As explained in a previous article on Quality Performance Indicators, Chinese factories suffer from a severe lack of communication.
Go in a workshop and ask a line leader when a given order is to be shipped, and he might need to go to the office to get that information. Very often, people prioritize orders without knowing the full implications of their decisions.
How to ensure people know the timing targets and do their best to respect them? There are two steps.
Obviously you need to adapt this to your particular manufacturing facility, but here are a few examples:
Once you know what numbers matter to different people in your organization, show it to them. Post them on the walls, or show them on TV monitors. But keep in mind, these numbers are for your people – not for visiting customers or quality auditors.
There is a lot of talk about “visual management” in factories, but what they often mean is “visuals”. Yet the most important word is arguably “management”.
What does it mean?
As Mark Graban explains, there is “visual management” if these 3 conditions are met:
What do you see in the factories you visit? When you look at a process, can you have a sense of whether they are on target or running late? Why is preventing them from setting up such a system?