In factory management, is it necessary to have a deputy for daily management?

If you have the conditions, it is best to match one, so that you can let the deputy do some chores and small things, and you can concentrate on doing some important and key things.

Whether the position needs to set up a deputy (assistant) needs to consider the following factors:

1. The extent of management. If the scope of management is large and the conditions for departmental separation are not met, a deputy is often appointed to solve the problem of a larger scope of management.

2. The nature of the business. The nature of the business within the department is quite different, and it is not easy to find the leadership market with two business capabilities at the same time, that is, the particularity of human resources, but the division of the two departments is not scientific, which is not conducive to the effective use of resources and the improvement of organizational efficiency.

3. Organizational strategy. From the perspective of the long-term development of the organization, it is necessary to cultivate and reserve talents, and deputies can be added in some positions to train cadres and cultivate talents.

4. For other reasons, such as historical reasons, outreach, cooperation, society, etc., some personnel units are not used for the time being, but they cannot be dismissed if they consider the future, and they can also be comprehensively considered to set up some deputy posts for personnel placement and further inspection of cadres.

It can be determined by comprehensive analysis based on the specific situation of your unit.

The management of factory employees, the management of factory equipment, the management of factory raw materials, the management of factory finished products, and the management of factory production sitesAs for the methods, there are many ways. Strict reward and punishment system, reasonable company culture and the like can get twice the result with half the effort.

In fact, the management of the factory is not complicated. Just to do it well you need to base your factory. Help me manage the problem.

Large-scale factory management is handed over to professional managers, and everyone is commonly known as the boss and must not manage it himself.

To put it bluntly, Chinese-style management is to manage people, and the basis of managing people is to establish a mechanism of more work and more rewards, and management is modular. Supervision is in place. Reasonable Authorization.

Mobilize the enthusiasm of all people through the salary mechanism, and eliminate the black sheep who occupy the pit and do not through the company management system. Communicate with the main subordinates in private, hehe management is an art, and I hope that the landlord will reflect more on the actual situation of his company and make more achievements.

If the employee is safe and secure, what is the difficulty for him?

Don't go far, let's talk about the actual thing, first of all, what is the scale, which industry to do? What are the goals and development direction of the factory? I am the one who manages the factory, and I have several years of management experience, so I can say what kind of boss or decision-maker determines what kind of prospects a factory has!

What aspects do you pay attention to in the nature of the factory? Business-oriented? Engineering development-oriented?

Processing-based? Or something else? These are the key factors, of course, the small factory is very easy to manage, it is recommended that you start to understand anything first recruit a certain experience of the deputy factory director, you as the factory director, to assist in the management of the factory, and then make a decision when you are ready.

How to go from employee to general manager.

Familiarize yourself with the classics of management. From soldier to general, about 15-20 years.

To read and read books thoroughly, the most important thing is to be cooked, which depends on the accumulation of sweat on the spot.

The general process of managers: employees - excellent employees - team leaders - department heads - general managers.

Of course, there are also forms such as universities – MBAs – CEOs or start-ups – general managers.

It depends on what your uncle asks you to help him manage, maybe it's just to help pass the word when he's not there, so let's learn more from your uncle first.

To manage a factory is to manage people.

Be clear about the task. Clarify the penalties.

Then you can implement it.

When a factory is controlled by the workshop director, the factory is almost the same when a sales department is pushed down by a salesman, the sales prospect is almost the same, so if you continue like this, you are equivalent to raising two wolves 1, of course, you can immediately capture the next one, kill the chicken to the monkey, of course, this is the same as cutting off your own right arm, it will be very painful, and the company will have losses in the short term, but in the long run, this is a wise approach.

2. Reflect on yourself, if they can make money with the company, and get along for 20 years, there is always affection without affection, is it that the company leader has no sympathy for his subordinates, and has not used the skills of receiving people's hearts.

3. Of course, it is undeniable that there are white-eyed wolves, if the enterprise management does a good job, they can be replaced in the slow transition: such as training the deputy director of the workshop, training, raising wages but increasing performance appraisal, competition for posts, elimination of the last position, etc.

