For floor companies, cultivating new competitiveness in the production line has become an important issue for many floor companies when the current floor market is at a low point. This will bring real costs to companies in terms of cost, quality, delivery time and profitability. The benefits can also help companies cultivate the ability to adapt, solve problems, and enhance employees' awareness of quality, so that companies can have core competitiveness in responding to changes in the market from software to hardware.
The Present Situation and Existent Waste of Floor Enterprise Production Line
In the flooring industry, the superbly-manufactured companies at the production sites are highly skilled. The vast majority of companies have much better product images than production sites, so that you will not believe that those products are produced in such a chaotic environment. Because of the chaos of management, there are generally excessive manufacturing waste, waste of inventory, waste of bad repairs, waste of actions, waste of processing, waste of waiting, and waste of transportation. And it's amazing how wasteful it is.
Quality is the life. Toyota thinks so, and it does so. For this reason, there have been a series of theories and methods of quality management, timely production, and overall production and maintenance of all employees, and these methods have all become classic examples of enterprise management. Many of the floor companies' understanding of "quality is the life of the company" mostly stays in the slogan and is not implemented. The reason for this is, in the final analysis, the concept of corporate leadership. It is not difficult to improve itself. It is difficult to change the concept from the boss to the management. We do not regard quality issues as strategic issues, and we do not regard improvement as a strategic approach. It is difficult to achieve quality improvement and improvement.
Avoiding "Excess, Waste, Instability"
Avoiding “excess, waste, and instability” is the core idea of Toyota's lean manufacturing and the main goal of improvement. These ideas are also used by our flooring companies.
1) Excess
The Western Economy Order Volume (EOQ, which was introduced by Ford Harris and R. Wilson as early as 1915 and has been the basis for inventory management for many years) has been a way to avoid unnecessary orders. However, the quantity of orders requested by JIT is smaller than EOQ, and only one item is set according to the ideal. because:
(1) Batch reduction can bring many benefits to the company, including reducing waste, improving quality, reducing rework, and promptly feeding back errors, which causes concern over time issues and greatly shortens delivery time.
(2) In the EOQ formula, the adjustment/ordering fee is considered to be constant. However, in lean manufacturing, these costs are considered to be continuously declining. Therefore, it is not necessary to use a large amount of funds to ensure that the food is consumed. We will not purchase large quantities of raw and auxiliary materials and produce large quantities of work-in-progress so as to avoid causing various waste. Many of our bosses are often very detailed about employee salaries, training fees, research and development expenses, etc., but they are indifferent to a certain range of scrap and rework, and even think that it is reasonable; the cost of inventory, machine adjustment, and other handling, etc. It is even more blind. In fact, these are a huge sum of money and they are redundant costs. Therefore, changing the batch knowledge of material procurement and production organizations, and further reducing the number of batches through supply chain management and technical research, strive to achieve “zero inventory” and “zero defects” in order to ensure the supply of raw materials and production With the speed and flexibility, the ability of companies to adapt to the market can be greatly improved.
2) Waste
Most of the quality inspectors of flooring companies follow the Western sampling statistics principle, allowing a certain percentage of scrap substandard rates (usually allow 1% to 3% of defective products) to exist, but in Japan these are seen as waste and are not permitted .
Its core ideas and practices are:
(1) Complete elimination of batches (ideally), so there are no batches available for sampling, nor are there opportunities for a few percent of rejects per batch.
(2) Quality management is at the source - the worker, not the quality inspection department. Quality is the responsibility of the workers, and it does not need to be checked by quality inspectors to flow to the post process. The idea of allowing 1% to 3% of defects to exist is wrong. This means that if you want to deliver goods with 100% qualified products, the production quantity must be greater than the quantity of orders. Doing more than one product will not only affect the production schedule, but also increase costs, reduce profits, and reduce employee quality awareness.
3) instability
Most of our companies have storage areas at almost every point of operation to prevent fluctuations caused by unstable production. For example, a floor company, which produces about 7 million products a month, has at least 7 million to 9 million yuan of products in production, with an area of more than 10,000 square meters. For panel flooring companies, the area occupied by equipment is about two-fifths, and most of the area is occupied by products. The head of the company responsible for production said that only by guaranteeing the above quantity of work in progress at the site can he produce about 7 million finished products. He thinks this is normal and should be correct. It is the incorrect thinking of managers that makes the company's on-site problems more and more serious. However, such practices and ideas are not allowed in the JIT. The solution to lean manufacturing is to remove inventory and expose instability, thus eliminating the cause of instability.
For the floor companies, the transformation of the production line is not merely based on the standpoint of production, but must be carried out on the overall position. In the era of "supply exceeds demand" and "the era of rapid changes in values," only the production line will be reformed with the correct grasp of market demand, and we will strive to achieve the ** line of the company, relating the goods from the upstream to the downstream. As an object, all companies are committed to improving production efficiency, adapting to the market, and maximizing profits.
