Workshop of The 5th Plant of Visan.
Machine processing workshop in Genda.
sample
In the workshop of Foshan Nanhai Weishang No. 5 Factory, each processing plate has its own "identity card" - an industrial Internet logo, manufacturing to achieve "one code to the end". After the digital intelligence upgrade, the daily production capacity of the factory has increased by 10 times. Not only the production process, but also the "front end" of production to communicate with customers, as well as the "back end" of the decoration process, the company has realized the whole process of digitalization.
About 20 minutes by car, in foshan Yuantian machine plus workshop, there is a "courier brother". "Little brother" in accordance with the configuration of the computer display on the transport vehicle guidance, a person can distribute the materials of the whole workshop, big data guide the process, priorities, how much to distribute, orderly. Behind this computer display is a strong support for the digital and intelligent transformation of the entire factory area. After the transformation, the production efficiency of this workshop increased by more than 25%, and the inventory saved about 2 million yuan.
If it is said that Wei Shang, who has it IT genes from cutting into the manufacturing field, enters the "new track" in advance with cross-border development advantages and multi-industry acumen, and is a pioneer model for the transformation of the manufacturing industry; then, the source field that insists on focusing on bed machinery production for 40 years is a real example of more "waist" and small and medium-sized enterprises, especially the traditional manufacturing industry, which can be learned and easily copied.
Recently, Nandu reporters in-depth visit to the manufacturing city of Foshan digital intelligence demonstration factories and workshops, the practice of these enterprises in recent years to the manufacturing industry has brought four points of inspiration: digitalization should be adapted to the conditions of enterprises, to solve shortcomings or pain points; the support of the boss is very important; technology is a tool, can train their own personnel; make good use of policy resources.
A Practice
In the furniture factory, each board has its own "IDENTITY card"
In the huge workshop of Weishang No. 5 Factory, it is rare to see workers walking around, just like a "Chase Shop" like production lines shaking hands and connecting, orderly.
Here, each panel has its own "ID card" – an industrial Internet identification QR code. The processed plates move forward in an orderly manner, and each time a process is completed, it is "caught" by the robot to the next process after scanning the "ID card". In the workshop, the kanban board recorded in real time by each group of production is visible, and the processing progress and equipment status of each process in the workshop are clearly displayed. The management can view the key data such as the total amount of processing, production efficiency, equipment profit margin and other key data of the main process of the workshop at any time in order to optimize the production process of the entire workshop. Workers can grasp the progress of production through Kanban. It is understood that after the digital transformation of Weishang Furniture, it has saved more than 30% of human resource costs.
The upgrading of the production process is only one of the parts of the digital and intelligent transformation of this enterprise. At the front end of production and manufacturing, on the "Xinju Home Online Platform", enterprises communicate with customers across the country online, and then guide customers to the nearest offline store according to demand. Follow-up according to customer needs to do design renderings, in the "cloud design platform", designers can call millions of data resources for customers to do customized solutions, customer satisfaction can be placed. After placing the order, customer orders from all over the country converge on the order management system of the Foshan factory, enter the "virtual manufacturing" link, and finally enter the flexible production link.
A distributor supplies the whole workshop distribution inventory can save more than 2 million yuan
Also located in Foshan's Nanhai, another factory "doesn't look" too much like a machinery manufacturing plant, with small bridges flowing water, bonsai rocks, trees, and a small orchard across the dense vegetation. The digital and intelligent transformation of this enterprise focuses on products and customers, and pays special attention to "people" - workers in the park.
In Genda's machine shop, the delivery man drives the delivery truck around, busy but not chaotic. Relying on the big data guidance on the computer display, it is very clear where to pick up the goods, where to deliver, how much to pick up and deliver, and who is more priority. In the past, there were at least three such "courier brothers" in the workshop, and it often happened that because the manual and paper dispatch process was not scientific enough, some workers really "couldn't wait" for the delivery staff, and had to directly move the parts "human flesh" to the next process.
Not only that, before the digital intelligence transformation, in addition to the delivery staff also need a warehouse manager, each team will need to send the required parts to the warehouse manager, and then the warehouse manager will take these parts out of the warehouse and hand them to the delivery staff. As a manufacturing enterprise that can produce a full set of equipment in the field of bed machinery, the products produced are not "non-standard", there have been at least three series of hundreds of varieties, subdivided into at least 500 teams, and the average worker has at least a dozen or twenty types of work orders.
