The main venue came to a perfect conclusion amidst everyone's praise. After a morning of sharing and peak conversations among the big shots, the guests were still full of satisfaction. They looked forward to more dry goods sharing and ideas collision in the seven sub forums in the afternoon.

Before the forum starts in the afternoon, Best Practice Sub Forum 105 The conference room welcomed people from all walks of life who are interested in excellent operational best practices early on, and the venue was fully booked. Everyone is looking forward to the wonderful sharing from all the experts. The host of this Best Practice Sub Forum is from Ms. Tang Fenghua, the operation manager of Voith, is a senior excellent manufacturing expert. There are six guests to share this time, including Ms. Ge Xianhong, the lean manager from Bergwarner, Mr. Xiang Guoying, the senior excellent operation manager of Pfizer, Ms. Wu Suyun, the value stream coach of Ingersoll Rand, Mr. Zhang Min, the lean manager of Noraton, and Mr. Wang Chaoying, the DFSS black belt master of Eaton Electric, Mr. Ji Changhua, the Black Belt Master of Danaher Operation System, the Production Manager of Kawakor, These six are senior experts in excellent operations, bringing everyone a feast of experience and practice.

Ms. Tang Fenghua gave a wonderful opening, introducing six guests from well-known multinational corporations to everyone, sharing representative classic cases. At the same time, Ms. Tang Fenghua also launched a collection of improvement cases to the audience present, continuously collecting various classic improvement cases for in-depth analysis, in order to write and promote books. This is an important mission of the International Association for Excellence in Operations.

The first guest is Ms. Ge Xianhong from Ningbo BorgWarner. Starting from self introduction, we explained how she approached and promoted Lean, and then introduced the situation of Borg Warner, allowing the audience to understand the lean path of such an American automotive parts company located in Ningbo.

Bog Warner's lean and excellent operation system starts from three aspects: talent cultivation, lean projects, and continuous improvement of culture. Starting from 2013, we have been implementing 5S and continuously exploring suitable paths and methods. Continuously searching for strategic projects during the implementation process, such as establishing a digital factory and evaluating the company's conference system to make meetings more effective and reduce waste.

The case shared by Ms. Ge Xianhong is the improvement of low OEE time utilization rate for line 5 EB welding line. After analysis, it was found that the primary reason was the long initial inspection time. In response to this reason, through visual inspection, ECRS and other improvement methods, the initial inspection time was reduced from 92 minutes to 30 minutes, saving 68 working hours per month, bringing great benefits to the company.

During the Q&A session, there was a constant enthusiasm for questioning. When asked how to handle the high requirements for IE skills in implementing Lean, Ms. Ge Xianhong provided a professional answer. The implementation of Lean requires multiple aspects of professional knowledge and abilities, and requires cross departmental personnel to work together.

Next, Mr. Xiang Guoying from Pfizer Pharmaceuticals gave a wonderful sharing. As a lean expert who has served the food and pharmaceutical industries for a long time, the excellent operational methods shared are more systematic and industry specific. He witnessed the entire outstanding operational process of Pfizer Pharmaceutical Suzhou Company. The company began implementing Six Sigma in 2000 and Lean in 2009, resulting in significant profits.

Mr. Xiang Guoying pointed out the reasons why the pharmaceutical industry also needs to implement lean, mainly due to pressure from the supply chain, high research and development costs, and quality delivery. Pfizer's OPEX excellent operating system comes from the world-class research institution ST Gallen OPEX. ， We also adopted a change model from McKinsey. As a leader in the pharmaceutical industry, their excellent operating system is very mature, and the Suzhou factory has even won the Group President's Diamond Award. Currently, they are exploring how to achieve Integrated Manufacturing Excellence.

Finally, Mr. Xiang Guoying summarized with a paragraph from Jack Ma, inspiring everyone, especially the lean individuals present, to resist pressure and continue to move forward in the process of change.

Next on the stage was Ms. Wu Suyun, the value stream coach from Ingersoll Rand. She briefly introduced the history and lean model of Ingersoll Rand Trane Air Conditioner.

