In order to cope with the increase in labor costs, companies expect to implement machine-to-artificial substitution as soon as possible, especially when they see that Uzbekistan is pressing a piece of fitter. This idea is even more urgent. In the face of market demand, some automation companies have begun to boldly take orders and have promised everything. As a result, after signing and paying for the first payment, the automation company began trials (continuous trial and error), and in many cases it was unable to deliver reliable automation equipment or production lines as expected. At the end of the day, the two parties broke up and were even troubled by disputes.
A small appliance company, looking for a service provider to automate the transformation of the assembly line, the contract agreed to complete in 5 months, and later did more than a year can not be delivered. According to our understanding, automated production lines cannot be delivered, mainly due to the inaccuracy of the company's product processes and parts. Of course, automation companies' prior investigations and inexperiences, and hastily taken over such orders, also have an irresistible responsibility. To successfully automate this assembly line, it is necessary to redesign the product and process, and also to improve the accuracy of the parts, that is, to perform comprehensive lean improvements. Even so, not all operations need or can be automated, but also specific analysis of specific issues.
On the other hand, under the pressure of the trend, the construction of enterprise information is still in the ascendant, but the low construction efficiency is even more alarming . Many companies spend huge sums of money to introduce ERP systems and eventually they can't make production plans. Without a production plan, it is naturally impossible to generate a procurement plan; without a production plan, there is no material outbound or distribution plan; without a production plan, it is impossible to perform production scheduling management; without a production plan, it is impossible to deliver materials or orders Such as the alarm or control ... ... Therefore, can not achieve the production planning function of ERP is not ERP.
In addition to ERP, companies also purchase or internally develop systems such as financial management, human resources management, customer relationship management, mold management, equipment management, order management, and OA. These systems are only used as records, queries, and communication props. They have rarely seen the effects of statistics, analysis, reporting, alarming, error correction, error monitoring, visual monitoring, and functional collaboration aimed at improving the level of management intelligence.
In addition, there are many phenomena such as following the face of automation and informatization, causing great waste of resources. Therefore, how to automate and informatize is the topic that managers need to seriously study.
In the end, what kind of automation and informatization are necessary? In order to correctly understand, or orderly promote the construction of smart factories, the author created a smart factory structured path as shown in the figure based on long-term consultant experience, which clearly demonstrates the business operation and automation, lean The relationship between information, intelligence and intelligence has important guiding significance for the construction of smart factories. Through this structured path, we can comprehensively and three-dimensionally understand the vision, goals, strategies, and architectural foundations advocated by smart factories from the top down.
The first is to build a vision that is equipped with a data brain that can help us achieve efficient operations. This data brain is the nerve center responsible for thinking, judging and issuing instructions in business operations. It obtains valuable information from various fields of business operations, and through classification, processing and processing, draws various effective conclusions or directives, and effectively controls the operation of the company. It can be assumed that in a “central business control roomâ€, we can instantly see various business charts and data, see the key KPIs and the status of efforts for them, and see the progress of key strategies or topics, and we can There is something in the brain (heart).
Followed by two construction goals (or principles): one is automated or intelligent, and the other is punctual or customized. These two goals were initially used as the two lean principles of Toyota's production methods. They were put forward by Toyota Motor Corporation very early and they still have important practical significance. In other words, smart factory construction must comply with the “self-destructurization†principle, let the owner of the production or management system have the wisdom, and have the ability to judge, alarm, error prevention, error correction, automatic stop, etc. (not general sense automation). In today's words, it is called intelligent. The goal is to pursue zero defect and humanization. Smart factory construction must also comply with the "just-in-time" principle, so that the production or management system has enough flexibility to respond quickly to market demands without increasing costs or reducing costs, to meet the individual needs of customers, and ultimately achieve The goal of "customizing" production.
The third is the three major strategic pillars: Lean, Automation, and Informatization. Lean, refers to the main value (research, production, sales, etc.) processes and systems that are closely related to the provision of products or services. The system must comply with lean principles and be lean optimized to ensure that the processes and systems can provide products efficiently, quickly, and steadily. and service. Automation is to let the machine run on behalf of people, the purpose is nothing more than to improve efficiency (higher than manual efficiency), guarantee quality (than artificial stability and reliability), avoid security risks (not afraid of accidents) and reduce labor intensity (not afraid of bitterness), etc. . Informatization is the replacement of work such as records, statistics, analysis, reporting, early warning, judgment, instructions, and collaboration through IT and Internet technologies.
It can be seen that self-destruction (intelligent) and just-in-time (customization) are two goals. Improvement in leanness, automation, and informatization is the means to achieve the two goals. The relationship between goals and means must be clear. Can not be confused with intelligence, punctuality and other three.
The fourth is the four major lean management foundations, namely standardization management, lean improvement mechanism, improvement of tool method learning and profit management mechanism.
The first basis is standardization management. In fact, it is to do two things. One is to define standard operations, that is, to define the steps and action requirements of all operations in order to ensure the process is efficient and the results are repeatable. The second is to establish operational standards, that is, to develop a working standard that meets the requirements of standard operations at a glance so that operators can be trained, trained, and compared.
The second basis is the introduction of lean improvement mechanisms in order to promote the full participation of the company in lean improvement and continuously improve the performance of corporate management. The consultant company where the writer is located actively advocates three major lean improvement mechanisms such as micro-innovation (employees proposal), on-site steps (self-management), and performance performance issues for the company's operating staff to promote wide participation of employees.
The third foundation is the improvement of learning and application of tool methods. The contents include IE, new and old QC tools, VSM, 6Sigma and other issues of discovery, analysis of problems and methodologies for problem solving.
The fourth foundation is the profit management mechanism. This is the ultimate business tool that must be mastered by the company's top managers. It begins with the definition of business philosophy and business strategy, and it achieves corporate improvement by formulating and implementing a series of specific business actions such as the annual business plan. Profit and other business objectives.
These four foundations are not dispensable jobs for smart factory construction, but are very important components.
Over the past 30 years, domestic manufacturing companies have achieved rapid development in terms of scale, but the weak foundation of business management has always been a major problem. In recent years, the introduction of information and the automation of automation in enterprises have been very effective, and investment efficiency has been extremely low. Enterprises can refer to the smart factories to build a structured path, based on long-term, scientific planning, step-by-step implementation of lean, automation and information, and gradually increase the level of plant intelligence, and finally build a highly efficient smart factory.
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