Zhejiang Heda Aluminum Co., Ltd. is an enterprise engaged in the research, development, production and sales of core engine parts and cast aluminum structural parts for various industries. In recent years, with the rapid development of enterprises, the demand for small batches and multiple varieties of rapid line change has continued to increase. The original line change required the production line pedal to be removed by a hydraulic car, and then the tooling fixtures in the equipment were removed. It took 12 hours to change 6 machines on each line in a round trip, and 3 people were required to cooperate. There was a risk of falling during operation, which had potential harm to personnel and tooling.
Thanks to the promotion of the Sustainable Development Project of Enterprises (SCORE), Wang Haiou and Zhu Zhimou, staff members of the enterprise, jointly proposed suggestions for workshop infrastructure construction and safety improvement. By covering the production line of the workshop with a crane, the crane was lifted with a lifting ring hook, and the tooling was stable and safe, which not only reduced labor costs, but also greatly reduced the occurrence of safety accidents.
Yongkang is one of the first batch of pilot cities for the Sustainable Development Project of Enterprises (SCORE) in China this year. This is a major opportunity for the city to further improve the construction of the safety system and promote the improvement of production safety quality and efficiency. As the crystallization of the world’s manufacturing and service industry management practices, the Sustainable Development Project for Enterprises (SCORE) is of great significance to the construction of a “bottom-up, top-down, full-staff participation” enterprise safety management system and the promotion of sustainable development of enterprises.
Yongkang is a major industrial city. The (SCORE) project is very consistent with the management model of private enterprises in the city. It can effectively solve the current problems of “not knowing how to manage”, “not daring to manage” and “not willing to manage” in enterprises, promote the transformation of enterprise management from “passive acceptance” to “active participation”, and improve the inherent safety of enterprises in the process of full participation.
Since July, in accordance with the implementation requirements of the (SCORE) project, Yongkang local counselors have conducted baseline assessments and on-site counseling in pilot enterprises point-to-point. Through interactive exchanges, on-site visits and other methods, they carefully listened to the opinions and voices of employees and collected reasonable suggestions from employees. At the same time, they guided enterprises to establish enterprise improvement teams (EITs), use enterprise improvement plans (EIPs), and statistical indicator data cards (EICs), guide enterprise employees to brainstorm, improve the working environment, improve employee skills, optimize management systems, etc., and jointly promote the harmonious development and progress of enterprises.
Up to now, Yongkang City has trained a total of 189 counselors, enterprise managers and front-line employees, held 159 enterprise improvement group meetings, collected 2,100 rationalization suggestions, and completed 1,583 rationalization suggestions for improvement.