Lean management expert.

Shanghai Songjiang Texaco Chef.

Chinese name: Song

Occupation: consultant

Graduate school: Tsinghua University.

Representative works: On-site fine management (graphic version), expounding 6S management practice.

Professional direction: lean talent training, lean production, etc.

Column: China Field Improvement Network

personal record

Tsinghua University MBA, lean management expert.

Consultant and senior trainer for lean management, lean production, TPM equipment maintenance, QC team, 6S and other lean improvement activities.

He has worked in Korean-funded electronic enterprises for nearly ten years, and has served as workshop director, production manager and production director, and has rich practical experience in enterprise field management.

As a consultant, he suggested that enterprises promote TPM employees to participate in equipment maintenance activities, site operation standardization and training system construction, QC group activities, improvement suggestion activities, KYT and site safety zero accident activities, 6S and visual management, etc. , and adopted six sigma implementation key process DMAIC tools to carry out field improvement activities. Through rich professional counseling experience, we have helped our customers get good returns.

With Tsinghua University's master's education experience, practical experience of Korean-funded enterprise management and on-site counseling experience of consultants, Cheng Song became an on-site promotion expert with solid theoretical foundation and rich practical experience.

personal work

Song has written many books on site management practice, such as Fine Site Management (Graphic Edition), Graphical TPM Management Practice (Case Practice Edition) and Graphical 6S Management Practice.

Personal article

For the Song column, please see "Song column" of "China Website Improvement Network".

major field

1, lean production course:

Lean production practice skills training

Lean improvement of unit production and field operation

JIT Production and JIT Lean Logistics

Eight sharp tools for on-site fine management

2. On-site lean management basic courses:

Challenge Zero Defects —— Practice of Total Quality Management and Field Quality Management

Realizing zero failure —— Management Practice of Equipment Spot Inspection and Preventive Maintenance

Full participation in actual combat training of equipment maintenance.

6s-the foundation of lean management on site

3, lean talent training courses:

MTP- Training for Improving the Executive Power of Middle-level Cadres

TWI-On-site management skills training for grass-roots supervisors

Mode of operation

1. During the training period, the course content focuses on practical skills of field management, and students discuss and practice in groups. The content includes a large number of cases, exercises, discussions, question-and-answer interactions, etc. Combine case explanation, classroom discussion and classroom practice.

Each course is equipped with after-school questions and after-school application assignments. After-school exams are used to check students' understanding of the course. It can also play a role in urging students to study. In order to better understand the learning effect of students, it is necessary to carry out practical application after class. Homework after class is mainly the practical application of the key points of the course content. These topics require students to apply them in their work in order to consolidate the content of the courses they have studied.

The course content adopts "modular design", and customers can make "menu selection" according to specific needs and combine various modules for training.

2. When consulting, the closed-loop management consulting mode of diagnosis, analysis, training, counseling and consultation is adopted to confirm the effect, which not only helps the enterprise to improve on the spot, but also helps the enterprise to enhance the awareness and ability of observing, analyzing and solving on-site problems. Teach people to fish, teach people to fish.

Enterprises and institutions that have served

Automobile machinery: Tianjin FAW Toyota, Beijing Benz, Beiqi Foton, Beijing Hyundai Mobius, China No.2 Heavy Machinery Group, Beijing Xinghang Electromechanical Equipment, Shanghai Xingkete, Chongqing Water Pump Factory.

Electronic medical devices: Wuxi Seagate, Tianjia Central Air Conditioning, Fudian Electronics Company, Shenzhen Maslan Circuit Technology Company, Ricky Surgery.

Iron and Steel: Chengde Iron and Steel, Wuxi Xingcheng Special Steel, Tangshan Jiujiang Wire Rod, Shanxi Zhongyang Iron and Steel.

Power plants and electric power: Huaneng Sichuan Hydropower, Guohua Cangdong Company, Inner Mongolia Electric Power, Qinghai Electric Power, CNNC Taiyuan Xinneng, Jiujiang Power Plant, Shandong Jiaozhou Electric Power, Hebei Cangzhou Electric Power and Zhejiang Jinyun Electric Power.

