Please give an example of the bottleneck problem in furniture production. Thank you.

All the "bottlenecks" in furniture production and how to solve them. A furniture factory in Zhongshan, Guangdong received an urgent large order, so all departments mobilized and worked overtime to produce. The semi-finished products finally arrived for packaging as scheduled. In the workshop, the factory directors and managers breathed a sigh of relief: they can ship on time tomorrow. However, he did not expect that when the furniture was being packed, the team leader discovered that the front panel of a kind of drawer had not been replaced yet - the Baishen workshop had forgotten it! The problem arises from the fact that there are often big differences in the progress, efficiency and production capacity of a production line or a production process. This will inevitably lead to an imbalance in the overall operation, like the short board principle of a wooden barrel. In the same way, the shortest board determines the water level height, the "production bottleneck" also limits the production capacity, production progress and production efficiency to the greatest extent. Discover the "production bottleneck", find the "production bottleneck" and solve the "production bottleneck". It is the primary task of production managers. Bottleneck performance: some processes work overtime to catch up on goods, while other processes have to be relatively relaxed. Some processes have an excessive accumulation of semi-finished products, while other processes have very little backlog. Some processes are waiting for materials and equipment, and other processes are progressing normally. The overall progress is slow and production efficiency decreases. There is a phenomenon that product parts are not matching. The flow of some production lines stopped, and products in process stayed for too long. Root cause analysis (1) Material factors: The supply of materials in individual processes or production links is not timely. (2) Quality factors: The production quality of products in individual processes cannot be guaranteed, resulting in long-term rework. (3) Process factors: The process design or drawings cannot keep up. (4) Production factors: The design and production capacity of each process is unbalanced, or production coordination and flexibility are insufficient. (5) Human resources factors The number of individual process personnel or skilled workers is insufficient. (6) Equipment factors: The equipment configuration of individual processes is insufficient. (7) Technical factors: The processes of some processes are relatively complex or the processes are immature, resulting in a decrease in production efficiency. (8) Sudden factors: bottleneck problems caused by accidental events or changes. (9) Time factor: Some processes are time-consuming. For example, drying requires waiting and cannot be determined manually. Such processes are often bottlenecks. Bottlenecks are not something that can be eliminated. As long as you carefully analyze and find out the root cause of the problem, it is possible to solve the problem quickly. Waiting, leaning, and looking will only make the neck problem worse. Basic principles of processing Principle 1: Carefully conduct process research starting from design to achieve a balance in production capacity of each process. Principle 2: Master the flexibility of production, and adjust process capabilities in a timely manner according to different products and processes. Principle 3: Streamline the material supply chain so that material supply work closely matches production needs. Principle 4: Strengthen process technology management and eliminate negative impacts. Principle 5: Strengthen human resource management, achieve adequate staffing, and minimize human factors. Principle 6: Continuously conduct technical training for employees, strive to be multi-functional, and realize the interchangeability of positions to cope with emergencies, and make timely adjustments to positions and personnel replenishment. Interpretation of key points 1. Production schedule bottleneck The production schedule bottleneck refers to the moment or process with the slowest progress in the entire production process or in each production process. The schedule bottleneck is the biggest obstacle to production progress. It destroys the balance of the overall process and causes blockage. Finding the bottleneck location is the prerequisite for solving the bottleneck problem. Every manager should take the initiative to go deep into the grassroots level to investigate and understand the actual production.

