0 1, the heavy industry manufacturing industry has reached a watershed.
Q: In order to promote the digital transformation, Sany invested nearly10 billion yuan in the 20 19 intelligent manufacturing upgrade, which can be described as doing everything it can. Where does the motivation for this change come from?
Jiang Qingbin: 20 18, Chairman Liang Wengen, as a deputy to the National People's Congress, said during the two sessions of the National People's Congress that the next step of Sany Group's competitiveness mainly depends on digital transformation. If you succeed, you will "capsize" and if you fail, you will "capsize". Based on our understanding and experience, the background of this sentence is that the traditional heavy industry has reached a watershed, which can be seen from these points.
First, the cost of intelligent transformation has dropped and the labor cost has increased. In recent years, the labor cost of construction machinery industry has risen very obviously. For example, in the past few years, the monthly income of employees was not low. Now, the income of a welder is more than 1000, and the low income is about 9000. However, the procurement cost of automation and intelligent equipment has also dropped very quickly.
20 1 1 years ago, it cost at least 800,000 yuan to buy a welding robot. It only costs 200 thousand to buy a welding robot now. It will take more than a year to buy a robot to recover the investment. The demographic dividend is gradually disappearing, but the dividend of the machine is slowly coming.
Second, the skills of machines are improving. In the past few years, robot skills were not high. What people can do, robots may not be able to do. But with the development of science and technology, there are some jobs now. Robots that people can do can do it, and robots that people can't do it can do it.
For example, the 6-axis welding robot which is very common now. Weld where it can be welded by hand, and weld where it cannot be welded by hand. Moreover, no matter how skilled the operator is, it will always be unstable due to factors such as mood and physical condition, but the robot technology is very stable.
Third, it is imperative to cross the industry cycle. The construction machinery industry is cyclical, with a cycle of about five years. Managers in this industry are thinking about how to resist the cycle. If the market demand for products fluctuates greatly in a period of time, it is the most unfavorable for product cost control and quality control.
For example, at the peak of a cycle, the company will recruit many people. Once the market demand falls to a low point, the company can't reduce the number of people, because the next cycle will peak again and the company will have to recruit people. There is a process for new employees to adapt to their posts. When they adapt, the peak of this cycle may pass again.
In addition, the lack of skills of new employees will also bring product quality risks. However, if the enterprise does not reduce the number of employees during the low period, it will not be able to bear the pressure of cost. If people are replaced by machines, the anti-cyclical ability of enterprises can be enhanced. No matter whether the industry is at the peak or the trough, the skills of the robot are unchanged, so you don't have to worry that it will "leave". When the order is insufficient, only two of the ten machines are opened, and the other eight machines only need to be maintained.
Fourth, respond to the market quickly and reduce business risks. In our industry, except some products are customized, most of them are made by production. In order to increase market share, everyone will produce a large number of product libraries in advance, so the capital occupation is very large, and once the market declines, the risk is also great.
After our intelligent transformation and upgrading, the production cycle has been significantly shortened. For example, after we adopted the MOM management system as the supervision means, the connection between various production-related links was very smooth, the production speed of each process was accelerated, and the whole production cycle was shortened by half. Therefore, after the customer places an order, we can produce quickly.
In the past, inventory covered the market, but now it is "quick response+appropriate inventory", and the inventory of work-in-process and finished products has been greatly reduced. Once the market demand shrinks, it can reduce business risks.
02, machine coordination is the most difficult.
Q: It is said that the digital transformation of Sany began in 2007, and it entered the "deep water area" from 20 19. You just joined Trinity at this time. What was the main content of the upgrade of Sany Pumping "Lighthouse Factory" project at that time? What is the biggest difficulty encountered?
Jiang Qingbin: The main content of the upgrade is the upgrade of manufacturing digitalization, which is to further upgrade the ability to collect, process and analyze data generated in production; The second is manufacturing intelligence, that is, on the basis of automation and digitalization, using AI capabilities, making intelligent decisions on various problems encountered in production through data analysis, training and reasoning.
Our "lighthouse factory" is not only environmentally friendly, safe and comfortable, but most importantly, there are many cutting-edge technology applications in the "lighthouse factory". To make it easier to understand, I will talk about several related application scenarios.
One is intelligent detection and product design optimization. Now the function of the camera is not only monitoring, but also intelligent judgment function, which can judge the surface quality and simple size of the product.
Its software has been intelligently upgraded. After the QMS quality management system is implanted, the whole production process can be visualized, including the quality inspection in the system. For example, how many units have been tested, what are the data, and the comparison between these data and standard values.
For example, now that the assembly line connects the smart wrench to the network, the actual parameters such as torque can be uploaded. If the tolerance is exceeded, the machine will automatically give an alarm; In addition, six screws need to be screwed. If only five screws are screwed, it will automatically call the police.
Most importantly, this process will precipitate these data, that is, turn the physical model into a digital model, thus realizing trace management. This will bring several benefits:
First, it is easy to trace the source, that is, once the product has customer problems, it can be traced back, for example, to find out the actual parameters of bolt torque at that time.
