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Di Yuan instrument deputy general Sun Xiangdong talks about intelligent flow meter and intelligent water meter
Diyuan Instrument is committed to the development, production, sales and technical services of intelligent flow meters in the field of industrial automation process control. It is a national high-tech enterprise participating in the formulation of seven national and industrial standards and is a member of Sinopec, PetroChina and CNOOC suppliers of materials.
During the 24 years of development of the company, through progressive conciseness and constant adjustment and promotion, a corporate culture based on traditional culture and the implantation of modern elements with Diyuan characteristics has been established, and the core value concept of “Respecting Heaven, Loving People, and Lili others†has been formed. The company implemented the excellent performance management model and put innovation in the first place. With the goal of building the first brand of flow meters, it continuously introduced technology-leading high-tech products, enhanced the company’s brand image and market competitiveness, and achieved employee performance and corporate performance. Ascension. In recent years, annual sales have reached 100 million yuan, and the proportion of new products has exceeded 80%.
Since 2010, the company has gradually exhibited a trend of reduced order fulfillment, increased costs, and increased inventory. In order to complete the order production task, the production line workers work overtime, but the efficiency is always unsatisfactory. Where are the crux of the problem? In March 2013, inviting Japan's Toyota Engineering Technology Co., Ltd. to rise to improve on-site diagnostics, the on-site management, quality, logistics, standard operations, production management and other aspects of the lower level of management constitute an important factor restricting the delivery of orders . To this end, Di Yuan Instrument was introduced into TPS in August 2013 and began its transition to lean manufacturing. In 2014, the MES production management system was custom-developed to further enhance the efficiency of production management and improve the company's economic efficiency.
Lean manufacturing aims to eliminate waste and reduce costs. It is based on punctuality and automation. It is based on improving activities. It reduces the time from the production to the customer to improve the competitiveness of the company by eliminating waste on all aspects. . In order to transform into lean production, the company established five improvement teams for 5S, QC, logistics, production management, and operation. From the demonstration line, it has gradually implemented each process and experienced several warm, painful, and happy turnarounds to improve the entire concept. Always implement the entire process of TPS, from the "innovation" to "getting heart", employees thought was shocked by the baptism of the heart.
On-site 5S improvement is the basis of lean production. Standardization operation improvement, logistics improvement in process, and quality improvement are all based on 5S. During the 5S improvement process, the “5S Checklist†is used to compare scores on site and find existing ones. Problems and corresponding countermeasures were formulated. The “Improve Improvement Management Table†was adopted to improve the tracking management. Through the improvement of all employees, the site was clean and tidy, the management of the goods was set and the level of visualisation was improved, and the 5S standard was eventually formed.
Quality Improvement Through on-site search and collection of quality issues, QC's seven techniques are used to analyze problems, find out the true causes of the problems, and formulate effective countermeasures to implement them. Through the preparation of QC project schedules and quality inspection standards, the first and last parts inspections are carried out in each process, and product quality is guaranteed within each process.
Improvements in logistics, such as the visual inspection of warehouses, safety inventory settings, investigation and design of transport processes, multi-frequency, low-cost procurement, process reengineering, line-side library settings, and the use of current ticket and material cards, to manage inventory and purchase Improvements were made in processes and methods, process flow, and optimization of production plans.
Through the on-site observation and recording of employees' work orders, we found that there are 7 major waste phenomena in the operation process, included in the waste discovery survey form, and compiled standard operation tickets, and used the method of job improvement to analyze how to reduce various wastes and implement improvement.
With the application of lean production methods, new problems have emerged. A large number of various bills and data tables required for lean production Kanban management can no longer meet the management requirements by manual management and manual scheduling. The company began customizing and developing MES production management system in 2014, which includes BOM, order splitting, inventory, procurement, and manufacturing processes. The computerized management of production orders, product balance, work in process, finished products, and reimbursement, etc. automatically generates current product tickets, material cards, etc. to standardize the whole process of production management.
Through the application of lean production methods, the passing rate of parts processing increased by 99.3% from 98.7%, the processing time between processes decreased by more than 10%, the total inventory decreased by 13.8%, and the delivery rate reached 29% to reach 88%.
The purpose of implementing TPS is to change employees’ original ideas and habits through improvement. Through the improvement of all employees, reduce or even eliminate various waste on site, optimize processes, improve company management and production efficiency, and cultivate and excavate a large number of outstanding management personnel.
Improvement is eternal, unlimited, and improvement has no end. Through the continuous implementation of TPS, optimization is insufficient, and we are making progress along the path of lean production. We are striving to realize our vision of “creating the first brand of flow metersâ€.
Di Yuan Instrument Attends the New Product Promotion Conference of Zhejiang Intelligent Instrumentation to Showcase Its Lean Production Road
ã€China Instrument Network Instrumentation Enterprise】On May 16th, Zhejiang Diyuan Instrument Co., Ltd. was invited to participate in the sponsorship of the Zhejiang Provincial Economic and Information Committee, Zhejiang Province Technology Innovation Service Center, Zhejiang Instrument and Meter Industry Association, and Zhejiang Petrochemical Industry. The Association, the Zhejiang Fluorine Industry Industry Department and the Zhejiang Provincial Association of Enterprise Technology Innovation organized the "Provincial Process Industry Intelligent Manufacturing and Intelligent Instrumentation New Product (New Technology) Promotion Conference", and many intelligent manufacturing and intelligent instrumentation industry Excellent companies exchange experiences in product technology innovation and advanced management concepts. At the conference site, Sun Xiangdong, deputy general manager of the company, gave a report titled “Dividual Wisdom for Smart Factoryâ€, which introduced the overview of Diyuan Instruments and the development history of the company, and elaborated Diyuan Instruments on intelligent water meters and smart flowmeters. Product development, production, sales and technical services in the field of advantages.