Methods for discovering bottlenecks: On-site inspections Listening to reports Viewing statistical reports Complaining about subsequent processes If the bottleneck process forms a sequential relationship with other processes in the product production process, it will affect the progress of subsequent processes. If the status of the bottleneck process and other processes in the product production process are parallel, then the bottleneck problem affects the product matching. 2. Material supply bottleneck. Untimely supply of materials will cause bottlenecks or affect the production of certain parts of the product, or affect the production of certain parts of the product. The final installation and matching may also affect the overall progress of the product, which mainly depends on the position of the bottle material among all materials. Because there is a certain periodicity and timeliness in the supply of materials, early detection is required. Early prevention and early resolution. 3. Human resource bottleneck Human resource bottleneck mainly refers to the shortage of personnel, especially technical personnel, existing in a certain process or position of the production line. Insufficient personnel will seriously affect production progress, and special talents in special positions or technicians, important equipment operators, once missing, cannot be supplemented all at once, so human resource bottlenecks often become an important factor that troubles production progress. question. When the production space allows, especially enterprises that implement piece-rate wages, they should pay attention to the adequate allocation of personnel. At this point, the starting point of the middle and senior management of the enterprise may be different from that of the grassroots. Lower-level managers, because they are worried about insufficient workload during the off-season, intentionally or unintentionally reduce staff due to their own management needs or the convenience of work allocation. This is a misunderstanding of lower-level managers. They would rather have their employees work overtime all night than add more people. This is a huge loss for the enterprise, because overtime will result in overtime expenses, increased utility bills, low overtime efficiency, increased quality problems, and even work-related injuries and accidents that often occur during overtime. The reason why lower-level managers are happy with this is because two people can do what should be done by three people, so that everyone's salary will be higher. For enterprises, failure to deliver goods on time often results in greater losses. Senior managers of enterprises should pay close attention to this tendency, strengthen personnel management, ensure the production capacity of each process, and prevent the emergence of bottlenecks. 4. Process technology and quality bottlenecks In the production process of products, especially the production of new products, there will always be process technology problems or difficult-to-solve quality problems of one kind or another, which leads to process technology bottlenecks and quality bottlenecks. a. It should be led by the main person in charge of the enterprise to form a team of research or scientific research ladies to specialize in solving technical problems. b It is necessary to comprehensively strengthen process technology and quality management from multiple perspectives such as design, equipment, and technical training. c. Systems and regulations that standardize process technology and quality management are effective ways to prevent bottlenecks. d. Perfect staffing is a reliable guarantee for eliminating bottlenecks. Decision-making plan 1. Production schedule bottleneck a. First determine the location of the schedule bottleneck. b Analyze and study the impact and role of this bottleneck on the overall progress. c Determine the impact of the bottleneck on progress (including the actual number of impacts on a process). d Find out the factors that create bottlenecks and analyze them carefully one by one. e Organize and convene a meeting with relevant personnel to analyze each factor, study specific solutions and time, clarify the responsible person, and complete the task within a deadline, f Implement and track. g Improved overall production line evaluation, discover new problems at any time, and solve new problems at any time. 2. Decision-making plan for material supply bottleneck problem a. First determine the materials that cause the bottleneck problem, and analyze and study the extent of its impact. b Analyze and classify the materials, which material category they belong to, the supplier of this material and its supply status. c Communicate and coordinate with suppliers and try our best to ensure delivery time.

d. Work hard to find other suppliers and establish a reliable supply network. "Don't put your eggs in one basket," and keep exploring. e. Conduct research on substitutes, such as replacing imported products with domestic products, or replacing domestic products with imported products. You should actively contact customers to obtain materials that are convenient to purchase. f For materials that are really difficult to find or whose quality is difficult to guarantee, methods provided by customers can be adopted. 3. Decision-making plan for human resource bottlenecks a. Find processes or departments with insufficient personnel or technical strength. b Analyze the impact of this situation. c Conduct staffing research to determine the number and structure of personnel. d. Precautions should be taken to institutionalize the training of technical personnel to ensure production needs. e Actively recruit personnel and make up for missing personnel in a timely manner. f Actively carry out manpower reserves to lay the foundation for improving production capacity. 4. Decision-making plan for process technology bottleneck a. Find the key parts of the process technology bottleneck. b Organize relevant department personnel to study and discuss construction solutions. c Carry out scheme experiments or batch trial production. d For successful process technology solutions, establish process specifications and formulate quality inspection and operation instructions. e Strengthen monitoring and ensure implementation.