Food, chemical industry and material processing: Wuliangye Liquor Group, CNOOC Oil Production Engineering Research Institute, Shandong Academy of Sciences, AVIC Sanxin, Jinan Linuo Group, Tianjin Rishi Lubrication, Shandong Tianyi Chemical Industry, Beiye Jacky Company and Jiujiang Coking Company.

Clothing, textile and leather: Guangzhou Gloria, Hebei Shenglun Group and Shandong Tongda Island New Materials.

Tobacco: Guizhou Zhongyan, Hubei Tobacco Company, Wuhan Cigarette Group, Henan Tobacco Company, etc.

Construction unit: Qinghai Tianhe Road and Bridge Construction Company.

Aviation and Logistics: Capital Airport and Minmetals International Freight Company.

Introduction of work content

Illustrate TPM management practice (case practice edition)

brief introduction

Author: Song.

This book focuses on the three pillars of TPM: independent maintenance, professional maintenance and equipment efficiency improvement. Among them: Chapter 2, Chapter 3 and Chapter 4 introduce how to maintain activities independently; The fifth and sixth chapters introduce how to carry out professional maintenance activities; The seventh section introduces how to carry out equipment efficiency improvement activities.

In order to make readers understand the tools and skills of TPM activities well and apply TPM as a management tool quickly in enterprise management, this book is equipped with more than 80 pictures and nearly 90 tables for reference. At the same time, in order to facilitate readers to understand the whole picture of TPM activities, this book uses a whole chapter in Chapter 9 to comprehensively introduce all aspects of TPM activities in an enterprise. The last section of each chapter provides a case to deepen the understanding of this chapter; There are dozens of small cases scattered around this book.

Song Wenqiang

Illustrated TPM Management Practice (Case Practice Edition) Catalogue

Chapter 1 Total Productive Maintenance: Total Productive Maintenance

1. 1TPM: Full-staff and full-efficiency productive maintenance.

1.2 Strengthen equipment maintenance and improve production schedule, quality, cost and safety.

1.3 Control minor defects and prevent major failures.

Chapter II Independent Maintenance: Full Participation and Timely Maintenance

2. The core of1TPM is that the operators maintain the equipment independently.

2.2 independent maintenance, timely find and eliminate small defects.

2.3 Case: How does Haier promote all employees to participate in TPM activities?

Chapter III Seven Steps of Step-by-Step Implementation and Independent Maintenance

3. 1 Step 1: equip the cleaning training and start the initial cleaning.

3.2 Step 2: Formulate cleaning specifications and implement standardized cleaning of equipment.

3.3 Step 3: Improve pollution sources and clean difficult parts.

3.4 Step 4: Carry out OPL activities and conduct general inspection training and drills.

3.5 Step 5: Formulate equipment maintenance specifications and carry out independent equipment maintenance.

3.6 Step 6: Visualization and efficiency of daily inspection and maintenance.

3.7 Step 7: All staff participate in the on-site improvement and independently maintain normalization.

3.8 Case: Implementation Measures for TPM Independent Maintenance of Nanshan Iron and Steel Equipment

The fourth chapter steadily and steadily promotes the independent maintenance activities of all employees.

4. 1TPM weekly meeting, PDCA cycle once a week.

4.2 phased diagnosis, and gradually promote independent maintenance.

4.3 Case: Brief Introduction of TPM Activity Diagnosis and Acceptance Process of Donghua Machinery

Chapter V Promote the professional maintenance of equipment and improve its reliability.

5. 1 Step 1: Carry out special equipment training to improve professional maintenance ability.

5.2 Step 2: Improve the professional maintenance standard system and standardize professional maintenance.

5.3 Step 3: Conduct professional spot check on the equipment to find faults and defects in time.

5.4 Step 4: Maintenance of propulsion equipment: lubrication, fastening, adjustment and replacement.

5.5 Case: One day of Xiao Zhang, a full-time spot inspector of Beihai Iron and Steel Company.

Chapter 6: Strengthen the analysis and improvement of equipment failure, and realize equipment zero failure.

6. 1 equipment fault management: fault repair, analysis and improvement

6.2MTBF analysis: determine the reliability and maintenance points of the equipment.

6.3PM analysis: improving repetitive faults and chronic faults

6.4 Why Analysis: A Simple and Practical Fault Analysis Method

6.5 Case: Equipment Failure Analysis Process of Southern Power Company

Chapter VII Reduce the loss of equipment efficiency and improve the comprehensive efficiency of equipment.

