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In the face of the gradual decline of the commercial vehicle market in recent years, how companies can guarantee that they will not lose or even become profitable will become the current homework.
As the saying goes, poor days have a poor life. In times of difficulty, companies must tighten their belts and save a cent from production. Conversely, the cost savings are profits.
How to become a "cute woman"? How to save all kinds of size costs, "skillfully" live it? Lean production is a task that every company must do for a long time. Fang Wei Editor-in-Chief Yao Wei has set up a classroom inside Fangde.com to explain lean production to reporters. Here, the reporter wrote Yao Wei's speech into an article for the company's reference.
Lean production is first to reduce waste in the production process. Then, for commercial vehicle companies, what are the good ways to reduce waste?
Inventory is the biggest waste
For companies, inventory is the biggest waste. After a large number of commodities are produced, they are often left unattended in the factory due to their inability to sell in time, resulting in huge stocks. Such overproduction is not conducive to the circulation of corporate capital chains and can easily bring business risks to the company.
Looking back at the development of Bei Ben Heavy Duty Truck over the past ten years, we have witnessed the achievements we have made. However, since 2011, with the declining heavy-duty truck industry, sales of Bei Ben Heavy Duty Truck Co., Ltd. have also dropped. Especially in 2012, Bei Ben Heavy Duty Truck sold 24,270 heavy trucks for the year, a year-on-year decrease of 39.6%. Average. An important reason for the slowdown in sales of Bei Ben in 2012 was excess inventory. When the products are produced, because they do not meet the market demand, the sales meet resistance, resulting in a large amount of accounts receivable, affecting the business operations; in addition, a large number of products do not meet the market demand, and eventually they may be sold or sold. Caused the loss of the company.
The opposite example is Futian Auman's management of inventory. Since its founding, Auman has been producing on the basis of sales and has always kept his eyes on the market. After joining hands with Daimler, Auman's product structure more accurately met the market demand, making Auman a rising star in the heavy truck market able to rank among the forefront of the heavy truck industry, and maintained a high labor productivity and profitability.
Nowadays, more and more commercial vehicle companies have been able to use demand to stimulate production, and almost no vehicle inventory has been generated. However, in the inventory of parts and components, because the supply chain management is not advanced enough, and the logistics distribution links and distances are too long, the supply of spare parts cannot be “zero inventoryâ€. A large number of spare parts inventory not only takes up funds and space, but also increases. Management workload.
Therefore, for the commercial vehicle industry, how to reduce the inventory of parts and components is what most companies need to do.
Avoid wasting action and reducing useless actions
In the automobile production process, some actions of the workers are directly to create benefits, but many actions do not create benefits. For example, the process of workers walking and picking and placing parts does not create benefits. The time taken by these non-creative actions should be as short as possible, and the amount of work that these actions bring to the workers should be minimized.
In this regard, Scania's production line is a powerful model. When the workers on the Skarniya line work, many tools are placed in the pockets on the workers' waist. Workers are like hairdressers at many hair salons, and the tools they need are all in the nearest place. This ensures that they are available in the shortest possible time. This seemingly inconspicuous time savings, gathered together, the effect is staggering.
For another example, Fast's new factory building is very spacious, but after a continuous improvement of Fast, the automated machine is centralized, the original one sees three machines; after concentration, one can see six machines, and at the same time, Nearly half of the factory space was vacated, and if capacity expansion is needed, these spaces can be immediately added to a new production line without the need to build a new plant. This measure of Fast not only saves space, reduces the number of workers, but also reduces the distance walked by workers, but at the same time reduces the labor intensity while increasing the workload.
Looking back at some heavy-duty truck companies, building a spacious factory building looks very "lavish". The production line is very long. Each worker's station is not cramped, but the workers have to reach out to get the parts far away. For example, the newly built factory in Sanhuan, Hubei Province, is very beautiful, but the workers are too far away from the parts they use. This is not only a waste of time but also increases the fatigue of the workers. Another example is the Beiben new factory production line. Workers have to take even a few steps to get the parts. This results in wasted time and the consumption of workers' physical strength.
In lean production, it is necessary to strictly distinguish which actions create benefits and which do not create benefits. As an example of lean production, Japan’s lean production requires that workers have the shortest distance from parts, and ensure that both hands work at the same time and avoid working with one hand. Therefore, if a company builds a large factory, it may wish to leave more space as a rest area for the workers and the room for future expansion. The production station should still allow workers to access components in the shortest distance.
Reduce waiting for equalization tasks
As we all know, a complete production line requires many steps to work together to succeed. Too complicated pipeline paths, any problems in any one of them will affect the efficiency of the entire line.
For example, if a vehicle is being equipped, if the production of one component is not sufficient due to a certain link, and the overall production is delayed, the waiting time for this time is a great waste in itself.