I also suggest a few:

The first is to organize employees to conduct training on "process flow" and "quality control" (which can be carried out frequently), effectively improve the technical level of employees themselves, and ensure product quality from the perspective of work ability;

The second is to establish standardized operating procedures, continuously summarize experience in production and gradually solidify the standardized operation process, form a standard operating instruction document (the essence of the quality management system is "standardization"), and ensure product quality from technical support;

The third is to formulate corresponding systems and policies for quality control, set up quality control posts to supervise the production process, link production quality with employee performance, and strictly implement rewards and punishments to ensure product quality from the institutional system.

I suggest two points: one is to strengthen the quality awareness of employees and formulate a reward and punishment system; The second is to set up full-time quality inspection personnel to implement the system.

No rules are not a circle, we must use the system to restrain the behavior of workers, piecework can be punished, before my factory is the same size as you are now, it is the same situation, now I have developed more than 100 people, the same normal production, delivery within the time will be done. How? Set the system first, and then give the factory a probationary period to adapt, don't mind the work, if the old workers are gone, the new workers will come in strict accordance with the system of our factory to implement, if not, then don't do, after a long time, it will invisibly form a habit, and it will be much easier to manage.

You can use the method of piecework plus commission to do more and more prizes. At the same time, it is better to use a salary calculation method for the same job in a factory, otherwise the workers will be compared.

According to the order production mode and cycle, resulting in the imbalance of workers' workload, 1, when there is no order production, workers wait to be idle, so they can only rush to other places to help, 2, the order comes, the workload peak, resulting in insufficient manpower, can only use the management personnel temporary charge method and direction:

The boss insisted on production to order because he was worried about the problems of capital, turnover and cash flow. But that's the way it is in manufacturing, unless you're doing very special and customized products, and there's some basic inventory that's common to manufacturing. Of course, the lower the better.

Analyze your workload and employees' actions and behaviors and standardize them. IE engineers can help. When your order comes, is it the best labor efficiency, and has the production process been accurately analyzed and studied?

What kind of moving, labor, material handling, work-in-process waste exists?

In fact, to put it bluntly, it is a problem of unclear job responsibilities, and workers must be clear about what they do when they do.

If there are not enough workers after it is clear, it will be recruited again, and if there is a lot of chores in the factory, a few universal workers will be directly recruited to do a good job in logistics support.

In terms of product production, you can act when you hear the gunfire of the marketing department, and some companies unilaterally pursue formalization and delay fighters abound.

First, to develop a corporate strategic plan, you should know what the medium-term plan of your enterprise is within 3 years, what are the goals and tasks, and then a short-term plan for one year, and then formulate a human resource plan to clarify how many people are needed for management, executive level, technology, and ordinary front-line workers, otherwise either the personnel on the production line can't keep up, or the personnel go up, and the productivity can't keep up, neither of which is good. It is recommended to improve management.

This question is indeed very tricky, and I personally feel that although the sparrow is small, it has all kinds of organs. Since it is an intermittent production task, or arrange a squad leader in each important process, you can learn to strengthen professional knowledge when you are not busy, and the squad leader must schedule the work when you are busy, and you must have authority in the quality of work, of course, the salary should be more.

The work of the production team is the most inefficient, and it is a production task to help with bleaching and doing chores. In terms of production safety, personal safety and quality safety directly lead to the shirk of responsibility. Hope it helps.

You can follow Toyota's production model, but it's hard to learn. If you make productivity equal to high peaks, you'll be idle when you don't have orders. At this point, it is either idle or there will be inventory.

Toyota just slows everyone down, and there will be no inventory. It's not just a matter of production, it's how to communicate with customers is the key, and when the order is continuous, your troubles will be gone. If you really can't solve the problem of discontinuous orders, you can consider temporary workers, many orders, and when you are in a hurry, you can use temporary workers.

Casual workers are variable costs and are ideal for discontinuous production.