7. 1 Reduce six losses of equipment efficiency and improve equipment utilization.

7.2 OEE: core indicator OEE: total productive maintenance activities.

7.3 Carry out key improvement activities to solve equipment problems.

7.4 Six steps to improve the focus and realize PDCA cycle.

7.5 Suggestions for improvement: Participate in on-site improvement and strengthen independent management.

7.6 Case: Focus on improvement of cleaning equipment for electronic circuit boards in Fudian.

Chapter VIII Key Points of Promoting Total Productive Maintenance: Overall Planning and Steady Progress

8. 1 Strong organization to promote TPM activities in a unified way.

8.2 Systematic planning, with plans to guide actions.

8.3 Leaders attach importance to total productive maintenance as the primary project.

8.4 Create an atmosphere that encourages employees to participate in total productive maintenance.

8.5 model first, demonstration and guidance first breakthrough.

8.6 From point to area, introduce in an all-round way and promote as a whole.

8.7 Check and evaluate, maintain and consolidate the improvement results of total productive maintenance.

8.8 Overall improvement, extending from the equipment system to the whole production system.

8.9 Case:-—TPM activity, booster of Fudian electronic business innovation.

Chapter 9 Comprehensive Case: TPM, the booster of Huafeng Automobile Company.

9. 1 Establish an organization, which is responsible from top to bottom.

9.2 site 6S and equipment cleaning, laying the foundation of TPM.

9.3 Self-protection, "We manage our equipment"

9.4 Professional guarantee, accurate spot check and timely maintenance.

9.5 Safety visualization to improve safety efficiency and effect.

9.6OPL self-training to improve ability, quality and atmosphere.

9.7 Creative Kung Fu proposal, employee-centered independent improvement

9.8 Focus on improvement and benefit-centered small group activities

9.9 Red card fight, dig out problems and urge rectification.

9. 10 management kanban is an important carrier of enterprise management.

On-site fine management (graphic version)

Book Introduction

Author: Song.

The field situation is ever-changing, but there are only five basic management objects, which are the five elements of field management: people, machines, things, law and environment.

There are many things in site management, but there are only six basic management objectives: Q (quality), C (cost), D (delivery date), P (production efficiency), S (safety) and M (morale).

How to realize the six goals of QCDPSM through effective management of the five elements of man-machine material method? Through on-site refined management.

5S, visualization, two sharp tools, focus on improving the basic environment of the site and lay the foundation for the fine management of the site;

TPM, anti-fraud and KYT training are three sharp tools to achieve "zero failure" of mechanical equipment, "zero defect" of product quality and "zero accident" of personnel safety from the perspective of prevention.

The principle of action economy is to improve operation efficiency and delivery time from the perspective of improving action details;

OEC management originated from Haier, which is a successful method to strengthen field control and realize PDCA cycle.

Lean production eliminates seven kinds of waste on the spot and implements refined management in the manufacturing process.

These eight sharp tools basically cover all aspects of on-site refined management. In order to make readers better understand and use these tools, this book quotes dozens of practical cases, large and small, and clearly introduces how to apply the eight sharp tools of refined management with more than 100 pictures and tables.

-Song Wenqiang

On-site Fine Management (Graphic Edition) Catalogue

Chapter 1 Refinement of on-site management: Benefit from details

Reflections on the four stories of 1. 1: details determine success or failure.

1.2 site management: five elements and six objectives

1.3 site fine management: keep improving.

1.4 basic process of on-site fine management: PDCA cycle

1.5 Eight sharp tools to improve the level of on-site refined management

The second chapter is the sharp weapon 1: 5S, which lays a solid foundation for on-site refined management.

2. 15S activity: make the production site more accurate.

2.2 Finishing: Optimize the number of projects and simplify the on-site management objects.

2.3 rectification: reasonably place items and create a clean and orderly venue.

2.4 Cleaning: site cleaning standardization, improving environment and equipment.

2.5 Cleanliness: 5S activities are institutionalized to maintain and consolidate 5S achievements.

2.6 Literacy: 5S management is habituated to form a good corporate culture.

2.7 Case: Promotion Plan of 5S Model Area of Lessing Company

The third chapter is the second weapon: visualization, to create a clear and refined scene.

