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In 2009, the engine department of Sinotruck Jinan put lean production and detailed management as the focus of its work. At the beginning of the year, Beijing Guanghua Boya Management Consulting Co., Ltd. was identified as the engine consulting department. The cylinder head B line and assembly line were identified as the first pilot unit.
Increase publicity efforts and improve organizational structure
Lao Ziyun: “The big events in the world must be made in detail.†Using detailed management to promote the construction of a harmonious enterprise is an important way to enhance the overall execution of the company. First of all, the engine department established a three-level lean production project organization (leader group, promotion team, and implementation team), and issued red-headed documents to clarify the responsibilities of organizations at all levels. At the same time, three full-time employees from the machine processing plant, quality department and assembly plant were deployed to promote lean production. A lean office was set up, equipped with office facilities and publicity facilities.
The swearing-off ceremony was held on April 21st and a concept training was held. Through this event, the company's senior management has demonstrated its firm belief in lean introduction and improved employee morale and awareness of improvement. At the same time, with the opportunity of the General Assembly, the concept of lean production is implemented in every employee of the company.
In order to increase publicity efforts, the Lean Office and the two pilot units have set up specialized propaganda positions to promote lean production. At the same time, lean knowledge and ideas have been sent through e-mails to create a lean manufacturing environment.
Determine the goals and make solid progress in basic work
The lean office first collected the data of the initial state before the improvement, unified the data collection form, confirmed the details of the data, and collected and summarized the data daily.
Into the beginning of May to start the process of measuring time, station division, process capability assessment, operator skills surveys and other work. Before May 12th, the first-phase testing of the two pilot units was completed. Machining aimed at the existing problems and established a “standard†for the operation process, redefined the requirements, and simultaneously performed data collection and improvement of the machining process capability table. The assembly plant re-divided the work station, posted a station line, and balanced the process capability between the processes. The assembly plant also rectified the pilot work station (supercharger station) and delivered information in two hours. After determining the time, the current beat is determined, and a stable beat production is required. The post-employee multi-skills questionnaire has been completed. According to the multi-skills, the two pilot units have put forward a training plan. Multi-skill training will be carried out in the near future to improve the operator's operating skills and multi-job operation capabilities.
Practicing lean production thinking, results have begun to show
The assembly plant and machine processing plant have organized many training sessions on lean production and carefully implemented lean production ideas. They gradually permeated the lean production ideas into all aspects of production, optimized production processes, improved production efficiency, and improved on-site work. The environment and the lean production road are getting wider and wider in production.
The pilot line of the assembly line has identified the working ideas of "steering the target, grasping the key points, implementing the responsibilities, realizing cost reduction and efficiency increase, and improving resource utilization." Through the implementation of a series of key measures, assembly plants have achieved success in reducing costs. The cost of manufacturing each engine has been reduced by 5.62%, which is much higher than the average decline in the same industry over the same period. In terms of product quality, each operator is required to operate in strict accordance with the new process specification. For example, the bolt tightening moment of ∮10*6 is 25N, and the operator must not exceed ±0.5N in order to allow Everyone develops a sense of pursuing quality in their work.
Machine processing plants have developed a product-in-process control plan for the phenomenon of excess inventory between processes. Each workshop is required to strictly control the quantity of work-in-progress between various processes, and there must be no more than one class of inventory in each sequence before the cylinders are combined. After the cylinders are put together, the inventory must not exceed two classes of inventory. In addition, each workshop strictly controls the defective products generated by each process. The technicians of the defective products workshops can analyze the causes, find solutions and track the results.
Re-measure the actual processing time, loading and unloading time of each process, find the production bottleneck of the process, and focus on breakthroughs. After analysis, it was found that the PM180 process capacity of a semi-finished cylinder camshaft hole and crankshaft hole in a workshop is limited. In the past ten minutes, one OPTV machine was processed. Two OP180 machines processed 300 cylinders a day, and the next order of Op85 planes could have one day. The production capacity and production capacity of 360 units were constrained. After technical personnel demonstrated that the OP180 equipment could fully improve the production cycle by changing some machine parameters under the precondition of ensuring product quality and cutting performance of the machine, after adjustment, the current process can produce 370 a day. The cylinder block meets the needs of subsequent production. In the second machining workshop, the 10L cylinder body is processed while also undertaking the task of machining the 12L cylinder body. The product switching takes a long time. The entire production line takes three days from the time of switching to debugging and it wastes a lot of man-hours. Now according to the 12L plan production capacity, combined with the characteristics of the second workshop's machining center equipment, the machine processing plant has decisively adopted the production mode of 10L cylinder block and 12L cylinder block mixed line, which greatly saves the time for replacing the tooling and debugging, improves the production capacity, and produces more Smooth.
It is basic requirements for enterprise management to do small things and to do detailed work. Today, as market competition intensifies, refined management has become an effective means for companies to improve economic efficiency and market competitiveness.
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