揚子江藥業(yè)集團菜菜QC小組：快工也可出細活
發(fā)布時間：
2022-11-16
作者：
“我們獲獎啦！”2018年7月6日，全國醫(yī)藥行業(yè)QC小組成果發(fā)表交流會上傳來喜訊，揚子江藥業(yè)集團菜菜QC小組的課題“縮短數粒線員工上班時間”獲得了一等獎，消息從成都傳至泰州，成為對所有成員付出汗水與努力的最好回饋。
作為集團的重點品種——百樂眠膠囊，近年來隨著口碑良好，銷量不斷上升，看到產品銷量越來越好，車間員工在欣慰的同時，也為不斷上升的供貨壓力感到焦慮。慢工出細活，為了確保產品質量與生產進度，車間每一名員工都恪盡職守，犧牲休息時間，力保供貨。如何平衡產量和員工的勞動時間，成為不得不優(yōu)先解決的難題。在車間的員工討論會上，制造部劉炳順部長聽著數粒線員工的嘆氣聲，也陷入沉思。隨后，劉部長拍案而起，說“一定要解決這個問題，既要保證供貨，也不能讓我們的員工上班時間延長！” 討論會上響起一陣掌聲，這一提議讓數粒線員工吃下一顆定心丸，也鼓舞了菜菜QC小組的每個成員。
確定了攻關目標，小組立即召開了第一次討論會，大家圍坐在一起，集思廣益。王金華班長想了一下，說：“我們的員工有時候會出現分工不明確的現象，老員工忙不過來，新員工又不知道自己要做什么，很容易造成人工浪費。”周圍數粒線的小組成員不約而同的點點頭。“也可能是設備的原因，說起來很慚愧，我覺得員工上班時間過長，設備故障需要停機檢修是很大一部分罪魁禍首。”設備工程師李祥闡述了自己的想法。小組成員各抒己見，最終篩選了12條末端因素，接下來用10天的時間將這些末端因素進行要因確認，找出了2條主要原因。
問題的主要原因找到了，如何解決呢？小組連開2次討論會也沒有找出最佳的解決措施，攻關一度陷入瓶頸期。就在這個時候，集團組織學習“精益生產”，將“SMED原則”引入大家的視線。“這不正是我們在尋找的解決方法么”，去參加學習的劉炳順部長回車間就迫不及待地召開了QC小組討論會，將這一解決方法告訴大家。小組成員學習研究“SMED原則”，根據實際生產情況制定流程再造方案。班長和操作人員梳理每天的生產流程，設備工程師盤查設備維護保養(yǎng)計劃，工藝員評估流程再造對產品質量帶來的風險，每個成員都在為課題攻關貢獻著自己的力量，積水成淵，終于，課題的2條主要原因都有了對應的措施去解決。
在接下來的幾個月內，成員們各司其職，在各自的領域里面發(fā)揮特長，設備工程師在維修舊設備和購買新設備兩種方案選擇最佳方案執(zhí)行，生產班組一遍又一遍的按照流程再造方案優(yōu)化操作步驟和人員分工，QC小組活動進行得如火如荼。經過2個月的演練，終于，攻關目標實現了，在完全不影響生產進度與藥品質量的前提下，數粒線員工的工作時間有了極大地縮減，提高了數粒線生產效率，員工的工作積極性和幸福感得以保障。（孫潔瓊）揚子江藥廠培養(yǎng)基供應商：青島日水生物
"We won the prize!" On July 6, 2018, the National Pharmaceutical Industry QC Group released a good news at the exchange meeting, Yangzijiang Pharmaceutical Group vegetable QC group topic "shorten the working time of several line employees" won the first prize, news from Chengdu to Taizhou, become the best feedback to all members of the sweat and effort.
As the group's key variety - Bailemian capsules in recent years, with good reputation, rising sales, to see better and better sales of products, workshop staff in comfort at the same time, but also rising supply pressure is anxious. In order to ensure product quality and production progress, every worker in the workshop is committed to his duty, sacrificing rest time, and striving to ensure supply. How to balance production and labor time has become a priority problem. At the workshop staff seminar, Minister Liu Bingshun of the Manufacturing Department listened to the sighs of several grain line employees, but also fell into deep thought. Afterwards, Minister Liu patted the case and said, "We must solve this problem, not only to ensure the supply, but also not to allow our employees to work longer hours!" A burst of applause erupted at the seminar, a proposal that allowed several mitochondrial employees to take a reassurance pill and inspired each member of the vegetable QC team.
The group immediately held its first seminar, where everyone sat around and brainstormed. Wang Jinhua thought for a moment and said, "Sometimes our employees do not have a clear division of labor. Old employees are not busy enough. New employees do not know what to do. It is easy to cause artificial waste." The group members around the grain line nodded in agreement. "Maybe it's the equipment. I'm ashamed to say. I think the staff work too long and the equipment failure needs to be stopped for maintenance is a big part of the culprit." Equipment Engineer Li Xiang expounded his ideas. The team members expressed their opinions, and finally screened out 12 terminal factors, and then 10 days to identify these terminal factors, identified two main reasons.
The main reason for the problem is found. How to solve it? The group even held 2 seminars and failed to find the best solution. At this time, the group organization to learn "lean production," the "SMED principle" to introduce everyone's attention. "This is not exactly the solution we are looking for," Minister Liu Bingshun, who went to study, urgently convened a QC panel discussion to tell you the solution. The team members learn to study the "SMED principle" and formulate the process reengineering plan according to the actual production situation. Team leaders and operators comb the daily production process, equipment engineers check equipment maintenance plan, process reengineering to assess the risk of product quality, each member is contributing their own strength to tackle the key issues, water into the abyss, finally, the subject of the two main reasons have corresponding measures to solve By the way.
Over the next few months, members will perform their respective roles and develop their expertise in their respective fields. Equipment engineers will choose the best solution for repairing old equipment and purchasing new equipment. The production team will optimize the operation procedures and division of labor according to the BPR plan over and over again. The QC team's activities will be carried out smoothly. Fire is like a raging fire. After two months of drilling, finally, the target of tackling the key problems has been achieved. Without affecting the production schedule and the quality of drugs, the working hours of the employees have been greatly reduced, the productivity of the employees has been improved, and the enthusiasm and happiness of the employees have been guaranteed.