Bitter before improvement: from September 2012 Division I fully lean manufacturing, site improvements round started. Build assembly clean room class as a model, because of the overall relocation of pipe class layout is not straightened out, the scene was very chaotic. Find that material production is not smooth, the order can not turn order on time, resulting in the majority of orders to be completed late, the staff is constantly churn, low wages, working too hard, to the company caused great losses.
    Lean and Lean Office Director Mill teachers who organize daily site inspection, carried out without compliance with the task decomposition task, every day, several did not compliance, the competent workshop is exhausted, wants to back down, at this most critical moment, Lean manufacturing site coming soon stop doing senior leaders to speak: "You are so overall requirements, responsibilities to the executives is not enough, must participate to all employees, each competent jurisdiction to be divided, to be divided into areas of responsibility of each employee Who's who served as the site. "
    Guidance by the senior leadership, from October 24, 2013 to re-establish the subject, required to complete at December 15, 2013. Main topics play Zhurui Rui, deputy served Laihong Liang and Chen Songlin, establish existing problems, decomposition sub-topics, limit the implementation of the regional director, regional director and then break down into the staff areas of responsibility. Preparation of operational guidelines, inspection standards. Primary and secondary when Tam Tam when regular daily inspection of the regional supervision, so one day a change, have a full new thinking and ideas, which is verified "All beginnings are hard, can certainly be done," This sentence.
    Improve the music: since reconstruction projects, effective management of 5S on-site, do not find the material. At a glance, can haul line on timely; mold change type, from 25 minutes to 5 minutes saving and efficiency soared, wages rising, you can see the staff in the heart of joy flowing from exchanges among employees at work. Staff has been stable, and the quality to the next level. Pipe class product production cycle from 7-9 days down to 3-4 days, you can go to class production assembly. In the ongoing continuous improvement, without staff with a single, just ahead of the locking plan, this is progress; still much room for improvement, the need is full of participating companies, the concept of continuous improvement.