三精赋能｜深化精益改善，筑牢班组基石——兴发铝业江西公司开展精益班组与改善周考察- 大数跨境

三精赋能｜深化精益改善，筑牢班组基石——兴发铝业江西公司开展精益班组与改善周考察

广东兴发铝业有限公司

2025-07-19

为深入贯彻广新集团“三精驱动”战略部署，进一步深化精益班组建设与强化精益改善周运营，全面提升兴发铝业精益管理水平与核心竞争力。兴发铝业精益项目分管领导刘允棠、广新集团运营管理部副总监黄进扬，联合前往兴发铝业江西公司进行精益班组与改善周考察赋能。

Empowering with“Three Refinements” | Deepening Lean Improvements and Strengthening Team’s Foundations——Xingfa Aluminium Jiangxi Branch Conducts the Inspections of Lean Team and Kaizen Week

To thoroughly implement Guangxin Group's "Three Refinements-Driven" strategy and further advance Lean team development while strengthening Kaizen Week operations, Xingfa Aluminium is striving to enhance its Lean management standards and core competitiveness. Liu Yuntang (Executive Responsible for Xingfa’s Lean Projects) and Huang Jinyang (Deputy Director of Guangxin Group’s Operations Management Department) jointly visited the Jiangxi Branch for an on-site inspection and empowerment session focused on Lean teams and Kaizen Week activities.

强化改善运营，以精准突破促精细管理

Strengthening Kaizen Week Operations: Driving Refined Management through Targeted Breakthroughs

7月7日，江西公司6月份两项改善周项目总结评审会议顺利召开。兴发铝业精益项目分管领导刘允棠、广新集团运营管理部副总监黄进扬及江西公司生产副总颜新桥莅临指导，为深化精益管理、强化改善成效与加速人才培养锚定方向。各车间精益员及两个改善周小组成员共同参会，凝聚共识共促提升。

On July 7th, the review meeting for Jiangxi Branch’s two June Kaizen Week projects was successfully held. Liu Yuntang, Huang Jinyang, and Yan Xinqiao (Production Deputy General Manager of Jiangxi Branch) provided guidance, setting the direction for deepening Lean management, strengthening improvement outcomes, and accelerating talent development. Lean officers from all workshops and members of both Kaizen Week teams attended, uniting efforts to drive progress.

▲兴发铝业江西公司改善周评审现场

Kaizen Week Review at Xingfa Aluminium Jiangxi Branch

项目一铸造拉花问题治理(PSP) 改善周

Project 1: Casting Streak Defect Elimination (PSP) Kaizen Week

通过分析树深挖工艺环节根因，结合现场（成形、油粉质量、流槽过滤等验证，实施四大改善，包括修模标准化建设、测温装置优化、结晶器缺水防控、流槽过滤系统规范。目前拉花报废率从0.93%降至0.15%，铝棒合格率提升至99.07%，预计年创效13.06万元。

Through root cause analysis of process parameters and on-site verification (molding, powder coating quality, runner filtration), four key improvements were implemented: standardized mold repair, optimized temperature measurement, prevention of crystallizer water shortages, and standardized runner filtration. Results: Streak defect scrap rate reduced from 0.93% to 0.15%; aluminum billet qualification rate increased to 99.07%. Expected annual benefit: RMB 130,600.

项目二退回料治理项目(PSP) 改善周

Project 2: Returned Material Reduction (PSP) Kaizen Week

聚焦机台质控与流程规范，实施重点机台设质控员、调整质检范围、制定人工时效流程、推广钢毛刷减少毛刺等措施，形成全流程质量防控网。目前日均退料降至1256支，实现了精准降本的初期目标，预计年创效28.06万元。

Focusing on machine QC and process standardization, measures included assigning QC personnel to key machines, adjusting inspection scope, establishing artificial aging procedures, and promoting steel brush usage to reduce burrs. This formed a full-process quality control network. Results: Average daily returned materials decreased to 1,256 pieces, achieving the initial cost-reduction targets with improved precision. Expected annual benefit: RMB 280,600.

