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[Leading Cloud Lecture] The "bottom thinking in Digital transformation of manufacturing industry" ended successfully
来源：The International Association of Business Excellence发布时间：2020-04-20 22:55:03 浏览次数：39
No matter how cruel the epidemic is, our partners are eager to learn. On April 11, 2020, sponsored by the Jiangsu Representative Office of the International Operation Excellence Association (Singapore), Shu Peng, the co president of the International Operation Excellence Association and the general manager of Jabil Electronics (Wuxi) Co., Ltd., gave us the fourth sharing of the leading cloud lecture. The content of this sharing was "Bottom Thinking in the Digital transformation of the Manufacturing Industry".
There are only 10 "5G+Industrial Internet" integrated innovation projects in the country, and Jabil Electronics' "Digital Factory Based on 5G edge computing" occupies an exclusive seat.
According to real-time online video statistics, a total of 3676 people participated in this event.
Bottom thinking in Digital transformation of manufacturing industry
Why discuss underlying thinking?
The transformation of many manufacturing industries is not just from top to bottom. In fact, it is often the front-line producers and middle management who play the biggest role in the transformation. They know more about our products and production processes. The landing of top-level design comes from the implementation of underlying thinking.
Mr. Shu shared with us the valuable experience of Jabil Electronics from the perspective of a practitioner.
Why transform?
The trade frictions between China and the United States and the impact of the epidemic, as our pioneers and Emperor Guangxu said 100 years ago, must undergo reforms. Even the strong ones before 100 years ago were similar to us, but they have undergone reforms, so they are much more powerful than us. If we remain unchanged, China's manufacturing industry will not have much potential.
How to achieve intelligence and recognize one's own level in a planned manner?
The planning of Jabil's future intelligent chemical plant is divided into six modules
1) The organization should have a top-down overall design
2) We also need organizational guarantees
And the underlying thinking we're going to talk about today should start with the following
3) Hardware development
4) Software Development
5) Analysis and intelligent processing
6) Supported by digital highways
Generally, people take it for granted that ground automation is not intelligent. Don't assume that having robotic arms and conveyor belts is intelligent. Real intelligence is about allowing the system to truly replace our management personnel to think. Mr. Shu put it very down-to-earth in a popular way. Currently, Jabil's intelligence level is not as good as that of dogs, which is equivalent to the intelligence level of children aged 7-8.
Three steps: gradually achieve visualization through digitization and then optimize the process.
How to proceed with the first step?
Starting from paperless, the most wasteful thing in the company is signing. From attendance, reimbursement, to signing and secretarial positions, there are more than 30 people responsible for signing with 5000 people. These people spent their youth signing, and many of them waited for me while waiting for you. We have created a lot of office waste, and starting with signing is the first step for us to do a good job in digitization.
How to proceed with the second step?
Generally, a factory will have an industrial engineering Department (IE) with a stopwatch to calculate the beat. Generally speaking, there are 20 products and 50 processes. When a factory has 30000 materials and 8000 finished products, and each SMT needs to change four times, the traditional IE is completely inadequate. There must be a digital entrance to digitize every workstation, and use sensors and software to transmit to the company's MES system, MES is a part of the digital highway, which allows for further management and intelligent analysis of data.
Jabil has an intelligent project that intelligently distributes some common materials through shipping modules, assisting the planning department in saving 4 hours of time per person per day.
In fact, many office employees in companies have to entangle themselves in the daily work of tens of thousands of materials, thousands of finished products, and hundreds of customers with unlimited changing needs. How to respond to the diverse, small batch, and constantly changing customer needs, and how to handle these complexities is the core competitiveness of a company.
How to build the ultimate future factory?
The best way to predict the future is to create it. Jabil can use a factory control center (FCC) to reflect the actual situation of the production line in real time (each dashboard can display the progress of today's plan, and predict tomorrow's plan, the status of today's production in progress, yield, and equipment operation, etc.). With this, the following five points can be achieved:
DDPPP-Describe/Diagnose/Predict/Prescribe/Preempted
describe
Diagnosis of Bianque - seeing a doctor
Predicting Bianque Second Brother - Can predict in advance that you will get sick and have you undergo maintenance in advance
Preventing Big Brother Bianque - so that your lifestyle has no chance of getting sick at all
Starting from the beginning, one can accurately predict how the problem will develop and end
How to implement smart manufacturing project planning at five levels?
