Quality Management Management System; Product Quality
Abstract: Analyze the main problems existing in the original production management of the enterprise. In response to the existing problems, five improvements were made. Established a quality management system, formulated, improved and implemented a quality management system. Through institutionalized management, employees’ sense of responsibility and enthusiasm have been improved, and passive management has been changed to active management, which has comprehensively improved the quality of products.
The particularity of foundry enterprises makes the quality management work more difficult, and the enterprise quality management work is also more difficult to do. The company has also learned to adopt a variety of quality management methods and formulated related management systems, but they have not achieved much results, and the development of the enterprise is also very slow. After 2016, the management thinking was changed, and the following management methods were adopted:
(1) set up factories to educate people first, introduce “catfish”, activate “caught fish”;
(2) reward advanced, “paint cakes to hunger”;
(3) clear responsibilities Responsibilities are clear, and each has its own duties.
After adopting a quality management method suitable for the enterprise, the product quality has been improved, and the enterprise has also embarked on a path of rapid development.In less than 3 years, the output has increased from 200 t per month to the current 1200 t, and the product structure has been reduced from many varieties The batch is transformed into a single variety and large batch, the production method is changed from manual operation to two production lines, and the production efficiency, product quality and enterprise benefits increase simultaneously.
1.Analysis of Management Methods of Foundry Workshop
In 2016, after setting up a factory for many years without benefit, the enterprise conducted serious reflection, cause search and analysis. The relationship between cause search and analysis is shown in Figure 1.
It can be seen from Figure 1 that the root of everything is poor management, and the main focus of poor management is the unscientific management system. In the past, despite the adoption of various management systems and methods, the result was failure. The root cause was that the enthusiasm of the employees was not mobilized. The system was administratively ordered and the employees were reluctantly passively accepted, so the implementation was not good.
The main performance is:
(1) The leader and the employee are opposite, the leader orders the employee, and the employee is passive or resistant;
(2) Technology and production are opposed, technology is the main body to engage in quality control, and production follows or cope with;
(3) The upper management and the on-site management are opposite. The production site is busy with the completion of production tasks, so that the various processes and management systems of the upper management are in the form.
2 Improving Measures and Methods in The Foundry
(1) Training and Education And Improving The Living Environment of Employees
Conduct quality training once or twice a week. Put literacy first, and conduct lectures and video training from patriotic dedication to job skills. It is not enough to cultivate the quality of employees by simple preaching. It is also necessary to describe the short-term, medium-term and long-term development goals of the enterprise to the employees so that the employees can see hope and see the future.
At the same time, do a good job of corporate culture bulletin boards, commend outstanding employees, promote positive energy, and guide political direction. The company also built a recreation room, added sports facilities, and enriched the spare time of employees. The company has also invested in improving employee dormitories and canteens to improve employee meals. These measures enable employees to love and respect the factory from the heart. The improvement of staff quality has laid the foundation for enterprise management and enterprise development.
(2) “7S” Management
Strictly follow the “7S” management requirements, with slogan bulletin boards in the factory area and the workshop, the ground is divided into different areas according to different colors, the workshop does not put anything that is not used on duty, all materials and original auxiliary materials are in order, some auxiliary materials and tooling The single room of the mold is isolated and stored to make the whole work and living environment civilized and tidy, including the staff bathhouse and toilet.
A good environment encourages employees to turn to civilization objectively, and their quality continues to improve, prompting everyone to consciously maintain a good environment. The environment creates people, and people create products. A good environment encourages employees to respect their jobs, work seriously and be responsible, and the product quality will steadily improve. In order to standardize and continue the results of “organization, rectification and cleaning”, each area has a dedicated “7S” person in charge, each workshop has a full-time cleaner, and all logistics management personnel are at 8 a.m. and 1 p.m. every day. Clean up the workshop and factory area in the second concentration. The company is inspected by the person in charge of “7S” once a week, and public rewards and punishments are made according to their pros and cons. The company has also formulated relevant rules and regulations. There are dedicated people responsible, clear responsibilities, and systems to guarantee, weekly rewards and punishments Cash, so “7S” management can continue for a long time, and continuous improvement and improvement. The management of “7S” promotes the improvement of product quality, and the sweetness of the improvement of product quality naturally drives the continuation of “7S”.
(3) Introduce Competition Mechanism
Only by introducing a competitive mechanism will employees have passion, enterprises will have vitality, and product quality will continue to improve.
1 Create excellent working and living conditions for all kinds of talents, so that they can work with peace of mind. Therefore, many management and technical personnel have worked in the company for more than 10 years, which provides a human foundation for the company’s long-term development.
2 Introduce various talents in an eclectic manner, and form a situation where local employees and foreign employees, new employees and old employees merge and complement each other, and everyone is united as one enterprise.
3 At the same time, the company posts according to ability and pays according to performance. The company has a detailed quality target decomposition plan, and each process has quality indicators. The company has also formulated a detailed quality reward and punishment system, and monthly rewards and punishments have become a situation of active and orderly competition.
(4) Advanced Reward
Work quality goals are set every year, and the total quality goals are decomposed into specific sections, and the amount of rewards is clearly defined so that employees, especially technical and production management personnel, see hope and have struggling goals. The stipulated reward amount, if completed or exceeded, will only give more prizes than less prizes. The final result is a win-win situation for the enterprise and employees. Quality rewards are conducted monthly, and are evaluated and implemented by the Quality Control Department, only looking at the results. The system clearly stipulates that production is responsible for quality, and everyone is responsible for the quality of their work, rather than the past “as long as I have not violated the regulations, product quality problems have nothing to do with me.” If the quality work is difficult or problematic, the department itself will actively try to solve it.
