On September 10, Sayyas's QCC competition in the first half of 2020 was held in anticipation. After strict evaluation by the judges, the second wooden window won the first place with a total prize of 4000 yuan; the glass production department and the PMC department tied for second place, each with a prize of 1,500 yuan, and the first wooden window and the outer aluminum production department won the first place. Three people will be awarded 500 yuan each.
QCC (Quality Control Circle), the quality control circle, refers to employees with similar work sites at the same job site, focusing on business strategy, policy objectives and existing problems, with the goal of improving quality, reducing consumption, increasing human efficiency and economic benefits , Use quality management theories and methods to carry out quality management activities. As a part of TQM, employees use various QC methods under self-inspiration and mutual enlightenment to continuously maintain and improve the work site, which is called "QCC activities".
The five participating teams in this year's Sayyas Window Industry QCC Competition first deeply analyzed the various process links of the work, and formed problems by finding the process that affects the work results to promote the pain points or the work behaviors that need to be improved, and then use quality tools and IE The method is to analyze the selected topics, make plans, improve implementation, verify the effects, and finally form a standardized process or regulation, so as to achieve the improvement results of three mentions and three drops. The following is a brief description of the content reported by each participating team:
Liuliguang·Glass Production Department
Circle leader: Lu Ying
Reporter: Zhou Meiyu
The Liuliguang team composed of members of the glass production department considered the four aspects of cost, quality, efficiency and delivery. The non-conforming product elements are analyzed, and the improvement plan is estimated through the implementation effect of the improvement plan, and the improvement goal is set as: the non-conforming product cost is reduced by 50%.
Through systematic analysis, the members of the group finally determined five major factors including inadequate reward and punishment mechanism, insufficient tooling management and maintenance, existing process matching, inappropriate labor protection supplies, and inadequate training. These five major factors were systematically and professionally determined. Improve the intervention, control the cost of unqualified products per square meter below the target, and include the improvement measures in the standards in detail.
Wood Art Struggle·Wooden Window Two
Circle Length: Zhang Haijun
Reporter: Li Tingting
The topic selected by the members of the second department of wooden windows is "Improving the efficiency of fan installation in the assembly process". Based on data statistics, on-site field measurement and process node time calculation, the team members set the improvement target as: transfer + lifting time, which was reduced from 8.09 hours to 4.38 hours, and the daily production capacity was increased from 253 fans to 337 fans.
Based on the current circulation and actual conditions of the site, the Wood Art Competition Team formulated three improvement plans. After calculation, the optimal route was selected to reduce the transfer distance and the number of liftings. Through rational use and improvement of existing machinery and equipment, the overall process efficiency was improved, and finally the transfer + lifting time was reduced from 8.09 hours to 1.86 hours. The production capacity has been increased from 253 fans to 380 fans, exceeding the target.
Wooden One·Wooden Window One
Circle Length: Zhang Minghui
Reporter: Zhang Chi
The wooden group composed of the first part of the wooden window and the PIE department, the subject is "reducing the repair rate of the frame fan after the primer", it is determined that the problem occurs in the frame and the residual glue problem of the fan, and the system experiment analyzes the problem of the residual glue Root station. Reduce the manual repair rate of the primer by reducing the number of frames and sectors that need to be manually repaired. The goal is to reduce the manual repair rate by more than 40% and increase the human efficiency by more than 50%.
After fixing the problematic workstations, the team members passed multiple rounds of improvement plan verification, and finally formed specific implementation measures, and updated the rectification opinions into standardized "Frame-Folding Standard Work Instructions", "Fan-Fan Standard Work Instructions", and Standard Operating Instructions for Beading Group Corners" and related training. In addition, they will extend the subject, and strive to develop an automatic glue machine and design the assembly line.
Advance·Aluminum Production Department
Circle Length: Gong Shuang
Reporter: Bao Kun
The topic chosen by the Qianjin Group is "Improving the Problem of Missing Spray." Based on the actual data of last year's spray leakage, the members of the group found the problem generating node and related stations (pendant, manual/automatic spraying). According to the actual situation, the proportion of the defective spraying in the total production quantity was reduced from 0.58% to 0.40 %.
After analyzing the reasons such as non-conductivity of the hanger and inadequate angle finding, the team members put forward practical and feasible corresponding solutions to the relevant factors and carried out relevant verifications. Finally, through standardized document formulation, development of new hangers and silicone protective sleeves, systems A series of measures such as training have improved the problem of spray leakage, reducing the proportion of spray leakage from 0.58% to 0.38%, achieving the expected goal, and consolidating and optimizing the solutions to the problems involved in the subject.
