This time, the Wenling pump industry has steadily taken a leading position in the industry, and on the basis of absorbing the technical advantages of all similar products at home and abroad, the Zhejiang manufacturing group standard formulated by the Wenling Enterprise—“Smart Hot Water Circuit Shielding Pumpâ€, The two product standards of "Small Sewage Submersible Pump" were implemented on August 5 and August 25, 2015, respectively. The technical standards of these two standards have reached the domestic first-class, international advanced level, and the product durability, reliability technical indicators and product toxic and hazardous material limits are proposed to fill the gaps in the industry, will lead the Wenling pump technology level Plays an important role. Experts in the industry pointed out that the standard developed by Wenling Enterprise is technologically advanced, but because the technology and process are all found in the enterprise's practice, the increase in manufacturing cost is not much, and it will greatly improve the quality competitive advantage of Wenling Pump Industry. The three companies responsible for the drafting of this standard, the New Territories Group, Leo Co., Ltd. and Tai Yuen Pumps Co., Ltd., are the first “Zhejiang Manufacturing†pilot companies established in Wenling City. In order to draft the group standards and apply for “Zhejiang Manufacturing†certification, the three companies started the one-year pilot project and started to strengthen the company's infrastructure construction from the two dimensions of management and technology, and initially achieved a transition from extensive to lean management, and from ordinary technology Excellence improves. New Territories Group's New Leap When I met Chen Junsheng, the quality director of the New Territories Group, he just returned from a visit by a foreign-funded company in Suzhou. This year's learning has been continuous without interruption. Since the “Zhejiang Manufacturing†brand training camp jointly organized by the Zhejiang Provincial Bureau of Quality Supervision and Zhejiang University, the “charm quality†four words are in the position of the quality director. The heart took root. Chen Junsheng said that "Zhejiang Manufacturing" certification is a very high standard. It not only puts forward high-quality requirements for enterprise products, but also provides a path for enterprises to achieve high quality. In the one-year pilot project, the New Territories Group put forward the goal of “charm quality – letting users screamâ€, demanding that product quality not only meet customer needs, but also exceed customer expectations. In order to achieve this goal, the company conducted a comprehensive review and integration of management and technology systems. In terms of manufacturing technology, it requires a higher pass rate, improved energy efficiency, better product durability and reliability, extensively carrying out benchmarking, analysis, and improvement innovation activities; in terms of management, fully implements high performance, and strengthens overall employee collaboration. , Industry chain collaboration, quality management and improvement extended to suppliers, vendors. In order to improve product reliability, the New Territories Group's Daxi Plant has added a reliability test bench and added four reliability test targets. The destructive experimental test was carried out in a pioneering way, that is, let the pump product run continuously until failure, both to understand the actual life of the product and to find out that the project can be improved by analyzing the cause of the failure. Mechanical seal leakage is a common problem in the pump industry. New Territories products leaked after 3000 hours of continuous measurement. After analyzing them, they found that the rubber pad would have a problem of thinning at a specific point. As a result, they improved their processes and did not increase their penny costs, thus solving the problem. The water pump airtight test was previously found in the water like a make-up tire worker by artificial eyes, and omissions occur from time to time. Now that they use an automatic air pressure difference detector, not only the detection efficiency is improved, but also the detection reliability is eliminated after eliminating artificial errors. It reached 100%. Because the group standard introduced the American standard, the 30-day immersion test previously performed only on the products exported to the United States has now been extended to all products. The reliability test has been performed for a maximum of 4,000 hours in a row. The motor start and stop impact test has reached repeated start and stop. More than 400,000 times. The major change in technology testing allowed the New Territories to complete 17 product quality improvements within one year. No return of the deep well pump occurred. After the improvement of the screw pump, user maintenance was more convenient and very popular. In terms of management, the New Territories launched full-scale mobilization to allow every employee to take action and optimize their work efficiency and quality. More than 400 lean results have been published this year. In the assembly shop, workers adjust the position of the clamps to adjust the axis of the lathe. Changing the manual wrench to a small innovation such as a pneumatic wrench has improved the pass rate of a single assembly. In the rotor shop, the workers change the single job into a pipeline operation. Each person is responsible for an installation action, and mutual checks and reminders among several processes, which basically avoid the occurrence of batch errors. In order to improve the quality of the industry chain, the New Territories Group has set up a supplier management department. This is a similar organization to the