China National Heavy Duty Truck Group Hangzhou Engine Co., Ltd. vigorously promoted lean management after completing the relocation of the main plant area for one year. By implementing Phase II lean coaching and carrying out various forms of lean management activities, employees’ self-improvement awareness is further enhanced, and lean management work is moving toward “ Management is institutionalized, procedures are streamlined, work is standardized, and analytics are on the move.

Hangfa Company basically completed the relocation of the main factory area at the end of May last year. After moving into the new factory area, new equipment, bright factory buildings, wide roads, and gardens and chemical plants, and the working conditions and working conditions of the new factory area have changed completely compared with the old factory areas. However, such changes in working conditions and work environment have not changed the habits that employees have developed over a long period of time. When the company moved into the new factory area, some bad habits and management flaws brought by employees from the old factory area can still be seen on the production site. For example, if the product is placed arbitrarily, the employees' awareness of equipment maintenance is not strong, and the equipment management remains in the original or manual state. The error rate is large, the production line benefit analysis is not carried out, the line balance loss is too large, the concept of process time beat is not strong and so on.

In response to the above problems, the company's top executives have repeatedly deliberated and decided to carry out Phase II lean counseling on the basis of the first phase of lean counseling, and continue to hire consultants to counsel companies to promote lean management. In order to ensure the orderly progress of the work, the company established a lean promotion leading group headed by the general manager, under the advancement working group, and also held a special project startup meeting. The general manager signed the project with the person in charge of the six project teams respectively. Responsibility.

Since the beginning of this year, the company has set up special projects on lean management, such as improvement of assembly line efficiency, enhancement of machine production line efficiency, logistics improvement, maintenance of TPM equipment, and strengthening of 5S foundation. Through efforts, some projects have achieved remarkable results. If the assembly line efficiency improves, the project team members use lean tools and ergonomic thinking to adjust the process of the production line according to the ECRS principle, take video recordings of 46 stations, and find out the value-generating and non-value-generating. During the process, the new job portfolio was determined. The number of work stations dropped from 46 to 36, a decrease of 21.7%, and the production line staff decreased from 93 to 67 in each class, and each class decreased by 26 people, a drop of 27.95%. Two-shift calculations are expected to save the company about 1.5 million yuan in labor costs each year.

If the first-phase tutoring is the foundation for the company’s management improvement, and the employees have a preliminary understanding of 5S and TPM, then the second phase focuses on solving the major problems in reality and cultivating the company’s own lean Backbone or expert. As the members of the team are highly aware of the continuing promotion of lean management, the second phase of the lean management project has been launched since November 28 last year, under the guidance of a consulting company, through project implementation and in-depth promotion of 5S workshops and TPM workshop activities. Employees’ self-improvement awareness has gradually increased, and the ability to find and solve problems has also been significantly improved.

Judging from the current inspection situation, the phenomenon of “disposing and disposing” on the production site has been significantly improved, and the neglected corners have been completely eliminated; the phenomenon of casually occupying the passage has basically disappeared; employees’ awareness of self-maintenance of the equipment has been enhanced. Through the training of 25 Lean Green Belts and the implementation of the Green Belt Project, we have trained a group of key personnel who have mastered lean improvement methods and are able to do lean improvement projects. In particular, the majority of employees through the actual operation of 5S and TPM, has been ideologically recognized that the implementation of lean management to enhance the level of enterprise management, to create a domestic first-class engine manufacturing base is of great significance. The company has initially established a good atmosphere for lean improvement and promotion work by holding the Lean Knowledge 100 Challenge Competition, the Lean Improvement Rationalization Call for Proposals, the 5S Improvement Month Campaign, the “My Machine” Contest Month Event, and the Project Exchange Meeting. .

However, during the inspection, the company still found that there are many problems. For this reason, the company will continue to increase its publicity and guidance so that all employees realize that the key to lean management is improvement. The purpose of introducing lean management is to eliminate the production process. There is an undue lean improvement in the waste in China; through further deepening the understanding of the lean management concept of cadres and staff, the phenomenon of process waste is effectively eliminated, and a fundamental change from “management” to “rationalism” is achieved; To be solidified, for the work to be carried out in the follow-up period, it is guaranteed in the form of a system, which effectively manages the system, handles procedures, standardizes work, and analyzes data.

It is understood that Hangfa has formulated an implementation plan for lean management over the next 1 to 5 years. The recent plan for the end of last year was to basically achieve smooth flow of goods and improve production line efficiency. The TPM system was initially established, 5S inspection standards and assessment methods for various production lines of various departments were established, and basic 5S standards were strengthened. The medium-term plan for the period from 2010 to 2012 will be to build a lean backbone team within the company, train 1 to 3 lean black belts, and 20 lean green belts; establish a sound equipment inspection and maintenance management system, which will be followed by pre-event maintenance; Further improve the logistics management system, realize the kanban pull for logistics and distribution; study the process of production line employees, determine the standard working hours, and improve labor efficiency. The forward plan is from 2012 to 2013. Lean management will achieve independent innovation, use lean methods to break down strategic goals, and establish innovation promotion mechanisms.

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