兴发铝业河南公司 | 深入推进精益班组建设，标准化作业提升喷涂产能- 大数跨境

广东兴发铝业有限公司

2025-06-28

兴发铝业河南公司自建立以来，粉末喷涂产能一直处于偏紧状态，2024年卧式一号线改造后，日均产量下降，引发订单准交率下滑、半成品库存积压、物流周转不畅、质量合格率波动等问题，严重制约经营效益与订单交付。为解决这一难题，河南公司喷涂班组探索了很多措施，但因为不科学、不系统、不持续，收效甚微，在集团推进三精管理政策的影响下，河南公司从三精管理思想出发，4月份组织喷涂班组开展三精管理提升产能项目，通过管理精细化与组织精健化改善，利用PSP，5Why等精益工具深入分析问题根因并针对性解决，推动粉末喷涂线日均产量提升20%，解决了产能瓶颈。

Promoting Lean Team Building and Standardizing Operations to Enhance Powder Coating Capacity

Since its establishment, Guangdong Xingfa Aluminium (Henan) Co., Ltd. has been in a tight state of powder coating production capacity for a long time. After the transformation of Horizontal Line 1 in 2024, the daily output decreased, causing problems such as a decline in order delivery rate, backlog of semi-finished product inventory, poor logistics turnover, and fluctuations in quality pass rate, seriously restricting business efficiency and order delivery. To solve this problem, the powder coating team of Henan Company has explored many measures, but these measures lacked scientific rigor, systematic approach, and sustainable results, leading to minimal impact. Under the influence of the group's promotion of the lean management policy, Henan Company organized the powder coating team to carry out the lean management to enhance production capacity project in April. Through refined management and organizational improvement, using lean tools such as PSP and 5Why to deeply analyze the root causes of the problem and implement targeted solutions, the team successfully increased daily output of the powder coating line by 20%, and the production bottleneck was solved.

一

项目目标设定和团队建立

Project Goal Setting and Team Building

科学的设定目标是项目成败的关键，河南公司从精益思想出发，根据生产实际，对公司粉末喷涂线进行理论计算，测算出粉末喷涂线理论产能，并根据历史数据查询总结最佳实践产能，从而科学的制定出项目目标。

Scientifically setting goals is the key to a project's success. Starting from lean thinking and based on actual production, Henan Company conducted theoretical calculations on its powder coating line, calculated the theoretical production capacity of the powder coating line, and summarized the best practical production capacity based on historical data queries. This enabled the team to set scientifically grounded project goals.

团队是项目成功的重要保证，为确保目标的实现，成立了车间部长、跟班主任、班组人员不同层级的项目团队，充分发挥不同层级人员智力资源。同时，设置了项目推动者角色，由总经理担任项目推动者，推动项目持续改善。

The teamwork is an important guarantee for the success of the project. To ensure the achievement of goals, project teams at different levels were established, including workshop managers, class supervisors,and team members, fully leveraging the expertise of personnel across different levels. At the same time, a project supervisor role was established, with the general manager serving as the project supervisor to drive continuous improvement of the project.

▲项目推动会议

The Meeting of Project Promotion

二

项目调研及问题分析

Project Research and Problem Analysis

PSP工具是三精管理中精益项目实施的一个系统化的问题解决工具，项目根据PSP工具思路开展。首先对项目问题的背景进行调研，对人员、设备、物料、操作方法、管理进行摸底调研，并询问基层员工对产量低和提升产量的看法。然后组织项目团队利用鱼骨图、柏拉图、5W2H、5Why等工具深入分析根因，通过分析，发现物料上架问题、工艺控制和人员缺乏监督是制约产能发挥的重要原因。

The PSP tool is a systematic problem-solving method used in lean project implementation, and the project is carried out according to the PSP tool concept. Firstly, conduct research on the background of the project issues, including personnel, equipment, materials, operating methods, and management, and inquire about the opinions of frontline employees on low output and increasing output. Then organize the project team to use tools such as fishbone diagrams, Pareto charts, 5W2H, and 5Why analysis etc. to deeply analyze the root causes. The analysis revealed that material shelving issues, process control deficiencies, and insufficient personnel supervision were key factors limiting production capacity.

三

措施实施持续改进

Implementation of Measures and Continuous Improvement

管理精细化，解决物料上架问题

Solving the Problem of Material Shelving

物料上架问题主要原因是不能整单上架和生产空段，针对此问题，采取下面措施解决：

The main reason for the issue of material shelving is the inability to shelve the entire order and production gaps. To address this problem, the following measures have been taken：

整单上架

Full-order Shelving Implementation

针对立式喷涂线不能整单上线问题，通过5个Why分析，发现原因在于呆滞料堆积过多和空框转运效率低，没及时清理，于是对堆料区域进行整理整顿、明确物料流转标准、优化空框转运及半成品框存放流程，保障整单连续上线，解决了上架问题。

In response to the issue of the vertical spraying line not being able to go online as a whole, through 5 Whys analysis, it was found that the reason was due to excessive accumulation of stagnant materials and low efficiency of empty frame transportation, which were not cleaned up in a timely manner. Therefore, the stacking area was reorganized, material flow standards were clarified, and the processes of empty frame transportation and semi-finished frame storage were optimized to ensure the continuous online operation of the entire order and solve the problem of shelving.