3. 1 Ground marking: standardized placement and access

3.2 signboard: a small billboard that can be seen at a glance.

3.3 Safety visualization: eye-catching and stimulating warnings and reminders

3.4 Color: an intuitive and effective identification method

3.5 Trace management: the skill of accurately positioning goods.

3.6 office visualization: improve office efficiency

3.7 Case: Visualization Specification and Promotion Plan of Nanhai Company

Chapter IV Sharp Weapon III: Maintenance of all employees' equipment to realize the "zero failure" of equipment.

4. 1TPM: All staff participate in equipment maintenance.

4.2 The core of The: Operators independently maintain equipment.

4.3 Step 1: Equipment cleaning training to get a preliminary understanding of the equipment.

4.4 Step 2: Formulate cleaning specifications and promote equipment cleaning activities.

4.5 Step 3: Improve pollution sources and clean difficult parts.

4.6 Step 4: Carry out OPL activities and conduct general inspection training.

4.7 Step 5: Formulate equipment maintenance specifications and carry out independent equipment maintenance.

4.8 Step 6: Intuitive and efficient inspection and maintenance.

4.9 Step 7: All staff participate in the on-site improvement and independently maintain normalization.

4. 10 Case: How does Haier promote all employees to participate in TPM activities?

Chapter five: weapon four: anti-fraud, to achieve "zero defects" in product quality.

5. 1 The core of quality management is quality problem prevention.

5.2 Anti-packaging: a means to prevent quality problems

5.3 Automatic detection

5.4 Automatic alarm

5.5 Automatic selection

5.6 Automatic positioning and automatic alignment

5.7 Automatic stop

5.8 Case: Toyota Motor Corporation's anti-dumping application

Chapter VI Weapon V: KYT Hazard Prediction Training to Achieve "Zero Accidents"

6. 1 safety: eliminate hidden dangers and realize zero accidents.

6.2KYT Hazard Prediction Training: Hazard Analysis Team Activities

6.3KYT Subject Source: "Surprised, Sweating" Event Recording Method

6.4KYT group discussion analysis four-step method

6.5 Five stages of KYT activity enterprise promotion

6.6KYT Action Implementation: "Finger Dictation" Safety Confirmation Method

6.7 Case: On-the-spot report of KYT's activities in Baoquan Circuit Board Factory

Chapter 7 Sharp Weapon VI: Action Economy Principle for Improving Field Operation Efficiency

7. 1 story of action improvement: gilbreth and bricklaying

7.2 Action economy principle: improve actions and improve efficiency.

7.3 Five principles to improve human movements and improve the foundation of human movements.

7.4 Two principles of fixture improvement reduce fatigue and improve efficiency.

7.5 Two principles: improving working environment, scientific layout and physical and mental comfort.

7.6 Case: How does UPS handle the fastest delivery?

Chapter eight weapon seven: OEC management to realize the refinement of daily control.

8. 1 Haier OEC management law: the sky has passed, the sky has cleared, and the sky has risen.

8.2 One of the three systems of ONE management law: target system.

8.3 Tools of the target system: general ledger, ledger and subsidiary ledger.

8.4 The second of the three systems of OEC management law: Nissin control system

8.5 Nissin control system tools: Nissin column, 3E card and Nissin table.

8.6 The third of the three systems of OEC management law: incentive system

8.7 Tools of incentive system: SST (Claim, Claim and trip) mechanism.

8.8 Daily operation of management: one account, three forms and seven steps.

8.9 Case: Application of OEC management method in Haier refrigerator quality management

Chapter 9 Sharp Weapon 8: Lean Production and Fine Manufacturing

9. 1 From "Toyota Production Mode" to "Lean Production"

9.2 Eliminate seven kinds of waste and realize the concept of lean production

9.3 Pull production: timely and moderate.

9.4 Kanban: a typical tool for pull production

9.5 assembly line production: the layout of lean production.

9.6 Unit Production Layout: The Best Application of Assembly Line Production

9.7 Case: Canon's Unit Production Mode

Chapter 10 Comprehensive Case: On-the-spot Record of Fine Management of Huafeng Automobile Company

10. 15S management lays the foundation for on-site independent management.

10.2 visualization helps all-round fine management on site.

