hr管理知識(shí)匯編14(參考版)
2025-04-19 04:54本頁(yè)面
【正文】 Memorandum to：Ai Baojun GM, BaosteelZhao Zhouli Deputy GM, BaosteelZhou Jianfeng Assistant to GM, BaosteelLi Qingyu Director, ESIPang Yuanlin GM, HRC PlantImprove Baosteel’s performance through implementing lean manufacturingThrough the close collaboration with HRC lean diagnosis client team, and under the directional guidance of steering mittee and support of relevant departments, we have successfully finished lean diagnosis of HRC plant from March 26 to April 23. We hope, through this memorandum, to provide you the summary of diagnosis results and suggestions on next phase lean manufacturing pilots in HRC plant.1. SUMMARY OF LEAN MANUFACTURING DIAGNOSIS CONCLUSIONSBaosteel currently faces significant challenges in satisfying growing, demanding and differentiated customer needs in a bid to bee worldclass steel pany. As the key bottleneck part of the production chain, current HRC performance on asset productivity, product quality and delivery performance needs to be significantly improved for Baosteel to secure and strengthen its petitive position to grow market share in an increasingly petitive environment.Benchmarking with external and historical internal best practices reveals that the capacity utilization and OEE of both 1580 and 2050 lines have improvement potentials of more than 10%. Bottom up root cause analysis reveals significant reduction potential in maintenance time, roll change time, breakdown, speed loss, rework (including downgrade), and delivery lead time. Potential near term (within next 12 months) financial impact across all three areas could reach RMB 200 million in total, and midterm (13 years) financial impact could be RMB 600 million in total. Baosteel should realize significant improvement potential and resulting financial benefits within and across asset productivity, product quality and delivery through a prehensive 35 years change program. It should engage and empower employees at operational level to rigorously apply lean tools and structured problem solving approach to set up systems and participative processes to pursue “Kaizen” continuous improvement. To support lean transformation, Baosteel should also strengthen its anizational capability by setting up Continuous Improvement Organization as well as policy deployment (performance management) system to institutionalize the change program, thus ensuring that Baosteel’s strategic and operational targets are deployed topdown to each level of the pany, strengthening and/or setting up appropriate performance evaluation and incentive system, and aligning employee’s individual KPIs with overall pany target. Baosteel should start implementing lean manufacturing in HRC plant. HRC should kick start the change program by implementing a 6 –9 months pilot program immediately. It should pursue breakthrough initiatives to improve roll change time, maintenance time using lean tools as well as setting up appropriate anization, systems and processes for continuous improvement by solving a selected number of high priority product quality and breakdown problems. It should start setting up performance management system and process, and track, evaluate and control implementation process, in parallel to institutionalize the change program within HRC. Lean transformation is a systematic project for corporate reform (6 sigma is one part of lean manufacturing). During the transformation process new ethics and conducts will collide and conflict with current management system. Therefore, the senior management sh
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