China National Heavy Duty Truck Co., Ltd. Introduces Industrial Engineering to Improve Howard Howard Steyr Capacity
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China National Heavy Duty Truck Company introduced Industrial Engineering (IE) to implement the implementation of lean management. In 2011, the IE operating results of the assembly line of the assembly shop were solidified and strengthened, which greatly improved the production efficiency and line balance capability.
Prior to the implementation of lean management, the actual production capacity of the assembly line of China National Heavy-duty Special Vehicle Corporation was the highest in class production of 30 units, and the delivery rate of products on schedule was less than 80%. In order to realize the standardization of assembly site operations and solve the problems of extensive management and low production efficiency, under the guidance of lean experts, the company has introduced industrial engineering to optimize the production operation environment in a comprehensive and systematic manner in line with the principles of on-site, current and current personnel. , strive to maximize the potential to create benefits based on existing resources.
A dedicated team consisting of full-time engineering staff, workshop managers, team managers, and related operators was established. The main assembly line was the main task. Multi-level personnel jointly researched and determined improvement plans, and all staff participated in the joint promotion. Facts have proved that after the IE analysis, a series of improvements and improvements to the production site have indeed greatly improved production efficiency, and the on-site civilized production has also been upgraded.
Under the guidance of lean experts, the specific improvement areas were jointly determined and an implementation plan was formulated. In formulating the implementation plan, the company fully considered the relationship and interaction between people and other elements. From the operation mode, job design to the entire system organization design, people attach great importance to human factors and establish suitable physical and psychological characteristics of employees. Machines, environments, and organization systems enable employees to make full use of their abilities to improve efficiency, safe, healthy, and comfortable work during the production process.
The next step is to implement the meticulous organization. Firstly, the engineering staff takes DV shots of the production process, decomposes the records of the production process, creates the engineering analysis drawings, and measures the working hours, and creates the current situation hill plots according to the working hours of each employee; The employee's working hours are recorded.
The second is the station as a unit. Organize the workshop director, section leader, team leader, and the operators and engineers of related processes to analyze and study the DV and engineering analysis diagrams to find the bottleneck, from the process layout, operation sequence, and operation actions. The rationality, configuration of station equipment, and equipment and equipment are analyzed and improved. The improvement plan is determined, and the improved plot plot is drawn according to the jointly determined improvement plan to verify the rationality of the distribution plan.
Thirdly, the pipeline is the object, and personnel are deployed according to different types of products. When the products are switched, personnel can be supplemented and adjusted in time to shorten the waiting time.
The fourth is to verify the implementation of the improvement plan. If the improvement is not achieved, redo the improvement plan and verify it. Verify that the passed team maps the engineering operation according to the station position.
The fifth is the preparation of engineering schematics and job standard operating instructions. The engineering diagram of each station includes various combinations of job sequence, operator, operation type, and working time of each station, and indicates that the employees complete the operation according to the specified time and different operations when assembling different models; The work instructions contain detailed process requirements, details of equipment tools and components used, and signatures of trained operators.
On the basis of the above work, the work team personnel carefully conducted IE analysis, including balance analysis of production lines, analysis of production lines, analysis of production line processes, etc. At the same time, they continuously implemented improvement and standardization of improvement results to ensure that the improvement results were solidified.
Through IE analysis, a total of 45 major improvement points were identified, including: improvement of the frame and balancer spreader, adjustment of the front axle brake hose process, adjustment of the front bracket bumper process, battery box process The addition of pneumatic tools, subdivision of chassis wiring harness and brake pipe laying and fixing processes, the transformation of frame flipping tools and bridge spreaders, the separation of the process of fuel heater water pipes, and the positioning of batteries and battery box covers. In the process, employees improved 249 points. 
After the improvement content was determined, a total of 24 IE project analysis diagrams and operation station control point diagrams for 96 control points were prepared, and 90 “post job instructions†were prepared and posted on the corresponding stations. Then, the employees were trained in job documents, starting from several aspects such as safety, quality, efficiency, and craftsmanship. A total of more than 830 people were trained. The relevant personnel are focused on the production site every day to help guide the operators to operate according to the standard, and the interior of the workshop also supervises the implementation of the operating standards through regular inspections. In this process, we constantly updated the operating instructions according to the actual situation. The updated operating instructions can be adapted to the needs of different models such as Howo HOWO, Howe HOVA60 Mine Dump, and Steyr.
In the improvement process, we paid attention to mobilizing and exerting the wisdom and talents of the production frontline staff. The implementation of the “six-step driving law†verified this. Over the years, the assembly and assembly of the bridge components in the assembly line production of double-bridge vehicles has been a prominent bottleneck. Due to site and other factors, the assembly and assembly of the bridge assembly are operated within a single span, using two driving operations. The frequent occurrence of the next process, etc., can be performed only after the previous process is completed, resulting in a great deal of waiting waste, and the production of the mine car before the production has a beat of 19.8 minutes. The company organized front-line employees to hold brainstorming sessions. Through effective guidance, everyone spoke about the road, confirmed the “six-step driving†improvement plan, and reconfigured the bridge's total component loading area to separate the middle bridge from the rear axle; The trucks are responsible for different tasks. One of them is responsible for the assembly of the truck frame, the rear axle assembly and the rear axle, and the other one is responsible for the front axle assembly, the middle bridge assembly, and the middle axle assembly work, and each truck is According to the planned route, the six-step operation was carried out, which effectively solved the drawbacks of “days of fighting on the sky and waiting on the groundâ€. After field verification, the production beat was compressed to 11.3 minutes. 
Through a series of improvements, the production cycle has been significantly accelerated, and the mine car has been increased from 19.8 minutes to 12 minutes; the 6×4 model has been increased from 12 minutes to 9.3 minutes; the 4×2 model has been increased from 11 minutes to 7.6 minutes. Today, all the IE analysis results have been solidified, and the assembly line's production efficiency and line balance capacity have been significantly improved. The original single-class production of 50 HOWO 4×2 single models can be upgraded to a single class to complete 60 Haowo. HOWO4x2 single vehicle model or 45 HOWO, Howe HOVA60 mining dump trucks, Howe HOVA wagons, and trucks 30 construction vehicles and other models of different orders of production tasks.