HSADO（Hardware/Software/Analytics/Digital/Orginazation)
If you don't understand the value stream map, please contact Zhiyuan Yi (haha, Mr. Shu's insert advertisement). If you don't have any target audience, please visit our company on May Day. Later, pay attention to many handsome young IT guys (Mr. Shu also started working as a monthly elder).
Every quarter every year, we need to review what we need to improve and create at five levels. For example, we are implementing 5G+, which uses the characteristics of 5G's high bandwidth and low latency, edge computing. True intelligence is something at the A level (H and S are relatively easy for most companies to do), and the real challenge is to identify which truly intelligent applications. You will find that many factories have been repeating things at the same level for ten years.
People are the only asset that adds value
We need our employees to have four abilities: leadership, on-site skills, support, and output.
On site strength is our underlying thinking, exceptional employees, quality stars, mentorship system, cross training, and certification for employment.
Supportive power is to form a culture of lifelong learning. The electronics industry is changing too quickly, especially in the manufacturing industry. We need to be rigorous, practical, professional, and recognized (future CEOs will directly go to the front line to award talented employees). We have transformed from a factory that accepts global resources to a factory that outputs resources to the world, not only to parallel factories, but also to customers.
Leadership is about many employees starting from the front line ten to fifteen years ago and now working as production managers.
For both the company and ourselves, this is how we can transform our employees and form such a culture. This is also how Jabil puts putting people first before committing to customers and delivering excellence, becoming the pillar of our culture.
In just one and a half hours, Mr. Shu brought us a lot of dry goods. In fact, the most exciting part was the Q&A session. The key questions from our friends and Mr. Shu's witty and humorous answers drew a perfect conclusion to this sharing. After reading many shares, some guests often focus too much on introducing what we are now (our current status of being tall and upscale), but these are not important, As a grounded and down-to-earth Digital transformation practitioner, President Shu helped us figure out why and how to do from the bottom of our thinking, so as to embark on a new journey of intelligent manufacturing practice for excellent operation. Smart Manufacturing in China, with you, will be even more wonderful!
Q
In today's global economic downturn, many companies are tightening their investments to maintain cash flow. How to balance the relationship between digital investment and returns. thank you!
Answer: Starting from projects with low investment and high returns, starting from the value stream map to identify key weaknesses, pain points, excessive waste, and bottlenecks. For example, starting from paperless, we previously discussed starting from office Lean. In reality, for production lines, we need to find pain points in traceability and sensitive component storage cycles. For example, when you see a full workshop, why do you see many people walking around when you go to work? Should we consider using automatic forklifts and robotic arms to replace the waste of personnel movement? Don't assume that all automation needs to be customized. Realizing automation is not as difficult as imagined, and investment doesn't need to be as high. After standardizing our equipment, investment will be less. There are only three dimensions of movement, and about 60% of actions in a company can be automated.
Q
Can we use the lean modification process without signing?
Answer: Half of our actual processes do not require signatures, so we need to think about how to optimize our processes. For example, Netflix, which is very famous in the industry, stipulates that we hire all adults because your reimbursement process is well documented in the system. In fact, you don't need to obtain approval from your boss to be reimbursed. If you abuse this process, you will be sorry for the axe. I recommend everyone to read the book "Naifei Culture Handbook", so we are also thinking about which processes can be unsigned. In fact, in American companies, we do authorization, which is a process that is transparent and visualized. If we can achieve these without signing, I don't think every word I sign is meaningful. What is the meaning of signing? I can carry the blame after signing. Half of our processes do not require signatures. Think more about where our processes are, where our standards are, and where the review mechanism is. We suggest everyone go back and take a look at your processes.
Q
How to understand the automation and intelligence stage of factories from the perspective of underlying thinking?
Answer: Automation does not have intelligence. Intelligence requires making predictions and making judgments. How to allocate shared part numbers among different customers, then the system has intelligence. Recommend three books: "Master Algorithms", "Super Intelligence" recommended by Bill Gates, and "Out of Control". We need to complete automation from the bottom, and after completion, we have sufficient data support. We have judgment and prediction to achieve our intelligence. For the manufacturing industry, if we can predict which device will go wrong when, maintenance is needed, Which process can run up to 5.6 DPMOs is already very intelligent.
Q
Did you just mention the intelligent replacement of manual reports? Does the company now calculate whether UPH has manual clock cutting hours or Real Time Online Display? I am working on lean production and am currently planning to achieve real-time reporting of production capacity, personnel hours, efficiency, and other data online.
