Special report on the company's production and operation system planning

On the afternoon of May 12, 2021, Comrade Wang Jinzhi of the group company presided over a special report meeting on the company's production and operation system planning. The participants included Comrade Wu Lei and Comrade Ye Yongquan of the general office of the group company. At the meeting, we listened to the special report on the production and operation system planning of "tamping the foundation and promoting leap" made by Comrade Hu Chengyou.

Starting from the factory operation relationship, Comrade Hu Chengyou vividly compares the customer to the sun, the star, the first-line production department to the earth and the planet, and the second-line departments such as procurement / materials, equipment, technology / process, quality and manpower to the moon and the satellite.

Comrade Hu Chengyou stressed that our second-line departments must focus on the first-line departments and the production site, respond to production quickly, solve on-site problems and serve the production site well. Our first-line production departments and second-line departments work together to focus on customers and serve customers well.

For production and operation management, Comrade Hu Chengyou pointed out that we should mainly do a good job in six elements: P (efficiency), q (quality), C (cost), D (delivery time), s (site / safety) and m (staff team morale).

Site management is the basis of all management of the company, and it can't be required too much. The main focus of on-site management is safety standardization system, four capacity-building of fire protection and 5S management. Safety management is inseparable from hazard identification and rectification, safety education, supervision and inspection and safety management system construction. Nine kinds of safety education are one vote veto items of safety standard system, which must be paid great attention to. All employees shall master the necessary safety knowledge, safety awareness and methods to achieve the "four no injuries" of safety. In case of safety problems, they shall use the "four no let go" of safety to improve and prevent them.

5S management is mainly to do a good job in "clarity of ground features" and "standardization of people". The 5S management area of the company can be divided into workshop site, park site and office site. Each site shall be subject to three-dimensional control according to the "territorial principle", and the responsibility shall be assigned to each person. All departments shall do a good job in 5S training, and gradually carry out it with the participation of all staff according to the methods and ideas of "model first", "fixed-point photography" and "red card operation". The company sets up a 5S management team to conduct weekly simultaneous inspection and assessment in combination with safety, fire protection and 5S. The "cleaning" in the workshop site 5S management is the "spot check" in TPM activities. The workshop site 5S management is carried out in combination with TPM management.

On time delivery is a necessary condition for the survival and development of the company. In delivery management, at present, we need to sort out order review, monthly plan review and process exception docking, build the material department and related functions, highlight the importance of production planning and material driving posts, and establish a production daily report system. At present, in the production and operation link, the company first takes solving the delivery as the starting point, establishes the delivery process, and makes the order process transparent and the responsibility clear.

Quality is the life of an enterprise! Quality comes from inspection, quality comes from production and quality comes from design. Quality management is divided into three levels: quality inspection, quality improvement and quality system. Quality management should establish the awareness of quality management of all staff, establish a full life cycle quality management system based on supply chain according to TQM ideas, and implement key quality control projects at the ports of supplier, design, production, market and management.

Cost saving and efficiency improvement mainly focus on the business analysis meeting to find out the monthly and daily data abnormalities. All departments carry out cost saving and efficiency improvement activities through lean production "looking for waste activities" and using lean production tools and methods such as VA / VE, Kaizen, VSM and TCD. The company shall establish a centralized improvement department and relevant systems, create an atmosphere of continuous improvement and overall improvement, and guide and motivate employees to engage in improvement and innovative work.

Establish manufacturing process or production technology department to improve from new product process planning (including process document planning and engineering capacity planning) to product quantity (efficiency, quality, cost, delivery, labor-saving, automation, etc.). Biotechnology departments should make great efforts in technological innovation, do a good job in "four new management" (new process, new technology, new equipment and new personnel), comply with the trend of social development, and gradually promote enterprise information construction and intelligent manufacturing. According to the company's development needs, gradually build CRM, ERP, WMS, MES and other information and intelligent manufacturing systems to improve efficiency and management level.

Total production management system (TPM) is very suitable for multi equipment manufacturing enterprises. In combination with the current situation of the company, at this sharing meeting, Comrade Hu Chengyou planned the three-year action plan of TPM of Avenue company. Gradually implement the eight pillars of 5S / 3, independent preservation, plan preservation, individual improvement, quality preservation, talent cultivation and safety / health / environment.

The robustness of the production system needs the construction of production and operation capacity as a guarantee. Comrade Hu Chengyou elaborated on the construction of operation capacity one by one from the five aspects of improving functions, performance optimization, capacity improvement, team cohesion and system construction. It is emphasized that the company should establish the dimension of selection and evaluation of skilled talents, establish the grade selection scheme of skilled talents such as junior, medium, high, special grade workers and skilled masters, and open up the growth channel of skilled talents in combination with the company's salary planning and personnel promotion system. Second line personnel should improve their professional ability, be good at using professional tools and methods, and gradually form lean production thinking. Managers should not only have professional ability, but also constantly train their professional ability and management thinking through management practice and learning through various channels, so as to improve the management level. Comrade Hu Chengyou particularly stressed that the company should pay attention to the training of engineers to supplement the development potential of the enterprise.

In terms of operation system design, Comrade Hu Chengyou benchmarked the company's front, middle and back office organizational structure design and the construction of Avenue manufacturing system, and gave opinions and suggestions. In combination with the company's strategic planning and operation planning, Comrade Hu Chengyou formulated a three-year action plan for the production and operation system of Avenue company. The plan is divided into 9 major items and 56 minor items, which are carried out gradually.

Production and operation management is a product realization process, which requires the support of company leaders and the guarantee of talents and organizational culture. The company shall establish an organizational cultural atmosphere of fairness, trust, change, learning and fault tolerance, enhance employees' sense of identity and belonging to the organization, and "reduce talents regardless of style".

After Comrade Hu Chengyou's report, Comrade Wu Lei gave firm support, performed his duties, gave full play to his advantages and made every effort to protect his comments. Finally, Comrade Wang Jinzhi gave instructions for today's operation planning sharing and reporting meeting. He also stressed that he firmly supported Comrade Hu Chengyou's operation ideas without any obstacles, and all levels of the company should fully support and cooperate. Comrade Wang Jinzhi requested that the problems that can be solved in the medium and short term in the operation planning should be implemented as soon as possible under the leadership of Comrade Wu Lei and Comrade Ye Yongquan; Gradually carry out medium and long-term plans.

At present, the company is in the stage of rapid development, and all management are improving simultaneously. Operation management planning is only the beginning of various management work, which requires all employees of the company to unify their thinking, unite and cooperate, act quickly, and achieve their goals with correct methods. Let's face the rising sun of the times and walk towards a broad road together!

Profile of Comrade Hu Chengyou:

Bachelor of mechanical design, manufacturing and automation, master of management, University of science and technology of China. He has worked for 20 years, 17 years in the world's top 500 foreign-funded enterprises and 3 years in private enterprises. He has successively served as engineer, section chief, manager / Minister, director, deputy general manager, etc. of equipment management, process management, safety management, production management, quality management, material management, R & D and technology, installation and after-sales departments. Presided over and participated in the drafting and establishment of various rules, regulations, processes and systems for enterprise production and operation management, proficient in lean management ideas and advanced management methods, and rich practical experience in factory operation management.