Second, it can provide optimization basis for R&D department to develop the next generation aircraft, such as whether the torque of these bolts needs to reach the previously specified level? Now six screws are installed. If it is reduced to four, can it meet the design requirements and reduce the cost?
Another application scenario is the interconnection of internal devices. Now, we have moved all the more than 8,000 production equipments of the Group to the industrial Internet for comprehensive and whole-process monitoring, so that we can know which are the bottleneck equipments and which are redundant and under-operated.
If bottleneck equipment is found, either add it or adjust its workload to less equipment. This improves the efficiency and utilization of the equipment.
20 1 1 year, Sany achieved sales revenue of 75 billion yuan. At that time, Sany had 1 1000 sets of key equipment in China. In 2020, Sany's sales revenue reached 654.38+0368 billion yuan, but only more than 8,000 sets of key equipment were used.
Of course, there are still many application scenarios. This intelligent manufacturing upgrade process has solved more than 1000 technical problems, including more than 20 original technical problems, the most difficult of which is the cooperation of clusters and the interconnection between processes.
The key to solve this problem is to keep up with the basic management and ensure the perfect application of MOM and WMS software. At present, we have completed the version of Intelligent Manufacturing 1.0, and we expect to complete the upgrade of version 2.0 by the end of this year.
Q: What tasks did you undertake in the intelligent manufacturing upgrade?
Jiang Qingbin: Just joined 3 1 Institute, and is the person in charge of intelligent manufacturing scheme design; After serving as the deputy general manager of Sany Pump Industry, he served as the person in charge of design scheme.
The scheme design is theoretical. After the installation of intelligent equipment, there is a process of debugging and reaching production, that is, whether the product can be produced according to the planned technical scheme and reach the design capacity. In order to promote intelligent transformation and upgrading, Sany has reserved a large number of outstanding talents before.
03. At the critical moment, the leader threw himself into the game.
Q: It is said that the biggest challenge in the construction of "lighthouse factory" is that there is no reference in front of us, that is, there is nothing to learn and imitate. You also took over the design scheme at the most difficult stage of the construction of "Lighthouse Factory".
Jiang Qingbin: In our industry, Sany is the first to promote the upgrading of intelligent manufacturing in depth, and there are no precedents for many technical problems. Many projects encountered unexpected challenges when landing and failed to achieve the expected results. Therefore, some cooperative suppliers voluntarily give up and quit.
Because in their view, Sany's intelligent manufacturing upgrade requirements are too high and impossible to achieve. In this way, we will continue to promote these projects based on me. This stage is the moment to really overcome difficulties.
Q: How did you survive at that time?
Jiang Qingbin:
First, the leader's persistence in the game. At that time, Chairman Liang Wengen and the president of the company arranged and tracked the progress of the "Lighthouse Factory" at the daily "luncheon"; Mr. Yi Xiaogang, the general manager of "Lighthouse Factory", personally gave technical guidance; The director of the pumping department personally directed the scene to Mr. Ruan.
The second is to bind the performance of technicians and field personnel. In the design stage, technical planners are the main ones, but the site is the main one to reach the target. So at this stage, the person in charge of technology and production is clearly defined for each project, and the winner is awarded and the loser is punished.
The third is to establish confidence in winning. In the most difficult time, we held a mobilization meeting and all the staff signed the oath. At the same time, it helps to boost morale. That is, choose a team with the strongest strength to break through the most effective projects and build confidence for all employees. Morale is high, and everything will be solved. At the most critical moment, many members of the attack teams at all levels live in the company and solve problems 24 hours a day. This "tough battle" has trained a group of technical backbones for intelligent manufacturing upgrades for Sany Group. At present, the intelligent manufacturing upgrades of other units within the group are all done by Sany itself.
Q: What is the overall effect of Sany Intelligent Manufacturing Upgrade?
Jiang Qingbin: From the group level, Sany achieved a sales income of 75 billion yuan in 20 1 1 year. At that time, there were more than 70,000 employees and1/000 sets of key equipment; In 2020, Sany achieved sales revenue of 65.438+0368 billion yuan, but the total number of employees was only over 30,000, and only over 8,000 sets of key equipment were used.
From the perspective of Sany Pump Industry Division, after the transformation and upgrading, we have achieved less humanized production, doubled the production capacity, reduced the plant area and production cycle by half, and the early failure rate of products decreased by 54% in the first half of this year. This is a tangible effect brought by the upgrade of intelligent manufacturing.
04. The key technology of digital power-assisted "lane-changing overtaking"
Q: Four basics (core basic components, advanced basic technology, key basic materials and industrial technology foundation) are the shortcomings of China's manufacturing industry, but Sany has made many breakthroughs in core basic components and even key basic materials. How to treat the relationship between "four basics" and digital transformation?