Answer: Welcome to visit Wuxi Jiepu. Over 85% of our workstations have achieved real-time UPH display, allowing us to see the real-time output and plans of each line.
Q
How to persuade the boss to allocate a certain amount of IT internal personnel to continuously optimize software such as MES and ERP, as well as intelligent manufacturing systems? Our biggest challenge is how to persuade upper level bosses to invest. Many listed companies are thinking of short-term, less investment, and more effectiveness. They generally tend to seek external IT resources, but many external software companies either take advantage of it or it is very expensive (bosses are reluctant to invest). The most successful companies we have seen so far seem to be relatively large, with bosses willing to pay for their own IT teams. This internally developed system is also the most efficient and grounded. How can we overcome the dilemma of persuading the top level by breaking through the middle and lower levels? How did Jeep come all the way?
Answer: 1) Calculate the waste of processes to the boss through VSM, how to save more money through intelligent software, how much customer dissatisfaction it causes, and how much money can be salvaged from the production line.
2) Our IT team actually needs architects and software project management the most. In fact, there are only 3-5 such people in the company, and other programmers can be dispersed to other departments.
3) You can consider outsourcing and look for qualified ones. Many companies think of IT as a god, but the most crucial thing is to have interface engineers who are very familiar with the system process architecture internally (known as SME Subject Matter Expert by Jabil).
When any company or department wants to find IT to develop a project, they must find a piece of paper that can clearly write three things:
1) Clear problem description - A good description is equivalent to half the problem being solved
2) The process of wanting to solve the problem
3) Do you have a KPI to accept a software
When Mr. Shu was young, he also worked as a programmer for a while. The editor couldn't help but think that to become the general manager of GE, he must be a black belt. In the future, if a company in intelligent manufacturing wants to become a general manager, he must be a programmer or an SME. Haha, this is also completely possible.
Q
With so many employees in your company, how can we involve everyone?
Answer: This question is very good. I think this questioner can become a general manager in the future. The biggest lesson of being a general manager is to mobilize all staff to participate and obtain everyone's support in everything.
1) You need to achieve a more sustained and stable management mindset
2) You need to make your management philosophy known to others and be more transparent
3) You need to reward employees who align with your management philosophy
This is easy to say but difficult to implement. Rewards include both spiritual and material rewards. For example, if our company's external promotion is good, when employees follow their own projects, appear on CCTV, Xinhua News Agency, or Wuxi news programs, I believe they have a huge sense of achievement. This is an effect that only salary increases cannot achieve. These are Maslow's five levels of needs, and you must give employees the greatest sense of achievement, You must understand what the greatest sense of achievement is for employees of every class, age group, and job level. Although it may be a bit vague, this is my personal experience from the grassroots level for over 20 years. I believe that many of our employees like to work with me because they can become famous here. This is a reward in addition to their salary, and we have many good tips and policies, For example, Lean has gold, silver, and bronze certification, while HR has a policy that without bronze certification, one cannot be promoted unless there is a strong reason (you must have your boss recommend it, Jabil has various rewards, not only honor but also money, and bosses who only give medals without red envelopes are playing hooligans).
Q
Many companies give up after two years of lean production, but how many years has Jabil persisted? Why did you persist?
Answer: Lean that cannot be persisted after two years is fake Lean. Jabil has persisted for 10 years, but it cannot be persisted because you have not received practical benefits. As shown in the picture, our factory is like this. When you enter our factory, you will feel clear and optimistic, and your mood will also be good. It is a healing system. If you are willing to work in such a factory, your colleagues are concerned about you, and we are also concerned about everyone's safety and growth, By forming a culture, your lean approach can be sustained, and the benefits we gain from lean are not only financial numbers, but also the spirit of our entire team.
Q
What are the problems encountered in promoting continuous improvement? How did you overcome it?
Answer: There must be a top-level design, a reward mechanism, and everyone must know the true benefits that lean can bring to you. From an economic and cultural perspective, it must be implemented. You don't have to call lean, but your thinking must be like this. Some companies are doing fake lean, only superficially, just like lean. They have hired many experts, even from Toyota, who say that using big white paper does not require software. This must be fake lean, and the principles of lean are only Toyota's 14 principles. Why do I always emphasize bottom thinking, and you can only continuously practice the 14 principles in daily production? Toyota has already told you that Toyota also does the same, We can promote it by turning it into our own DNA, culture, and temperament, so you must reward employees who persist in lean production.
