Digital transformation is a big concept. Here we take the manufacturing industry as an example to talk about how to realize digital transformation.
Put the picture first——
There are two directions for digital transformation of traditional manufacturing industry
One is hardware upgrades , mainly in the production, logistics, and warehouse departments. Through the introduction of automation equipment and robots, machines are used to replace manpower. This is strongly cost-oriented. If the cost of machine purchase and operation and maintenance can be higher than the cost of manpower within a certain period of time , is a better choice. Under this clear form of value evaluation, hardware upgrade is the first step for many companies to go digital. Perhaps it is more accurate to use automation to describe it.
But automation is not the same as digitization. Digital transformation should be the coordinated development of hardware and software. In addition to production and logistics warehouses, it is also necessary to integrate sales, procurement, and finance departments to connect equipment data with various systems, departments, and overall data to achieve overall analysis, early warning, and improvement. predict.
However, many companies are reluctant to take action because they cannot assess the value of online software, or their promotion is hindered.
And it is software that evaluates the upper limit of an enterprise's digital transformation level. The software here not only refers to the software system, but also refers to the overall digital literacy and awareness of the enterprise.
Software is the way of thinking and the soul of an enterprise. Hardware is like a body. The body has grown and developed, but the soul is still in its infancy. This is very scary.
Here is a case to share with you first, so that you can see how benchmarking companies carry out digital transformation——
Shanghai Siemens High Voltage Switchgear Co., Ltd. (SHVS for short) was founded in November 2000, jointly invested and established by Siemens Energy Co., Ltd. and Shanghai Electric Group Co., Ltd., and is currently the only manufacturer of high-voltage gas-insulated switches ( GIS) joint venture company.
Shanghai Siemens High Voltage Switchgear Co., Ltd. has been focusing on the R&D, production, sales and service of 110kV and above high-voltage gas-insulated switchgear (GIS) for more than 20 years, serving major well-known enterprises and urban landmark projects, such as Shanghai Tower, Disney, Beijing Daxing Airport subway line, Beijing-Shanghai high-speed railway, etc. At present, the company's business covers more than 40 countries and regions, and the annual order volume exceeds 1 billion yuan.
The digital transformation implementation tools involved in this article: https://www.jiandaoyun.com
Before introducing Jiandao Cloud, SHVS has already deployed core business systems such as SAP, MES, LES, and HR. However, whether it is on the production side or other business ports such as employees and assets, there are still a large number of scenarios that are not covered by the core business system. It would be costly and time-consuming to realize these scenario requirements with the second development of the core business system, so SHVS decided to use Jiandao Cloud to develop independently.
Based on the characteristics of zero-code development technology with low barriers to entry and quick use, after the trial, the IT department decided to organize business departments to learn to use Jiandao Cloud and open them to the authority to build applications. After more than a year of use, SHVS has independently developed 45 applications, covering eight modules including production management, quality management, asset management, and employee management.
During the process of digital transformation, SHVS has mainly done the following tasks——
Build an employee management system and lay the foundation for system data
Employee management is the first application built by SHVS with Jiandao Cloud. Every high-voltage switch product produced by SHVS needs to be designed according to different usage scenarios and requirements, and then assembled by workshop workers. Labor cost is an important part of the production cost of high voltage switchgear.
The company's original personnel management system has certain limitations. In order to manage the attendance of all workshop employees in a more comprehensive and detailed manner, the SHVS production department learned Jiandaoyun by itself and built an employee management system.
Through the employee management system, basic information such as employee skills and work position information of each worker in the production department are registered. Every day, employees log in to the system for attendance registration, and submit applications for leave, overtime, and travel procedures. Most blue-collar workers are not equipped with computers, and they can directly use their mobile phones to enter the Jiandaoyun workbench to apply for attendance-related procedures. Based on the attendance information, the system can calculate working hours information and form a report.
Through the data kanban, the production supervisor can see the attendance status of different types of employees, so as to grasp the real-time situation of the production line's human efficiency and make reasonable scheduling of manpower.
Build the Andon system and improve the quality management module
The production department of SHVS independently developed and launched functions such as the Andon system, FPY exception handling system, and A3 reporting system with Jiandaoyun, and improved the quality management module.
SHVS has a workstation for each workstation in the workshop, and then puts the link of the Andon system they built on the desktop of the workstation in the form of an "application". If there is a problem in the production process, the worker can trigger an Andon call by swiping the employee card, and the process will display the station and employee information that initiated the call. At this time, the foreman and technician will receive a message reminder on the mobile phone. After going to the workstation to deal with it, they can choose to end the task or upgrade the problem and hand it over to the process engineer and process inspector, and then they will complete the entire process.
In order to facilitate managers to grasp the progress of event processing, SHVS production department launched the Andon Kanban based on the process data, displaying basic information such as the turnover rate and processing time of Andon events in each production line.
After the Andon system was launched, based on similar process logic, the production department soon launched the FPY exception handling system.
FPY refers to the one-time pass rate of the product. All SHVS products must be tested before leaving the factory to obtain the one-time pass rate data. FPY is the core quality index of SHVS production department. Once FPY is abnormal, SHVS requires relevant responsible personnel to go to the scene to deal with it as soon as possible. In terms of process, the FPY exception handling system is similar to the Andon system. When testing unqualified products, the tester will record and report the abnormal situation and inspection records, and then transfer them to the experimental engineer and front-line production supervisor for processing.
