Ltd. is a subsidiary of Zhejiang Transportation Investment Group Co., Ltd., which was established in 1998 on the basis of the former Jiangshan Chemical General Factory. In August 2006, the company's shares were listed on the Shenzhen Stock Exchange, and the company has two subsidiaries, Ningbo Zhejiang Railway Jiangning and Zhejiang Railway Dafeng, and the company has three plants and one centre, ammonia plant, organic amine plant, thermal power plant and maintenance centre, with 695 employees. At the end of March 2018, the company started to implement the SCORE project.
Initial status of the enterprise
On May 9, 2018, the project trainer made the 1st visit to the maintenance centre. Through communication with the management and staff, it was found that the office and operation room were cluttered with document storage and the onsite warehouse was stacked with spare parts. This not only took up a lot of space, but it was also very difficult and time consuming to find the documents and supplies.
Project implementation steps
▌Mobilize and train employees
Unify ideological awareness and do a good job in promoting and educating employees about the SCORE project, so that all employees can participate in the process of continuous improvement. Take 5S visualization and positioning management as the grasp, learn and master the standard requirements, and do a good job of "having standards to follow and standardizing implementation".
▌EIT team established, clear division of labour
In order to ensure the orderly implementation of the SCORE project, the Maintenance Center set up a departmental EIT working group on April 8, with a clear list of team leaders, deputy team leaders, secretaries and liaison officers, and liaison officers distributed among various teams in the department, with a clear division of work.
▌ Clarify the content of the standard and carry out the implementation of the standard dissemination
The SCORE corporate sustainability project overview, workplace cooperation training manual, and visualization standards manual were distributed to each EIT member, and internal study was organized, and relevant company training was attended. The Equipment Maintenance Center established an EIT working group WeChat group and departmental WeChat groups for the dissemination of project rectification standards and work-related exchanges.
▌Determine demonstration sites and implement visualization and placement management
According to the actual situation of the department's work, the demonstration points were mainly focused on the fixed management of the department's warehouse, the tool room of the piece shift, the tool cabinet shelves at the maintenance site, the staff's personal tool cabinets and the improvement of the team's lounge environment.
Among them, the fixed management of special work tools is particularly important. At the same time, the company also managed the workplace signage, established a "responsibility area division map", and clarified the person responsible for the area and the rectification requirements.
Through the implementation of the SCORE project to improve the working environment, the maintenance centre has seen the most significant improvements, mainly in the following areas.
▌ Effective communication and mutual understanding, and significant improvement in staff motivation at work
As of 10/8/18, 139 suggestions were collected, 103 were completed, 9 were not adopted, and the completion rate of adopted suggestions was 79.2%; 93 suggestions were provided by grassroots employees, accounting for 66.9%, and the response rate to employees' suggestions was 100%, with 100% of employees participating in suggestions and 67 employees participating in rectification.
▌Establishment of a two-way communication mechanism to improve trust between frontline staff and management
After the project was implemented, the proportion of staff suggestions receiving a response reached 100%, and communication with employees was conducted in a timely manner regardless of whether the suggestions were adopted or not. Prior to this, employees rarely reflected their problems to their leaders, and corporate management was more inclined towards top-down problem solving by management, and rarely willing to listen to employees' voices.
In the early days of the SCORE project, each team would only submit one or two suggestions as "completing the task", but we did not expect the problems raised to be solved immediately, which greatly increased the enthusiasm of the staff to participate in the SCORE project and made the staff feel that they could communicate with the leaders. This has greatly increased the motivation of the staff to participate in the SCORE project, and has also made the staff feel that they can communicate with their leaders and discuss problems. The establishment of a good communication mechanism will enable the department to work more efficiently and in a more harmonious atmosphere in the future.
▌Visualisation improvements have effectively increased production efficiency
Long-running equipment inevitably breaks down, and maintenance requires running to the warehouse to find materials and to the toolbox to find tools. After discussion, summary and on-site investigation by the EIT team members, it was found that there were two main reasons for the cluttered warehouse materials: one was the limited space in the warehouse, and the other was the poor material placement habits of the staff.
Therefore, in accordance with the standards of the rectified demonstration site, each area and team was required to establish a long-term management mechanism in a timely manner. Before the deadline for rectification, each area and team had been rectified and put in place, so that the materials were clearly arranged and the time for picking up and placing materials was greatly reduced. It used to take ten minutes to find an accessory, but now it only takes a minute or two, and the efficiency of work has been significantly improved.
As a result of the rectification, the overhaul staff and workshop management have made regular tidying, tidying and cleaning of the warehouse a daily working habit that continues after the project is over.
Before and after comparison
Through the implementation of the first module of the SCORE project, Workplace Collaboration, the company invested more than $3 million in workplace improvements and achieved significant results. The working environment has been greatly improved, a positive communication mechanism has been established between staff and management, staff motivation has been increased, the sense of responsibility of staff as owners of the company has been enhanced, and work efficiency has been greatly improved.
Thereafter, the company will establish rules and regulations to consolidate and promote the improvement results of the first module, maintain full participation in the improvement work, continuously improve workplace conditions, and further integrate the SCORE project requirements with the degree of work standardisation, and add the project requirements to the company's system and standards to continuously achieve sustainable development of the company.