Ms. Wu Suyun shared a successful on-site improvement case with everyone. She introduced a real and rich improvement project process from the background, scope, setting goals, analyzing, taking measures, and finally realizing value in simple and profound terms. Among them, lean tools such as VSM, OEE, TPM, and NAKANO models are used, making it particularly important to improve the nine week plan of the project, which is of great reference significance.

Finally, Ms. Wu told everyone that the four secrets to improve the success of the project are passion, persistence, teamwork and positive mental attitude.

The fourth person to appear is Mr. Zhang Min, a lean manager from Noraton, who brings us a very popular topic currently: lean office. This case comes from the lean office process project just launched by Noraton Company. It was jointly promoted by Suzhou Zhiyuan Yi Management Consulting Co., Ltd., the organizer of this annual meeting, and Mr. Ramesh Rao from Singapore, a guest speaker on the main forum. This relatively new case immediately attracted the attention of everyone on site.

Mr. Zhang Min told everyone that 90% of the current waste in work comes from the support department. Looking for waste in the office can reveal many gold mines. In our work, we will find that low efficiency leads to frequent overtime. What are the reasons? It may come from too many meetings, non-standard new product development process, order processing, incomplete bill of materials, purchase, etc.

The optimization of lean office can be divided into steps such as self diagnosis, finding pain points, determining the scope of improvement, drawing a swimlane map, defining value, simplifying optimization, etc. For unreasonable processes, methods such as moving, merging, and paralleling can be adopted, and A3 can be used for analysis and summary. Zhang Min reminds everyone to constantly question themselves, use appropriate tools, take action, and dare to dream during this process. Support and commitment from the upper level are also crucial for streamlining processes.

The passionate speech of the guest infected the audience, and there was a lively interaction on and off stage, resulting in slightly exceeding the predicted time. The host temporarily decided to cancel the break and continue to share cases and practices.

Mr. Wang Chaoying, the DFSS black belt master of Eaton Electric, provided a detailed introduction to the advancement of Six Sigma Design (DFSS). For Eaton Electric, the promotion of DFSS is a strong cultural change, but it is also imperative. The dynasty should elaborate from two aspects: strategy and tactics, tools and technology.

The method of implementing DFSS is to proceed in an orderly manner from the strategic level to project application, resources, training, and cultural recognition, with a maturity model from level one to level five, which is deeply layered. Everyone unanimously agrees that product design plays an self-evident role in the product lifecycle. If product design is not done well, let alone future production and manufacturing.

The last guest to share is Mr. Ji Changhua, the production manager of Danaher Operation System Black Belt Master from Kawakor, who personally led the standardization improvement case. The secret to promoting excellent operations for this well-known dental company is to promote high-intensity improvement week activities.

The Improvement Week activity usually lasts for one week, with cross departmental colleagues participating throughout the entire process, from VP executives to operators. Through training, clear and clear schedules, improvement points are selected, measures are taken together, hands-on improvements are made, and the effectiveness of improvements is tracked. Ji Changhua gave a detailed introduction to the methods of using standard worksheets, and some seemingly insignificant small improvements can yield huge results. After listening, everyone gained a lot of benefits.

Finally, the 14 principles of improvement were summarized, which can be adopted by any company. Through this standardized improvement case, everyone has experienced the powerful power of DBS (Danaher Business System).

The Best Practice Sub Forum came to an end, and the host, Ms. Tang Fenghua, made a final summary. We would like to thank all the volunteers for their assistance, all the powerful guests for their passionate speeches, and more importantly, all the attendees for their full participation throughout the afternoon. At one point, the attendees were so crowded that many viewers could only stand and listen.

In the eyes of every participant, it was a very worthwhile and rewarding afternoon. Everyone took a group photo as a souvenir and refused to leave for a long time. They continued to exchange business cards with the guests and had in-depth exchanges. Everyone's wish is to look forward to the next reunion.