government's working leadership group. Its members include various departments such as procurement, quality, technology, and lean engineers. Their responsibilities are to help suppliers. Improve the quality of parts, make the host more reliable, and help suppliers reduce costs, so that both supply and demand can win-win. Tianyin Machinery Seal Parts Factory is a supplier of seals in the New Territories. In July this year, it began to receive management assistance from the New Territories. By improving its processes and production processes, production line operators have been reduced from 12 to 6 on the premise of increasing production capacity. Three months of management assistance helped Tianyin Company reduce redundant staffing by 11 people. In a year, the labor cost was reduced by nearly 500,000 yuan. "There is no bad influence, only good influence!" When Daewoo Pumps interviewed and asked whether the macro-environment in 2015 had any negative impact on business operations, Chairman Han Yuanfu answered it very readily. He said that only when the macroeconomic situation is poor can the enterprise’s skill be demonstrated. This year’s severe market has eliminated a group of companies. Customers are more cost-effective and have higher quality requirements, and the “Zhejiang Made†pilot project has been promoted. The management level and product quality of DaYuan Pumps have been greatly improved, pricing power is stronger, and cost control is more effective, which gives more opportunities to companies like Daewoo. In the first nine months of 2015, the shipment volume of Tai Yuen Pumps increased by 20% year-on-year, and the efficiency increased by 40%. “The current macroeconomic shows that the global industrial division of labor is still adjusting. The market demand for water pumps is also undergoing profound changes. The concept of user quality is changing. At this time, companies must have quality advantages in order to attract customers to take the initiative to come to the door. There is a pricing right in the negotiation,†said Han Yuanfu. Since 2015, Daejeon’s largest water pump brand has cooperated with the company as a result of continuous improvement of Daewoo’s product quality. In 2015, Daewoo’s products also successfully penetrated into German electromechanical products supermarkets. Yuan dared to optimize the technical drawings provided by customers in the United States, allowing customers to experience quality beyond expectations. Han Yuanfu told reporters that the impact of the “Zhejiang Manufacturing†certification experiment on the company was the most profound compared to the various quality and science and technology upgrading activities carried out by the previous government. Because of the "Zhejiang Made" pilot process, the systematic, global and scientific quality of quality construction has been organically integrated. In the past, focusing on quality was often result-oriented, and the general focus was on product performance and test results. It was often thought that the quality of quality was the work of the quality department. Now that the experience is completely different, knowing that quality is a systematic project requires full staff, All-round and full implementation. During the pilot period, Daejeon implemented a dual upgrade of management and technology research and development, organically combining quality construction with economic incentives, environmental protection, safe production, occupational disease prevention, and social security. In order to mobilize every employee's concern for quality and efficiency, Tai Yuen Pumps A high-performance sharing mechanism was established, and 20% of the profit after tax was shared with all employees. This year's total share of funds reached 7.6 million yuan. Through one-year pilot activities, quality awareness and responsibility awareness have been implemented on every employee. Not long ago, in order to carry out propaganda and communication of information, the administrative department installed LED electronic display screens for each workshop assembly line. Immediately, the employees of the workshop sent comments to the chairman to send comments and said that the administration wasted. On another occasion, the quality department added some plastic baskets to the workshop to optimize the workshop production process. As a result, employees immediately sent text messages to the chairman, saying that the original basket was sufficient and the quality department was not spending money. In addition, there has been no attention to the issue of electricity fees, and now employees have also paid attention to it. In the middle of the year, relevant employees have reported that the increase in electricity charges is relatively high. The result of the investigation was to add a lot of durability tests to verify the “Zhejiang Manufacturing†standard. Chief Executive Officer of Xiaoyuan Pump Zhao Xiaoyong said with deep understanding that the responsibility of the front-line staff allowed them to work without any scrutiny in the management department, and also allowed the company's various quality improvement measures to be implemented. The employee innovation studio set up by DaYuan Pump Co., Ltd. has attracted grass-root employees to actively participate in small innovations and innovations. At present, more than 20 achievements have been published. In terms of technology research and development, Daejeon strengthened the exploration of market and customer needs, improved the market investigation mechanism for new product development and improvement of old products, and strived to consider the functions and performance of products from the user's end. This year's "Zhejiang Manufacturing" standard was implemented. Products accounted for 60% of all products, product durability indicators have generally been increased