刘允棠与黄进扬高度肯定江西精益团队的执行力，强调后续需深化“目标与问题的精准界定”“过程的5Why真因分析”及“标准作业的日常化落地”，推动改善从“点状突破”到“系统提升”，切实解决生产难点。

Leaders Huang and Liu highly commended the Jiangxi team’s execution, emphasizing the need to deepen “precise problem definition,” “5Why root cause analysis,” and “daily implementation of standardized work.” They urged transitioning improvements from “isolated breakthroughs” to “systematic elevation” to tangibly resolve production bottlenecks.

深化精益班组建设，以精细运作筑牢基层管理

Deepening Lean Team Development: Fortifying Grassroots Management through Refined Operations

7月8日，刘允棠、黄进扬深入车间考察精益班组建设与标杆项目运作，聚焦“三精驱动在基层的落地” ，通过走访挤压车间5000T机台、喷涂车间立式二号线粉房及模具车间热处理等多个精益班组开展情况，提出具体要求。

On July 8th, Liu and Huang evaluated Lean team development and benchmark projects in workshops, focusing on “implementing the Three Refinements at the grassroots level.” They visited multiple Lean teams, including the 5000T press in the extrusion workshop, the powder booth of vertical line #2 in the coating workshop, and the heat treatment section in the mold workshop, issuing specific requirements.

黄进扬指出，目前精益班组建设在各生产模块全面开展，已搭建起兴发模式的日常管理，现场精益管理在持续进步，能够结合公司经营进行有效的目标承接、问题监控与改善推动。精益班组建设下一步持续强化“精细管理闭环”，一是精益班组要有效推动，深入推进日常管理的“僵化-固化-活化”；二是SQDCIP指标精细运营，进行指标差距改善，进一步推动问题检讨与改善；三是做好事前事中事后落实，事前纸卡系统、预防性点检，事中升级机制与快速响应，事后问题有效闭环与案例归档，全流程精益管理；四是丰富班组建设内容，情绪看板、优秀员工评比等，让精益管理穿透至最小管理单元。

Huang Jinyang noted that Lean team development is now fully deployed across production modules, establishing Xingfa’s unique daily management model. He highlighted continuous progress in on-site Lean management and effective alignment with operational targets. Key next steps:

1.Strengthen the "Refined Management Loop": Drive Lean teams to embed daily management routines ("Rigidify-Solidify-Activate").

2.Refine SQDCIP Metrics: Conduct gap analysis and improvement to enhance problem review.

3.Implement End-to-End Controls:

*Pre-event:* Paper card systems, preventive checks.

*During-event:* Escalation protocols, rapid response.

*Post-event:* Effective problem closure, case archiving.

4.Enrich Team Activities: Utilize mood boards, star employee programs to permeate Lean culture into the smallest management units.

刘允棠要求江西精益团队以“精准整改”为抓手，制定涵盖看板优化、团队建设、会议机制的整改计划，明确时间节点与责任人。江西精益团队表示将全面落实要求，推动班组管理从“基础建设”向“实效提升” 转变。

Liu Yuntang directed the Jiangxi team to use “precision rectification” as the lever, creating action plans covering board optimization, team building, and meeting mechanisms with clear timelines and owners. The Jiangxi Lean team committed to fully implementing these steps, shifting team management from “foundation building” to “tangible enhancement.”

▲刘允棠、黄进扬巡查精益班组现场

Liu Yuntang and Huang Jinyang Inspect Lean Team Sites

此次兴发铝业江西公司开展精益班组与改善周考察，为江西公司的精益改善与精益班组建设注入了“三精驱动”的方法论内核 —— 以精准目标锚定方向，以精细过程管控质量，以精益改善激活效能。相信在全体成员的协同努力下，精益管理将持续扎根生产一线，为高质量发展提供强劲动力！

This visit energized Jiangxi’s Lean initiatives and team development by applying the Three Refinements–Driven methodology：Precision Goals provide clear direction, Refined Process Control ensures quality, Lean Improvements enhance operational efficiency. With collective effort, Lean management will become firmly rooted in frontline operations, driving high-quality growth！

附：领导点评

Appendix: Leadership Feedback

项目一领导点评

Project 1 Feedback

颜新桥：项目逻辑清晰，工具应用扎实，数据成果超额达成预期，为工艺优化提供了可复制的改善范式，体现了精细管理的落地成效。

Mr. Yan Xinqiao: "The project shows clear logic, effective tool application, and results that exceeded expectations. It offers a replicable model for process optimization and reflects the effectiveness of refined management."

