Guangxi Yuchai: Lean Manufacturing Creates Benefits, Wisdom, and Competitiveness

In 2012, the engine market continued to be sluggish, but the intelligent Yuchai people continued to improve their internal forces in the downturn. The market share of the engine market rose by 3 percentage points, achieving an intrinsic growth. Reason geometry? Is it possible to give the reader a satisfactory answer from the perspective of lean manufacturing ?

Wu Qiwei, general manager of Yuchai Electric Co., Ltd., said that although the engine market situation remained weak in 2012, Yuchai's development was better and more healthy than that of similar companies. One of the main reasons was that the lean manufacturing project had already played a role.

In October 2011, Yuchai Corporation’s lean manufacturing project was officially launched, aiming to establish Yuchai as “the most competitive and professional power supplier in the world” by implementing lean manufacturing, namely, product, market, marketing, service, and cost. And other professional power companies with strong comprehensive strength in various fields.

In October 2012, the lean manufacturing project of Yuchai Group was formally launched. The three subsidiaries Nanchao Yuchai, Yuchai Power Company, and Guangxi Huayuan Company were selected as pilot units for lean manufacturing. We hope to successfully pilot these three subsidiaries. Based on this, it gradually extends coverage to various business areas, subsidiaries, and industrial chains to create a platform for the Group's lean industry and build a lean operating system featuring Yuchai.

Lean manufacturing creates benefits

In April 2012, Yuchai Co., Ltd. held a lean first-phase summary report and lean two-phase startup meeting. Eight projects in the first phase of the lean project were awarded: The Engine 1 Factory Heavy Machinery Assembly Efficiency Improvement Project won the special prize, and the foundry's new casting workshop The melt/core making/modeling project won the first prize, the engine plant logistics efficiency improvement project of the second engine plant, the cold processing plant machining 6M engine body efficiency improvement project won second prize, the production department TPM equipment project and other 4 projects won the third Awards, awards ranging from 5 to 10 million.

As of the end of 2012, 16 projects of the second phase of the Lean Company of Yuchai Corporation had been successfully completed. All of them completed the planned objectives and achieved remarkable results: The initial construction of the lean management system of Yuchai Corporation has improved the quality of the model line by more than 28%. The efficiency increase rate is over 27%, the cost reduction rate is over 30%, and the equipment failure rate averagely drops by 29%.

The assembly efficiency improvement project of Yuchai Power Co., Ltd. has set a target of 20% increase in per capita hourly output and capacity indicators. Through rectification, addition of equipment, improvement of tooling tools, optimization of layout, combing of logistics, dismantling, rearrangement operations, management loss, and determination of line balance, the project's per capita hourly output increased by 14.92%, and the capacity index increased by 16.9%.

The consumption time of the bottleneck process in the standard operation of the medium-speed engine of the CSR Yuchai Company was changed from 326 to 276 minutes, and the assembly efficiency of the cylinder liner installation process is expected to increase by 18.2%. The governor efficiency improvement project has adjusted the processing technology, which has improved the machining efficiency of the U-turn trucks and fine cars by 310%.

The Guangxi Huayuan Company's efficiency improvement and improvement project has reduced the 13.3% year-on-year decrease in the number of in-process products inventories by optimizing the layout of the process.

Typical cases show results

In the process of implementing lean manufacturing, Yuchai not only saved the company's development potential, but also created benefits for the company's sustained and healthy operations. Many of these typical cases are more specifically reflected.

Typical Case I: Effective coordination of the team, building a strong foundation

The management of each team's team is unique, but if they are "individuals", even if the individual is stronger, the overall situation is a mess. To this end, Yuchai Corporation has expanded the number of lean project teams to 104 on the basis of outstanding results achieved by the 11 pilot teams. The number of participating team members has reached 1,700, and gradually a set of patterns helps to efficiently coordinate the forces of each team. Project management mechanism. The project team developed a map of the lean team project and defined a series of countermeasures and activity standards to achieve the goal, so that the team management of each unit can not only maintain their own characteristics, but also achieve the basic requirements of harmonization. The project team relied on the coordinated and efficient “Hundred Regiments Offensive” to complete various objectives on schedule. More than 3,000 problems were found in the reflection society, and 2,180 were improved; more than 2,500 trainings were completed; in the small group improvement activities, the failure rate of the engine and equipment of the engine factory fell from 4.02% to 0.29%. The operating time improvement rate has increased by 12%, and fruitful results have been achieved in ensuring safety, improving quality, reducing costs, and increasing profits.

