely to arise.

So it is not surprising that we often see these firefighters busy in every corner of the workshop.

What are the reasons for this?

It turned out that this narrow concept of production management is acting as a mischief; it can also be said that tannery management practices are not scientific and comprehensive.

Next, the author combines the experience of Renshou, Binyang and Sihui three places, and briefly talks about the understanding of second kinds of total production management.

The total production management mainly consists of 6 major enterprises.

:

1. Production volume management (PRODUCTION, P)

Quality management (QUALITY, Q)

3. Cost management (COST, C)

4. Delivery management (DELIVERY, D)

Safety management (SAFTY, S)

Morale Management (MORALE, M)

Explanation of 6 elements of production management (P-Q-C-D-S-M)

PRODUCTION (P)

As we all know, tanneries are mainly labor-intensive processing, and have the soul role of high-tech technology. If we want to make money, we must have good management and pave the way.

Such an industry is doomed not to have high added value just like the IT industry, but on the contrary, it is destined that profits can not be very high.

This leads to another problem -- scale efficiency.

Only on the scale, will the cost of leather materials be lower.

Another step forward brings us to the first factor: production.

Production is up, and scale efficiency is possible. Attention is only possible.

Quality management (QUALITY, Q)

This slogan can be seen in many tanneries.

It's the life of an enterprise! "

The author has 2 points to express, one is that quality is critical to the survival of enterprises; two, quality is not shouted by slogans.

Dating back to a few years ago, people thought that "quality is checked out"; later, people further thought that "quality is not checked out, quality is made"; later, people further thought that "quality is not only made, quality is developed by people", but later people thought that "quality is a high quality human R & D designed with good virtue and profound knowledge."

This confirms the motto of "running an enterprise, namely education".

Because high quality people are not born naturally, they need constant education and training.

Education and training is a long-term behavior. Don't keep saying, "what talents are lacking in our factory"?

The key is to see how well your education has been done.

Do you want to invest in education and training (send out, please come in, regular training)?

Of course, when necessary, some airborne troops will be recruited, but this is a short-term behavior.

It is worth mentioning that quality does not necessarily mean the best quality made at cost, but it must be the quality of customer satisfaction and acceptance.

The connotation and extension of quality management believe that you have learned a lot in many QC textbooks.

Cost management (COST, C)

Tannery cost management is an important objective management of tannery.

The goal is to make money.

There are many factors that affect the cost. Here are the following items: fixed assets cost, raw material cost, material cost, labor cost, energy cost, inventory cost, spare parts consumption cost, plant equipment depreciation cost, and other costs.

The cost management and cost management of raw materials are discussed.

These 2 points are the top priority of cost control, accounting for more than 60% of the total cost of leather making.

First, talk about the management of raw materials.

The procurement of raw materials is an important part of tannery cost control.

What is the quality of raw materials?

How about the price of raw materials?

What is the price performance of raw materials?

Are there any corrupt personnel?

This is a must for every professional manager to consider, which determines the success or failure of an enterprise.

In addition, it is important to mention the management of leather yield during the processing of raw leather.

The author has worked with colleagues to improve the rate of leather improvement. The difference between the rate of improvement before and after improvement is about 3%-5%.

That means huge cost improvements.

However, there is always a disadvantage in promoting profits and profits. The improvement rate of leather products must be considered carefully, and it should be started from all sides, otherwise it may outweigh the gains.

The following main points should be considered: the small movements of each operation, the control parameters of each machine, the use of each chemical material, the acceptance criteria for improving the physical properties of the leather before and after the improvement, the coordination of the staff, the integration of morale, and the incentive mechanism.

Next, we will briefly talk about the cost management of chemicals.

There are 2 points worth studying and breaking through: first, the cost improvement of Retanning filler; two, the purchase and use of dyes, and the compatibility of dyes.

The author believes that this requires a large number of comparative tests by researchers, and a system improvement case that will take about 2-3a time to complete.

For a tannery that has been put into operation for several years, breaking the original balance of the system means risk.

So here is a project of risk control, which is not detailed here.

DELIVERY (D)

A small number of people have a poor concept of delivery, which may be related to the culture of "sloppy".

Some mainland enterprises may be relatively indifferent in terms of delivery.

Short term is a popular trend in the world today.

Short term is not to rush production, rush out shipment, not because of short delivery time, quality can be worse.