刘允棠：肯定改善成果的同时强调“精准目标”的战略意义 —— 当前 99.00% 的目标仍显保守，需以“99.9%合格率”为长期追求，推动标准作业深化与老员工经验转化，通过完善监督机制实现从“改善周”到“日常化”的跨越，彰显三精管理中“精准目标引领”的核心。

Mr. Liu Yuntang: "While acknowledging the positive results, he emphasized the importance of ‘Precision Goal Setting’: the 99.00% target is still conservative; the long-term goal should be a 99.9% qualification rate. Deepen standardized work and veteran experience transfer. Use robust monitoring to transition improvements from short-term Kaizen Week initiatives into daily routines, thereby embodying ‘Precision Goal Leadership’."

黄进扬：指出问题分析需强化“精细拆解”，建议通过问题树量化各因子影响权重，从“现象治理”转向“系统防控”。例如拉花问题的油粉、结晶器等影响因素，可进一步通过数据建模实现精准调控，减少人工干预的不确定性，呼应“精细过程管控”的要求。

Mr. Huang Jinyang: "Problem analysis requires 'Refined Decomposition'. Quantify factor impact via fault tree analysis to shift from 'symptom treatment' to 'systematic prevention'. E.g., use data modeling to precisely control oil-powder/crystallizer variables, reducing manual intervention uncertainty – aligning with 'Refined Process Control'."

项目二领导点评

Project 2 Feedback

颜新桥：强调“精细执行”的深度不足 —— 首检、过程检的覆盖度与标准化仍需加强，需通过员工质检培训与岗位职责细化，将改善措施嵌入日常管理，避免“改善周后反弹”，体现“精细过程管控”的持续性要求。

Mr. Yan Xinqiao: "The emphasis on “meticulous execution” remains insufficient — the coverage and standardization of first-inspection and in-process inspections still need to be strengthened. It is necessary to integrate improvement measures into daily management through employee quality inspection training and clearer job responsibilities, in order to prevent a “rebound after Kaizent Weeks” and to fulfill the ongoing requirements of “meticulous process control."

刘允棠：提出“精准防控”的三不原则（不接受、不制造、不流出），要求聚焦单一问题点深挖根因，例如针对折弯、硬度低等高频缺陷建立专项改善组，通过“源头排查 - 过程拦截 - 下游反馈”的闭环机制，实现退料问题的根本性解决，而非仅停留在数量降低的表层改善。

Mr. Liu Yuntang: "Apply the 'Three Non-Acceptance Principles' (Don’t Accept/Don’t Make/Don’t Pass Defects). Focus on single-point root causes (e.g., form dedicated teams for high-frequency defects like bending/low hardness). Establish a 'Root Cause Elimination - Process Intercept - Feedback Loop' mechanism for fundamental resolution, moving beyond superficial reduction."

黄进扬：指出项目需强化“精准聚焦”—— 当前主题过宽导致资源分散，建议拆解为“毛刺防控”“硬度达标”等子课题，通过质检标准化（如毛刺问题的定义）与毛刺真因分析（如挤压设备问题）实现精准击破，提升改善效率。

Mr. Huang Jinyang: "Sharpen 'Precision Focus'- the current scope too broad; split into sub-topics (e.g., 'Burr Prevention', 'Hardness Compliance'). Achieve breakthroughs via QC standardization (e.g., defining burr criteria) and true cause analysis (e.g., extrusion equipment issues) to boost improvement efficiency."