First3Period

[This weekThe company's winter production of 197 patrol vehicles is gradually getting on track, and the first batch of finished patrol vehicles is expected to come off the production line next week.

Starting this week, in addition to grassroots dynamics, the weekly report of the 197 patrol vehicle winter production campaign will add a "Weekly Star" column to report on the advanced individuals who have emerged during the 197 patrol vehicle winter production campaign.

Production Progress Report (Up to12Month26Day)

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Table 3

Grassroots Dynamics——General Assembly Business Division

Following the mobilization spirit and deployment of the winter production campaign, the General Assembly Business Division quickly held a meeting of backbone personnel above the foreman level, making detailed and thorough arrangements and divisions of labor to ensure quality, quantity, schedule, and cost reduction. Specifically, the normal progress of the patrol vehicle production assembly process was ensured through the following seven aspects.

First, two assembly lines were established to perform detailed divisions of labor. Xiao Meng was responsible for the overall work of the production line and on-site production around the clock. Two foremen were set up under him, each in charge of one assembly line, each line had 24 employees, working in sequence, reasonably configured, and the deputy section chief was responsible for vehicle assembly and matching, and materials were received according to quotas, with a statistician and material personnel specifically responsible for material receiving and distribution, and an account book was established to monitor the matching situation at all times, and record and feedback to the business division and production department. Waste and missing parts were promptly recorded and assessed.

Second, strictly follow“Modified Vehicle Production Management Details” to organize production, strictly implement process management, set up cards for each numbered vehicle, establish assembly files, closely cooperate with the inspection department and technical department, strictly control product quality, closely link the process card, job work order, inspection records, etc., give full play to the assessment role of basic work, and promptly record and assess any quality accidents.

Third, maintain close cooperation between upstream and downstream processes to ensure orderly and balanced production. Maintain vehicle handover records with the electrician team and outsourced painting processes, clarifying time and quality situations, and clarifying progress.

Fourth, strictly manage completed vehicles and implement quota-based material receiving to avoid wasting a single rivet or nut, and strive to save every kilowatt-hour of electricity and every drop of water. Strictly manage tools and auxiliary materials, replacing old ones with new ones, and promptly adjust personnel and materials to shorten the production cycle, improve labor productivity, cooperate promptly with vehicle delivery, facilitate timely collection of payment, and improve resource utilization.

Fifth, make a good progress plan and strictly assess it, ensuring that the daily tasks are completed on the same day, not leaving work without finishing tasks when supplies are complete, and doing daily settlement.

(Contributed by Xiao Meng)

Grassroots Dynamics——Human Resources Department

In order to better cooperate with the production department to complete tasks, do a good job in serving the front line, and promptly understand the difficulties encountered in the company's production, and promptly resolve difficulties for the front line.

First, the issue of inconsistent understanding of drawings among technical, inspection, and production personnel was addressed through training. During this period, the Human Resources Department learned that because this was the company's first mass production of patrol vehicles, inspectors lacked a thorough understanding of some data parameters on the patrol vehicle drawings, affecting the progress of inspection work. They immediately communicated with the Technology Center, and engineer Chen Fude conducted a special training session for all inspectors. This training covered professional knowledge such as standard inspection of sheet metal welding parts, paint inspection standards, linear tolerances, and angular tolerances. It also clarified some marginal issues encountered during the inspection process.

Second, personnel were rationally allocated through in-depth on-site work. Based on the personnel needs of various production positions, production personnel were rationally allocated without affecting the normal production of other products, ensuring the smooth completion of the production of 197 patrol vehicles while maintaining quality and quantity.

Third, temporary labor hours were verified through in-depth on-site work to ensure the accuracy of patrol vehicle labor hours. When materials needed for patrol vehicle production entered the factory, Human Resources Department staff were present on-site, accurately timing and counting, providing necessary support for the approval of temporary labor hours.

(Contributed by Liu Qi)

Weekly Star - Tan Baojun

During the intensive production period of patrol vehicles, under the leadership of foreman Tan Baojun, the workers in the second group of the patrol vehicle production line in the General Assembly Division have become proficient in the assembly techniques of patrol vehicles. At the same time, the general assembly section also has a production task for a civilian self-propelled cooking vehicle. He is busy with both tasks. To ensure the company's daily production schedule, he took the lead, voluntarily working overtime to set a good example for the younger workers in the section.

His actions perfectly embody the excellent qualities of a Ji Hua person. Through his silent dedication and continuous efforts, he has become a role model among the employees of the general assembly section!

(Contributed by Xiao Meng)