In 2013, accompanied by officials of the Municipal Development and Reform Commission of Zhejiang Province, he visited some typical benchmarks and cases, heard presentations from manufacturers, lean consulting companies and competent officials. Most of the cases were focused on technological innovation and management improvement. Due to technological innovation, benefits, cost reduction, quality stability, product iteration, etc., most field experts agree. However, for some cases that have been promoted through management, mainly through information technology implementation cases, privately there are doubts about whether the information systems introduced with more than one million funds can truly realize the benefits introduced in the PPT. Most experts believe that the same input, If used in technological innovation, it may produce more direct and more significant benefits.
In 2016, the company revisited several companies that had introduced information systems to enhance management. The targets for this visit were mainly line managers, workshop directors, and team leaders.
1. Case 1: A listed company is mainly engaged in air-conditioning accessories. In 2012, it introduced a well-known “workshop IoT†system in Hangzhou, trying to install an external terminal outside the device to achieve (1) real-time and automatic data acquisition. (2) Staff performance management (3) Equipment utilization management (4) Workshop abnormal warning (5) Real-time kanban and so on. The system requires workers to manually enter data that cannot be collected automatically, such as start-up, abnormal causes, completion, quantity corrections, quality confirmations, etc., and because the self-developed terminal has poor stability, the workers are in conflict and the system has been completely disabled.
2. Case 2: Taiwan-funded listed companies that produce valves are now only looking at the status of workshop equipment. (The scene looks spectacular)
A Taiwanese factory manufacturing management system
3. Case 3: A listed company, which manufactures special large-scale bearings, has poor flexibility in external terminal equipment. The abnormal conditions that occur during night shift production cannot be responded to in a timely manner. For example, switching equipment directly affects the production of workers and results in unusable performance.
4. Case 4: listed companies, the main products for the polymer and cable, process industries. Through the installation of sensors to collect part of the data (temperature, pressure, diameter, smoothness, length, etc.), basically no manual intervention, the application of good results.
A process manufacturing industry MES platform
5. Case 5: The listed companies and the hardware industry have applied better sensor/PLC sensing of basic equipment status information, but the management of production plan management and employee performance has ceased to be used.
For corporate managers, industry experts, consultants, government administrators, and system developers, we hope that through the implementation of the project, we can help the on-site staff and help the company managers. We have a good intention but the reality is very ruthless. And cruel, it can be said that the workshop information management has not been able to find a good solution and has not been able to fit the national conditions of China's manufacturing industry. As one of the components of the Industry 4.0 program, workshop information itself still stays at 1.0 or 2.0.
After this investigation, we have a deeper understanding of the workshop information management system and the current status, needs, and actual conditions.
First of all, to do a good job of workshop information management, we must fully understand the status quo of Chinese manufacturing companies, especially discrete manufacturing companies: (1) There are many equipment brands, both at the high and low ends, and mainly at the low end; the equipment organization is replicated, and there are production lines. The working group also has a single production. This determines the difficulty and complexity of equipment integration, project investment, implementation cycle and maintenance costs.
(2) Piece-rate wages: Most discrete manufacturing industries achieve piece-rate wages, and any management or application that affects the output of workers is unwelcome. Moreover, the on-site workers are highly mobile. Too much monitoring will directly affect the experience of workers and lead to an increase in the turnover rate of workers.
(3) Strong on-site flexibility: On-site team leader will make adjustments according to actual conditions, such as staff deployment, equipment switching, work order priority, etc. These are all solutions that cannot be predicted by the plan and cannot meet the flexibility requirements. No vitality.
Therefore, a complete, viable workshop solution must have the following advantages:
Cost (software, integration, implementation, maintenance) and benefits - this is what business managers care about
Employee Experience - This is what employees care about
Flexibility - this is the concern of front line managers
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