7 management to produce the best quality cartons

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7 major management produces the best quality cartons

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core tip: quality, also known as quality, is the characteristic or attribute of a product. Quality has its advantages and disadvantages, which can also be said to be high and low. People often regard high-quality products as "good quality" and low-quality products as "poor quality". There is no "good" quality, only qualified quality. Good products are made, not tested. Therefore, the key to quality lies in management. In the same way, the following seven key points of quality management are worth learning from the carton factory

[China Packaging News] quality, also known as quality, is the characteristic or attribute of a product. Quality has its advantages and disadvantages, which can also be said to be high and low. People often regard high-quality products as "good quality" and low-quality products as "poor quality". There is no "good" quality, only qualified quality. Good products are made, not tested. Therefore, the key to quality lies in management. In the same way, the following seven key points of quality management are worth learning from the carton factory

I. The quality is determined by the customer.

no matter how advanced the equipment, how excellent the performance and how exquisite the appearance are advertised, the cartons will be eliminated as long as they are not what the customer needs. Therefore, the position and concept of carton factory: replace "best quality" with "best quality"; The "optimal quality" is the "most satisfactory quality" for customers

1. Meet customers' current needs:

meet specific specifications

easy to use

beautiful appearance

2. Ensure customers' future needs:

durable, not prone to failure

safe and reliable

little impact on the external environment

thoughtful consideration for customers

2. Quality is not an increase in cost, But it can reduce the cost

people's wrong idea of quality: to improve quality is to improve the cost

for the carton factory, if the defective rate decreases, the cost will decrease:

there is no need to spend the cost of inspecting and correcting defective products

no defective products, saving the cost of material replacement and machine adjustment

more production opportunities due to the reduction of defective products

the continuous production capacity of production can be improved when the defect rate is reduced

III. quality management

quality management is to minimize or even eliminate the instability of product quality. Quality management is all the activities that the manager carries out in order to achieve the objectives of the Department

1. Grasp unstable product quality

unstable factors come from:

2. Quality management foundation

(1) standardization

standardization is an indispensable criterion for managing unstable quality and a "Nemesis" of barbaric manufacturing

(2) informatization

digitalization can be said to be the most effective way to manage instability. The so-called datalization is to express things in numerical values as much as possible

(3) quality education

continuously improving employees' quality awareness is the eternal theme of the enterprise, so that employees can do it right for the first time

(4) quality cost analysis

prevention cost

identification cost

failure cost

(5) quality defect analysis

minor defects

general defects

serious defects

fatal defects

(6) equipment management

equipment optimization

equipment maintenance

3, "three presses" and "three inspections"

(1) "three press"

requires employees to Operate according to the standard (pre job training and on-site guidance)

the inspector is required to inspect according to the process, drawings and standards

the technology department is required to prepare processes, drawings and standards

(2) "three inspections"

self inspection by employees

tour inspection

mutual inspection among employees

IV. three major quality controls

1. Incoming control and inventory quality management

the 5R principle of incoming control. The 5R principle refers to the purchase of materials in a timely manner, with the right quality, the right amount, the right price and the right place. The realization of 5R can ensure the requirements for material supply in terms of demand, cost and quality

(1) timely right time: timely supply materials when needed

(2) rightquality: the quality of purchased materials and materials issued by the warehouse meets the standard

(3) an appropriate amount of rightquantity. The purchase quantity and stock shall be controlled appropriately to prevent dead materials and excessive use of funds. The required materials shall be obtained at a reasonable cost

(use the "shift" key to select the gear to be calibrated (300KN or 150kn) 4) right price, and obtain the required materials at a reasonable cost

(5) appropriately right place, purchase materials from the nearest or most convenient supplier to ensure that materials can be supplied at any time

2. Process control and SPC - statistical process control

formulation of process quality management plan

equipment spot inspection and instrument calibration

first article inspection

operator independent inspection

process patrol inspection

quality abnormality handling

inspection records

statistical analysis of defects

separation and marking of defective products

application of control chart

application of limit samples

implementation of Kanban management

3 Terminal control and customer satisfaction

the determination and commitment of the top supervisor

make customers "loyal to us" forever

strive for customers with strict quality requirements

carry out the activity of "one vote veto system" for all employees

establish a satisfactory enterprise environment for employees

attach importance to education and training

establish good environmental quality

cultivate supplier ideas forever

v Quality management and staff improvement

1, 6S management and quality

6s activities originated in Japan. It refers to the corresponding activities on production factors such as materials, equipment and personnel at the production site, laying a good foundation for the development of other management activities. It is a magic weapon for improving the quality of Japanese products after World War II and marketing around the world

