How to promote the refined management model of textile machinery enterprises?
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Any enterprise pursues the goal of maximizing profits. Currently, the sharp increase in production costs such as labor and raw materials has brought huge pressure to textile machinery companies. In this environment, in order to maximize profits, we must rely on refined management to make products more precise, specialized, and cutting-edge, thereby improving the company’s operating efficiency.
Changzhou Tonghe Fabric Machinery Manufacturing Co., Ltd., Zhangjiagang Guangda Textile Machinery Company, and Shanghai Far East Steel Wire Card Clothing Co., Ltd. summarized their experiences in implementing refined production processes, promoting technological transformation and innovation, and improving the effectiveness of refined management. .
Tonghe Textile Machinery’s management must be precise and leave no dead ends
Changzhou Tonghe Fabric Machinery Manufacturing Co., Ltd.’s refined management runs through all aspects of corporate operation and management, including production processes, workshops, safety, etc. Through precise management and careful manufacturing, Tonghe Company achieves continuous innovation in product technology, improves systems, strengthens governance, improves quality, and increases the value of its assets.
Cui Guisheng, chairman of the company, told reporters that the main principle for the implementation of the company’s refined production process is “12 fixed, 12 clean”. “12 fixed” means fixed time, fixed personnel, fixed process, fixed equipment, fixed measuring tools, fixed quota, fixed unit price, fixed shift, fixed special inspection, fixed management, fixed sanitation and fixed location. Take designated sanitation as an example, including the sanitation of the area within 1 meter around the operating equipment, the sanitation of public areas in the workshop, the sanitation of the factory area, and personal hygiene (tool boxes, changing wardrobes, clothing, etc.). The sanitation area should be clearly defined so that every employee is familiar with their own responsibilities. The entire factory area is clean and tidy every day, from personal areas to operating areas to public areas in the workshop. There are no dead corners for sanitation in the entire factory. “12 cleans” means that the machine tool must be wiped clean, measuring tools must be wiped clean, sanitation must be cleaned, drawings must be collected, work tickets must be recorded, qualified products must be cleared, repaired products must be returned, scrapped products must be handed over, and areas must be marked clearly. Shift handovers need to be handed over, faults need to be rectified, and products need to be distinguished. Among them, the company has established a maintenance manual for each machine tool. Each operator performs regular cleaning, maintenance and upkeep on the equipment in three stages: daily, weekly and monthly in accordance with the requirements stipulated in the manual. The production planning department conducted a self-examination on the maintenance work of the operators, and the rectification was completed on the same day when the rectification request was made. The Equipment Department conducts comprehensive assessment, rewards and punishments, and notifications on the maintenance work implemented at each stage. Serious violators will be suspended for rectification and will be allowed to return to work only if they meet the requirements.
Tonghe Company has “three overriding standards”. Among them, “product repair is overriding” requires that every employee must organize products strictly according to process requirements. All repaired products produced during the sorting and circulation process must be stored in a special place. Containers will be repaired intensively on the same day and will be inspected and assessed jointly by the Quality Control Department and the Production Planning Department.
Quality drives technological innovation, and technological innovation drives brand building. Through independent innovation and introduction, digestion, application, conversion and transcendence, the company develops new products with industry competitiveness and enhances the company’s market position; through process innovation, improvement, upgrading, and the construction of a quality assurance system in accordance with international standards, the company ensures product quality Stable and reliable quality; by eliminating equipment with backward production capacity and introducing high-precision, high-performance, high-efficiency, and low-energy consumption manufacturing equipment to provide guarantee for product quality; through PLM and ERP informatization, integrating industrial manufacturing and informatization, Strengthen on-site management to ensure product quality and accuracy meet process requirements.
In the future, the company will continue to promote a refined governance model through “top-level closed-loop design, top-level closed-loop implementation, top-level closed-loop inspection, top-level closed-loop assessment, and top-level closed-loop rewards and punishments”. For example: the standardized execution of the 246 process forms in the company constitution ensures that precise governance is in place; in order to reduce errors and mistakes in governance, the company implements 27 overall review systems to avoid execution risks.
Guangda Textile Machinery does not seek output but seeks precision
In recent years, Zhangjiagang Guangma Textile Machinery Company has not deliberately pursued product output in its production strategy, but has strived to improve product quality and achieve the goal of excellence. The company hopes to improve product technology through refined production.
Zhu Yongqian, general manager of Guangda Textile Machinery Company, told reporters that only by making refined and fine products can we attract and retain customers. In the early days, the company mainly adopted foreign advanced technologies and governance models. However, with the influence of the external environment and the company’s own continuous development and growth, the company began to realize the importance of producing exclusive products. It is particularly worth mentioning that the fifth-generation pneumatic cradle developed by the company is simple to operate, more convenient to install and debug, and has a relatively wide range of process adjustments during use. At the same time, we also require excellence in after-sales. Regardless of any questions customers have, Guangdong Textile Machinery can guarantee a reply within 24 hours. The company also has tracking services in each region, anytime and anywhere.Maintain good communication with users.
Based on the original products, the fifth-generation spring cradle and pneumatic cradle matched by the company and Zhida host are produced with precision and continuously improve product performance. Whether it is a general ring spinning or compact spinning pneumatic cradle, its versatility is relatively good. Users do not need to modify any part of the cradle to match the main unit.
In order to achieve excellence, the company’s technical team does not let go of any small details. Although the previous spring cradle was more convenient to operate, the spring was simple and tiring. The direct-pressure spring cradle locking mechanism launched by the company now has a simple locking mechanism, and has improved the original pressure-regulating structure. The spring is vertically pressurized, so the compression amount of spring fatigue is small, the spring is not easily fatigued, and the adjustment is more convenient.
Talking about the future development model, Zhu Yongqian told reporters that the company will continue to promote a refined production management model and successively launch new products that are easy to operate and reasonably priced to save customers as much cost as possible.
Shanghai Far East creates refined and competitive products
When it comes to refined management, Zhou Jianping, general manager of Shanghai Far East Steel Wire Card Clothing Co., Ltd., said that the precision of product quality is the key to stabilizing customers, retaining existing market share, and further seizing market share.
In view of the problem of insufficient quality stability of the company’s high-end products, the company has put forward the plan of “controlling both ends and focusing on the middle”, strictly controlling the quality of raw materials and finished product factory inspection, strengthening the quality assurance system, and requiring all employees to participate in quality management work, which is very important. It is to strengthen the quality management of secondary processes and enhance the traceability of products. At the same time, we attach great importance to after-sales service and respond to quality complaints within 24 hours. For products with high energy consumption, high pollution, and low added value, we will improve production methods and strive to achieve the goals of energy conservation, emission reduction, and structural transformation. We will select “top” products, increase investment in new products and high value-added products, shorten the development cycle, accelerate market investment, form quantitative production, and gradually occupy and expand the mid-to-high-end market.
In addition, in order to promote the refined production of special parts products, the company has also specially formed a technical research team to further increase product quality and process improvement, promote the refined development model, create a lean corporate image, and focus on high value-added development in the future. Mid-to-high-end high-speed energy-saving spindles and spindle products that adapt to market development trends provide customers with a more sophisticated and professional product experience.
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