Our company is a supporting processing enterprise in the new energy vehicle industry, of which 60% of its sales are for European companies such as Japan, the United States, Germany, Switzerland . During the company's operations, it receives system reviews from different customers and third parties every year. Market opportunities make the company in a period of rapid growth and expansion of production; during this period, the repeated audits, certifications, internal audits, etc. every year also make the company in continuous learning and accepting the requirements and knowledge input of different customers. As a personal feeling, I have a lot of learning content. Today I have time to talk about this content. Don’t hold you accountable if you make mistakes.
audit, internal audit basically cannot run out of process management, on-site management, continuous improvement, etc. For a while, I sat down and thought about it carefully, and found that whether it is audit certification or management improvement, I was basically learning from others and inputting other people's experience, system, management, etc. into my own company. Of course, some are compulsory, and some are voluntary by the company.
Learning from Japan
Don’t hesitate, that is Toyota production, also known as lean production; a lean house in Toyota production model basically includes all the on-site management tools, or if you understand the Toyota model, you will understand more than 80% of the lean production; on-site 5S, Kanban, anti-defense and error prevention, JIT, automation, single-piece flow, etc. are all classic tools of lean ; it can also be seen that learning from Japan is what you learn Lean Management further means on-site management. Starting from the basic on-site 5S, it pays attention to the importance of the site. Perhaps at first, Japan may be too small or cannot be mass-produced like European and American companies. Japan pays special attention to the benefits of the site, and cannot sit in the office to manage. It can only make profits per unit time and area. As the saying goes, no matter how small the mosquito is, it is meat. Small businesses can save, and large enterprises can save more. What's more, there is a set of tools compiled by Toyota for us to use.
Learning from the United States
is of course the learning process, of course it does not mean that the processes are all from the United States, but it can be said that the processes are the most used by American companies, but it can be said that the American companies use the most, most familiar, or mainstream. Factory quality management may have focused on the results of products before, but later it gradually focuses on the process of becoming more focused on production. You can look at the past QS9000, TS16949, quality development, etc., and control process and sorting process have become mainstream; then look at our company's file structure, first-order quality manual , second-order management process, and third-order homework methods, all talk about the process of doing things; every time we train, the teacher leads the turtle on the field, and then assigns the turtle to the captive department. During the audit, the turtle is pulled out to see how it looks. Even the Six Sigma improvement is carried out according to the DMAIC process; if you do it in advance, then look at the action, if the direction is right, you will be half successful.
TS16949's five major files
Tortoise flow chart
Learn from Germany
In my impression, Germany's tags are developed in industry and have a high degree of automation, and what you need to learn is its automation; if the content learned from Japan and the United States is the development of enterprises and industries themselves and the accumulation of experience, German industrial automation will have the nature of a national strategy, that is, a state organization will stand up for the enterprise; the German Industry 4.0 we often talk about includes three main points: smart factories, smart workshops, and smart logistics. Question: High automation is an important feature of Industry 4.0; here is also popularized here. At least when I first came into contact with it, I didn’t know how to look up a lot of information before I gradually understood what Industry 4.0 is; generally believed that Industry 1.0 is the steam engine era, Industry 2.0 is the electrification era, Industry 3.0 is the information age, and Industry 4.0 is the era of intelligence, that is, the era of using information technology to promote industrial transformation; "German Industry 4.0" was proposed in 2013, with the purpose of improving the competitiveness of German industry and was included in a project of national strategy by the German government; corresponding to that, in 2015, my country also proposed " Made in China 2025", which is connected with it.
Features of Industry 4.0
Automation + Intelligent
In short, we can no longer get rid of these contents when we learn factory management. Japan's lean, American processes, and German automation have become "development promoters" that cannot be escaped by corporate development.