(1) Seiri: distinguish the items to be used from those not used. Those not used shall be removed from the site and only those to be used shall be retained

(2) Seton: put the articles to be used in order according to the specified position, and do a good job in identification management

(3) cleaning (Seiso): clean the dirty parts of production factors such as equipment and environment on the site and keep them clean

(4) cleaning (Seiketsu): maintain the above situation after finishing, rectification and cleaning, so it is also called "3S" activity

(5) Shitsuke: everyone should abide by the company's rules and regulations, develop good work detection methods and habits

(6) safety: work according to the operating procedures to avoid accidents

6s pithy formula:

it's hard to find items if they are only sorted out

there is only rectification, and there is no way to choose chaos

the articles are not used reliably because they are not cleaned

How to guarantee the effect of

3s? Clean out and offer a move

standard operation training literacy, safety production is the most important

improve day by day, and the company has a high level of management

2. TPM and all employees' independent improvement




tpm means that the company participates in and carries out repeated small team activities in all departments, including production, development, design, sales and management departments, from the top management to the first-line employees, with the goal of pursuing the production limit and building a system that can prevent all waste, Challenge high-efficiency enterprises with zero failure, zero waste and zero defect, as well as dynamic enterprises with independent improvement activities of departments and teams. Expected effect:

(1) tangible effect:

improve quality

reduce cost

shorten production and management cycle

reduce inventory

improve labor productivity Equipment efficiency

reduction of work waste

reduction of market complaints

reduction of various losses

elimination of potential safety hazards

increase in the number of improvement proposals

(2) intangible effects:

enhancement of employees' awareness of improvement

improvement of employees' skill level

cultivation of a proactive corporate culture

VI Quality management and TQM

the father of quality management - Dai Ming's fourteen key points of management:

there should be a constant purpose to improve products and services

adopt new ideas

stop relying on inspection to improve quality

abolish the system of bidding at the lowest price

continuously improve the production and service system to improve quality and productivity

establish on-the-job training system

they also have excellent heat insulation performance and strong absorption capacity to establish a leadership system

eliminate fear so that everyone can work effectively for the company

eliminate slogans, instructions and goals that require employees to achieve zero defects and high productivity

break down the barriers between departments

abolish the work standard quantity at the work site and replace it with leaders

remove the obstacles that cannot make workers proud of their skills

establish a dynamic education and self-improvement mechanism

let everyone in the company devote themselves to transformation

VII. Quality management and zero defect planning

zero defect management is a quality concept and management method initiated by American quality management master Crosby. The premise is: in view of the performance of the dual work attitude in the work site, that is, people are willing to accept the imperfect situation in some fields, while in other fields people expect zero defects. The condition for the development of this dual attitude is because of people, and people will make mistakes. However, zero defect means that if people focus on details and avoid mistakes, they will continue to approach the goal of zero defect

1. Zero defect

the first time an enterprise makes a mistake, it will spend half of its operating expenses on the cost of doing something wrong. The cost of doing something wrong is about 25% of its sales revenue, but the enterprise thinks it is justified. To do it right for the first time is to avoid the cost. Quality means meeting the requirements and quality means profits

establish a prevention system:

(1) the traditional concept focuses on the inspection and after-sales remedy after the completion of the product,

(2) the idea of zero defect management is to improve the product quality by changing people's attitudes and habits and ways of doing things from the perspective of people's value and spiritual field

2. Basic principle of zero defect

the basic principle of zero defect management is the guideline for enterprises to improve quality to achieve zero product defect. The core of quality management is prevention, and all work standards are zero defects

the prevention of zero defects focuses on the prevention of unconscious errors, which has the following characteristics:

(1) it is usually caused by poor operation,

(2) in case of unconscious errors, it is difficult to find reasons to explain or excuse from daily experience

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