PX Circle·PMC Planning Department
Circle leader: Chi Peng
Reporter: Chi Peng
The PX circle group of the PMC Planning Department selected the topic of "Improving Engineering Material Inventory Turnover". The team members analyzed the main causes of inventory turnover problems, and finally confirmed that the urgent need for improvement is "The project materials are not fully delivered." , Determine that the problem node is the uneven set of materials during the engineering project scheduling, and the need for secondary verification. The target is determined as the time difference between the estimated material preparation and the material arrival of the project must be controlled within 10 days.
After determining the target, the members of the group formulated improvement plans and tackled them one by one, such as increasing pre-scheduled production and unified delivery according to the pre-scheduled production. Finally, the difference in the arrival time of each material was reduced from 60 days to 15 days. Subsequently, the team members communicated with the purchasing department about the latest purchasing cycle of major materials, and finally passed a second effect verification, realized that the difference in the arrival time of each material was within 4 days, reached the set goal, and updated this workflow to the MC work guide.
At the end of the report, each group announced the topics that need to be improved in the next stage. It is hoped that this continuous improvement atmosphere and mechanism can drive more Sayyas people to participate in QCC activities. From passively exposing problems to proactively searching for problems and finally solving them, the holding of QCC activities will help promote the implementation of "struggle" culture and "X" culture, and form an incentive mechanism that encourages innovation.
Message from the judges:
QCC activities do not focus on benefits, but let us use QCC tools and methods to find and improve problems in our daily work. Compared with the previous warm-up event, this time has been greatly improved, and innovative issues have emerged. It is hoped that R&D centers, project centers, retail centers, and management centers can also discover pain points that can be improved around them, brainstorm, and improve topics. In this process, the teams, PIE Department, and Quality Control Department that have participated in the past are willing to help everyone continue to promote the QCC activities. I hope that everyone can continue to move forward on the road of improvement.
——Wang Mi, Manager of Quality Management Department
The scope of this activity is still relatively narrow. This is a slightly insufficient area. I hope everyone will participate actively. If necessary, a policy of compulsory participation can be formulated.
In today's society, homogeneous competition is very fierce, and how to seize market share is related to survival. This requires us to take the road of high cost performance, good quality and excellent price, which also constantly reminds all departments to play a role in cost control. This is the material for our QCC activities. We need to find more directions for improvement, and we can also forcefully allocate some necessary topics. We can also set more corresponding awards to stimulate people's subjective initiative, so that participants can get a harvest of material and spirit.
—— Zhao Guocai, General Manager of Manufacturing Center
QCC activities really need to expand the scope of activities to extend to the construction site and post-services and other links. Sayyas should actually look better than the data of other companies in the industry, but even so, we can still find many problems, and there are still many areas for improvement. If you can zoom in on the topics selected by these teams today, you may find more problems to be solved in the entire product chain. From this point of view, there is still a lot of room for us to play and improve.
——Wang Yong, Director of R&D Center
The manufacturing center is a well-managed team. But this activity should not be confined to manufacturing centers, but to increase participation.
QCC activities are actually a tool and method of project management. If there is an abnormality in the normal process, how to manage it. This is not in the normal management process, so it is a good experience for us to improve our ability, change the way of thinking, and teamwork.
Our front-line personnel should regard quality as belief and culture. Through improvement and diligence, they can start from their job, find room for improvement, and then bring themselves into the project, form a small team with partners who can work together, and achieve achievements through exploration , Finally, I hope that every member of Sayyas can participate in QCC activities.
——Mr. Wang Yanbo, Process Consultant of the Management Center
With the continuous development of QCC activities, its related guidance methods and tools have given each department a clearer understanding of the content of their work and improved their ability to dig out hidden problems. Such measures to improve the efficiency of upstream and downstream departments through reasonable optimization will accelerate the deepening of management.
This QCC competition has effectively helped the resumption of work and production after the epidemic, improved ergonomics and human efficiency, provided assistance for high-speed expansion in the post-epidemic era, and supported the achievement of Sayyas’s "Hundred Days War" with practical actions. I look forward to having more departments and module members form groups to participate in QCC activities and improve together.
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Crossroads of Songhuajiang Road and Xing'an Road, New Industrial Park, Shuangcheng Economic Development Zone, Harbin
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