From a factory producing automotive parts in 1935 to manufacturing China's first heavy-duty vehicle, the Yellow River JN150, to a large state-owned listed company that has become a market-oriented operation. Along the way, the development path of China National Heavy Duty Truck is not smooth, but its position in China's heavy truck market is increasingly important. The reason is closely related to the lean management that Sinotruk implemented since 2008.
Focus on management
So what is lean management? It is from the management source to the production site that we must strive for excellence. "No rules can not be a radius." In the implementation of lean management, China National Heavy Duty Trucks placed management at the top of the list, intensified the standardization of the work, and gradually extended the employees' behavior, site management to equipment management, technical quality, and production safety. Standardization of employee behavior, standardization of quality management, standardization of technology management, and standardization of equipment management.
In the day-to-day production management concept, the goal is to complete the day's production tasks, change to improve product quality while completing the same day production tasks, and finally transition to the economic, high-quality completion of the day's production tasks, greatly improving the product's production efficiency . In the whole year of 2008, China National SINOSTEEL Foundry Center produced 105,000 tons of castings, with an average daily output of 401 tons, and daily average casting output of 0.1717 tons. In the first half of 2010, the casting center produced 80,800 tons of castings, and the average daily production of 561 tons of castings. Increased 39.9%; per capita casting output 0.23 tons, an increase of 33.9%.
Lean production
At the production site, Sinotruk's lean requirements for product quality and product efficiency have effectively reduced production costs. China National Heavy Duty Truck has been producing engine castings since 2007. Due to the difficulty of production, immature technology and lack of production experience, the scrap rate has been high. In 2008, China National Heavy Duty Truck foundry lost 161.58 million yuan, and the overall scrap rate was 19.76%. In order to change the status quo of losses, China National Heavy Duty Trucks Foundry Center has established an engine block improvement multi-function team, introduced incentive policies, compiled quality information statistics software, analyzed the defects of sub-items and detailed analysis of the causes, and formulated improvement measures. , track improvement results.
Through more than one year's efforts, China Heavy-duty truck foundry center has formed its own production technology and skills, and its quality has gradually improved. By 2009, the foundry center had turned a profit, with a profit of 33.32 million yuan, and the overall scrap rate dropped to 7.03%. By the first half of 2010, the overall scrap rate of the foundry centers fell to a record low of 4.6%. In the first half of 2010, in the case of significant fluctuations in the raw material for casting, the manufacturing cost per ton of casting decreased by 11.72%, and the direct production cost decreased by 5.56%.
People are the reformers and innovators of the system. It is the principle that has been consistently adhered to by China National Heavy Duty Truck since the implementation of lean production. An employee of Sinotruk stated: “In the past when we talked about innovation, we felt that it was a technical staff. Now that we have implemented lean manufacturing, we all recognize the value of our existence. Everyone has a passion for improving innovation. Therefore, everyone has become a small 'inventor'."
Driven by a series of incentive measures of the company, front-line employees of Sinotruk actively focused on the existing problems at the site and around the world, actively proposed improvement suggestions and started implementation, solved many problems in the production process for the company, and saved the company cost. Lu Yi of the No.5 workshop of the front axle department put forward 11 suggestions for rationalization. After the implementation of the “Automatic Tool Improvement and Tool Breakage Inspection Proceduresâ€, the annual savings can be more than 180,000 yuan; Cheng Chuanhu, a member of the No. Proposed 24 effective recommendations, including the “Plant Positioning Pin Improvement†project, which can save costs by more than 70,000 yuan a year...
Sharpening team
“If workers want to do something good, they must first sharpen their tools.†Through the implementation of lean management, Sinotruk's management level has been improved, product quality has been improved, and production efficiency has been improved. This has also tempered the management of Sinotruk. Team. With this lean team, China National Heavy Duty Truck has repeatedly won high marks in the fiercely competitive heavy truck market: In 2009, CNHTC's production, sales, and sales of heavy vehicles increased by 11.2% year-on-year, maintaining its position as the leader in the production and sales of heavy trucks in China, and entering the global heavy truck industry. In the first three months of production and sales, from January to June this year, China National Heavy Duty Truck Group Co., Ltd. produced and sold 115,627 vehicles, an increase of 69.8%, and achieved sales revenue of 44.87 billion yuan, a year-on-year increase of 61%, and a year-on-year increase of 1.5 times.
As the domestic heavy-duty truck market is getting more and more popular, the competition between major heavy-duty truck companies is also becoming increasingly intense. In the face of such a severe and challenging heavy truck market, in the second half of this year, China's heavy trucks adjusted their 2010 production and sales volume to a higher target of “maintaining 190,000 and striving for 200,000â€. This adjustment also reflects the operating philosophy of Sinotruk's excellence and constant pursuit of higher goals.
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