Therefore, in the production of automobile production lines, we must avoid waiting. This wait includes waiting for parts and waiting for the completion of the previous process.
As a leader and leader in the passenger car industry, Yutong Bus has reduced its production costs because of its complete supply chain. Compared to cars and trucks, passenger cars have a low production volume, and many models are produced in a personalized way, so there are a large number of parts. This puts high demands on supply chain management. The most important factor in determining production efficiency is whether the different parts needed for each station need to wait or have the shortest waiting time. After Yutong's process reengineering and supply chain management are upgraded, it can ensure that workers are wasted waiting for the shortest time, so they can create the most buses in the same time.
When Yao visited the SAIC-GM-Wuling workshop in his early years, he found an interesting phenomenon: On the assembly line of SAIC-GM-Wuling, the workshop director has been calculating the working time of each worker. After asking, he only knew that he was hoping to pass precisely. Metering to achieve scientific distribution tasks, reducing the waiting time between workers due to different work tempo. SAIC-GM-Wuling’s approach scientifically achieved a balanced distribution of production tasks, saved time, and reduced waste caused by waiting.
Coincidentally, the workshop director of Shaanxi's production line is also working hard to evenly distribute the workload of each worker. In recent years, Shaanxi Auto has promoted lean production, reduced waste, and balanced workload. This is an ongoing work. Because each station is continuously improving and the degree of improvement is different, each station will have a gap while shortening the working hours. In this way, the workshop director must adjust the work content of the corresponding work station at any time, so as to ensure that the time spent by each work station is roughly the same, so as to reduce waiting time between work stations.
In addition, failure of the equipment will also cause waiting. To avoid waiting for equipment, it is necessary to strengthen the management of equipment and increase the use rate of equipment.
Not only that, the long transport distance of parts and components will also increase the chance and time for waiting. Therefore, modern enterprise production often needs to shorten the logistics distance. For example, it is a good idea to build a parts factory near a company or build a transit warehouse around an entire vehicle company.
In this respect, Fast has already used lean logistics to open up the gap with many domestic companies. In Fast's Baoji Production Area, Fast is building a lean logistics system. Fast's parts warehouses are already like IKEA warehouses. They are all very high shelves (two storeys high). Each space has a code, what parts are delivered and accessed, and information systems can be used. Accurately locate in which row and what number, the forklift can reach the shelf in one step and quickly load and unload components. In Fast's production workshop, fewer and fewer parts and components that have been piled on the ground have become less and less visible.
The third management is to reduce management staff's waste of time
The so-called "three currents" refers to the scene, the present, the reality, that is, when a problem occurs, the manager must quickly go to the "on-site", personally recognize the "present thing" and carefully study the "reality" and propose and implement accordingly. Meet the practical solution.
The benefits of doing so are self-evident. The shortest distance traveled by management personnel not only saves management time, but also solves the problem at the first time. At the same time, the management personnel will find some problems that are not a problem at the scene and improve the speed and intensity of improvement.
Nowadays, many companies set up shop managers' offices in production lines when they build new production lines, such as Dongfeng commercial vehicles, joint trucks, and Fast. In the joint truck factory, the workshop director's office area is close to the production line, reducing communication barriers between managers and producers, streamlining work processes and reducing waiting waste. Although "Three Presents" has become a new trend, there are still many commercial vehicle companies that do not have managers' offices in their newly built factories.
In fact, whether or not the production line is advanced does not lie in the construction of the era, but in the manager's thinking and philosophy. Fast has several decades of production facilities in Xi'an and Baoji, but it is these seemingly old production lines and its concept is indeed very advanced. Each of these production lines has a managerial office separated by glass. The production process is highly informatized. All items are delineated and placed in strict positions; and all plants are equipped with air conditioning. On the contrary, many companies building new commercial vehicles or parts companies in the south do not have air-conditioning. If workers can't work comfortably, how can they make a good car?
In addition, 5S (SEIRI), SEITON, SEISO, SEIKETSU, and SHITUKEK, which are emphasized in business operations, are also very helpful in reducing waiting waste. Items must be placed in a strict position and easy to find, so that the time spent on tools and items can be reduced and waiting times reduced.
Again, there is a reduction in the waste of energy and goods. For example, when the plant is designed, the window size and distance of the transparent glass tile on the factory should be suitable to ensure that enough sunlight is shined into the workshop and the lighting problem in the workshop is solved as much as possible. The glass windows on the new factory building in Sanhuan and Shanxi Auto and Beibei of Hubei are not big enough, either because there is not enough light, or they need to turn on the lights; and the factory building newly built by Fest will usually meet the daily needs of the daylight. Production needs.
Reducing waste is not only true for manufacturing companies, but also for any business. Everyone and unit should avoid ineffective labor.