Great Power Heavy Industry: Rise

Chapter 53 Lean Manufacturing
Zhong Cheng calculated for Manager Li the work needed to install the Gonggong system.

The program is ready-made, but the hardware equipment and network equipment of each production line do not need to be bought?Don't spend time installing and debugging?Thousands of people do not need to be trained?
Not to mention the new problems encountered in the operation process, because the specific production conditions of each production line cannot be completely the same.

After counting with his fingers, Zhong Cheng determined that it would take three months at the earliest to complete.

Manager Li had no choice but to give in. "Then Xiao Zhong, can you install the machine tool assembly workshop first? The production bottleneck in the factory is now in the assembly workshop, and other production lines can be slowed down."

"Well, you don't need to think about manpower. How many people you want and who you want, you can say whatever you want, and I'm fine." Manager Li thought for a while and added.

Zhong Cheng calculated the time, if only the five assembly lines in the machine tool assembly workshop were installed on the Gonggong system, there should be no problem.

"Alright then, let's do our best!"

In fact, there is another problem that Zhong Cheng did not mention, that is, there is a process for a manufacturing system from test operation to official operation.

Although with his brain ability, he has predicted most of the possible problems and made corrections in advance, but he cannot prevent 100% of the ever-changing changes in the operation process.

It is also necessary to continuously discover problems and revise the program during operation.

But looking at Manager Li's appearance, he can't say anything more. He can only collect questions while promoting horizontally.

Improving the system is a long-term project. He brought Zhou Hu to the special team to let Zhou Hu be in charge of the improvement of the Gonggong system for a long time, so as to develop the Gonggong system into a general standard industrial manufacturing system and promote it nationwide. Lay a solid foundation for the rise of Huaxia Heavy Industry.

The special team began to move to the machine tool assembly workshop.

However, the team members expanded to more than [-] people. The original team members each had several assistants. The support in the factory was unprecedented, and the work of the five of them became easier.

Only then did Zhong Cheng have the time to seriously consider the content that Gonggong's manufacturing system needs to improve.

He discovered at the scene that the system cannot completely replace human labor.

For example, the system can ensure that the workpiece is sent to the machine tool on time and accurately for automatic processing, but it cannot control the workers to leave the workpiece before and after processing at the scene.

Of course, the system can't control the enthusiasm of employees.

It is necessary to formulate a management system in conjunction with the Gonggong system.

This is actually his shortcoming. This kind of management system is farther away from technology research and development.

But this is not a problem. Industrial management systems already exist. The Oriental lean production method represented by Toyota and the Western Sloan model represented by General Motors are mature and effective factory management systems.

The Sloan model is also known as the business department system, and Red Star Company has borrowed this management model.

What Zhong Cheng wanted to borrow was the lean production method of the Orientals. He found that despite his prejudice against the Orientals, this production method was more suitable for Huaxia's heavy industry in terms of cost savings, employee morale encouragement, and on-site management.

Lean production has two major characteristics: just-in-time production and active participation of all employees in improvement.

It is precisely because of these two characteristics that "obtaining more and more output with less and less input" can be realized.

In fact, when he designed the Gonggong system, he had already used the pull production method in lean production to determine the input quantity by the output quantity, minimize the inventory and the quantity of work in progress, and save the backlog of funds.

What he likes the most is the on-site "6S" fixed management in lean production and the active participation of all employees in improvement.

On-site "6S" fixed-position management is to label any item on the site and specify the placement position. First, it cleans the site, second, it reduces the ineffective actions of employees, and third, it saves space. Change the "dirty, messy and poor" situation of industrial production sites.

6S refers to the six items of sorting, rectification, cleaning, cleanliness, literacy, and safety.

Because English all start with "S", it is referred to as 6S.

Sorting: Divide any items in the workplace into necessary and unnecessary, keep the necessary items, and completely remove unnecessary items.

Rectification: Necessary things are classified into categories and placed in the specified positions, neatly placed, and the quantity is clearly defined and marked.

Cleaning: remove the dirt in the workplace, prevent the occurrence of dirt, and keep the workplace clean and bright.

Cleanliness: Institutionalize and standardize the implementation of the above 3S, and implement and maintain improvements.

Accomplishment: People develop good habits, act in accordance with regulations, and cultivate a positive and enterprising spirit.

Safety: It is to eliminate hidden dangers of accidents, implement safety measures, and ensure personal safety, facility safety and product safety.

"All employees actively participate in improvement" is much easier to understand, but it is difficult to implement and persist for a long time.

When Zhong Cheng first joined Red Star Company, he helped workers solve problems at the production site, which belonged to improvement activities.

The improvement activities mentioned here are very extensive. For example, it is inconvenient to put a screwdriver on the left hand side, but it is convenient to put it on the right hand side, which is considered a small improvement.

In order to encourage employees to participate, Zhong Cheng formulated the "Implementation Rules for Improvement Proposal Activities", which stipulates the quantitative standards for improvement, which are divided into seven levels, and the reward standards range from 10 yuan to 1 yuan.

Because only by mobilizing the enthusiasm of employees, it is possible to truly realize the continuous improvement and continuous improvement of the manufacturing process.

The Gonggong manufacturing system will not fail to implement due to human factors.

As for the other contents of lean production, Zhong Cheng adopted the "usage principle", using what is useful, and throwing away what is useless.

Integrate the content of lean production into the Gonggong manufacturing system to make the functions of the Gonggong system more powerful and comprehensive.

By the end of March, five assembly lines in the machine tool assembly workshop had completed the "transplantation" of the Gonggong system, and the lean production method was also written by Zhong Cheng into the implementation rules of the Gonggong system, and it was first implemented in the machine tool assembly workshop.

The whole workshop, whether it is the production process, the cleanliness of the site, or the mental outlook of the employees, is completely new.

Manager Li was deeply moved. Their machine tool factory already looks like a modern factory, which is equipped to produce the most advanced machine tools in the world.

Of course, what makes him most satisfied is that the output of the machine tool assembly workshop has increased by 33%, the personnel has also been reduced by 40%, and the investment is less than 300 million.

But a new problem came up again. The output of the machine tool assembly workshop has been greatly increased, and the output of other assembly and component workshops cannot keep up.

Industrial production is originally a chain, one link after another.

Manager Li approached the special team again, urging them to speed up the implementation progress, and strive to complete the Gonggong manufacturing system transformation project of the entire machine tool factory within two months.

He promised that after the completion of the project, he would approve funds and let everyone in the special team go on a seven-day tour.

New Matai!
It is impossible, the scenic spots in the province are optional.

Too much time?

Select several attractions.

But his promise was doomed to fail.

(End of this chapter)