Study On The Improvement Of Rice Produce Operation Efficiency Of N Company

China is a large agricultural production country,and 65%of the population in China takes rice as the staple food.However,China’s rice product processing industry is still in the primary stage of development,and there are many problems to be solved.Rice processing enterprises should not only deal with external policy pressure and climate change,but also face the fierce competition in the industry.In order to develop in the fast-changing industry,they must adjust in time,adapt to the current fast-changing pace,improve internal operating efficiency,and improve their core competitiveness,so as to follow the pace of the market and win in the market competition.N Company is a key rice business enterprise under a large comprehensive state-owned enterprise.The factory is located in Wuchang City,Heilongjiang Province,"the hometown of high-quality rice in China".At present,N Company is facing the problems of low operating efficiency and high management costs.The core index of its production and operation is less than 50%of the rice yield,which is far lower than that of its peers,leading to its declining market share.This paper analyzes the management problems of N company’s production and operation to help them find the crux of the problem.Based on lean management,TPM(Total Productive Maintenance),6S(Seiri、Seiton、Seiso、Seiketsu、Shitsuke and Safety)management and other theories,this paper obtained first-hand data of rice production and processing of N Company through interviews with teams at all levels of N Company,field research,data collection,etc.Through the collected objective data,combining experience with management,focusing on the analysis of site management,equipment management,personnel management and other contents that affect the operation efficiency,it found that N Company has many potential safety hazards in the production environment,Traditional production management means,lack of production standards and lack of management have affected the normal operation of production and operation;In terms of equipment management,there are problems such as personnel’s weak maintenance awareness,lack of maintenance skills,and lack of maintenance standards,which lead to frequent equipment failures,reduced equipment accuracy,and reduced equipment operation efficiency;In terms of personnel management,the division of responsibilities of personnel is unclear,the business skills of personnel are single,and there is no training and promotion mechanism.The reason is that the management mechanism of N Company is incomplete,the management standard is unclear,and the management technology is not novelBased on the existing problems and reasons of N Company,this paper,based on TPM and 6S theoretical research,referring to industry success cases and combining with the actual situation of N Company,establishes a special team,establishes a special incentive mechanism,develops training courses and implements personnel training,develops inspection standards,creates sample areas,visualizes the standardization of performance indicators and hierarchical meetings,and implements the improvement of equipment self-preservation management The on-site rapid improvement and the implementation of preventive improvement activities have helped N company clarify the ideas and measures for improving operational efficiency.Through targeted research and practice,the rice yield rate,the core indicator of the operation efficiency of N Company,has been successfully improved,laying a solid foundation for enterprises to reduce costs and reduce costs,improve quality and efficiency,and expand the market,bringing considerable economic benefits to Company N,and providing practical model experience for the traditional rice processing industry to improve production and operation efficiency.