Ji'nan company has been formally put into operation since October 2010, and it has just gone through two years. In the group "the standard management, quality management," the wave of Ji'nan company like the undeep young man stumbled to start learning, he tried to tree, find a gap, strive to catch up.
after two years of efforts, especially in this year, the Ji'nan company's order is insufficient "to eat no full", it is still a high spirit. In the case of small market ownership, 3MIS is 0, 6MIS reaches the standard, FTT has reached the present 85%-90% from about 75% at the beginning of the year, and the model of SPS logistics management has been pushed by the whole group. Wide and "line group class three level management" team construction has also been highly affirmed.
what makes the young Ji'nan company low and thick in the cold winter? The answer is that the Ji'nan company has a group of youthful and energetic young teams. Among the 906 employees of the company, there are 807 "after 80", which is a group of young people with great ambition and ideal aspirations to hold the track of the rapid development of Ji'nan company. The group is carrying out the activities of "management of standard and quality management", which makes this group of young people have the common direction of struggle, has a clear understanding of the power of self transcending the benchmarking, and has the guiding ideology from the back to the earth.
"no outflow, no reception, no manufacture"
to see the leading gun
in the "G.G.Q-3.5.3" activities advocated by the former imperial company, or in the "bid management and quality management" activities being carried out by the group, from the beginning to the end, the Ji'nan company has been in one step and a solid step. To do well in internal work, we should carry out the top-quality project of "no outflow, no acceptance and no manufacturing" step by step. At the beginning of
2012, Ji'nan base began with the construction of "independent guarantee system", starting step by step from "not receiving", step by step to carry out excellent project activities, later "100 days quality promotion", then "QC group activity", and "TPS management", and more detailed "management matrix" and "work mark". "Quasi", not only the specific embodiment of the management of the standard, but also these from the big to small, from the rough to the fine, from the concept to the concrete, from the theory to the actual layer to make the quality of Ji'nan company's product quality has made great progress. The introduction of
new ideas and new patterns began to bring many difficulties to the young Ji'nan company. Faced with the lack of experience of the "post-80s generation", the Ji'nan base adopts the strategy of "partial transcendence, key breakthroughs and coming back to the top" to carry out quality improvement activities. Through the bid, it is found that the Ji'nan company has a large gap in the 3MIS/6MIS/12MIS and other indicators, no matter compared with the group brothers or the industry benchmarking enterprises, Ji'nan company still has a lot of room to rise. To this end, the Ji'nan company has become the first manufacturing base to set the 3MIS target as 15, and the Ji'nan company not only has to make the best of the short-term targets after the rectification, but also challenges the "TOYOTA" to the standard enterprise. Through the joint efforts of the "80's" group, six months later, the 3MIS index of the Ji'nan company became the first manufacturing base for the whole group to be reduced to less than 15. In June, the 3MIS index of Ji'nan company was 12.66. In July, the index of 3MIS was 0. In addition, the 6MIS index had also dropped to 49. The quality index of Ji'nan company rose from the first to fourth. A number of benchmarks, improvements and experiments have greatly stimulated the rapid growth of young teams.
learning TOYOTA complementarity SPS mode to change
benchmarking management is not only a matter of marking benchmarking enterprise data, but also to study benchmarking enterprises to achieve data. Starting in April of this year, Ji'nan company used the advanced production logistics model of TOYOTA factory to break the original matching model of the group. In Ji'nan base assembly plant, the SPS model was introduced. At the beginning of the
project, the biggest difficulty is the source of the material car. As the manager of the logistics manager Huang Hao, "we are not only facing the problem of making small cars, but the biggest difficulty should be how to design a logistics car to make a single supply part." Instead of giving up this group of "80", they made use of the fluency shelves to make a little overtime after deciding on the idea of work; no ready-made management system was programmed by the new goose.
after many days and nights of struggle, SPS is finally running on the second line of the interior decoration of the assembly plant. Through this transformation, it not only improves the efficiency and accuracy of assembly, but also effectively avoids the waste of artificial and human error, and makes the whole factory more tidy and orderly. At present, the new SPS mode has been implemented in the whole assembly plant and has been promoted by the group in the whole group.
