Basis for Effective Implementation

At the morning meeting of all management cadres on Oct 8, 2022, Mr. Wang asked Long Weiquan, the director of the Standards Office, to share the case of the A045 customer order TD2257 with leaking deep laser, and take this case as a starting point, to explain the management ideas of three aspects: the setting of process should conform to human nature, knowing why everything is done and education is the basis for implementation.

This week, there was a problem that the titanium frame order missed deep laser processing. In 2022, deep laser had several exceptions. In fact, the proportion of orders requiring deep laser processing is small, but it is this process with relatively small processing proportion that often leads to production problems, affects the delivery date, and also brings some economic losses. How can we prevent such problems from happening again? I think the internal management mechanism should be improved from the following three aspects: the setting of process should conform to human nature, knowing why everything is done and education is the basis for implementation.

The setting of process should conform to human nature.

A045 customer order TD2257 had the same problem of leaking depth laser in the past, and the Standard Office and the Information Department have also established the corresponding reminder function in the system. Through investigation, the system will remind the confirmer whether the previous process is completed after each process is completed, and if the previous process is not confirmed, the PMC of the welding workshop cannot input the daily production report. In the process planning, the deep laser processing shall be completed in the accessory manufacturing workshop. The company requires the Parts Department to complete all processes of parts and then transfer them to the supporting warehouse. If it is controlled when PMC of the welding workshop inputs the production daily report, there will be three problems against humanity: first, the deep laser process is not originally processed in the welding workshop, so the welding workshop management will be asked to confirm whether the process of parts manufacturing is completed and does not conform to the logic of the process settings. Second, even if a problem is found in the welding workshop, the leakage deep laser will also lead to material backflow. Third, the deep laser processing accounts for a small proportion of all orders. If there is deep laser and no deep laser, the welding management should confirm once, which will eventually lead to the welding workshop management to develop a habit of clicking the confirmation key, so that the reminder and prevention and control measures become mere formality. In terms of process setting, we should achieve precise positioning like the national epidemic prevention and control. We should not adopt a one size fits all approach and formalism. I remember fifteen years ago, the company set up a position of inspection to ensure the quality of checking frames. When I went to the workshop every day for inspection, I found that the frame checkers had left work early and the inspectors were working overtime to rework. According to the division of responsibilities, the frame checkers should ensure that the glasses they have calibrated meet the quality requirements, and the inspectors only need to spot check whether they are qualified or not according to a certain proportion. This kind of phenomenon still exists in the company. For example, if the polishing quality of parts fails to meet the requirements, the welding workshop will help the parts workshop to rework, or even assign the polishing of parts to the welding workshop; The previous process does not transfer according to the loss, does not execute the "single order clearing, sequence clearing", and pushes all the tasks of clearing, closing, and replenishment to the finished product workshop. If these processes or behaviors that violate human nature are not corrected in a timely manner, it will eventually lead to competent and responsible personnel having unfinished work every day, middle and senior managers having unfinished bottoms every day, and those who are incompetent or lack of responsibility will end up being idle instead. Therefore, in the process setting, we should not set traps, make the process the simplest and the smoothest, and not violate human nature.

Knowing why everything is done.

In recent days, there have been several five level early warnings on trial waste of acetate. Why is there material waste when A/B scheme of acetate trial calculation is set in the system? Through investigation, we found that there was an A/B scheme for cutting on the working drawing, but the Engineering Department did not set the corresponding parameters according to the requirements of the A/B scheme when building BOM data. In fact, similar phenomena often exist in daily management activities. For example, when dealing with early warning, some management cadres do not understand the logic of early warning, or investigate the root cause of early warning, but copy the reply content of subordinates' emails to their superiors intact. This method of killing hamsters seems to be implemented, but it is actually coping with it. It is also disrespectful to the boss, and it cannot fundamentally solve the problem. The company lets you intervene, the customer's email is copied to you, and the system settings need your review or confirmation. These are all responsibilities and obligations given to you by the job responsibility definition. As a manager, you should clearly know what you should know, what you should pay attention to, and what specific measures you should implement within your authority. You should not automatically click the "confirm" button or nothing happens. At the same time, we should ensure that the reply content is thoroughly investigated and the measures given are effective. Therefore, when solving problems, we should not only know the nature, but also the reason. First of all, we should recognize whether to do this thing, that is, to identify with the meaning and purpose of doing this thing. The second is how to do it, that is, use the correct process and methods. The third is what the standard is, that is, to what extent.

Education is the basis for implementation.

There are four factors that affect implementation: knowledge, ability, willingness, and complexity. Most of the time, I think that 60% of the reasons for poor implementation are due to problems in "knowing and not knowing". Training in place is an effective way to solve the problem of "knowing and not knowing". Training in place is divided into two aspects: on the one hand, training at the planning stage. Corporate planning and target distribution are top-down. The planning of processes, quality control points and early warning logic in the system is often prior to the actual application. If these new processes, systems and standards are not properly trained and the executors do not know what to do, they will be passively and blindly implemented. In order to solve the problem of "knowing and not knowing", the company requires the Standards Office to train all personnel involved in the implementation of the process planning, standard establishment, procedure setting, etc. of each module before or after the implementation or change, so that each executive can know why, how and what results to make. On the other hand, it is about training to ensure the continuity of work. Glasses manufacturing is a labor-intensive industry. Ouhai's management team is very stable, and customers are still regular customers. Why is our product quality not good? Can't the execution be improved? Can good culture and tradition not be inherited? The reason is that the mobility of grassroots employees is relatively high, and the cultural level of grassroots employees is low. In order to ensure the continuity of work, we must strengthen the pre-job training and on-the-job training for new employees; especially the team leader should be a good teacher for grass-roots employees. This is also what I often emphasize: "The competition of enterprises in the future must be the competition of team leaders". The company requires the team leader not to leave the production line, not to leave the battlefield, spend more time to find problems on the production site, spend more time to study how to make products well, and spend more time to educate employees.

In terms of process setting, we should achieve precise positioning like the national epidemic prevention and control. We should not adopt a one size fits all approach and formalism. We should not set traps, make the process the simplest and the smoothest, and do not violate human nature. When solving problems, we should not only know the nature, but also know why. First of all, we should recognize whether to do this thing or not, that is, identify with the meaning and goal of doing this thing. The second is how to do it, that is, to adopt the correct process and method. The third is what the standard is, that is, to what extent. Education is the basis of implementation. Before or after the implementation of the process planning, standard establishment and procedure setting of each module, all personnel involved in the implementation should be trained, so that each executive can know why, how and what results to make. In order to ensure the continuity of work, we must strengthen the pre job training and on-the-job training for new employees; especially the team leader should be a good teacher for grass-roots employees.