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Hubei Xianghua Machinery | Lean Improvement in Action (Part 1)

Classification: Company Dynamics

Time2025-01-08

In July 2024, Hubei Xianghua Machine held the kick-off meeting for the Lean Benchmark Factory Planning Project, marking the beginning of lean management. Through continuous exploration and practice, Hubei Xianghua Machine focuses on eliminating the "eight wastes," the "eight protections" of equipment maintenance, and the "6S management" of the production site, driving the company to innovate and create value continuously. The Hubei Xianghua Machine WeChat public account has specially set up a column to report on outstanding lean improvement results.

Since the launch of the Lean Benchmark Factory Planning Project, Hubei Xianghua Machine has focused on TPM management, lean improvement of the eight wastes, and continuous improvement of site management, achieving good results.

▲ The factory's roof and sides have been completely replaced with new materials that have better corrosion resistance, creating a solid barrier for the workshop.

▲ The factory's roof and sides have been completely replaced with new materials that have better corrosion resistance, creating a solid barrier for the workshop.

▲ The customer service philosophy is displayed on the wall, embedding the corporate culture in everyone's heart.

▲ The pipe and profile storage area has been organized, with layered racks made for different materials and models placed in different areas, labeled effectively to solve the "difficulty in finding materials" problem.

▲ In strict accordance with the material management requirements for pressure vessels, the carbon steel plate area and stainless steel plate area have been separated, and a method of "full coverage with I-beams and positioning blocks" has been adopted to divide small storage areas based on material and thickness, with clear labeling, greatly improving cutting efficiency.

▲ By creating waste placement boxes and categorizing waste, safety hazards have been eliminated, and the working environment in the cutting area has improved.

▲ The use of drawer-type edge material racks saves space, significantly reduces time waste, and enhances the workshop's aesthetics, achieving three benefits in one.

▲ The newly made cutting trough is beautiful and atmospheric, making a striking impression.

▲ The tooling for the press has been organized, discarding outdated tools that have not been used for many years, and arranging them reasonably based on usage frequency, making it clear at a glance, allowing every user to work quickly and efficiently.

▲ Temporary placement racks have been added to improve product quality and enhance the working environment.

▲ The placement area for end caps has been redefined, separating carbon steel and stainless steel, categorizing them for placement, and isolating them from the ground with rubber mats for convenient and quick access.

▲ The flange placement area has been organized, with layered and categorized placement, making flange retrieval "so easy!"

▲ Employee tool cabinets have been replaced, with humanized management providing employees with private space while creating a beautiful landscape in the workshop.

▲ Damaged floors have been repaired, painted, and marked, creating a standardized modern factory.

▲ Through the participation of all employees in the lean 6S activities, the entire workshop has become clean and bright, enhancing employees' sense of belonging, and striving towards the goal of a "garden-style factory!"

Continuously carry out lean control of materials on the production site.

1. All materials should not touch the ground: small materials use three-dimensional shelves, standard pallets, and turnover boxes, with fixed positioning and indexed labeling for storage; large materials and semi-finished products use standard pallets, with unique numbering for storage.

2. Implement the first-in, first-out principle for material storage: the centralized storage area for materials should be lean-planned, categorized and zoned for storage, with clear labeling, and a prominently marked first-in, first-out transfer channel should be set up, along with various tools and equipment to reduce motion waste.

3. Continuously carry out lean production activities, making small improvements to processes and equipment to enhance quality and production efficiency.

Continuously carry out 6S management on the production site.

1. For each team's workstations, develop a unified and standardized distribution map for on-site equipment, tools, and materials, and the workshop should strengthen dynamic control. Items not placed according to the distribution map must be returned to their positions before the end of each workday.

2. For each team's equipment, tools, and instruments that are not in good condition, and for safety protection and facilities that are inadequate, the safety department, equipment department, and each team in the workshop should conduct weekly safety responsibility supervision activities.

Continuously identify non-value-added activities on the production site, analyze and compare against the content and examples of the eight wastes in lean improvement, fully leverage the enthusiasm of team leaders and management personnel above the "eight major roles" in the workshop, hold brainstorming discussions for lean improvement, form improvement lists, and continue to improve; especially promote, standardize, and improve the equipment and process improvement experiences and issues raised by team leaders and skilled personnel during the equipment standard operation benchmarking exchange activities in the second half of 2024.

Keyword： Hubei Xianghua Machinery | Lean Improvement in Action (Part 1)

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Xianghua Machinery Xianghua Machinery

Telephone:86-0710-3520276
Fax: 86-0710-3513001
Mobile:86-15971109088
Website:http://www.hbxhjx.com.cn/
Address: No.22, Tianshun Avenue, Xiangcheng Economic Development Zone, Xiangyang City, Hubei Province

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