the transformation of the logistics distribution model, let the logistics management of the Ji'nan company, the most young team of confidence, has been enhanced, so that the team has been maintaining a positive momentum, its warehousing and distribution class won the company's third quarter red flag team title, the monitor Zhao Yipin from the red flag team in the selection scene from the scene I said in my heart, through the application of the knowledge that the standard will learn to practice and improve the management level of the group, I am just a representative, and more class leaders, like me, carry out the activities of "the management of the standard, the quality management" independently and spontaneously to improve the promotion. The implementation of
SPS mode is just a microcosm of Ji'nan company's "benchmarking management and quality management". All the benchmarking data of all branches of Ji'nan company must be "on the wall". All production process indicators must be "on the wall", and all work standards must be "on the wall". For example, the quality information transfer process and abnormal call transfer process established by the body factory, the quality real name system, the implementation of the "white handkerchief project" to the standard management, the painting factory goes to the market to find the standard model, the paint data back carefully analysis, the benchmarking data to speak, and constantly improve the quality of EC8 paint; The "intelligence center" established by the General Assembly lists all the problems found in the assembly process and jointly studies and solves the problem. In addition, management is also reflected in the nuances; the "foot washing" area set up at the entrance of each branch plant, and the "dedusting water curtain" beside the mold storage area of the stamping workshop. Even a detail, benchmarking work well done, everyone should learn, for my own use.
rammed foundation achievement good talent
group construction run "after 80"
Ji'nan company general manager Cheng Wenan said, "our factory is not only to produce excellent cars, but also to produce excellent talents. When the order is insufficient and the production is discontinuous, the test time will be more. At this time, we should not only relax, but also concentrate on basic skills, pay close attention to product quality and strengthen staff training, laying the foundation for future orders.
since the beginning of this year, the Ji'nan company has begun to carry out the activities of team building with the theme of "standards, improvement, initiative, characteristics and cultivation". During the course of the group construction, the TOYOTA group, the basic class group line and the group class three management were managed, and the seven major tasks of the group were determined: production, quality, cost, safety, site, equipment and personnel; regularly convening the improvement Conference; giving full play to the group's initiative, carrying out the independent management of the team and organizing the company's red flag class Group assessment; at the same time, we also employ professional consulting companies to train our team leaders in accordance with TOYOTA's team management.
the busiest in the past year is the Ji'nan company's "staff training center", from the end of last year construction, to the beginning of 2012, the area of 932 square meters of training center has been carrying on the whole Ji'nan base staff training task.
in the "standard management, quality management" work, not only products, production, quality of the standard, talent breeding also to the standard, but also rely on the quality of staff to improve the quality of products can guarantee the promotion. At present, most of the group leaders of the whole Ji'nan base are "after 80", this year, through the construction of the group, receiving system training, and after the actual operation of the knowledge learned in the group management, they have gained great growth. The atmosphere is full of 37 groups in the whole company, and four of the red flag teams are selected for each quarter, and the competitive atmosphere of each other is affected by the young grass-roots management cadres. Zhou Gang, the head coach of the car factory adjustment class, said, "team building helps me make clear the work content of a squad leader and is no longer an eyebrows and beard. At the same time, let me always think about improving and improving my work and personal ability. I feel very helpful to me. " "My work has been recognized by the factory and the company, and I am confident that I have learned how to manage it, not only a business player, but also a management skill," said Zhou Jian, the rear floor class monitor. The "post-80s", which have just taken part in the work, have been practicing in the construction of the group, and the rise of these new forces has made us see the good future of Geely.
for Ji'nan companies, "benchmarking management, quality management" is a guiding ideology and a working method. The Ji'nan company, a young team composed of the vast majority of "after 80", is willing to learn and forge ahead, although it is inexperienced, but not afraid and willing to pay.
next, Ji'nan company will face the launch of the EC8 switching power assembly and the new model of HL, which will be full of confidence to run faster and farther under the guidance of "tree poles, super benchmarks, benchmarking and benchmarking".