[Shenzhen ERA] Summary of key work and topics

[Promotion and Implementation of Excellent Projects] Shenzhen ERA held a monthly lean summary meeting, at which the General Manager of Shanglu requested all departments to check the completion of the current project and the annual lean promotion plan.

At the meeting, the progress of this year's project was carefully analyzed. Although the overall goal of cost reduction and efficiency increase had been exceeded, there was a gap between the labor cost indicators of each workshop and the planned goals at the beginning of the year. Although the main factors were the decline in market sales, which led to a large year-on-year decrease in output and the impact of objective factors such as the minimum wage standard, we were also required to tap our potential inwards, scientifically allocate personnel, and optimize job settings, Improve production efficiency and reduce labor cost per ton.

The meeting put forward requirements for cost reduction and efficiency increase in the next year, and continued to maintain, especially in terms of saving rice weight. This year, improving and optimizing the formula has produced significant economic benefits. Next year, we will promote the installation of automatic weighing equipment for line pipes, and maintain the stability and improvement of product quality while reducing cost and increasing efficiency.

[Guangdong ERA] Discussion on the target of 2023

[Lean production target first] First of all, the work of the whole year is summarized: the labor cost per ton rises due to the unsaturated production tasks; Although low value consumables have declined, the decline has not reached the expected range; The saving space of rice weight is not large on the premise of ensuring product performance; The power consumption per ton failed to decrease in the first half of the year. With the technical transformation and the new power system being put into use, the power consumption decreased significantly when moving to a new plant; In terms of safety, although the number of accidents decreased significantly, the overall medical expenses exceeded the target at the beginning of the year too much.

Through summary and analysis, cause investigation and countermeasures, KPI indicators for the next year have been formulated, and corresponding targets have been formulated in terms of cost control, quality control, efficiency improvement, site management, team building, etc. They have been disassembled into the objectives, action plans, completion time nodes, responsible persons and indicator control methods of each workshop.

[Tianjin ERA] Special counseling meeting on "three demolitions and one demolition"

[Pursue Excellence and Strive for Excellence] From 8:00 a.m. on October 26 to 17:00 p.m. on October 28, the lean backbone of the Lean Teachers Association Group, together with the department heads and workshop directors of Tianjin ERA, held a special meeting on "planning, three dismantling and one" in Tianjin ERA.

During the meeting, the department heads and workshop directors analyzed the difficulties and pain points of the department in 2023 one by one according to the 2023 plan in terms of in-depth analysis, topic selection, key work, goal setting, measure formulation, achievement effect analysis, etc., and the lean teacher answered and guided them on the spot, and the lean department personnel tracked and recorded the whole process;

At the end of the meeting, the responsible persons of all departments have completed the plan of "three demolitions and one removal" in 2023 and the key work, defined the implementation process in 23 years, and locked the goals and space to be improved. The Tianjin ERA special tutorship was successfully completed.

[Hunan ERA] Excellent Lean Improvement Case Evaluation Activity

[The pursuit of Lean is endless] Hunan ERA Phase I Excellent Lean Improvement Case Evaluation was held in the conference room on the second floor of the company. The "Excellent Improvement Case Competition" started in August "Lean Production Month" also ended.

The activity lasted for 3 months, and all staff actively participated in it, put forward a lot of improvement suggestions, and completed 75 improvement projects in total, of which 28 excellent cases participated in the final evaluation. As the judges of this activity, Wang Chengrong, vice president of production of the company, and the managers of each department listened carefully to the reports of each improvement project leader on their own projects, and scored and compared them on site. Finally, the "improvement of electrical pipe packaging size" of Workshop 3, "improvement of PE corrugated pipe 400SN8 waveform" of Workshop 1, and "a new type of power distribution cabinet radiator" of Power Equipment Department won the top three in this activity.