2024 “China Health Monthly” Issue No. 7

Korea Mercury Company came to our company for an on-site inspection.

In mid-July 2024, Mercury Corporation—a South Korean client that has been cooperating with our company for many years—sent a delegation to our facility for an on-site inspection. They plan to establish a long-term strategic partnership with us, thereby fostering the mutual development of both enterprises. This year, in response to various quality issues encountered, our company implemented corrective measures across multiple production stages in different workshops. Upholding the work ethic emphasized by Director Wang—that "we must never tolerate even the tiniest bit of imperfection"—these measures have ensured a certain level of product quality, made workshop management increasingly orderly, and significantly improved the overall working environment. Most importantly, the series of changes we’ve made have not gone unnoticed by our clients; they’ve recognized and approved our efforts, earning our clients’ trust and opening up new opportunities for further collaboration. We firmly believe that, through everyone’s concerted efforts during these challenging times, we can turn things around again and again.

Korean Mercury customers understand product processes.

Medical Gauze Boiling and Bleaching Process Training Workshop

Leaders from the Organization Department visited the company to inspect and provide guidance.

The company participates in the national fire safety skills competition.

People, machines, materials, methods, and environment—essential foundational knowledge for manufacturing!

I. The 4M1E framework is an abbreviation for the five key factors that influence product quality in the Total Quality Management theory. The 4Ms are: Man (Personnel), Machine (Equipment), Material (Raw Materials), and Method (Process); the 1E stands for Environment. Man refers to the personnel involved in manufacturing the product; Machine refers to the equipment used in the manufacturing process; Material refers to the raw materials employed in producing the product; Method refers to the procedures and techniques used in manufacturing; and Environment refers to the conditions under which the product is manufactured.

(1) The four “M’s” and one “E”—manpower—constitute the “five key elements” of a factory. Yet among these five elements, people occupy the central and dominant position. Just like a car in motion: the car’s four wheels represent the four elements—“machine,” “material,” “method,” and “environment.” But it is the “human” element—the driver—that plays the primary role. Without the driver, the car would simply come to a standstill and become useless. Similarly, if a factory boasts excellent machinery, materials, manufacturing processes, and an environment conducive to production, yet lacks employees, it still won’t be able to carry out production at all.

(2) The Human-Centered Principle: “In quality management, people are at the heart of everything. Only by continuously improving the quality of individuals can we steadily enhance the quality of activities or processes, product quality, organizational quality, system quality, and the overall entity quality resulting from their integration.” This is precisely the essence of the human-centered principle. Only employees with high-quality character and solid professional skills—those who operate machinery properly, configure raw materials in appropriate proportions, follow prescribed procedures during production, and minimize environmental impacts throughout the manufacturing process—can ensure the company’s healthy and sustainable development.

(3) Personnel at all levels within the company and the qualities they should possess: a. Leadership: ① The most important quality is having a long-term vision for development and being able to formulate strategic guidelines correctly (possessing keen market insight and judgment).

② Possess leadership skills (the process of leading a team to continuously strive toward a shared mission goal until that goal is achieved).

③ Communication skills—be open and receptive in your interactions with subordinates.

④ Decision-making ability b. Middle management

① The most important qualities are leadership and communication skills (being in the middle management level, facilitating communication and coordination both up and down).

② Should also possess certain professional and technical competencies and be able to provide excellent guidance in work. ③ Execution capability (effectively communicating the strategic guidelines of top leadership and being able to organize personnel, equipment, and materials to carry out production using appropriate methods).

④ Organizational skills c. Lower-level management

① The most important thing is strong professional and technical competence, enabling you to guide employees in practical operations.

② Communication skills (effectively engaging with employees, gaining a deep understanding of their work, life, and psychological needs, promptly assisting them in resolving issues, and being able to report to superiors) d. Employees

① Have a sense of teamwork.

② Strong practical operational skills

③ Understand basic knowledge related to the job.

In general: All employees of the company should cultivate a sense of teamwork, quality awareness, and a learning mindset, placing customer satisfaction at the forefront of their work.

(4) Optimal Allocation of Company Personnel To achieve the optimal allocation of company personnel, the following points must be carefully considered: A. Job Analysis a. What is the job? (① Job content and responsibilities; ② Job title and level; ③ Working conditions required for the position and its relationship with other positions; ④ The position’s place within the company’s organizational structure) b. Who is suitable for this job? (① Educational background and professional requirements; ② Basic competencies; ③ Age and gender; ④ Required training and duration of training) c. Who is best suited for this job? (① What kinds of experience are preferred; ② Which majors are given priority; ③ What qualifications (such as certain titles or certificates) are given priority) Objective: Achieve a good match between people and their jobs, and leverage each individual’s strengths. B. Objectives of Personnel Training The objectives of onboarding training for new employees are: ① To help new employees become familiar with the workplace, understand the company’s rules and regulations, as well as the criteria for promotion and salary increases, and clearly grasp the company’s organizational structure and development goals, thereby facilitating their adaptation to the new environment; ② To enable new employees to clearly understand their job responsibilities and adapt to new career paths and operational procedures; ③ To help new employees transition smoothly into their new roles. C. Performance Evaluation and Assessment Performance evaluation, also known as performance appraisal or merit evaluation, involves assessing and evaluating the results achieved by the evaluator in performing their job duties (or specific tasks). Its functions include: Performance evaluation serves as the basis for decisions regarding employees’ working conditions, including promotions, dismissals, and salary adjustments. It can improve employee performance, enhance work skills, and guide employees to work harder. D. Compensation and Incentives Compensation and incentives have a significant impact on personnel and play a crucial role in retaining and developing talent. The most important aspect of compensation is fairness; secondly, it should be motivating, competitive, just, and economically viable. There are many types of incentives, and different incentive methods should be tailored according to different positions and personnel.

