In order to comprehensively improve the efficiency of resource allocation and build a new intensive manufacturing system, the Special Bearing Division of Luoyang Bearing Research Institute Co., Ltd. strategically integrated the original small and medium-sized bearing manufacturing department, micro bearing manufacturing department and clutch product manufacturing department to formally establish the Special Bearing Manufacturing Department. This integration is not only an organizational adjustment, but also a systematic system reconstruction and efficiency revolution.

We adhere to the "precision cost" concept as our guide, focusing on the four major directions of management standardization, process standardization, production planning coordination and intelligent efficiency improvement, to promote the business unit to achieve systematic improvement in quality, efficiency and cost control, and inject continuous impetus into the high-quality development of the enterprise.

1. Standardization and system empowerment: achieving dual improvements in quality and operational management

With the goal of "unified management standards", the Special Bearing Manufacturing Department focuses on optimizing the quality management structure and system. In terms of quality management, all inspection tasks will be fully placed under the jurisdiction of the Quality Control Department. A standardized quality problem feedback form and a joint processing mechanism involving multiple departments such as quality control, process, and production will be established to achieve closed-loop management of quality problems through "discovery-analysis-solution-prevention" and improve the efficiency of abnormal response and processing.

At the same time, at the system management level, we comprehensively sorted out and revised job descriptions to clearly define the work content, responsibility boundaries and ability requirements of each position, so as to achieve "everyone has responsibilities and everything has standards", laying the foundation for achieving an operating environment with clear rights and responsibilities and strong execution. The system builds a standard operating knowledge base for each type of work and each set of equipment, and improves employees' operating standards through visual operating instructions such as pictures, texts, and videos, thereby reducing human errors.

2. Process innovation, standards first: promote comprehensive optimization of process documentation and manufacturing processes

Focusing on the core task of "process standardization", the Special Bearing Manufacturing Department integrated and reconstructed the process document systems of the original three departments, completed the establishment of standard specifications for naming specifications, processing routes, and process reserves, and improved more than a thousand process documents in total, fundamentally eliminating quality fluctuations and profit losses caused by process differences.

On the basis of unified standards, we will promote the optimization of key processes, such as eliminating redundant processes such as soft grinding of rings, scientifically reducing heat treatment deformation allowances, reducing material consumption and energy costs while ensuring product quality, and achieving the unity of process economy and technological advancement.

3. Planning leadership, process reengineering: building a new integrated production scheduling system

The integrated special bearing manufacturing department has completely broken the original model of independent planning and decentralized production scheduling of each department, and has centralized scheduling and unified organization according to modules such as turning, grinding, clutch processing, cage production and bearing finished product assembly. By building a "big plan" management system, we can achieve real-time data integration and comprehensive resource sharing across processes and work teams, and realize more balanced task distribution and more accurate resource scheduling.

4. Intelligent Drive, Efficiency Leap: Innovating Production Models with Digitalization and Automation

In terms of reducing costs and increasing efficiency, the Special Bearing Manufacturing Department has vigorously promoted the deep integration of information technology and intelligent equipment. On the one hand, the introduction of PLM product lifecycle management and data acquisition systems can achieve full-process integration of data from design, process to production execution, and improve the efficient exchange and accurate communication of product design and R&D information. On the other hand, we increased investment in automated hardware construction and carried out online transformation of the grinding process to achieve automated continuous production with seamless connection of multiple processes. This improved the consistency of production rhythm and product precision stability while significantly reducing the labor intensity of workers. Equipped with AGV unmanned transport vehicles, high-bay warehouses and line-side intelligent tool cabinets, we create an efficient and accurate logistics and tool management system, reduce non-value-added operation time, and promote the digital and intelligent transformation of workshops.

The cost-effectiveness concept leads us to break through the traditional cost control model and instead seek value-added space in systematic technology and management innovation. The Special Bearing Manufacturing Department takes this strategic integration as an opportunity to optimize resource allocation through "integrated empowerment" and promote comprehensive improvement in operational quality and efficiency through "lean transformation". It is sketching a new picture of business integration, management upgrade and intelligent drive with a pragmatic approach.