If there is no big data management system, not only can many problems in the production process not be fed back in time, but even the distribution link often has the problem of delaying the production link due to a poor part, the production capacity is unbalanced, and the warehousing is not scientific enough.
After the digital intelligent transformation, what to do in the production link of the machine processing workshop is very clear, what to do this week is very clear, the materials needed are also clear at a glance, and the original semi-finished product warehouse has no need to exist. Workers can be stationed in more needed positions, inventory is also saved, you can avoid some materials hoarding more waste, some materials because of poor parts affect the progress of the entire link.
Properly improve quality, reduce costs and increase efficiency.
Workers not only know "what to do" but also "how much money they make every day"
There are many such examples in the workshop, such as in the inspection reporting process, the former employees completed the processing according to the drawings, hung the drawings in the inspection column, took the drawings to the production office after inspection and inspection, entered into the computer by the clerk, and then sent the drawings to the next process by the dispatcher. As a result, the waiting time for a part to wait halfway ranges from 4-12 hours. After the transformation, the system directly collects cnc machine tool data, and employees click on the start and end time comparison on the industrial control machine tool, report the completion in real time, and notify the quality inspection and scheduling in real time. What is reduced is not only the waste of time in the intermediate links, but also the batch inspection, the single dispatch, and the support for split-screen operation.
Digital and intelligent transformation and upgrading, the workshop has realized paperless operation, and the system calculates wages and employee performance. Not only do workers know exactly what to do, but they also know exactly how much money they "make" every day.
"In the past, workers still had to keep these work orders in order to check wages, but now they don't have to." Ou Qiaofeng, head of informatization at Yuantian Company, gave an intuitive example, "After the implementation of ERP, workers have become accustomed to and insisted on managers to open electronic work orders; after the implementation of MES, the situation of selective operation of workers no longer exists." ”
Starting from the focus on employees, it has also changed the value of employees' work, and stimulated subjective initiative and enthusiasm.
B Experience
Digitalization is not all done and done blindly
It is necessary to solve the shortcomings or pain points according to the conditions of the enterprise
To promote the integration and development of the digital economy and the real economy, of course, it is also necessary to adapt to the conditions of the enterprise, and cannot be digitized for the sake of digitization. "Digitalization is not all done, blindly done" is one of the practical experience and experience of Weishang, and doing digitalization is first of all to clearly solve the shortcomings or pain points of enterprise development.
In 2000, the company was still doing home CAD software services, and found that many customers had needs in customized furniture, so the company set up two brands of "Weiyi Customization" and "Shangpin Home Delivery" to do custom furniture design for customers. But another problem is that when the custom furniture design scheme is done, the company faces new problems when it is outsourced: at that time, the processing and manufacturing level of the entire industry was difficult to achieve small batch, multi-variety, flexible large-scale production.
Subsequently, Weishang Furniture, which has IT genes, started its business in 2006 and became a whole-house furniture customization enterprise that has developed rapidly relying on scientific and technological information innovation, and is also a typical enterprise for the transformation and upgrading of the traditional furniture industry to the home service industry.
The impetus for transformation also comes from the company's prediction of demand trends.
"What should home look like?" We think home should be individual and customized. Huang Guowei, the scientific and technological project manager of Weishang Furniture, introduced that initially the company took the decoration company and the furniture company to do the factory, and the result was several practical problems: First, it was difficult for customers to see the effect of the future home; secondly, the efficiency of a custom furniture was very low, the quality was good or not, the service could not keep up, whether it was environmentally friendly, and whether the production process was traceable or not, it was difficult. In addition, in the past round of urban development, the development of the real estate market has also become a new wave of development opportunities.
Therefore, in the face of different development pain points and opportunities, this company has taken the "wings" of digital intelligence and continued to transform it all the way.
Now, around the digital transformation of the home, Wei Shang has basically completed the digitization of the whole process of custom furniture production. On the one hand, by reconstructing the decoration service chain and creating a virtual assembly AI supply chain decoration construction scheduling and operation platform from the whole house design simulation, the whole process of decoration is digitized, standardized and transparent.
