Lean Improvement of Drawing Frame Material Distribution

Unlock Lean Potential Jointly Build a New Ecosystem for Textile Machinery Production

Lean Management, Never Stop

Since 2022, our official account has launched special columns on lean management, including "Talk About Lean" and "Party Building + Lean Production". We have actively explored new lean production models, further advancing the high-quality development of the enterprise, and gathering momentum to fully accomplish the three-year action goals for revitalizing textile machinery.

This year marks the successful conclusion of the three-year revitalization campaign for textile machinery. The column Lean Improvement in Data sets sail once again. Each issue selects typical improvement cases, and presents comparative data before and after lean optimization via visual charts. Let us take data as the driving force, and cut costs while boosting efficiency through targeted measures, injecting new momentum into building an intelligent manufacturing benchmark for the textile machinery industry.

≥90%: Material fixed-location placement rate of drawing frames ≥90% ≥80%: Timely material preparation rate ≥80% 20%: 20% increase in site utilization rate 15%: Over 15% reduction in inventory capital proportion

Remarkable results have been achieved in drawing frame material distribution through lean improvement initiatives. Rooted in lean management, empowered by innovation, and driven by intelligent manufacturing, we forge ahead to win!

Improvement Background

QING DAO HONG DA

After materials for JWF1366PRO/1313 drawing frames were centrally delivered to the warehouse in a short timeframe, the fixed-location classification of materials was inadequate, storage areas lacked clear demarcation, and accurate matching with production line demand could not be realized. This led to poor operational coordination characterized by "production lines waiting for materials and reactive warehouse workflows", consuming significant core working hours. A systematic layout reorganization of the storage zone dedicated to drawing frame materials was necessary.

Production · Efficiency · Cost

Improvement Measures

QING DAO HONG DA

Precise Positioning

Restructure the consignment warehouse for drawing frames, procure special storage racks, establish standardized labeling and placement protocols, and arrange materials in centralized, precisely designated areas sorted by machine model and production team.

Standardized Distribution

Assign exclusive personnel to oversee drawing frame material management. Following monthly plan release, dedicated staff finish stocktaking for all material models within three days. Materials are transported to production stations by electric pallet trucks and logistics trolleys to deliver standardized distribution workflows.

Attribute-Based Zoning

Partition delivery receiving areas according to machine model, production team and material category, reducing time spent locating materials and lifting overall production efficiency.

Standardized Reservation System

Generate standardized reservation forms based on production schedules, complete machine model and team information, and connect the system with SAP to enable full lifecycle traceability. Ad-hoc, unregulated form printing is abolished to fully standardize reservation workflows.

Just-In-Time Delivery

Adopt a demand-driven JIT distribution cycle of 15 days. Materials are allocated accurately to production lines to eliminate waste from overstocking, speed up inventory turnover and substantially lower capital tied up in inventory.

Quantifiable Result Tracking

Build a strict monthly workflow for data tracking, collation and outcome inspection, guaranteeing all quantified improvement outcomes are highly reliable and precise, and furnishing robust data evidence for decision-making and ongoing optimization.

Institutionalized Standardization

Codify validated management standards and process norms into permanent institutional rules, integrated into daily performance evaluations. For indicators failing to hit targets, conduct root-cause analysis, develop corrective action plans, reset clear rectification deadlines and assign accountable staff, then carry out follow-up validation until performance benchmarks are achieved.

Specific Achievements

QING DAO HONG DA

1. Within the two core links of material preparation and distribution, optimized workflows drastically eliminate non-value-added labor time, saving a total of 960 working minutes per week.

2. In terms of economic benefits, the two improvement initiatives deliver a combined weekly gain of 416 RMB, equivalent to an annual cumulative revenue increase of 19,968 RMB.

3. The elimination of waiting periods and redundant movements directly curtails labor expenditure and significantly accelerates material circulation speed, creating a stable operational foundation for front-end production lines.

Follow-Up Plans

QING DAO HONG DA

The drawing frame material distribution improvement project has delivered remarkable results. Next steps will take this project as a benchmark model line, expanding lean improvements horizontally to materials for other equipment stored in the consignment warehouse, such as coilers, carding machines and openers. The consignment warehouse will also undergo rezoning and visual management renovations to further elevate end-to-end logistics efficiency.