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How to manage the mold shop and control the quality of the mold


How to manage the mold shop and control the quality of the mold

In Japan, enterprises do not have performance appraisal, but their performance improvement activities are the most, the largest and the best in the world. The improvement activities here refer to various activities that promote the improvement of enterprise performance.

The Japanese are good at grasping the essence of things: performance improvement must be gradually improved through continuous problem detection, analysis and solution.


Because of this, when you visit Toyota's tooling plants in every corner of the world, you will see that there are many safety light systems in the tooling shop, and usually the general manager's office has one or can see the safety light system. The purpose of this safety lamp is to pull down the safety lamp when the employee finds a quality problem, turn on the safety lamp to stop the production line, and any employee in Toyota can pull up the lamp system. As soon as the lights came on, an alarm would sound and the group leader would order a halt to production. All kinds of engineers, management personnel will immediately personally rushed to the scene, grasp the reality.

Why do the Japanese make safety lights? The actual purpose is to expose the problems in the mold manufacturing process for continuous improvement.

In Japan, there is often a situation where there are not enough people and energy to look for problems. So they came up with a simple solution: no place to hide the problem. Perhaps the Japanese consider the search itself a waste. And once there is a problem, The Japanese are good at using the power of teamwork, all the people rushed to the scene to participate in the analysis and solution of the problem.

What about Chinese companies? Grassroots managers are more likely to hide problems than to expose them. The leader and the rest of the team only show up when there is a serious problem, and the place they get together for discussion and analysis is never in the workplace, but in the conference room!

The first move

Performance improvement must be realized through continuous problem discovery, analysis and solution. Therefore, The Japanese choose to make the problem thoroughly exposed by the way of all staff finding fault, and then analyze and solve the problem with collective wisdom and strength.

That's a trick Chinese companies will probably never learn. Chinese people pay attention to introspection, if a Chinese is always talking about the shortcomings of others, then that person will become a street rat, everyone shouted to beat! Usually, we do this: don't say it to your face, but say it behind your back; Don't talk at the meeting, talk after the meeting; Say and don't say, just say.

The second recruit

To do only the right thing, and to do it right. At the sound of a safety light or the press of a button, the production line must be stopped because the Japanese are obsessed with producing quality products.

Due to the limited input of human resources, there are not many people to check, repair and re-attack those unqualified mold processing techniques. What's more, in their eyes, inspection, repair itself is a waste.

A third

In order to get the mold right, they just look for the right way. Japanese people like to make every step and process of work very detailed, and provide a set of detailed and comprehensive work instructions for everyone. In other words, Japanese HRM mainly focuses on job analysis, that is, how to do the right thing in the right way.


Japanese companies generally employ people for life, so they cannot repeatedly hire in large numbers when they cannot lay people off. In other words, after knowing the right thing, there is no way to choose the right person, so you have to find the right way.

The fourth recruit

To make sure everyone knows the right way to do things, they set up training centers on production lines. Learning on the job, after learning work, The Japanese training can be described as a real integration of knowledge and action.

Finally, I would like to introduce the Training dojo of Japanese enterprises, that is, five training areas which are set up near the production line for gradual improvement and improvement:

The first area is the maintenance area, which is used to maintain and improve the operational skills of front-line employees.

The second is the Earth house, which is a training area for reducing waste, recycling and waste discharge on the production site.

The third is perfect quality, the area of training in the skills of quality inspection;

The fourth is the efficiency of production improvement house, to maintain competitiveness, shooting video, to find improvement methods;

The fifth is the quality control room.