Jiang Qingbin: As far as construction machinery technology is concerned, we should be quite confident. This is known to all. Because there is not much difference in technology between us and our foreign counterparts, most of the technical barriers they formed before have been broken through by us.
Of course, from a certain point of view, there are some places that are not as good as others, but in terms of overall technology, we are comparable to foreign countries, and some places are still at the leading level. It can also be seen from the results that three of the top five "202 1 Top 50 Global Construction Machinery Manufacturers" are China enterprises (including Sany).
From the perspective of key components, the upgrade of intelligent manufacturing has brought us the opportunity of "changing lanes and overtaking" and further broke through key core technologies.
For example, in the past, it was necessary to verify the reliability of part design through physical objects, and then change the design if there were problems. This method has a long period and high cost, and is now replaced by physical verification through simulation.
In addition, the technology accumulation time of foreign companies is much longer than ours. For example, processing a product may be deformed. What is the deformation, 2 mm or 1.5 mm?
If in the past, their judgment on this issue was much more accurate than ours. It's different now. Now the parameters and test results of the machining process can be automatically collected and marked by artificial intelligence, and even the data that could not be collected before can be collected more accurately than the data collected manually, so the relevant data can be accumulated quickly and accurately, which makes up for the shortcomings of our previous lack of experience.
In the past, when I was in a Japanese-funded enterprise, what I admired most was the technicians wearing "gold stars" and "silver stars", which were equivalent to our old Chinese medicine practitioners.
Someone asked them how to solve the product size deviation of 20 threads. They can make a diagnosis by asking this and looking at it next to the equipment, and even hear the abnormal sound of the equipment, and they will know how these 20 wires are produced. This is judged by experience. But this kind of experience is not easy to copy, just like Chinese medicine.
Now we digitize the experience of "Chinese medicine", that is, all the collected data are visualized and templated, which is convenient for technical inheritance. This is like the feeling and experience when measuring blood pressure and pulse in the past. Now it's as much as the sphygmomanometer. Compared with pulse condition, the latter is accurate and easy to transmit.
05. Execution comes from "slow as hatred"
Q: What are the characteristics of Sany compared with the Japanese companies you have worked for?
Jiang Qingbin:
One is that three people work harder. Before, I only knew that the Japanese worked hard; Only after Sany did I know that Sany worked harder than Japanese companies. In fact, this fighting spirit is a common phenomenon in China now. This spirit of catching up comes from our internal motivation to surpass others.
The second is the execution of Sany. "Slow as the enemy" is Sany's corporate philosophy. We have a breakfast meeting before 7:30 every day, and the department heads or above attend. There are many contents in the meeting, the most important of which is the notification and analysis of quality faults. If there are any quality problems today, the relevant departments must come up with the cause analysis and countermeasures before the breakfast meeting the next day.
For another example, we should break through a key technology of intelligent manufacturing upgrade-replacing fixture positioning with magnet positioning. It took us only two days from the decision to adopt this scheme to finding electromagnets in the market and successfully testing them. These all reflect the execution and efficiency of Sany.
06. It is easy to succeed with excellent people.
Q: You used to work in a Japanese-funded enterprise for many years as an executive. Why did you choose to join Trinity?
Jiang Qingbin: There are two reasons for choosing Sany.
One is the rapid rise of enterprises in China. Twenty years ago, foreign-funded enterprises were enviable in terms of treatment. But now the situation has changed, especially in the construction machinery industry, and enterprises in China have risen rapidly. As can be seen from the ranking of global construction machinery enterprises mentioned above, this is the general trend.
Second, Sany has a good career platform. In Japanese enterprises, I was a ministerial level and a corporate executive, while China people basically reached the "ceiling" in Japanese enterprises. In addition, Japanese companies stress qualifications, advocate the supremacy of ability, and attach importance to the rejuvenation and vitality of the team. Give them a platform as long as they have the ability.
Q: Can you talk about your personal feelings of growing up in Sany?
Jiang Qingbin: Chairman Liang Wengen put forward "three special" requirements for talents, namely, special integrity, special efforts and special competence. This reflects the employment culture of Sany.
I have a professional background in technology and production management, and I am also a person who wants to work hard and do things. When I joined Sany, I happened to meet the opportunity of upgrading Sany intelligent manufacturing, and my personal experience just came in handy. It is impossible for foreign-funded enterprises to hand over such a platform to China people.
In Sany, there are many outstanding talents from well-known enterprises around me. You can grow up every day with people who are better than yourself. It's easier to get things done by having sex with excellent people.
Your shortcomings can be made up in the team, and your advantages can be maximized in the team. After the certain things are arranged, the team can implement them well. It can be said that such a good platform and such an excellent team have made us individuals. This is also the attraction of Sanyi. The main reason for the recent decline of some foreign companies is that they cannot retain talents.
Of course, joining Trinity is also related to our inner national plot. Chairman Liang Wengen said that we are at the intersection of the great rejuvenation of the Chinese nation and the fourth industrial revolution. This is also the best opportunity for us to work hard to promote industrial upgrading and digital transformation.