Six dimensions of lean management in printing enterprises
Time:2024-10-21
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From the micro-operation level, the implementation of lean management in printing enterprises can be specifically started from the six dimensions of the enterprise‘s four management objectives (finance, cost, quality, efficiency), two management tools (5S, visualization).
1. Financial awareness and management
Department managers of printing enterprises generally do not have the relevant financial knowledge, in the process of printing production management, can not operate and manage the production system or department from a financial point of view, which is easy to cause some waste. In addition, the management of many printing enterprises is very extensive, the audit and quotation control of each process and each link is not strict, there is no corresponding data system, there is no financial accounting for material loss and quality loss, and no one is clear whether the loss is profit or not after an order is finished. In production meetings or production and marketing management meetings, no one will review and summarize from a financial perspective, and middle and senior management personnel are not clear about the corresponding financial benefits. On the contrary, if the enterprise can properly open up in the financial aspect, so that middle and senior managers can grasp the key direction of financial control in the annual business planning and master financial knowledge, it will be of great benefit to the profit protection of the enterprise.
2. Material cost control
Now many large and medium-sized printing enterprises have developed material loss standards, but only to develop material loss standards is not enough, but also need to establish BOM bill of materials and carry out the corresponding audit and control. For example, for each order, Hucai Group will fill in the BOM bill of materials before production, and conduct process review at the proofing stage. The author knows of a Hong Kong-funded printing enterprise, the cost control is very strict, no matter how much material in the printing, must be signed and approved by the company boss, and find out the reason for the material, and then the warehouse can release materials. Through such means, the company has created a good cost control atmosphere within the enterprise, and the workshop machine personnel always pay attention to the loss of materials in the operation process, effectively reducing the loss of materials and improving the company‘s profits.
3. Quality risk identification and prevention
Printing quality management involves all aspects, but to really do well, we need to focus on quality risk identification and prevention. For example, in the process review, the quality manager should fully assess the risks that complex processes or special customer requirements may bring to the quality of the product. Zhejiang Shangfeng Packaging Group Co., Ltd. has a column on the production project list to remind and prevent possible quality risks. Hucai Group is also very effective in the data control of quality accidents, and the quality problems and losses in every link of each order from pre-press design to final shipment are clearly and accurately recorded. The benefits of doing so are very obvious:
(1) It lays a solid foundation for the lean management of enterprises;
(2) Provide the basis and direction for the continuous improvement of quality in the production workshop, so that the quality summary will not be mere form;
(3)A very good quality management atmosphere has been established, and pre-press prevention, in-press control and post-press summary have been well realized;
(4) Through the quality analysis report, the amount of quality loss is clarified, the quality awareness of workshop personnel is strengthened, and the profits of the enterprise are increased through the continuous improvement of quality.
(1) It lays a solid foundation for the lean management of enterprises;
(2) Provide the basis and direction for the continuous improvement of quality in the production workshop, so that the quality summary will not be mere form;
(3)A very good quality management atmosphere has been established, and pre-press prevention, in-press control and post-press summary have been well realized;
(4) Through the quality analysis report, the amount of quality loss is clarified, the quality awareness of workshop personnel is strengthened, and the profits of the enterprise are increased through the continuous improvement of quality.
4. Increase production efficiency
One of the main purposes of lean management is to improve production efficiency. Therefore, how to improve production efficiency is one of the important problems that printing enterprises must solve in implementing lean management. The author believes that the review and improvement of production efficiency should first be based on the data collection and analysis system, such as, what causes downtime and efficiency decline? What went wrong? Who is responsible? How to avoid it in the future? Where are the bottlenecks in the entire production process and how to overcome them? Can you make preparations in advance?
Hucai Group has a lot of experience in improving production efficiency:
(1) Establish production efficiency analysis data reports;
(2) Implement the rapid mold change (SMED) project, refine and standardize each operation step, and train relevant personnel;
(3) Establish detailed operation guidelines;
(4) When the production plan is scheduled in the production workshop, the workshop director and the PMC planner shall hand over the handover, and promise to complete the production schedule on schedule. If it is not completed, the reasons shall be explained, and the review and summary shall be carried out;
(5)After the workshop director gets the order, it is necessary to identify the bottleneck process according to the complexity of the product process, the quality requirements and the production site capacity, and make arrangements in advance to make corresponding preparations to ensure the smooth operation of the production line.
(1) Establish production efficiency analysis data reports;
(2) Implement the rapid mold change (SMED) project, refine and standardize each operation step, and train relevant personnel;
(3) Establish detailed operation guidelines;
(4) When the production plan is scheduled in the production workshop, the workshop director and the PMC planner shall hand over the handover, and promise to complete the production schedule on schedule. If it is not completed, the reasons shall be explained, and the review and summary shall be carried out;
(5)After the workshop director gets the order, it is necessary to identify the bottleneck process according to the complexity of the product process, the quality requirements and the production site capacity, and make arrangements in advance to make corresponding preparations to ensure the smooth operation of the production line.
5. Publicize and implement 5S on site
5S management is a magic weapon to promote orderly site management, improve production efficiency, ensure quality and quality, and reduce costs. If a workshop can not even do the basic 5S, then product quality, production efficiency and so on are difficult to be guaranteed. Therefore, in order to achieve lean management, 5S management is indispensable. It can be said that 5S management is the most basic, most effective, most feasible and most intuitive topic in lean management. If 5S management is really done, it can be timely to see where there is a problem on the production site, and then quickly find the cause, deal with it immediately, and urge the machine staff to improve.
6 Visual Management
A key premise of lean management is to catch problems early and eliminate their root causes, and visual management helps with this process. Visual management refers to the use of IT systems to enable managers to effectively grasp corporate information and achieve transparency and visualization in management, so that management effects can penetrate into all aspects of human resources, supply chain, customer management and other aspects of the enterprise, so that important performance data and any indicators in the production process can be seen at any time, so that when problems occur, immediate actions can be taken. Prevent problems from being swept under the carpet.
For example, China Business installed an LED electronic display in the printing shop, and connected with the printing press control system, when the printing press is running, the LED electronic display will show the running speed of the printing press, and the workshop management can always see whether the printing press is running normally. Anxing Paper hangs the business management objectives of the enterprise in the conference room, and the management staff can be very clear whether the objectives of each month are completed. Dongguan Yongfa will work instructions, precautions, process standards, etc. are posted on the wall of the printing workshop, production orders are hung on the workshop kanban, order progress is marked on the small blackboard, etc.
Standardization, standardization and data are the necessary means for the development of the printing industry, and lean management is the inevitable choice for printing enterprises in the era of meager profits to achieve quality, efficiency, profit, value and sustainable development. The continuous promotion of lean management is a long-term systematic project, which requires senior leaders, middle managers and grassroots employees to deeply understand the concept of lean management and implement it effectively, and to deepen the culture, thinking and behavior habits of lean management. Only in this way, printing enterprises can create a lean value chain of manufacturing links, establish a new business ecological environment, so as to protect the profits of enterprises.
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Anna Zhang