CASE:Lawrence Pump Machinery (Beijing) Co., Ltd.

Enterprise overview
Lawrence pump machinery (Beijing) Co., Ltd., a wholly-owned subsidiary of Bernt Lorentz GmbH & Co.KG in China, was established in 1997. It is a leader in the global solar water pump system market. Its main business is R & D and manufacturing of solar water pump products. Its main products are photovoltaic solar water pumps. The products are mainly supplied to European, American and African markets. According to the application characteristics, the product is suitable for harsh natural environment, and is famous for its stability, high efficiency and easy maintenance. The factory located in Fangshan District, Beijing, China is Lorentz's largest production plant in the world. It has been built for more than 10 years.
On April 27, 2017, the score project was piloted in Fangshan District, Beijing. Lawrence Pump Co., Ltd., as one of the pilot enterprises, participated in the training and guidance of the two modules of workplace cooperation and occupational health and safety. In the six-month practice, the enterprise's employee participation and product qualification rate have been significantly improved, and the enterprise's management and development ability have been greatly improved.
Project implementation results
In 2017, since the project was put into operation for more than five months, the enterprise management and grass-roots employees have reached a consensus and made efforts to deeply participate in the process of project implementation. Remarkable achievements have been made in 5S improvement, energy conservation and consumption reduction, employee suggestions, cultural integration and caring for employees, and the enterprise production efficiency and product quality have been continuously improved. In November, compared with July, the defect rate of key processes of products decreased by 40%, the manufacturing defect rate of finished products decreased by 22%, the on-time delivery rate increased by 9.5%, and the energy consumption per unit product decreased by 8.5%.
1. Create a clean and safe environment, improve 5S and keep clean
The company decided two pilot areas (motor area and controller area) by vote of EIT members, and focused on 5S management of these two areas. The company has formulated a perfect 5S management system and set up the "5S team mobile red flag". After a series of detailed improvements in the workplace, the spatial layout adjustment of each area, the spatial layout of equipment placement and the identification of items have been significantly improved.
2. Adhering to the concept of green development, energy conservation and consumption reduction have achieved results
The company set up an energy-saving working group. On the basis of finding and solving the eight wastes, the company adopted the suggestions of employees and implemented energy-saving measures such as turning off the lights for one hour during lunch break, turning off the lights when people walk during non working hours, and installing electrical timing shut-off devices to reduce waste and energy consumption.
After calculation, after the implementation of the measures of "people walking and lights off" in non working hours, the office area and production area can save 588 kwh / month.
Energy saving in office area: 64 * 36 * 22 / 1000 = 129.8 kWh
Energy saving in production area: 563 * 37 * 22 / 1000 = 458.2 kWh
3. Encourage employees to participate in management and implement the proposed system
According to the project implementation requirements, the company has formulated the employee suggestion system, publicized and rewarded excellent proponents, and fully mobilized the enthusiasm and initiative of employees.
Since the activity of "one person, one suggestion", 126 employee suggestion forms have been issued and 89 suggestions have been withdrawn. Many suggestions have been adopted by the company and incorporated into the EIP for implementation. For example, it is suggested to increase protective measures on the high-rise shelves of the warehouse, increase the number of warehouse personnel, increase the welfare benefits of employees on holidays, improve the air quality in the workshop and increase the operation time of fresh air system.
4. Promote communication between Chinese and Western cultures and work together to remove obstacles
The project trainers and one-on-one safety supervisors of Fangshan District go to the site to understand the difficulties and problems of project promotion, continuously carry out publicity and communication, and give strong support and suggestions.
The company has built a sports and cultural activity area to hold sports and entertainment activities such as table tennis and billiards; Arrange lunch for German and Chinese employees to promote cultural communication between China and the West; Carry out free English training activities for Chinese employees to promote communication and cooperation among enterprise employees in the production process.
5. Implement the employee care project to make the enterprise team more cohesive
The top management of the enterprise actively adopted the suggestions of employees, discussed and formulated improvement measures, gave strong support in terms of capital investment and caring for employees, built an employee rest area, improved the cleaning standard of toilet (increased inductive hand sanitizer box and air freshener), opened kitchens to grass-roots overtime workers, and equipped employees with the best labor protection articles First aid kits are provided at each station, special health training is carried out for female employees, creating a warm working environment, condensing grass-roots employees and enhancing the strength of the enterprise team.
Suggestions and continuous improvement
1. It is suggested to further collect, sort out and summarize the data in the next stage of project implementation to accurately find the key points of continuous improvement;
2. Regularly summarize and refine the achievements and challenges encountered in the implementation of score project, and share them with all employees;
3. Improve employees' attention and participation in the sustainable development of the enterprise;
4. Timely adjust EIT members and relevant responsibilities to make the implementation of the project more sustainable;
5. The top management of the enterprise continues to strengthen the attention to the project and the information communication with EIT members, and increase the support for the project;
6. Promote 5S work and cultivate enterprise safety culture;
7. The score project is operated and implemented according to the principle of PDCA (i.e. planning, implementation, inspection and continuous improvement), forming a spiral management mode.