Through Jiandaoyun, SHVS made up for the omissions of the original core business system in terms of quality management, built core quality data dashboards such as Andon and FPY, and built a closed loop for quality problem processing.
Optimize 6S and 3I systems, build and improve closed-loop processes
Lean management is a very important part of Siemens Energy's management. In SHVS, lean management is implemented mainly through 6S improvement and 3I management.
SHVS will carry out a 6S main audit activity every month, and there will be irregular audit activities in daily life. According to the company's management requirements, SHVS built a 6S audit system with Jiandaoyun. The supervisor enters the system to score and record problems during each audit. In order to form a closed management loop, SHVS has also set up a 6S rectification task process. After the audit finds a problem, the supervisor can directly initiate the task process and require timely rectification on site.
3I management is a measure proposed by Siemens Energy to encourage rationalization. 3I, refers to suggestions (Ideas), incentives (Impulses), initiative (Initiatives). Siemens Energy encourages employees to spontaneously put forward reasonable suggestions through systems, incentives and other means, and ensures that the suggestions can be implemented.
Based on the 3I system and combined with the actual needs of the company, SHVS has developed a 3I system that is more suitable for everyone's usage habits with Jiandaoyun. The original system was unable to alert engineers and production supervisors through messages as soon as employees put forward rationalization suggestions; after rebuilding the 3I system with Jiandao Cloud, the rationalization suggestions initiated by employees will first be transferred to the corresponding production supervisors, and the production supervisors will judge the item Whether improvement needs support or even cross-departmental support, and if necessary, assign tasks to form a closed loop of the process.
Through the zero-code development of Jiandao Cloud, SHVS independently built a 6S and 3I system that conforms to the company's usage habits, improved the timeliness of the lean process, and built a closed management loop.
Customized project management system to help "small batch and multiple varieties" production management
Most of the production of high-voltage switches belongs to the ETO (Engineering to Order, order-oriented design) production mode, which is characterized by small batches and multiple varieties. In order to realize the information transfer in the whole process from order to delivery, the project manager of SHVS built a project management system with Jiandao Cloud.
In the past, SHVS project managers needed to communicate with the engineering department, procurement, and customers through Excel, phone calls, WeChat, and emails during the project development process, and repeatedly passed information such as drawings.
After the system they built independently goes online, each project has an independent project number at the place of project approval for management, and at the same time records key information such as delivery time and customer needs. Next, the system is transferred to each department for processing according to the process, which reduces the communication cost between departments and builds a closed loop of project cooperation.
Through the project management kanban, the project manager can see the Gantt chart of the delivery date and project progress of each project, preventing the risk of delay; the company can also record and leave traces of project information such as drawings through this process.
The positioning of zero-code development: an efficient lean management tool
In terms of blueprint design, SHVS has planned five steps to achieve the goal of digital transformation:
1. Transparent and Standard
2. Paperless and Efficient
3. Automation and Fast
4. Intelligence and Lean
5. All value element connect as chain
Among them, Jiandaoyun helped SHVS achieve faster and more timely process response in the fourth stage, and finally helped lean improvement.
The person in charge of SHVS IT believes that Jiandaoyun is an efficient lean management tool, which plays the role of innovation catalyst and system glue in the company
In terms of innovation, at present, SHVS's production, project, warehouse, IT and other management systems are all independently built by various departments after learning Jiandaoyun, and the IT department plays a role in guiding and supervising it. Because zero-code development has a low threshold for getting started and fast iteration speed, department managers who are more familiar with the business can build a system that meets actual needs.
At the level of system integration, SHVS has implemented ERP, MES, LES and other systems in the previous digitalization process, but there are still many details that cannot be covered by the core business system, and there are still paper work orders and other management methods that need to be optimized on site. . Through Jiandao Cloud, SHVS can quickly and efficiently digitize scenes that require inter-departmental communication, automatic reminders, and target visual management , and connect modules such as the "man-machine-material-law loop" of the factory to achieve data interconnection.
As an industry-leading global company, Siemens Energy has always contained the genes of lean improvement and agile innovation. In the future, SHVS will continue to carry out digital innovation, cover more business scenarios, build more interconnected and intelligent factories, and move towards the vision of Industry 4.0.
From the case of Siemens Energy, we have concluded the following points of digital transformation——
The first point is to walk on your own digital path step by step:
- Use your own management thinking, don't copy other people's models
- Better cultivate internal digital thinking
- More flexible, iterable, and growable
- lower cost
- Integrating BPA process management is a good choice: let things go to people instead of people to things
- The concept of managing the cockpit is worth understanding
- knowledge management
The second point, don't reject traditional software, there are also many excellent traditional ERP software.
Like the representative Dingjie, Kingdee, UF, etc., as well as some excellent software in the industry; the main thing may be to see which ones are most suitable for you.
Management ideas and processes must be close, and do not pursue large and comprehensive functions.
The third point is the importance of people.
- People with a quick learning tool that enables in-house people to develop suitable applications
- In the future, every enterprise must have its own digital manager
- The boss must be able to correctly understand digitalization and be able to absolutely value and support it
The fourth point, if you need to break the barriers, try the zero-code aPaaS platform.
- Large enterprises can invest a lot of manpower and material resources to promote the digitalization process
- With a large number of digital transformation service providers not short of orders, small and medium-sized enterprises have become an "unwelcome" group, and many products and solutions on the market cannot meet their needs
- Try Jian Daoyun
The above case template comes from Jiandao Cloud Zero Code Application Platform
For details, please click >> https://www.jiandaoyun.com
The above, I hope to help you!