S
SAFETY
safe
Bring event levels, risk inputs, actions and experience feedback into daily management rather than just counting results.
03 / PMS / KANBAN
PMS — Put indicators, trends, on-site inputs and weekly status on the same management workbench; digitalization and then divide deviations into responsibilities, actions, reviews and effect verification. The value of Kanban is to make a real difference after the meeting.
PERFORMANCE / CURRENT CYCLE
Overview of operating status
S
Q
D
C
KPI REVIEW
READY
OPEN ACTIONS
ASSIGNED
RCPS FLOW
ACTIVE
WEEKLY FOCUS
ON TRACK
SAFETYQUALITYDELIVERYCOSTRCPSKAIZENACTION TRACKING
01 / PERFORMANCE MANAGEMENT
SQDC — Not only look at it,
We must also push for the next step.
PMS · Pareto — The real-life interface simultaneously organizes performance indicators, on-site inputs, additional materials, weekly overviews, updates and production plans. Managers can move from results to causes, and teams can move from deviations to actions.
Q
QUALITY
quality
At the same time, you can see the pass rate, defect trends and pending issues, and can continue to trace the causes and actions.
D
DELIVERY
delivery
Discuss plan achievement, output, bottlenecks and production risks within the same time window.
C
COST
cost
Link efficiencies, man-hours, losses and resource inputs to bring cost improvements back to concrete on-site actions.
02 / CONTINUOUS IMPROVEMENT
After seeing the deviation,
A way is needed to close the problem.
Kanban · RCPS · Kaizen — Truthfully distribute problems according to the impact and complexity of resolution, and simultaneously present the responsible person, plan date, in-process preparation, review and effect evaluation to prevent problems from disappearing between meetings and forms.
STEP 01
enter
SQDC — Develop assignable issues from deviations, field incidents, or employee feedback.
STEP 02
Diversion
Just Do It · RCPS · D · Kaizen — Enter, four-step, eight-step, or by business impact and solution complexity.
STEP 03
promote
Clarify the person responsible, planned completion time, required resources and current status.
STEP 04
review
Allow closed questions to enter the effectiveness and process review to avoid just completing the form.
STEP 05
learn
Precipitate effective countermeasures into standards, experience and the next round of prevention inputs.
03 / REAL PRODUCT
Two perspectives,
The same operational closed loop.
PMS · Kanban — Responsible for discovering and interpreting deviations, and The two perspectives share the same management rhythm, forming a closed loop from performance to improvement.
04 / DESIGNED FOR USE
Not big screen decoration,
It is the team's daily workbench.
Goals and reality
Put goals, trends and deviations in the same time frame.
clear responsibilities
Each action has a person responsible, a deadline and a current status.
Meeting rhythm
Adapt to the operating rhythm at different levels of daily, weekly and monthly.
continuous learning
Let the issue of closure become the standard, experience and next prevention.
START WITH THE REAL PROBLEM