Yida Textile: Let Employees Become Quality Officials For The First 15 Years In A Row.

"Boom", Zhang Xiong Yan's mobile phone again popped a "rationalization improvement proposal" receiving reminder.

Like most of the management of Guangdong Yida textile Limited (hereinafter referred to as "Yida textile"), Chang Hsien Yan reviews the recommendations submitted by different employees through the internal lean manufacturing platform.

Yida textile company received more than 2000 proposals for rationalization improvement last year, and its proportion was over 50%.

In the process of putting forward the rationalization improvement proposal for the company, Zhang Xiong Yan, who started from the textile workers, has not only developed into a senior manager who manages the two departments step by step, but also acquired the national technology patent twice.

In order to give full play to the initiative of employees in lean manufacturing, enterprises set up a multi-level platform to provide suggestions and staff training.

The practice of Yida textile's whole staff participation in quality improvement and making everyone a "quality officer" has become a "sharp weapon" to improve product quality, along with actively promoting automation.

With the excellent product quality, this high-end textile textile enterprise has ranked the first in China for 15 consecutive years.

Lean manufacturing: one year's harvest rationalization and improvement proposals exceed 2000

The so-called "rationalization improvement proposal" is the product of Yida textile's lean manufacturing.

In 2002, Yida established a lean operation system and evaluation criteria.

"Initially, weekly lean on-site reception day is held weekly."

Zhang Xiongyan said that every day on the day of reception, the management of various departments would sit in a fixed position, waiting for employees to come to submit the rationalization improvement proposals, and respond to the adoption or not.

In 2015, the Yida garment factory received 1711 internal rationalization improvement proposals, of which 1557 were adopted.

Since 2016, the number of recommendations received has exceeded 2000 per year, and the ratio has been more than 50%.

These suggestions help to improve product quality from different angles.

The emergence of "Butterfly" is just such an example.

In the early days, in the Yida garment factory, every novice car sewing worker could only complete more than 100 products in an hour.

A newly recruited female worker asked whether he could make an adhesive tool similar to "Butterfly" to help new employees improve their productivity.

As soon as the instructing worker heard that he had a good idea, he asked the factory engineering department to discuss with the colleagues of the group's excellent engineering department responsible for equipment development, and produced an improved sticky butterfly.

This enables employees to operate two machines at the same time, completing more than 500 products per hour, greatly improving efficiency and reducing the rework rate of defective products.

Yida textile workshop

Similarly, there are numerous cases of lean improvement through staff's rationalization of improvement proposals.

Among them, such as Zhang Xiongyan, employees, more in the process, won the national patent.

In 2016, during the process of researching a new product of customers, Yida textile found that a stealth ear was added to the bottom of the product.

But the ear is only 10 millimeters long and 8 millimeters wide. Manual production will result in the problem of too small cutting pieces, which makes it difficult for employees to fix and sew with hands, and the final products are different in length and length.

After observing Zhang Xiong Yan, he thought whether he could be fixed by fixtures, so he insisted on studying with the group's R & D team for a long time. The original 4 processes were integrated into 1 channels, which ensured the quality and achieved automatic sewing.

System support: broadening the channels of suggestion and constructing training platform

Similar to Zhang Xiong Yan's case, it is not accidental that Liu Yan, deputy director of Quality Assurance Department of China tattoo.

On the one hand, Yida set up a multi-level recommendation platform and incentive mechanism.

In addition to the on-site reception day, since last year, the APP platform for the lean manufacturing proposal has been set up in Yida textile.

On the designated APP platform, employees can put forward suggestions on improving production for 24 hours, and these suggestions will be sent back to the managers of corresponding departments in real time.

As early as in 2011, he was promoted to Zhang Xiong Yan, the Department Manager. Now every day, he brushes the suggestion platform like "brush WeChat".

"On average, there are several suggestions every day."

According to the proposal, managers will score, and these scores can eventually be honored as rewards for employees, Zhang Xiongyan said.

To encourage employees, Yida textile has launched the "BIQ star".

"BIQ encourages employees to identify problems, feedback problems and improve problems.

We will regularly display "BIQ star" in the workshop publicity column, and hold the prize giving activities, so that the workshop staff feel the importance of quality and bring honor and benefits to themselves.

Liu Yan said.

On the other hand,

It also provides a large number of learning and training platforms for employees.

"Training provides us with theoretical support for better suggestions."

Zhang Xiongyan said that as early as 2009, she had completed the textile professional study in Jiangmen Wuyi University through the platform provided by the company.

This is only a microcosm of the importance of talent training and staff education.

Data show that at present, Yi Da textile has invested more than 10 million yuan annually in personnel training.

Among them, for the front-line workers, specially launched the "Yida help plan". Since its launch in 2015, the project has provided nearly 900 employees with educational background.

Push automation: invest 200 million yuan a year to import automation equipment.

Under the concept of "everyone is a quality officer", many employees, including Zhang Xiong Yan, have become the drivers of automation.

In the textile industry,

The hard piece of cloth on the side of the sleeve, like the arrow, is called the "three point". Generally, even a worker who has 5 years of service can produce only more than 200 pieces of "three cusps" every day.

In order to improve production efficiency, Zhang Xiong Yan and the group equipment research and development department began to think about using production automation equipment instead of artificial.

After continuous debugging and exploration, in 2011, Zhang Xiongyan led the team to develop the first generation of sealing machine, but it can produce only 50 pieces of "three cuss" per day.

To this end, Zhang Xiong Yan once again studied, spent two years, launched the second generation of upgraded equipment, equipment has increased to 500 single day production, surpassing the traditional skilled workers productivity, and the third generation, the daily output is 700.

In fact, for the textile industry, the introduction of automation equipment can not only improve efficiency, but also greatly enhance the quality of products.

"In 2015, we introduced the world's first special finishing equipment applied to knitted products, combined with other dyeing and finishing technologies to produce" REGAL "with natural luster, wear-resistant, elastic and luxurious feel, to win the market for customers.

Esquel

Deputy director Li Caixia said that the product was launched in less than two years, selling 7 million pieces, and now customers will display this top product in the window of the global store.

Data show that at present

Annual investment of about 200 million yuan to carry out automation pformation.

Up to May 2018, the automation coverage rate of tatting and garment processing has reached 77%, and the automatic coverage rate of knitted garment processing has reached 39%.

Reporter's notes: "people oriented" behind lean production

When it comes to improving quality, lean production is almost a topic.

The so-called lean production is derived from the management philosophy of TOYOTA, Japan. The popular understanding is to improve the manufacturing system continuously by eliminating some waste in the whole production process.

Many lean manufacturing enterprises will talk about lean manufacturing, we must give full play to the initiative of each employee.

This is also true. As a traditional textile enterprise, although the introduction of automation equipment has brought about 200 million yuan a year, but now on the road to automation, it has encountered the problem of "being afraid of soft". Many processes still need to rely heavily on manpower.

In the face of this phenomenon, Yi fully exerts the wisdom of the staff, providing convenient communication channels and building a multi-level training platform for employees.

In the process of encouraging and setting examples, employees should become the drivers of lean production.