In December 2012, at the Dongfeng Commercial Vehicle Corporation's body plant business analysis meeting, the director of the plant, Jin Mozhi, asked the workshops and functional departments to focus on the “three goals†and five key tasks this year to fully tap the potential for cost reduction and efficiency enhancement. We will further increase the labor efficiency of all employees in the low-yield period and spur the annual production and management goals.
It is understood that in 2012, the company faced the trend of cooling in the domestic commercial vehicle industry, aiming at “comprehensive and high-quality production tasks and KPI targets issued by the company; consolidate the existing management level and achievements of the factory, and strive to achieve breakthroughs. Rising; continuing to promote the construction of a harmonious factory and improve employees’ satisfaction and well-being. “Three goals: through the deepening and refinement of the application of new methods, increase the contribution of technological innovation, continue to increase manufacturing efficiency, change the way of thinking innovation management, and foster Created five key tasks in various fields such as specialized talents, digging deep into the factory's internal human resources and the potential for cost reduction and efficiency enhancement to ensure the stability of production and operations.
In the cost-reduction and efficiency-enhancing work, according to the four-quarter scheduling, the plant uses the "strength line" tool to establish a mathematical model of the start-up CPU (costs per unit) and the changes in production, and timely grasp the changes in production costs. Impacts, the real cause of the impact of kinetic energy cost fluctuations, the development of low-cost period cost management improvement points and countermeasures; on the one hand in the key energy consumption unit paint shop, establish a production time and the temperature of the paint drying furnace chart, accurate different The opening and running time of the drying oven at different temperatures and different times will enable energy management to be more detailed and rigorous, saving every single degree of electricity.
In the human resources management, the plant adopts a “three shifts†operation method by rationally organizing production and optimizing the allocation of human resources. In this way, the hill workshops that take on the tasks of the Tianlong cab are double-shifted and bear the Tianjin cab. The Yamashita workshop of the mission implements single-shift production. According to this mode of operation, the surplus staff in single-shift production workshops will provide support to the large-scale hillside workshops to make up for the labor shortage caused by the retired laborers, thereby improving the overall labor efficiency in the low-yield period.
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