Quality, delivery and cost are just like 3 carriages.

All customers are willing to do business with less than 100% of the time of delivery.

The delivery rate is 100%, which is the goal of delivery management.

This involves a knowledge of delivery management: placing orders on file, pre scheduling of each process, confirmation of finished product delivery time (adequate time for maneuvering), return of delivery time, tracking of pre delivery time, exception handling of process delivery, and normal delivery of customers.

Safety management (SAFTY, S)

Safety management is a neglected part of many tanning production managers, but in fact many tanneries have suffered a lot at this point and have paid a lot of tuition fees.

It can be said that lessons are very profound.

Don't forget how interdependent and interrelated between safety and production.

Safety management mainly includes: personal safety management; safety management of products and related parts (moldy, moisture, sunshine, frost, loss, pollution, falling, falling down, etc.); water, electricity and steam safety management; mechanical equipment safety management, mold fixture safety management; safety management of pport tools (forklift, scooter, saddle, trolley, trolley, etc.); computer data, documents, processes, operation standards, bottom color cards and other safety management; letters and related pceiver safety management; processing materials rate of safety, safety management; other safety management should be paid attention to.

Every safety management problem will cause different degrees of negative impact, which will cause immeasurable losses to the enterprise directly and indirectly.

Such as mechanical injury, disability, liquid material falling down, causing property loss or corroding wounding, letters being read, causing emotional fluctuations.

It is hoped that the production managers of tannery will pay enough attention to safety management, consider the establishment, promulgation and implementation of relevant safety rules, and implement written safety precaution management.

Morale Management (MORALE, M)

Morale management is a subject that every producer must think about.

This work is well done and well done, and it will probably produce 120% of the productivity and corresponding performance.

On the contrary, it may produce as low as 60%, or even lower productivity and lower job performance.

Do you think morale management is important?

So what are the main points of morale management?

First of all, it requires the supervisor to set an example by doing what he says and do what he says.

The old saying that "do not give to others" is the best proof.

With good prestige, it is possible to integrate a team of morale. No one who is emotionally and faithless can bring a team of high morale.

What I want to mention here is that, as a manager, in general, we should be talented and virtuous.

When the two can not be satisfied, only a little better virtue can bring a good team.

As for those who have no talent or no virtue, they can not bring a high morale team.

On the contrary, it has a greater negative impact on morale.

The second is the establishment and improvement of the incentive mechanism.

That is, production managers should spend a considerable part of their time thinking and formulating relevant rules of the game.

The rules of the game should be meticulous and strict: what behaviors should be rewards and punishments?

How much performance should be rewarded?

How many awards can be considered for promotion?

What kind of team is a benchmarking team?

Which teams should be chosen to vigorously publicize and so on?

The rule of game is a relatively changing system. The system must develop and change as well as balance the whole.

For example, if the bad rate is below 1% this year, it will be rewarded. Next year less than 1% will probably be absent. It may be adjusted to less than 0.5%.

In addition, we should consider arming every employee of our company with a spirit or an enterprise document.

That is, let every employee of tannery understand what is positive and enterprising?

What is negative and contemptuous?

What actions do we all take for granted and should be done?

What behavior is absolutely not allowed to do?

In short, let all colleagues' spiritual and cultural orientation be as consistent or relative as possible.

In this kind of enterprise, everyone has a sense of honor work, everyone has a sense of belonging, all morale is high.

The spirits of the tanneries have been aroused, and the driving force is endless and immeasurable.

The morale inspired by this kind of good corporate culture is an important source of resultant force, and is also a top secret for enterprises to keep youth forever.

The tanneries with low morale and internal contradictions are just like a dingy boat in the sea. What should we do when the big waves come?

Relationship between production management and enterprise management

Production management is a branch of enterprise management. Knowing production management is not equal to leading a tannery.

However, even if the basic production management system of P-Q-C-D-S-M is not fully understood, it must not be a comprehensive tannery leader.

There are many reasons for leading a tannery: is there enough personal charm?

How do you work in coordination and communication?

What is the impact of organizational strength?

What is the market management capability?

What is capital operation capability?

And so on, these can not be solved by management language.

To sum up, the author believes that a qualified production manager should have a comprehensive grasp of the 6 key elements of production: P-Q-C-D-S-M.

This is quite important for tannery management.