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Benchmarking Study of the 9th Jinjihu Lean Digitalization Seminar
来源：The International Association of Business Excellence发布时间：2020-07-31 21:51:02 浏览次数：33
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On June 18, 2020, the International Association for Excellence in Operations welcomed the benchmark visit activity of the 9th Jinji Lake Lean Digital Seminar - Walking into Jeep Electronics and Trane Air Conditioning. For these two Fortune 500 companies, the enthusiasm of Lean Partners has been exceptionally high, and registration has been extremely popular. Originally, only 30 people were planned to visit, but in the end, more than 50 people requested to visit.
Entering Jiepu Electronics Wuxi Factory
The visiting company in the morning was Jiepu Electronics Wuxi factory, divided into three sections: Introduction to the International Association for Excellence in Operations; Introduction to Jiepu Electronics Wuxi Factory; Visit and learn from on-site workshops.
Introduction to the International Association for Operational Excellence
At 10:00 am, the event started on time. Mr. Yang Zhou, the Chairman of the International Association for Excellence in Operations, introduced the association: This year, the association's online and offline activities will be combined, with annual conferences, benchmark visits, public lectures, special live broadcasts, operation competitions, tours, salons, and other forms of participation. More enterprises will be invited to join, and senior management will have more awareness to create a non-profit public platform for development, mutual assistance, sharing, and win-win.
Introduction to Jiepu Electronics Wuxi Factory
Shu Peng, co-president of the International Association for Excellence in Operations and general manager of Jiepu Electronics (Wuxi) Co., Ltd., personally introduced Jiepu Electronics to us.
He gave exciting presentations on the company's introduction, business philosophy, management model, advantages and challenges.
Established in 1966, Jabil Group is one of the Fortune 500 companies and the world's third largest electronic service provider. It has over 100 factories and over 180000 employees worldwide. Jeep Group not only accelerates the speed of electronic product launch to the market, but also effectively reduces product prices through its global product supply chain. Through the efforts of global employees, Jabil provides comprehensive customer-centric solutions for various industries.
Jiepu Electronics (Wuxi) Co., Ltd. was founded in September 2004 and has more than 5500 employees. It belongs to the electronic contract manufacturing service provider (EMS) industry and provides communication, storage, electronic consumer product design, manufacturing, and after-sales services to many well-known electronic companies around the world. Mainly engaged in the OEM of electronic products, as well as conducting research and development, prototype production of new products, and after-sales maintenance and testing services. Has won the honorary title of "Global Best Lean Factory" from the headquarters, and has won numerous honors such as championship in the company's global "Transmission of Excellence" competition for 7 consecutive years. Rooted in Wuxi for 15 years, with a factory area of 100000 square meters and an annual output value of 2 billion US dollars, it is the world's first best lean factory by Jabil, the province's first future maintenance and testing enterprise approved by the Ministry of Commerce, and a research and development prototype trial production base. At least 1/6 of global mobile calls will use products from Jabil Wuxi, which can be considered as technologically advanced and excellently manufactured.
On site workshop visit and learning
After listening to Mr. Shu's introduction, everyone wanted to have a deeper understanding of the company's on-site situation. Jabil's staff prepared work clothes for everyone, and everyone entered the workshop in an orderly manner to visit carefully.
As soon as you enter the workshop, the signage on both sides of the corridor is extremely rich in content, including customer evaluations, employee demeanor, safety evaluations, real-time monitoring tables, and more.
Entering the workshop, one is even more amazed by the magic of lean management. The actual matching degree of the entire production plan, material preparation status, red, green, and yellow markings, abnormal situation handling, responsible units, and tracking organizations have become the data basis for the solution.
Mr. Shu said: Where there is no efficiency, it is precisely where technology is needed.
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. The company relies on the core capabilities of intelligent manufacturing, which is the leader of the group, to launch the "5G+" intelligent manufacturing innovation application center project. It will build an innovation base based on the benchmark manufacturing of 5G communication products, integrating 5G design and development, maintenance and testing, and industrial application.
During our visit, we were surprised by Jabil's bottom-up integrated management system, which showcases the direction of intelligent management in everything from labeling to warehousing.
The design of the six major modules is based on VSM's annual digital communication and division of labor. All employees work together to promote digitalization, and we must make sure that everyone sees the benefits of digitalization. Economically speaking, Jabil's output value has increased fivefold in seven years, and the head count has only doubled. We have gained a full understanding from the on-site experience.
High speed camera with 5G image recognition, accurate and fast, millisecond level, large bandwidth, and low latency. Establish a backend model.
Mr. Shu particularly emphasizes that "people are the only asset that adds value"
In 2019, Jiepu was rated as one of the "Top 10 Best Employers in the Comprehensive Category" by Wuxi City, and was selected as the "Best Employer in China" by Zhilian Recruitment. It was also awarded the "Worker Pioneer" in Jiangsu Province and Wuxi City.
Mr. Shu introduced that Jabil employees have four abilities: leadership, on-site skills, support, and output.
On site strength refers to the 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, and the manufacturing industry is more rigorous, practical, professional, and recognized (future CEOs will directly go to the front line to award talented employees). From a factory that accepts global resources to a factory that outputs resources from the world, not only to parallel factories, but also to customers.
Leadership refers to many employees starting from the front line ten to fifteen years ago and now working as production managers. Transforming employees is a pillar of Jabil's culture that prioritizes putting people first and delivering excellence to customers.