10.3 kanban system realizes zero inventory.

10.4U unit production layout improves production flexibility.

10.5 Andon and other self-made anti-packaging to reduce product defects.

10.6 All employees participate in total productive maintenance, "We manage our equipment"

10.7 operation action optimization to improve operation efficiency.

10.8 "creative proposal activity" drives all staff to participate in on-site improvement.

10.9KYT hazard prediction safety activities promote safe production and zero accidents.

Brief Introduction of 6S Management Practice with Illustrations (China Practical Edition)

Book Introduction

Author: Song.

China is a big manufacturing country. Since the reform and opening up, especially after entering the 2 1 century, the trend of manufacturing in China has swept the world. The label "MadeinChina" is all over the world. For manufacturing enterprises, 6S management has become synonymous with on-site management mode.

In Japan, 5S management, as one of the two industrial magic weapons of economic take-off, is highly respected. In China, 5S, as an excellent means of enterprise site management, has been recognized and recognized by more and more enterprises, and has gradually formed a 6S management system with local characteristics in China. 6S has gradually become an indispensable part of the basic work of Chinese enterprises. Whether in the production site or in the office, 6S is an effective means to improve work efficiency, reduce costs, reduce waste, improve morale and increase competitiveness.

There is nothing profound about 6S management, and the tools and methods used are simple and easy. However, in the process of promotion, it needs to be nuanced and persistent.

The author has been engaged in production management in Korean-funded enterprises for nearly ten years and is deeply influenced by the 6S spirit. Later, he was engaged in the improvement, guidance and training of production site management. In this process, on the one hand, I am willing to help enterprises implement 6S, and at the same time, I feel sorry for many domestic enterprises that failed to get to the point in promoting 6S management.

Therefore, the author sprouted the idea of sharing 6S knowledge and experience with more colleagues in enterprises. Now we will systematically sum up many years of actual combat experience and various tools, methods and forms used in this process, and write a cost book.

The author hopes that this easy-to-understand and practical book will not only lay a solid foundation for enterprises to build a 6S building, but also make a contribution to the next level.

This book takes 6s (sorting, rectification, cleaning, safety, cleaning and literacy) as the core, and introduces the activities in each stage in detail, including: the promotion steps, tools and methods used in each stage; Problems and solutions that will be encountered in each stage. For each stage, there are many practical cases, which clearly and easily introduce how to carry out 6S activities with a large number of pictures and tables. At the end of the book, it also analyzes the implementation points and misunderstandings of enterprises' comprehensive promotion of 6S.

This book can be used as practical reference or training materials for managers, field personnel, consultants and trainers of enterprises.

If there are any mistakes or shortcomings in the book, I hope readers will understand and correct me.

-Song Wenqiang

Illustrated 6S Management Practice (China Practical Edition) Catalogue

Chapter 1 Introduction to 6S

1. 16S activity: the basis of site management.

1.2 Carry out 6S to make the production site more outstanding!

Chapter two, the first age: sorting out

2. 1 finishing: distinguish between necessary and unnecessary.

2.2 On-site inspection: rat and cockroach inspection method and post-work inspection method.

2.3 Criteria for determining rejection: frequency of use and drawer rules.

2.4 Disposal of unnecessary materials: temporary storage area and reuse area are set up.

2.5 The core tool of finishing stage: red card battle.

2.6 Problems and solutions in the final stage

2.7 Case: Oriental Automobile Manufacturing Company's "6S Finishing" activity

Chapter III Section 2: Rectification

3. 1 rectification: put it neatly and clearly marked.

3.2 Post creation management: staffing and post creation.

3.3 Three-dimensional placement: saving space and convenient access.

3.4 Constant volume placement: neat and efficient.

3.5 Trace management: clear at a glance and easy to return.

3.6 FIFO: Optimize inventory and access quickly.

3.7 Problems and Solutions in the Rectification Stage

3.8 Case: Nanhai Company Toolbox Reorganization Action Plan

Chapter IV The Third Age: Cleaning

4. 1 cleaning: make the workplace and operating equipment clean and bright.