不能整单上线5Why分析

5Why Analysis for Unable to Launch the Entire Order

减少上架毛刺颗粒

Reduce Burrs and Particles on the Coating Lines

源头治理，挤压采取措施治理坯料毛刺颗粒，减少喷涂上架打磨和喷涂废料，释放上架人员，提升挂料效率。

Source-level measures were implemented to reduce burrs and particles in the raw materials. These actions helped minimize waste during polishing and coating, reduce labor intensity during shelving, and improve hanging efficiency.

严控生产空段

Strict Control of Production Gaps

一是对交接班空段现象进行治理，二是生产过程中非换粉情况不允许存在空段现象。通过治理，立式喷涂线单班挂料量提升27%，提高了生产效率。

One is to control the phenomenon of idle time during shift handover, and the other is to prohibit the existence of idle time during the production process without changing the powder. As a result of these measures, the single-shift hanging capacity of the vertical coating line increased by 27%, significantly improving production efficiency.

▲减少空段提升喷涂产量

Reduce Gaps and Increase Spray Production

提升包装环节效率

Improve Packaging Efficiency

物料上架效率提升后，喷涂下架包装效率制约了产能的发挥，通过引入流动包装机、并将产量考核延伸至包装工序等措施，解决了制约效率80%的2个关键问题，显著提升包装效率。

After the improvement of material shelving efficiency, the efficiency of post-spraying packaging became the bottleneck limiting production capacity utilization. By introducing flow packaging machines and extending production assessment to the packaging process, the two key issues that constrained efficiency by 80% have been solved, significantly improving packaging efficiency.

强化工艺控制，提升质量稳定性

Strengthen Process Control and Improve Quality Stability

加强排产订单管理，相同颜色固定生产线；试喷样板和实际生产在相同生产线，从而减少喷涂色差，减少返喷。根据不同客户需求调整喷涂工艺，并形成工艺标准固化，稳定产品质量。

Strengthen the management of production scheduling orders and fix production lines for the same color; The trial coating sample and actual production are carried out on the same production line, thereby reducing coating color difference and minimizing backflow. Adjust the coating process according to different customer needs, and form process standards for solidification to stabilize product quality.

组织精健化，喷涂线基层管理由2+4管理模式转为1+2管理模式

Strengthen Supervision and Optimize the Grassroots Management of the Coating Line from “2+4 Management Mode” to “1+2 Management Mode”

三精管理中提出“企业也要剪枝”，河南公司根据车间工序实际需求，整合所有喷涂线的上架、下架职能，分别设专职班长管理，上下架形成监督；同时将原分属两个生产车间的喷涂线跟班主任岗位，由一人统管；此举缩短管理链、统一作业标准、形成监督机制，改革后基层管理人员精简50%，生产效率与产量双提升。

In the lean management, it is proposed that "Enterprises Should also Prune Branches". Henan Company integrates the functions of putting on and taking off all coating lines according to the actual needs of workshop processes, and sets up dedicated team leaders to manage and supervise the putting on and taking off of lines. At the same time, the coating lines originally belonging to two production workshops and the homeroom teacher position will be managed by one person. This move shortens the management chain, unifies work standards, and forms a supervision mechanism. After the reform, the number of grassroots management personnel will be reduced by 50%, and both production efficiency and output will be improved.

四

形成机制固化成果

Formation Mechanism and Solidification of Achievements

成果固化和复制推广也是三精管理的重要内容，可以确保项目的长期效果，项目团队对项目开展中的成果进行固化，主要形成了以下成果：

The solidification and replication promotion of achievements are also important contents of the three precision management, which can ensure the long-term effectiveness of the project. The project team solidifies the achievements during the project implementation, mainly resulting in the following achievements:

（1）物料上架管理机制

Mechanism of material shelving management

（2）特殊型材工艺控制标准

Standards of special profile process

（3）喷涂线管理和考核机制

Management and assessment mechanisms for coating lines

（4）建立形成班组问题日清日结机制

A daily clearing and settlement mechanism for team issues

（5）数据驱动决策机制

Data driven decision-making mechanism

（6）粉末供应商质量监控和淘汰机制

Quality monitoring and elimination mechanism for powder suppliers

五

持续改善推进三精管理向纵深发展

Continuous Improvement and Deepening of Lean Management

三精管理是一项系统性、长期性的变革工程。兴发铝业河南公司将继续坚定不移贯彻集团部署要求，持续深化“三精”理念落地，不断夯实管理根基、释放产线潜能、激发组织效能。下一阶段，公司将以更高标准推进精细管理，以更实举措巩固提升成果，奋力在高质量发展新征程上展现更大担当、作出更大贡献。

The lean management is a systematic and long-term transformation project. Henan company will continue to steadfastly implement the requirements of the group's deployment, deepen the implementation of the "Three Precision" concept, continuously consolidate the management foundation, unleash the potential of the production line, and stimulate organizational efficiency. In the next stage, Henan company will promote refined management with higher standards, consolidate and build upon these achievements with more practical and targeted measures, and strive to demonstrate greater responsibility and make greater contributions in the new journey of high-quality development.