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Strategic employee placement and worker motivation are key to production line control. Testing products at each point of production prevents defects. Adding workers to bottlenecks and allowing employees to set their own pace can improve productivity. Motivating workers positively and testing at each assembly point reduces defects.
Some of the best tips for production line control are strategic employee placement and worker motivation. Products along the assembly line would also need to undergo extensive testing as they move from each point of production to prevent costly defects. These little tricks help the line stay productive and profitable. Production line control involves both human and robotic factors; however, each employee will work at a different pace than an automated machine. Placing slower-moving employees near the start and end of the production line can improve production times; faster workers near the middle of the line will make up for lost time to keep product moving efficiently during the assembly process.
Another form of employee placement in production line control is to determine any bottlenecks in the assembly line and add more workers at that particular point. Some parts of an assembly line can be more complicated than others, such as aligning a diode component with a computer system. More workers can be added to this area to speed up the process. As a result, the production line maintains its production rate to maintain product production.
A mechanically based assembly line keeps the product moving at a particular pace, like parts on a conveyor belt. Many experts agree that stimulating workers in this way actually reduces productivity. Employees who can set their own pace produce better production times overall. For example, a worker can put together a product module at one workstation and pass it to the next worker at their own pace. As a result, employees are more relaxed to produce more product output.
An important form of production line control is to motivate workers. Any problems along the assembly line should not be blamed on the workers; they can become defensive and can produce lower productions later on. Employers should work alongside workers to find the assembly line problem in a positive way; working towards a common goal will motivate the employee to resume an efficient work pattern.
Production line control also involves attention to product design. Each assembly point should have a short test procedure so that no defective parts remain on the line. For example, a faulty camera inserted into a mobile phone can be identified the moment it is installed in the cradle, rather than finding the fault after the entire product has been assembled. Progressive checkpoints will increase production time and reduce defects in the final product.
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