by more than 20%, energy efficiency indicators increased by more than 5%, previously not concerned about product environmental impact issues are incorporated into product standards. Continuously improved and reliable quality has enabled Daejeon products to gain recognition in the high-end market. Nowadays, Daejeong shielded pumps have been used for fuel refueling at the four major satellite launch bases in China. Experimental verification of high-speed rail trains has been conducted. For nearly 3 years, it will soon be commercially available. “To do quality work is to find fault with others. It has been very hard and can not be understood. Now that the situation has changed fundamentally, the process of piloting 'Zhejiang Manufacturing' certification is promoted, so that employees can realize that quality is not only the quality department and technicians. The thing that needs to be done by every employee is to be able to put the quality requirements into practice every day.†Suo Xinke, Director of Leo Shares Quality, was originally engaged in technical research and development. After shifting to work as a quality supervisor two years ago, he always felt that his work was tiring and he did not have a sense of accomplishment. Until 2015, he piloted "Zhejiang Manufacturing" certification and assumed the responsibility of drafting "Zhejiang. After manufacturing the standard for water pump products, he truly felt that the quality director was a responsible and rewarding job. Su Xinke said that the previous implementation of the system certification, procurement, manufacturing, sales, after-sales and other departments operating under the management system, the lack of a coordinated promotion of the function between the system, in the previous team culture, the understanding of quality is only satisfied with According to the standard to determine whether the quality is qualified. After the pilots promoted Zhejiang manufacturing certification, the company more and more deeply realized that quality is a continuous process of continuous improvement, and quality is a systematic project that requires the close cooperation of the entire system to be implemented jointly. For this reason, in the past year, Leo has focused on the construction of a quality engineer team and a QC team, and reorganized and optimized the quality management system against the “Manufacturing Zhejiang†management standard. In the aspect of new product development, on the basis of the original three-step process of trial production—small batches—putting on the market, the pre-assessment phase of quality reliability was added in the trial production phase. The assessment includes routine testing, structural analysis, and durability to simulate actual conditions. Running the experiment, each new product must be simulated and run until failure, then dismantling the anatomical analysis, improving and upgrading, and greatly reducing the possible quality risks after the new product is put on the market. The USC37S submersible pump developed under this program has reached an average life of 2,000 hours in continuous operation and it has entered the US market at one stroke. According to reports, parts quality fluctuations have always been a chronic problem affecting the qualification rate of one-time assembly of Leo products. In the past, Leo Quality also promoted the promotion of supplier management. However, it was not implemented well, was easy to be repeated, and the effect was not lasting. In 2015, the company engaged in quality improvement experiments in the part-metal processing workshops, and used the actual effects to convince the workshop workers that they were ideologically assured. Lasting effect. Originally, this workshop worker always likes to shift positively within the allowable deviation range when machining shaft parts, and prefers negative deviation when machining hole parts, and has the idea of ​​providing convenience for secondary rework in the subconscious. The assembly qualification rate of a machine poses a problem and affects the entire company's production efficiency. In the "Zhejiang Manufacturing" management pilot, the company used this workshop as a pilot project, and at the beginning it was also resisted by workers' strikes. However, the management is determined to build up the quality of this old and difficult workshop and promote it with great strength. The company first started by changing the habits of workers, rigorously calibrated the process of lathes and tools before starting work, required workers to strictly calibrate the equipment according to the highest standards of the drawings, and at the same time encouraged the workers to attach importance to the evaluation of equipment accuracy and equipment tool calibration by carrying out testing activities for measuring instruments and to make workshops. The personnel's process capability reached 1.0 or more, and finally increased the equipment's qualification rate by 20%. With the typical influence of the transformation of the metalworking shop, Leo launched the “altant action†in the company, strengthened the cooperation between the processes and the workshops, and promoted and transformed the quality inspection of the original quality department into the process and workshop. Mutual inspection and mutual change. The team leader’s quality responsibility system is also well implemented. The transformation of the quality concept of employees, the development of quality behaviors, and the improvement of technical methods and processes have greatly improved the reliability and advancement of Leo’s products, and has given the more than 70 employees of the Quality Department an unprecedented sense of honor. More vacuum pump information is available at China Vacuum Pump Trading Network (/). 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