Jabil employees develop their own material racks based on the assembly production line; Design a detection completion reminder function based on the production status of each production line; In order to avoid injury to the screw machine, we are currently using a platform developed by employees. All manual screws need to be operated with two hands to avoid injury; Automatically store shelves based on the work order and material size matching. Management and employee self-management, a manufacturing factory with over 5000 employees, is in perfect order everywhere, making people breathtaking.
The morning's visit activity had unknowingly come to an end, and the visiting friends were still full of interest. In the interactive exchange, everyone spoke freely and gained a lot of experience sharing. Everyone reluctantly ended this sharing and left a precious group photo, looking forward to the next gathering!
Entering the Tailing Air Conditioning Taicang Factory
In the afternoon, the group participated in the benchmark learning activity of Taicang Tailing Air Conditioning with full enthusiasm for learning.
The afternoon learning is divided into three parts: sharing the excellent operation work of Trane Air Conditioning Lean, visiting the workshop and exhibition hall, and Q&A communication.
Trane is a leading global provider of indoor comfort systems and comprehensive facility solutions. Since its establishment, we have always been committed to providing customers with efficient and energy-saving heating, ventilation, and refrigeration air conditioning systems, services, and spare parts support, as well as advanced building automation and financial solutions. Trane has branches in over 100 countries; We have 29 production bases worldwide; The total number of employees is over 29000. Trane creates and continuously provides a safe, comfortable, and efficient environment for the world. How is the lean operation of such a large organization carried out? With many expectations, the students carefully listened to Trane's sharing and conducted on-site visits.
Sharing of Lean and Excellent Operation Work of Trane Air Conditioning
Firstly, Mr. Yang Zhou, the Chairman of the International Association for Excellence in Operations, and Mr. Zhang Junxin, the General Manager of the Tailing Taicang Factory, delivered speeches for this learning activity. Secondly, Mr. Wilson introduced Tailing's overall operations to us, while Mr. Simon Pan explained in detail how Tailing's lean improvement was carried out in the factory.
Among them, what interests everyone is the unique lean purpose of Trane Air Conditioner - "Dao spell tool".
Dao "refers to beliefs, values, and habitual behaviors. Here, the main focus is on talent cultivation. They advocate for investing in talent cultivation and have conducted TLDP (grassroots supervisor) and LLDP (middle-level supervisor) training programs, adhering to the logic of knowledge introduction - concept shaping - behavior change - value and belief formation, in talent cultivation and certification, achieving the unity of knowledge and action. Moreover, Trane is very willing to put in effort in talent cultivation, and every grassroots supervisor who participates in TLDP must undergo a 6-week off job training; Each middle-level manager participating in LLDP needs to undergo a 2-week off campus study; Every member participating in the training must go through four stages: training, graduation, improvement, and certification, truly applying the essence of lean learning. 'Technique' is a management model that advocates strengthening leadership skills and abilities, requiring leaders to lead by example and adopt a coaching style leadership paradigm.
'Tools' enhance employees' problem-solving abilities from the perspective of technical skills and tools. They hold RIE Improvement Week activities, complete off production training, and improvement practice activities to enable employees to fully master their skills.
Through this series of strategies, Trane Air Conditioning has significantly reduced their key indicator Lead time, with some products even reducing it by as much as 94%. For example, the production cycle of centrifuge products has decreased from 141 days to only 9.5 days later. The overall market value of Trane's stock has also increased by 400%, which is inseparable from Trane's efforts to promote lean production.
Product exhibition hall and workshop on-site visit
We divided into two groups and visited the product exhibition hall and on-site workshop respectively.
The product display area, with a constant temperature and humidity environment, makes everyone feel more comfortable. The rich and diverse products and product processing steps have given everyone present a certain understanding of the Trane air conditioner.
Before entering the production workshop for a visit, everyone changed into protective safety shoes, safety glasses, and sleeves. Entering the production area, we saw many billboards displaying KPIs, including the company's operational plan, value flow chart, student achievement display board, Gemba's visual display, and continuous search for improvement opportunities in the circular line mountain plot. The most interesting aspect among them is visualization. They display the inspection plan, content, results, and follow-up on site. The inspection content is divided into problem solving, behavior inspection, process inspection, change inspection, and other aspects. They also remind the inspection personnel of the inspection content in the form of cards. Enable every on-site manager to promptly follow up and address existing issues. In addition, there is one particularly noteworthy aspect on site: the Trane factory has posted large posters of the person in charge of each production line, Meimei, on one side of the factory area for promotion. It not only sets an example in the factory area, but also establishes the team leader's sense of ownership of their production line. This form of motivation gives full respect and trust to on-site management personnel.
Q&A communication
After the visit, everyone returned to the conference room and began the Q&A communication session. This exchange session was hosted by Teacher Simon Pan from Trane and Senior Lean Expert Huang from the learning group.
Everyone discussed and compared the lean development of Trane Air Conditioning with the lean practice of Jabil Electronics in the morning, as well as their respective advantages and disadvantages.
Someone asked how the on-site management of the system was precipitated?
Simon Pan shared that Trane air conditioning is achieved through continuous improvement and on-site problem-solving (MDI) on two legs. At the same time, he mentioned a very important point, the importance of grassroots talent introduction, and compared and shared the actual situation before and after talent introduction.
Teacher Huang also shared his experiences and perspectives on lean work in this section.
Finally, Mr. Yang Zhou, the chairman of the association, summarized the learning activity of Trane Air Conditioning. He shared that to maintain the vitality of Lean, it is necessary to continuously promote it in conjunction with the institutional process. On the path of lean production, we will encounter many problems. We believe that through our continuous exploration, mutual learning, and breakthroughs, we will go further and smoother on the path of lean production。