Under such a system, operators must voluntarily do a good job voluntarily. When problems are encountered, production departments and operation unions actively seek technical departments to solve them, changing passive management to active management and order-based management to voluntary management. After the management relationship is straightened out, the quality will naturally improve.
(5) Clarify Responsibilities And Perform Their Duties
The production department and the technical department often conflict because of product quality problems, which results in difficulty in improving product quality. In view of this situation, the company has clearly defined the division of responsibilities and assessment methods. In addition to the trial production of new products, normal production must assess the output and quality of the production department. The quality assessment is given priority and is implemented by the quality control department. When the production department has opinions on the improvement of the process, it must obtain the consent of the technical department. The production department must not unilaterally change the process or violate the process regulations, otherwise the quality control department will evaluate the production department according to the process discipline system. For example, in the clay sand workshop, the operator should not change the amount of sand and the amount of resin sand liquid. If there are quality problems, the production department will actively find the technical department to solve it.The technical department will assess the quality of all products, that is, the monthly product qualification rate is linked to the technical department’s assessment salary, so that the technical department will actively go to the workshop to guide and find problems in time And solve the problem. The use of raw and auxiliary materials and the determination of qualified suppliers require the approval of the technical department to ensure quality from the source. The quality control department is directly under the leadership of the general manager, and manages and evaluates the quality of the whole plant and production-related departments, ensuring the product quality from the management authority. Each process in the production process has a person responsible for quality, with clear responsibilities and responsibility to each person. The quality control content of each process has detailed regulations, which are specifically implemented to the person in charge of the quality control point of the production process. Quality management covers the entire process.
33 Quality Management System, Management System and Management Method of Foundry Workshop
To manage product quality well, one must have a sound quality management system and management system, and the other must have scientific quality management methods. (1) Quality management system and management systemThe company has passed 1SO9001 quality management system certification, and there are several useful systems and standards, such as raw and auxiliary material acceptance standards, casting inspection standards, quality reward and punishment systems, tooling and mold management systems and new products Trial production system, etc. The technical documents mainly include casting production process cards (from raw materials to all technical requirements of castings leaving the factory to the end) and mold cards. The above several systems and documents include technical quality control of the entire process from the entry of raw materials to the factory to the delivery of the product. It is very convenient to read, search and execute, and the document execution is particularly strong and has real operability. All matters related to quality are managed by a department of the Quality Control Department from the beginning to the end. The management system and management system and documents are simple, complete and efficient. The company stipulates that every production team must have a pre-shift meeting every day.The main responsible persons of the company’s production, technology, quality control, marketing and equipment, etc., have a short quality meeting every morning, coordinate and solve problems in a timely manner, and report the quality every day In case of situation, take corresponding measures in a timely and targeted manner. If there are quality problems, the signs will be resolved in a budding state in time, and there will be no repeated or long-term occurrence of the same quality problems. The quality management organizational structure is shown in Figure 2.
(2) Quality Management Methods
It is clear that the main body of quality control is the production department, and the focus of quality management is on-site management. The Quality Control Department will end the quality statistics every month, and specific quality events will be rewarded and punished at any time. For example: an employee’s suggestion for improvement is valid after the test, and the reward will be given immediately; an employee’s reprisal is a responsibility issue and an immediate penalty will be issued. The quality control department classifies the statistics of the quality data in detail, and divides them into groups and product categories. At the end of the month, the data analysis is clear, which provides a reliable basis for the quality improvement in the next month. The product quality statistics table is shown in Figure 3, the product classification chart is shown in Figure 4, the waste product production process distribution chart is shown in Figure 5, and the defective product distribution chart is shown in Figure 6.
It can be Seen From the Statistics And Charts of The Quality Control Department:
- 1.Which department or workshop has good or bad quality directly reflects the quality management level of the department or workshop. The company will then focus on quality management in the next department or workshop in the next month.
- 2.Which type of defect is the main cause of waste products, so concentrate on analyzing and solving the root cause of defects. It can be seen from Figure 4 that stomatal defects are the main defects of waste products, so the production, technology and quality control departments will take the solution of stomatal defects as the main task at that time in quality transportation management.
- 3.As can be seen from Figure 5, the lower core boxing process is the process that generates the most waste, and on-site management should strengthen the management of this process. 4Which product has a higher scrap rate indicates that there is a hidden quality problem in this product structure or process, which needs to be solved by the technical department. As shown in the product C82C-01 in Figure 6, the scrap rate is 3.48 times the average scrap rate. After analysis, the product has a sand core with most of its surface surrounded by molten iron, which is prone to stomata defects and needs to be resolved by the technical department.
4 Examples of Quality Management Effectiveness in Foundry Workshops
Through detailed data and chart statistics analysis, it provides a basis for grasping the main problems. Starting from grasping the main issues, the management level of quality control work and product quality are constantly improving. The troubleshooting diagram for the causes of stomatal defects is shown in Figure 7. Although there are many possible causes of stomatal defects, after investigation and forensics, the cause of blue in Figure 7 does not exist, the occurrence of black is rare, the occurrence of purple is not large, and the red is the main cause. Found the main reason, formulated an improvement plan (P), and worked hard to implement the solution (D): (1) Select resins and curing agents produced by domestic well-known enterprises, and sign procurement and supply quality contracts with suppliers. To conduct spot checks on ingredients;
(3) The sealing mud for the core head is changed to asbestos rope, and the sealing seam of the sealing mud is changed to mud strips, which reduces the gas source;
(4) Special person bake the sand mold (core). After taking the above measures, after inspection and verification (C), the stomatal scrap rate was reduced from about 4% to about 1% in the past, and the effect was achieved. New improvements (A) were made to further reduce stomatal defects, the next round of PDCA was implemented, and quality improvement continued with bolt-on advancement.
Eternal Bliss Alloy Casting & Forging Co, Ltd.
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