After the transformation of digital intelligence, the Weishang factory effectively solved the contradiction between personalization and large-scale production, achieved a comprehensive utilization rate, and the utilization rate of materials reached 93%. The processing capacity from inventory production to order is more than 10,000, and the delivery cycle is controlled at about 10 working days.
"The support of the boss is very important" The upper echelons must be determined to be responsible at the middle level
Like more manufacturing companies, Genda has also encountered bottlenecks in its development process. What drives Yuantian's determination to promote digital transformation is precisely the problems and pain points faced by enterprises.
"At that time, there were many pain points in the enterprise, which seriously affected the development of the enterprise. For example, incomplete execution, total imbalance of coordination, opaque process, total lack of assembly, unreasonable working hours, etc., these were all problems of the company at that time. Ou Qiaofeng introduced that Li Dejun, who was the chairman of Yuantian Company at the time, was one of the first batch of entrepreneurs after the reform and opening up, and he needed to go to foreign countries to participate in exhibitions and visit customers due to work reasons, had the opportunity to contact new things, had a strong sense of informatization, and was willing to accept new things and new industries. When development encounters bottlenecks, how can enterprises take the road of high-quality development? Li Dezhen decided to promote the construction of the digital intelligent workshop of Yuantian Company.
As early as 2005, Yuantian has begun to use the ERP system, becoming the first company in Foshan to use the system. In 2017, the company used the production assembly MES system in advance. Li Jiye, general manager of Foshan Yuantian Bed Machinery Co., Ltd., listed a string of data, after the application of the production machine plus MES system, the production efficiency of the workshop increased by more than 25%, the personnel was streamlined by 25.6%, the delivery rate was increased from 89% to 100%, the delivery cycle was shortened by 20%, the product qualification rate rose to 99.95%, and the inventory saved about 2 million.
Nandu reporter noticed a detail during the interview, like many traditional manufacturing enterprises in Foshan, the founder of this enterprise has the low-key hard work, sensitivity and crisis awareness of Foshan entrepreneurs. As a "pioneering generation" that computers and smart phones are a bit "can't play", enterprise leaders continue to learn advanced experience in international and domestic industries, always go deep into the front line to find the problems and shortcomings in the development of enterprises, and have the action and courage to "break the problem" in a timely manner, so that this traditional manufacturing enterprise, every step of digital intelligence is at the forefront of Foshan.
If the digital and intelligent transformation of enterprises can "take a step" at the forefront of the industry and is the courage of "creating a generation", then the successful transformation of "steps to land" is indispensable to the joint efforts of the core backbone and each employee. Ou Qiaofeng summed it up as follows: "The top level must have determination, and the middle level must have responsibility."
Technology research and development can cultivate talents independently
Digital intelligence is the development trend and the "must-answer question" of enterprise development, in addition to considering the shortcomings of the enterprise itself, technical autonomy and controllability and talent training, it is also very important.
At this exchange meeting, Weishang demonstrated the systems used by enterprises, of which 90% of the systems are independently developed by enterprises.
The self-developed system takes the order management system as the core, including the cloud design platform, intelligent production, production management and several modules. For example, Weishang's cloud design platform has accumulated massive data resources for 300,000 customers; summarized customer needs with 6 life cycles; and provided home design solutions for more than 6 million families.
Of course, this is largely due to The It genes of Visham. As the first batch of digital intelligent demonstration factories in Foshan, Weishang Furniture has a unique advantage in the path of digital transformation and development. However, in the process of digital and intelligent transformation of enterprises, enterprises pay more attention to the cultivation and initiative of talents.
"When choosing a service provider, many companies will choose a 'semi-customized' system." Huang Guowei said, but practical experience tells enterprises that they cannot simply rely on service providers to "do it for you", but "you have to teach him how to achieve this function", which requires employees who specialize in knowledge, understand the process, or understand the pain points and needs to deeply participate in the digital and intelligent transformation. "So we must cultivate our own personnel."
