Since the beginning of this year, CSSC Huangpu Wenchong has conscientiously studied and implemented the group's "1234" high-quality development strategy and the spirit of the annual work meeting, effectively changed the development concept, and strived to achieve the goal of "double more than half" by grasping beat production, lean and efficiency, and management implementation. In the first half of the year, Huangpu Wenchong shipbuilding business delivered 13 ships, received orders of more than 10 billion, and ranked first in the world in the number of orders for handheld feeder container ships.
There are many highlights of production and operation
In the first half of the year, Huangpu Wenchong completed a total of 85 major ship nodes, including 13 ships and seafood products, and 2 ships were delivered beyond the schedule target, completing the "more than half" assessment requirements of the group's ships and ships in advance. By strengthening the pre-production planning and technical preparation, the integrity of the company's products under construction has been significantly improved, and the beat-to-beat and high-efficiency production mode of each plant production line has been further improved. Among them, the 3000TEU container series products achieved 60-day undocking door rhythm production, and a total of 3 ships were delivered in the first half of the year, with an average of 4 months ahead of the contract period; By optimizing the construction process to shorten the hatch cover installation and test cycle period, the first ship of the 32000DWT heavy crane ship was delivered 65 days ahead of the contract period under the condition that the hatch cover arrived behind the delay.
"Although the rainy weather in Guangzhou has lasted from April to June, thanks to the favorable superposition of the ship market and internal efficiency improvement, the company's production and operation in the first half of the year can be said to be the best in the past years." Deng Guosheng, director of the production management department of Huangpu Wenchong, introduced.
Business order receiving is the front end of production operation and the decisive factor for smooth production. Huangpu Wenchong insisted on focusing on the main ship type, and undertook 33 new shipbuilding orders for 9 types in the first half of the year. The company has signed orders for 12 4300TEU container ships with Thai and Turkish shipowners, achieving a breakthrough from the field of feeder container ships to medium-sized container ships; The self-designed 2400TEU methanol dual-fuel container ship won batch orders for the first time, successfully opening a breakthrough in the new energy ship market; Undertake 25,000 cubic meters and 41,000 square meters of ammonia dual-fuel liquefied petroleum gas/liquid ammonia carrier orders, for the company to build gas carriers into a new fist product.
Lean management is strung into a line
Lean management is the only way for shipbuilding enterprises to move from relying on factor input to high-quality development. In the first half of the year, Huangpu Wenchong firmly promoted lean management in accordance with the unified deployment of the group, with the goal of "leapfrogging and doubling again". The company focuses on building a lean management system that is in line with the actual situation of Huangpu Wenchong, and goes all out to increase production capacity and efficiency.
Based on the principles of systematic planning, step-by-step implementation, and key breakthroughs, Huangpu Wenchong has planned the "2024 Lean Management Implementation Outline and Action Plan", and determined a total of 16 lean improvement projects in five categories, including planned command production, material support production, design service production, on-site and logistics improvement, and labor and employment management optimization. The company will use this as a blade to solve the major and difficult problems that hinder the improvement of quality and efficiency. At present, 16 projects have completed project registration and officially entered the implementation stage. In the first half of the company's segmented paint battle, the coating department made full use of the five steps of lean management to deal with bottleneck problems, successfully accelerated the production flow rate of bottleneck links, solved the problem of segmented paint out of time, and established a firm confidence in promoting lean management for the majority of production front-line cadres and employees.
How to scientifically compile the production plan and make it queryable, early warning, controllable and analyzable in the whole process of plan implementation is the key to lean management. In the first half of the year, Huangpu Wenchong continued to promote digital transformation, completed the online application of the core production planning module in the integrated information platform for production management, optimized the operation of each functional module of the platform, and carried out the development of MES for hull/pipe addition/painting, mobile APP dispatch and other application work, so as to achieve the smooth and efficient operation of the platform.
· Forge ahead and win the decisive battle ·
Looking forward to the second half of the year, in the face of objective challenges such as many ship types and many first-made ships, Huangpu Wenchong will break the "ceiling" thinking, dig deep into the potential to improve efficiency, and resolutely complete the "military order" of the target task; Taking lean management as the starting point, we will achieve balanced production, on-time production, and safe production, improve efficiency indicators while steadily increasing production and quantity, and strive to achieve a high-quality leapfrog development blueprint.