I. Project Background and Problem Overview
The production efficiency of a recent batch of glulam orders failed to meet expectations. Specifically, the production cycle was 28% longer than planned, the daily output per person was only 62% of the standard value, and there were issues such as waiting time in process connection and repetitive work in some links. After investigation, the core reason was vague production division of labor and unclear job responsibilities, which led to insufficient coordination among workers and poor connection between key processes (including raw material processing, gluing, and hot-pressing curing). This not only affected the order delivery schedule but also increased production costs.
II. Improvement Measures and Implementation Process
To address the above problems, the company organized a special meeting for all production workers and promoted improvements focusing on “clarifying division of labor, optimizing processes, and enhancing collaboration”:
- Refine process division of labor: Divide the team into five special groups according to the five core processes (raw material preparation, cutting processing, gluing treatment, hot-pressing curing, and finishing inspection), and clarify their responsibilities. For example, the raw material group controls wood indicators, the processing group improves cutting accuracy, and the inspection group establishes a quality feedback mechanism;
- Standardize operating procedures: Conduct special training on CNC equipment operation and adhesive application, formulate the Work Guidelines for Process Connection, and clarify handover nodes and communication mechanisms;
- Establish a supervision closed loop: Appoint production scheduling specialists to track progress, hold daily review meetings to collect suggestions, dynamically adjust details of division of labor, and form a “division of labor implementation – supervision and inspection – feedback and optimization” management closed loop.
III. Summary and Follow-up Planning
The core of this efficiency improvement lies in clarifying job responsibilities through defining division of labor and reducing collaborative internal friction via process optimization, which fully mobilized workers’ enthusiasm and professionalism. For follow-up work, the company will continue to optimize as follows:
- Establish a long-term skill improvement mechanism, regularly carry out cross-job learning and new process training to enhance the overall capability of the team;
- Dynamically adjust the division of labor plan based on order demands to promote steady improvement in production efficiency and support the high-quality development of the enterprise.