According to the Nandu reporter, there are about 5000 or 6,000 people in the entire Weishang at present, of which almost 100 are related scientific research and technical personnel specializing in technological transformation, automation and IT informatization. Visham's own software company has about 300 people. Not only that, Wei Shang has also strengthened cooperation with various universities and research institutes in many fields.
This logic and experience also applies to Genda.
More manufacturing companies are struggling to have their own software companies like Visan, and more companies need to work with partners in the process of digital transformation. When jointly landing the system with partners, Genda's approach is that the backbone of the enterprise and the employees practice and explore together, and integrate the business management ideas and goals into the system.
"Although different software is used at each stage of development, this process is not a reversal but an upgrade, combining the strengths of the two to achieve a 1+1>2 effect." Ou Qiaofeng said, "Adhere to innovation, brainstorming; advance in stages and grasp the key points." ”
C Vent
The digital and intelligent transformation of enterprises should firmly grasp the current policy dividends
"Digital-intelligent transformation is an ongoing process, not overnight. This is a long-term process that requires sustained human and financial investment. Huang Guowei said bluntly.
Weishang No. 5 Factory covers an area of about 203 acres, from the establishment of the factory in 2016 to the present, the cumulative investment of about 1 billion yuan. In addition to land, plants and assembly lines, the amount invested in digital and intelligent transformation in recent years has accounted for 400-500 million yuan. Digital and intelligent transformation is not only a long-term process, but also a "money-throwing" thing, and one of The experiences of Weishang is to make good use of policy dividends.
"The government has introduced a lot of policies to support subsidies and guide enterprises to promote digital and intelligent transformation and upgrading, which is an opportunity." Huang Guowei said that Weishang is also working hard to declare policy support from the governments of Foshan City and Nanhai District, "Enterprises grasp the policy dividend and continuously promote digital upgrading, which reduces a lot of costs for enterprises." ”
"Since 2006, Wei Shang has made good use of policy support and has been at the forefront of digital transformation in the city." Sun Xun, deputy secretary-general of foshan information association and secretary general of Foshan Industrial Internet Industry Alliance, said that at present, Foshan has launched a policy to support the digital and intelligent transformation of enterprises, with great strength and wide coverage, "Weishang has its own R & D team, software companies, and many small and medium-sized enterprises that do not have this advantage, and they must be good at using the policy." Sun Xun introduced, for example, the "cloud platform" policy can be subsidized by 50%. There are also various policies for the technological transformation needs of enterprises, "I hope that enterprises can fully study the policies thoroughly, make good use of them, and truly achieve cost reduction and efficiency increase for the digital and intelligent transformation of enterprises." ”
D Vision
Group development Explore the coordinated transformation and upgrading of the industrial chain
Weishang and Yuantian are the epitome of Foshan's digital and intelligent transformation, as a large city, Foshan enterprises in addition to "according to the conditions of enterprises", practice and exploration, but also work together to develop in groups.
The report of the 13th Party Congress of Foshan City pointed out that it is necessary to continue to promote six major upgrading actions, unswervingly build a modern industrial system, and create new advantages for Foshan's manufacturing town. The "six major upgrading actions" are: manufacturing capacity upgrading, industrial collaborative upgrading, product quality upgrading, structural optimization and upgrading, vocational skills upgrading and industrial carrier upgrading. In this regard, Foshan put forward a series of industrial upgrading goals, such as 80% of the city's industrial enterprises above designated size to achieve digital and intelligent transformation and development by 2026.
From the end of last year to the beginning of this year, Foshan successively released the evaluation results of 22 digital intelligent demonstration factories and 64 digital intelligent demonstration workshops in 2021.
As enterprises that have taken the first steps on the path of digital and intelligent transformation, the next step these enterprises are thinking about is: collaboration. Including the synergy of production and manufacturing integration. After applying the production machine plus MES system, This year, Genda plans to further deepen the assembly of the MES system, which will realize the integration of the production MES system. In addition, it also includes the synergy of the industrial chain. It is understood that at present, Weishang is benchmarking the element conditions of the first-level factory in Foshan City, including the improvement of the functions of the information center, the optimization of 5G +MEC+ manufacturing scenarios, and the construction of digital twin scenarios for customized furniture production lines; it is also exploring the collaborative digital transformation of the industrial chain and plans to create a digital transformation pilot for the home industry cluster.