Long-term switch "Lean production" project officially started

On February 14, 2012, Guizhou Changzheng Switch Manufacturing Co., Ltd. "Lean Production" project authorization and start-up conference was held in the company.

The conference was chaired by the Commissioner of the Corporate Change Committee. The first is the introduction of the lean production project implementation background and system introduction by Director Huang of the reform committee. He then patiently answered the questions raised by the participants and stated that the event will not be aimed at employees or individuals, but rather the sword. Refers to the development bottleneck facing the entire company. Change is carried out on the premise of maintaining stable production of the company. The “Lean Production” project is a powerful tool for this change. Then the general manager of the company authorized the project. In the first phase of the project, a total of nine improvement projects were carried out, involving all key areas of the company. Each project team leader introduced the project baseline and objectives and signed an authorization agreement, expressing the swearing The firm determination of the goal.

The core idea of ​​the lean production project is lean thinking, which originated from TPS (Toyota Production System) of Japan Toyota Motor Corporation. The core concept of TPS is to pursue the elimination of all waste of the organization, organize the production and business activities of the company in the form of customer labor and JIT (Just In Time), and form a unique production, operation and management system that responds quickly to changes in the market. Changzheng Switch has always been committed to the continuous improvement and management integration of the company. The company's management realized that in the fast-growing market, it must seize the opportunity to become bigger and stronger. While Changzheng Switch invested in building a new factory, in order to control costs and improve efficiency, and enhance the overall quality of the company's employees, the company's management introduced external consulting forces to integrate the system's lean factory design concepts into the construction of the new plant, while also adopting the lean philosophy. In the dissemination and improvement implementation of the old factory, it is expected that significant improvements will be made in terms of shortened production cycle, personnel concept, and quality improvement, and the smooth transition of new and old factories will be realized and the company's production and operation mode will be gradually established and improved. Therefore, the company’s leadership attaches great importance to the development of the “Lean Manufacturing” project.