Q
Digitization is very good. How to avoid fragmentation digitization? What kind of path is used to connect the system?
Answer: We have six major module designs, which are based on VSM's annual digital communication and design division of labor. You need a good lean person to work with your general manager and CEO to promote digitalization. We must make sure that everyone sees the benefits of digitalization. Economically speaking, Jeep's output value has increased fivefold in seven years, and its headcount has only doubled. We will lower the price for customers, We constantly help our customers overcome one crisis after another, and that's what we rely on. Otherwise, our costs cannot compete with other regions. Our customers must place their production and manufacturing with us, and they have also tried it. Other places really cannot reach our heights. We also ask customers to work with us for pride. Not only do you get the best price, but you also get the best quality, The team you can see is also the best team that can be found in the world.
Q
How can we promote the 5S system to be more efficient and make people willing to do it?
A: Some people really don't understand why they should keep the production line neat and tidy, and can't continue production even if it is slightly disordered. I didn't waste your head, nor did I waste your money. Taiichi Ohno wrote a book in which he mentioned that you should not be angry when you meet a challenge, because only half of the great people are right, and since only half of the great people are right, you should not be angry, If he has his ideas, then you ask him to do them for you to see, and then you follow your ideas to see who has better and more effective methods.
A company that cannot do 5S well may not have a clear process, and its production line must have too many work-in-progress products, so its 5S cannot be done well, and it also does not care about the safety and sense of achievement of its employees. Imagine a company that can do your product well if the toilet stinks and the cafeteria is buzzing with flies? Absolutely not. You will have doubts about his ability. So what 5S brings us is visualization, process, and a good impression of us from others. If you enter a big fish market and a well managed 5S factory, you will have a psychological judgment on their ability. Alan Kay once said that the best way to predict the future is to create it. From our photos, you can see that you will believe that we are a world-class manufacturing company, and our products must be first-class. A dirty and messy company cannot produce first-class products.
Q
Boss, I usually only talk to him about data. I used to complain, but now I know that convincing the boss can only rely on data?
Answer: You cannot rely solely on data, but mainly on data, because there are many things besides data, input may be wrong, algorithm may be wrong, and results may also be wrong. For example, MES has a lot of data that is garbage and not counted in a timely manner. System data and real data cannot match, so over time, no one will trust your data. If the data is accurate every moment, In this situation, you can always use data to talk to your boss. Data will help you convince others, but data alone is not enough.
Q
The boss is very conceited, he doesn't even read the data he likes
Answer: This kind of boss will talk to him sooner or later, such as Lucky Coffee. He doesn't even look at the data he doesn't like, which means the data has started to deviate from the truth. Let him know that the data you gave him is the truth.
Q
What if the company boss only knows how to be good at Ye Gonglong?
Answer: Show him the real dragon, the fake dragon only knows how to do PPT, and the production line is still messy. Show him what the original production line looks like, how much cost has been saved, how much quality has been improved, and how much customer satisfaction has been increased. Poly GCL, through big data mining, has increased the one-time pass rate of the entire factory by 1%, which means saving billions of RMB annually in his production environment.
Q
How to balance the contradiction between resources and costs?
Answer: To be able to calculate the ROI cost recovery rate, no one is willing to buy or sell at a loss. Marx said that capitalists pursue profit. If there is a profit of 300%, they are willing to trample on all laws and dignity in the world. Generally, we have a profit of 30%, which is good, and more often only 3%. If ROI cannot be calculated, it is definitely not a good project. We must show the boss a project that can calculate ROI.
Q
If the company plans to put into operation and build a new factory, how to utilize existing technology and talent resources to build a factory that can achieve lean management and relatively intelligent production from the source, with relatively sufficient funds. Please recommend several actionable paths, thank you!
Answer: Invest in three phases and discuss with the government
1) There should be a database and previous best practices, such as how to route water and electricity cables, how to manage network cables, and how to replace them with 5G WiFi 6. The import and export process, how to quickly run the office to the production line, how to plug and play water and electricity, and how to change the layout will cost you a quarter of profits,
2) Invest in cloud storage instead of physical hard disk, and design an automated production line with "automation" beside the word
3) Do not have large partitions, lighting, cultural environment, and safety, use a variety of flowers and plants, and design fewer parking spaces.
