To grow, strengthen, and sustain a business, it requires the right mindset and corporate culture. It is essential to achieve three unifications: unified thinking = mindset, unified methods = behavioral patterns, and unified actions = implementation models. The so-called models refer to those that do not change due to changes in management or shifts in managerial focus.
Mindset = corporate culture = the underlying logic behind behaviors, which is both the core ideology that leads to business success and the ideological system that hinders business development; behavioral patterns are composed of many modules, including standardized management systems, marketing systems, 3S management systems, and 5S office management systems, as well as the company's intelligent and internet systems, to rapidly enhance the company's technical and industrial levels; the implementation model is to guide all cultures and ideological systems that strengthen and sustain the company, unify thinking and behavior, and use the methods of comparison, learning, catching up, helping, and surpassing to ensure that all departments and links progress together. Comparison is to compete with the best, learning is the foundation, comparison is the reason for learning, catching up is mutual pursuit, helping is not abandoning or giving up, and is the soul of team building. Tell them, show them, and then let them show you. Surpassing requires the essence of innovation.
The core factors affecting the positions of support staff are managing themselves, managing their subordinates, and managing their responsibilities. Non-production personnel focus on three measures, as all work is accumulated from these three measures, and every aspect of work should be digitized. The three measures refer to time, quantity, and quality.
Time refers to the management and control of time, which can be expressed numerically; quantity refers to the management and control of how much, which can be digitized; quality refers to the management and control of good and bad, 99% of which can be digitized, and 1% does not need to be expressed numerically, as long as it can be assessed, it is called digitization. Managers must assign tasks with these three measures and report to superiors using these three measures, otherwise, the company will fall into chaos.
On-site 3S refers to sorting, straightening, and sweeping, originating from Japan and popular in Europe and America. Its role is to enable rapid inventory checks, perform "contraceptive surgery" on corporate safety accidents, and reduce maintenance costs by 90%. Safety accidents stem from the lack of sorting, straightening, and sweeping, and are ultimately resolved by sorting, straightening, and sweeping.
1. Sorting refers to distinguishing between useful and useless items in each person's work area. Useful items are straightened, while useless items are processed through three channels: items with use value but not currently needed are placed in designated company locations; items without use value but with resale value are sold for profit; items with neither use nor resale value are placed in designated company trash bins.
2. Straightening refers to the "three fixes plus three fixes" and "three easies plus one label" for items retained after sorting: the first fix plus the first fix refers to fixed points and locations, meaning all items are fixed in place, with their proximity to operators determined by frequency of use. Fixed locations are also known as proximity management or photo management, using images to indicate item storage locations; fixed capacity and quantity refer to "zero inventory," not the absence of inventory, but "safety stock" and "reasonable stock"; fixed items and fixed quality mean that items of different specifications and qualities should not be mixed, but items of the same specification and quality should be grouped together, firmly opposing "mixing." The three easies plus one label refer to "visual management," meaning easy to take, easy to place, and easy to manage, with one label indicating a complete set of identifiers, including responsible persons, supervisors, time status, and quantity status.
3. Sweeping refers to cleaning and tidying up the items retained after sorting. The core of sweeping is inspection, which involves cleaning, wiping, and tapping machines, equipment, tools, telecommunications, cables, finished products, semi-finished products, and visible and invisible areas. Through these actions, minor hidden dangers are discovered and immediately resolved by operators, while major hidden dangers are immediately reported to the maintenance department using inspection cards.
Safety accidents = luck + violation of 3S operating procedures (standardized management system) + lack of error-proofing functions + inspection and strong check systems + Murphy's Law (if there are two or more ways to do something and one of them leads to disaster, someone will inevitably choose that way, meaning if something can go wrong, no matter how small the possibility, it will happen).
The role of sweeping can be explained by "Heinrich's Law," which states that every possible crisis has already been foreseen and transformed into routine operations, because behind every serious accident, there are 29 minor accidents, 300 near misses, and 1000 hidden dangers. Anything you think might go wrong will indeed go wrong.
Life is paramount, and safety responsibility is paramount; everyone talks about safety, and every family ensures safety; no matter how busy production is, safety must not be forgotten, as human lives are at stake, and safety comes first. These slogans within our company fully reflect the importance of safety, and every employee must take it seriously, truly achieving happy work, because we must come to work safely and go home happily.
Through "division and integration" training, I have come to realize why work mistakes occur: because many things are not detailed enough, observations are not careful enough, and considerations are not deep enough. I also realize that reporting and assigning work must include the three measures, reporting work must include problems and solutions, and assigning work must include time, quantity, and quality requirements. The company must have a standardized management system and its unique corporate culture. Only in this way can every task be focused, efficiency improved, efforts halved, and errors minimized.
Let every employee participate in management, with a high sense of responsibility, working autonomously and spontaneously. We are not working for the leaders or the company, but for ourselves. We must fully realize our value, with new discoveries, ideas, and measures every day. We must reflect daily on our mistakes and progress, even small mistakes should be avoided in the future, and small progress accumulated over time will lead to significant progress. We must not remain unchanged, nor should we just go through the motions. We must extend our positive energy infinitely, cooperate with each other, unite as one, and spare no effort for the company's bright future.