Typical Case 2: Realize a Stream Production, Improve Logistics Cost by More Than 200,000 Yuan

If molten iron is the blood and flesh of a casting, then the core is the ribs and bones of the casting. The foundry's cylinder head core-stock logistics improvement project has improved the quality of the sand core and production efficiency through three aspects: logistics, on-site operations, and visualized kanban management. This has reduced the cost and improved the overall production. Process.

The project team wastes through the process of searching for all employees, carries out improvement analysis of the status quo, rewards employees with valuable suggestions, and finds losses through the quantification: there are many sand core stocks, and employees spend time on actions such as finding and handling that are not value-added; Sand core circulation cycle up to 48 hours.

The project team also identified three major influencing factors: one is that there is no flow production, the processes need to be reserved; the second is the inconsistent production efficiency of employees; and the third is excessive sand core inventory.

In response to these three factors, the project began to implement core operations, core repair, drilling, core assembly, dip coating, and baking one stream operation; the online assembly core operation was implemented to avoid duplication of effort and to achieve a single action and standardization; Sand core inventory management, reasonable arrangements for production. In the process of improvement, the project team used a large number of improvement tools such as spaghetti diagrams, job movements (elements) analysis, fixed-point photography, value flow charts, process flow analysis charts, and standard operating instructions SOP.

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At the end of 2012, the core-making section of the foundry's cylinder head workshop finally achieved its goal - the number of sand core stocks was reduced from 484 cars to 280 cars, and the sand core circulation cycle was shortened from 48 hours to 32 hours. The achievement rate of the two indicators was 136 respectively. % and 166%. A production cycle to reduce the inventory backlog 870,000 yuan, directly reducing the cost of sand core car and waste reduction 230,000 yuan.

Typical Case 3: Exhaust pipe is free of "burning water", reducing the cost by 270,000 yuan annually

Yuchai Power Company installed a double-pass small water tank on the exhaust pipe of the test bench stand of the two-cylinder engine and used the bench exhaust pipe to “fire water” to supply the test machine, so that the inlet water temperature quickly reached the test machine process requirements. Shorten the waiting time for engine running before commissioning, improve the efficiency of a two-cylinder engine by 10%, and reduce the average fuel consumption by 0.8kg/set.

In order to improve the test efficiency, Yuchai Power Co., Ltd. carried out tests on the whole process of the test machine, and traced the source of the long running time of the diesel engine before performance tuning. The process requires that the inlet water temperature for commissioning of the test machine performance must be controlled at 65% °C ~ 85 °C, and use the regulator to adjust the inlet water of the test machine to keep the constant temperature of this range.

After the technical renovation, the prolonged running-in time for the diesel engine to reach the technically required water temperature was significantly shortened, in particular, the first station was shortened from 3,600 seconds to 1,200 seconds, and the second station was improved by 600 seconds. Calculated with 11 gantry units producing 130 two-cylinder engines per day, saving 27 hours of test-hours per day, reducing diesel consumption by 104kg, and reducing costs by RMB 270,000 throughout the year.

Continuous improvement is the essence

Every thing, every process, every process is not perfect, and there is room for continuous improvement. Only continuous improvement can make continuous progress, and use the wisdom to gradually improve the competitiveness of enterprises.

Today, with the smooth progress of the first stage project and the second stage project of the lean manufacturing of Yuchai Corporation, the continuous progress made by Yuchai Corporation has created good benefits for the company and has influenced and changed the way of thinking of the employees. And guidelines for action.

Wang Wei, chief economist of Yuchai Corporation, stated that Lean injected inexhaustible motivation for “continuous improvement” for Yuchai people, and found a “connotation of growth” for Yuchai people when the external market was weak. road.

In 2013, Yuchai will continue to promote lean manufacturing, optimize, consolidate, promote lean results, and strive to build a lean system. Among them, the “supplier synergies improvement” that Yuchai Joint Stock Company will implement in 2013 will select representative suppliers to jointly review and eliminate non-value-added operations from the perspective of the entire value chain, and to achieve Yuchai and suppliers’ QCD. "Synchronize horizontally.

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