In the bearing manufacturing industry, precision determines quality, and cost determines competitiveness. As the pilot department of our company's cost management laboratory, we consistently adhere to the "precision cost" philosophy, focusing on four dimensions: technological innovation, process optimization, quality control, and cost accounting. We are exploring the potential for cost reduction and achieving improved efficiency.

1. Technological innovation and improvement: making precision manufacturing more “smart”

We carried out special optimization tests on the grinding and super-precision process, studied the influence of various process parameters on the accuracy of the rings, and tackled the problem of batch production consistency of a key model. The efficiency was increased by 50%, the life of the grinding wheel was extended by 10%, the life of the diamond pen was extended by 3 times, and the cost of single-piece grinding was reduced by 12%, making careful calculations while "cutting iron like mud".

Developed an automatic bearing clearance matching program to maximize the matching rate to 95% while controlling the consistency of the clearance.

Optimize the eccentric bearing assembly process, promote roller filling tooling, and improve bearing assembly efficiency by 20%.

◆ Technological innovation is not synonymous with high investment, but using wisdom to maximize the value of every resource.

2. Strengthening production site and process optimization: Demanding benefits from details

With "lean production" as the core, we implement "standardized operations" in the process, optimize the material placement path, and promote "lean production improvement actions" to reduce waste such as transportation, waiting, and excessive processing during the production process.

The "Lean Production Excellent Case Award" was established to encourage employees to put forward lean cost reduction suggestions. A total of 18 proposals have been adopted, creating benefits exceeding 60,000 yuan.

The "monthly plan-weekly plan-daily plan" management model was implemented, and production scheduling rules such as limited quantity, complete sets, and sequence number management were rigidly enforced. The continuity of workshop production planning was greatly improved, and the daily completion volume increased by about 30% compared with the previous period.

◆ Optimizing processes means optimizing costs, and every small step of on-site improvement is a big step towards improving efficiency.

3. Production quality control: zero defects means zero waste

Quality loss is the biggest waste of cost. The department implements the "quality forward" strategy, adopts the three-level control of "first inspection + random inspection + patrol inspection" in the production process, and conducts 100% inspection of key dimensions.

The inner and outer circles are circulated separately at the assembly site to strictly prevent damage and errors. At the same time, we focus on the first-time qualified rate of assembly, strive to "do it right the first time", and avoid the labor and materials consumed by rework and reinstallation.

◆ High quality means low cost, and the cost of prevention is much lower than the cost of remediation.

4. Optimizing Cost Accounting: Data-Driven, Precise Cost Reduction

As a pilot project of the cost management laboratory, we have broken through the traditional "extensive" accounting and promoted "process cost refinement". We have built a step-by-step warehouse system covering key links such as blanks, grinding, and finished parts. We directly record material costs and outsourcing fees and accurately allocate indirect costs based on process hours to achieve accurate and real-time reflection of inventory asset status. By adjusting the supply chain model, we strengthened cost control capabilities. For batch products, we changed the organizational model of multiple processes and multiple suppliers, selected and cooperated with the best hot-end suppliers with strong quality control capabilities and high cost performance, and strengthened the control of input costs. The input costs were reduced by an average of about 5% to 8% compared with the past, and the input cycle was shortened by nearly half.

◆ Data is the eyes of cost management, and accurate accounting can lead to accurate improvements.

Cost precision is not about absolute "cost reduction", but about achieving a leap in corporate competitiveness through systematic improvement of technology, management and quality.

As a pioneer in the company's cost management, we will continue to inject lasting impetus into the company's high-quality development with the ingenuity of "fighting for every millimeter" and the wisdom of "striving for excellence"!