The hottest lean transformation in the automotive

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Lean transformation in the automotive industry

if you want to order a newly produced sail car, you only need to place an order with the dealer of Shanghai General Motors Co., Ltd. (hereinafter referred to as "Shanghai General Motors"), who will log in to the dealer management system (DMS) of the manufacturer through the portal platform, enter the details of the order, and your requirements will enter the ERP system of Shanghai General Motors, The production plan is automatically generated. The system performs the optimal sequencing according to the production plan, issues the logistics demand instruction, and arranges the team production. At the same time, the logistics department has arranged the transportation plan, so that the whole vehicle can be delivered immediately after leaving the production line. In this process, the dealer can also track the order through the DMS system at any time, understand the production status of the order, and inform you when it can be delivered. It won't be long before you can drive your favorite sail car

this customized process is the full embodiment of lean manufacturing management. In the complex and changeable market environment, customer orientation is the survival magic weapon of automobile enterprises. Providing the products that customers really need is the ultimate dream and magic weapon of automobile enterprises. With the support of IT system, they can easily do this

customize to order

lean manufacturing is not a new term. With the magical rise of Toyota in Japan in the 1960s, lean thinking has long been imitated and applied by countless manufacturing enterprises, and constantly improved and interpreted. Now, the combination with it system makes lean thinking break through the traditional concept of production and manufacturing, and lean automation is becoming a new driving force to change the competitive pattern of enterprises

Shanghai General Motors is one of the pioneers of lean thinking in China. As early as the establishment of the company, Shanghai General Motors focused on establishing a lean management system. With the help of developed it platforms, Shanghai General Motors has achieved lean management of large-scale customization by order, and has ranked among the top three in China's automotive industry for many years

it system runs through the whole process of lean management of Shanghai General Motors. Sap is auto system is the nerve center of Shanghai General Motors IT system. This set of e-manufacturing process efficient, green and recyclable RP system, built at a cost of $30million, covers the whole process from receiving orders to delivering vehicles to end users, and is closely connected with dealer management system, supply chain management system (E-supply system), plant floor system (plant floor system), etc., forming an IT platform supporting lean management system. The whole platform integrates through EAI Architecture, information synchronization and resource sharing in various functional areas, so that the whole lean management system is reflected as information flow, which greatly improves the market's rapid response ability

in Shanghai General Motors, the lean concept has run through the entire automotive industry value chain, involving product design, material procurement, manufacturing, vehicle logistics and almost all other links. Under the linked lean value chain, production should realize customization according to order, material management should realize minimum inventory, and vehicle transportation should realize rapid delivery. "Without it technology, large-scale customization according to order cannot be achieved." Said Zhang Xinquan, CIO of Shanghai General Motors

flexible production

Zhang Xinquan analyzed that automobile manufacturing is the most complex manufacturing. It is both a mass production mode, that is, hundreds of thousands of cars are produced every year, and a personalized production mode, that is, every car is an order. In the era of planned production, MRP system once helped enterprises realize part of flexible production. However, with the complexity of the market situation and the changing needs of users, the weakness of traditional MRP system with too strong planning is undoubtedly exposed. Lean management needs more advanced IT system to realize real flexible production

Shanghai Xiaosi lamp Co., Ltd. is a Japanese funded enterprise that produces accessories for vehicle manufacturers such as Shanghai Volkswagen Co., Ltd. At the beginning of the establishment of the factory in China, they (6) used the Japanese ERP software used by the headquarters to set up the experimental force of verification in the verification process, but soon found that this system could not adapt to the local situation in China. The ERP system in Japan is highly planned, but the production of domestic vehicle manufacturers in China is highly variable. Due to the large number of customers of Xiaosi lamp company, and the rolling production of each automobile factory, the planning time is also different, and even the planning cycle is different. This makes the production managers of Xiaosi lamp company quite headache

after the implementation of 4. In addition, it is necessary to check whether the valve is screwed or installed reversely into the skoito ERP system designed by Shanghai Boke Information Co., Ltd., the situation has been greatly improved. Now, just input the order adjustment status into the system in real time, and the production plan can be adjusted accordingly. At the same time, in the process of ERP system integration, Xiaoti lamp company reorganized the production process, closely connected the IT system with the production line through the support of production line equipment and some system plug-ins installed based on ERP system, and realized the Kanban management of the production site. "After the implementation of the IT system, production management can now operate in a standardized and orderly manner, greatly reducing inventory." Ni Ke, chief of the Information Department of Xiaosi lamp company, said

Shanghai General Motors has three production lines in Pudong Jinqiao, Yantai and Shenyang, and six models such as sail and Buick Regal, and new models continue to increase. Without a set of lean management system, it is impossible to imagine how the production department can take time to produce so many models on the basis of the existing production line. To this end, Shanghai General Motors has developed its own production management system, which is combined with SAP ERP system. This system solves the problem of different models working in the same production line

accelerate inventory turnover

the core function of lean management is to improve efficiency and reduce inventory. The application of IT system greatly improves the inventory turnover rate

the supply chain management system of Shanghai General Motors is connected with the ERP system. This system is developed based on J2EE and provides suppliers with a difficult flow platform for web traffic expansion equipment. After the production system sends the material demand order, the supply chain management system sends the material supply information to the supplier

after receiving these information, the supplier can arrange the production plan in time and deliver it directly to the production line of Shanghai General Motors within the specified time, so as to minimize the inventory of spare parts. Data shows that the production plan of Shanghai General Motors for domestic suppliers can be two hours to two days, while the plan of foreign suppliers ranges from 4 to 12 weeks, and the maximum inventory of domestic suppliers' parts is only eight hours

"in fact, there are not many domestic enterprises that can truly realize lean manufacturing and flexible production." Zhang Xinquan believes. His view coincides with huwenyan, general manager of boyida products of Sibo company. According to Hu Wenyan, although many domestic enterprises have realized the importance of lean management, the IT system is out of touch with the lean concept. "The problem is that it personnel lack understanding of lean management. Over time, manufacturing enterprises will inevitably realize the inevitable trend of lean automation." (end)

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