II. Management of Machinery, Equipment, and Materials

1. Classification and Definition of Machinery and Equipment: Equipment generally refers to machinery and devices, including instruments, measuring tools, and implements, among others.

2. Use, Inspection, and Maintenance of Machinery and Equipment The management of machinery and equipment involves three key aspects: use, inspection, and maintenance. - **Use**: This refers to training operators according to the performance characteristics and operational requirements of the machinery and equipment, enabling them to operate and use the equipment correctly in production. This is the most fundamental aspect of equipment management. - **Inspection**: This involves confirming the condition and performance of the equipment before and after use, based on pre-established standards. It allows for early detection of equipment abnormalities and helps prevent unintended use of the equipment—making it a critical component of equipment management. - **Maintenance**: This entails performing regular inspections, cleaning, lubrication, and other maintenance tasks at predetermined intervals, tailored to the specific characteristics of the equipment. Such activities help prevent equipment deterioration, extend its service life, and are an essential part of equipment management.

3. Procedures for Handling Adverse Conditions: If any adverse conditions are discovered during routine inspections or while in use, the inspector shall record the details of the defect and immediately report it to the supervisor.

4. Visual Management of Equipment In addition to establishing a systematic inspection and maintenance system, equipment management should also involve planning, labeling, and visual management of the on-site locations where equipment is stored. The purpose of equipment management is to ensure that daily maintenance tasks—such as cleaning, inspections, lubrication, and tightening—are carried out accurately and efficiently.

5. How to Effectively Manage Materials A. Inventory Management: (① Packaging of materials; ② Handling of materials; ③ Identification of materials; ④ Storage of materials—warehouse management; ⑤ Retrieval and use of materials) B. Design Changes to Materials: Design changes refer to alterations in a product’s specifications, model numbers, materials, colors, functions, and other attributes due to factors such as design, production, and quality considerations. C. Handling of Defective Materials: a. Differentiating the Severity of Defects: When defects occur, they should be categorized into different severity levels based on their importance. b. Handling of Defective Products: (① Collection and preservation of relevant defect information; ② Identification of non-conforming products; ③ Treatment of non-conforming products; ④ Reconfirmation of defective products; ⑤ Corrective actions) D. Visual Management of Materials: In daily operations, it is necessary to manage various types of materials—including consumables, raw materials, work-in-process items, and finished products. The goals of material management are to clearly know “what materials are present, where they are located, and how many there are,” as well as to ensure that “the necessary materials can be quickly retrieved and put away whenever needed.” Visual management effectively prevents many “human errors,” thereby reducing the occurrence of quality issues.

III. Production Schedule

(1) Definition: Production schedule control is the core component of production control. It runs throughout the entire production process—from production technology preparation to product warehousing—all production activities are related to schedule control. The primary task of production schedule control is, based on the established work plans, to monitor the timing of input and output of various materials, the quantities produced, and the compatibility between products and the production process, thereby ensuring that the production process proceeds in a balanced manner and that products can be packaged and shipped on time.

(2) Objective: Timely production. This means producing the required quantity of products at the designated time and according to the specified requirements. The output of all materials must strictly adhere to the planned schedule. If materials are delayed, it will disrupt the entire production process; conversely, if materials are prepared ahead of schedule, it will lead to an excessive buildup of work-in-progress inventory, thereby driving up production costs.

(3) Basic Content:

① Input Schedule Control: This refers to the monitoring of the timely delivery of products or raw materials, as well as their quantities and lead times—or whether they are delivered ahead of schedule or delayed. Input schedule control is a proactive form of control. If inputs are not delivered on time or in insufficient quantities, it will inevitably disrupt the balance of the production process, making it impossible to deliver products within the established deadlines and even leading to production interruptions. On the other hand, if too many materials are inputted, work-in-process inventories will pile up, resulting in wasteful overproduction.

② Process Progress Control: This refers to the specific production and manufacturing process that takes place after the input has been made. Its content involves controlling the production at each individual process stage throughout the entire manufacturing process.

③ Output Progress Control: Every stage of the production process must involve control over the products being produced. Output progress control refers to setting limits on the production date and quantity of products, and also includes controlling the balance and compatibility between raw materials and finished products. Achieving output is the fundamental goal of overall production progress control.