4.2 Cleaning responsibility system: publicly announced

4.3 Cleaning standard: cleaning operation instruction

4.4 Cleaning the environment: Do not leave dead corners, and clean at any time.

4.5 Wipe the mechanical equipment: check the condition of the equipment when cleaning.

4.6 Cleaning appliances: neatly arranged and within reach.

4.7 Check the cleaning effect: pay attention to details and corners.

4.8 Improve pollution sources: control from the source.

4.9 Problems and Solutions in Cleaning Stage

4. 10 case: Haier white socks and gloves

Chapter 5 Section 4: Safety

5. 1 safety: eliminate hidden dangers and prevent accidents.

5.2 Heinrich's Law: Small mistakes are constant, and big mistakes are constant.

5.3 Safety inspection: find problems and make rectification.

5.4 Safety visualization: eye-catching stimulation and danger warning.

5.5 Analysis of safety accidents: Learn from the past and learn from the future.

5.6KYT Danger Prediction Training: Find danger and find countermeasures.

5.7 Problems and Solutions in Safety Stage

5.8 Case: Table lamp, fire and shipwreck

Chapter 6 Section 5: Cleaning

6. 1 cleanliness: promoting normalization through institutionalization

6.2 Setting standards: popularizing standards and checking standards.

6.3 Self-examination: self-examination and self-correction, and positive improvement.

6.4 Patrol inspection: patrol at any time and rectify in time.

6.5 Appraisal inspection: Conduct appraisal inspection on a regular basis.

6.6 Scoring method of inspection and appraisal: pursuing fairness and reasonableness.

6.7 Fixed-point photography: Speaking with pictures has a good visual impact.

6.86S Management Kanban: Visualization of 6S Management

6.9 Problems and Solutions in Cleaning Stage

6. 10 case: standardization and inspection supervision of McDonald's

Chapter 7 The Sixth Age: Literacy

7. 1 literacy: develop habits and strive for perfection.

7.2 Three stages of literacy formation: formalization, action and habituation.

7.3 employee code of conduct: the basis of improving employees' literacy

7.4 Pre-shift meeting and big footprint: daily self-management on site

7.5 Suggestions for improvement: Participate in on-site improvement and strengthen independent management.

7.63U-Memo: the basic tool to improve the proposal

7.7 Problems and Solutions in Literacy Stage

7.8 Case: From cleanliness to literacy, the environment affects the mentality.

Chapter 8 Visual Management: Creating Clear Scenes

8. 1 Realize openness, convenience and foolishness through visualization.

8.2 Color: intuitive cognition and efficient recognition.

8.3 Marking: Without rules, there would be no Fiona Fang.

8.4 signboard: small billboard, which can be seen at a glance.

8.5 Trace management: accurate positioning, neatness and clarity.

8.6 Signal: Abnormal warning, strong impact.

8.7 Alignment management: quickly find anomalies.

8.8 The gradual improvement of four levels of visual management

8.9 Problems and Solutions of Visual Management

8. 10 case: visualization specification and promotion plan of Nanhai company (part)

Chapter 9 Key points of 6S implementation: full participation and steady progress

9. 1 Establish an organization to unify promotion and counseling.

9.2 Leaders' attention should be reflected in actions.

9.3 Encourage employees to participate and let employees feel the benefits.

9.4 Make plans and schemes, and don't rush blindly.

9.5 Publicity, promotion, education and training to fully understand 6S.

9.6 Choose the sample area to take the lead in breaking through.

9.7 All-round import should be unified and flexible.

9.8 Normalize 6S activities through inspection and evaluation.

9.9 From Neat and Bright 6S to Improved 6S

9. 10 continuous improvement and deepening

Chapter 10 Six Misunderstandings and Their Analysis

10. 1 Myth 1: Leaders and employees are very busy and have no time to do 6S.

10.2 Myth 2: The quality of employees in the company is low and they are unwilling to take the initiative to participate in 6S.

10.3 Myth 3: Employees can only be forced to work hard through fines.

10.4 Myth 4: 6S is general cleaning, so there is no need to make a fuss.

10.5 Myth 5: The company has done 6S, and there is no good effect.

10.6 Myth 6: 6S activities only spend money and don't make money.

10.7 Myth 7: 6S is just a form, which has no substantive effect.

10.8 Myth 9: We have done a good job and there is no need to engage in 6S.

10.9 myth 8: 6S can cure all diseases.

10. 10 misunderstanding 10: 6S can be immediate.