Gratitude to Zhengcun - My eighteen years of work in Zhengcun

Time such as a stream of quiet gone, Imperceptibly I have been working in the village for 18 years, 18 years of time has always been spent in tension and busy, too late to wait, nostalgia and sigh.

Today, as one of the oldest employees of the company, I am sincerely proud, proud and pleased to be here!My gratitude to the company has survived.I am grateful for the job opportunity zhengcun gave me and the growth environment to show myself, which makes me strive to pursue my personal dream.In the future work, I will do my best to make my due contribution to the steady development of the company and add bricks and tiles to the company's construction.

In 2002, when I was in my early twenties, I set foot on the vibrant international metropolis of Shanghai from my hometown in Hubei province and entered the big family of Zhengcun village.In the afternoon when I entered the factory, the production manager conducted shift classification. Half a month later, I found that the production process of the products I had produced could be classified according to the structure category. In case of any abnormality, I could quickly find the appropriate process and operation method to deal with the improvement.A month later, I found that no matter what kind of product can be handy!The monthly quality bulletin found that my production qualified rate actually ranked in the forefront!I remember at that time our company was mainly for Panasonic electric rice cookers and electric kettles production matching silicone rubber parts.

At the end of the year, I was rated as an excellent employee by the company. When I attended the annual meeting, I was personally awarded by the general manager, which was the first honor since I began to work!I was so excited.

In 2003, the company expanded its business, and the factory in Xujing began to fail to meet the production demand. The squad leader said that the company had built a new factory in Songjiang Dongjing, with an area more than five times that of the present factory.Due to the plan to relocate the factory next year, each team began to count the list of personnel accompanying the relocation, I immediately signed up to follow the relocation to the past.

In the early summer of 2004, the company began to move, our team together with the company truck came to Dongjing, the team leader has given us to find a good place to live.The first two days of work to arrange the plant cleaning, the new plant added a lot of new automatic equipment, everyone with curiosity to see the automatic equipment are happy, clean after the production manager also organized us to open a new factory mobilization meeting, we are full of enthusiasm and confidence, the new plant new atmosphere!

Due to the relocation of some workers due to family reasons in the future, and the expansion of the company's business, there is a large gap of operators, so the company recruited many operators in Dongjing.In order to speed up and stabilize production, the production manager organized a reorganization of the team and the old staff to teach the new staff, and soon the company's production got on the right track.At the same time, I was lucky enough to be transferred to the position of forming team leader to assist the daily management of the team.

In 2007, due to the continuous expansion of the company's business, a mold group was set up. The production manager asked me to manage the molds to ensure the smooth operation of on-site production.After a period of daily management of molds, I found that many defects of the products were related to mold structure. I started to apply for some mold modification experiments, and improved the original defects of the products. Seeing such improvement results one by one, I felt a sense of achievement in my heart!

Concentration of 08 new hose, technical development, the production manager instructed me to cooperate the new product development of technology, it is for me to the mold cognitive ascension opportunity once again, I will cooperate with, of course, at the same time try to cooperate and mould structure, mould and equipment as there is a new understanding of the process, and learned a lot of skills.

In September 2009, due to the high completion of various indicators of mold management work, the leader transferred me to the technical department to learn and exercise, cooperate with the work of technical rationalization module, and also sent me to Panasonic training to learn how to use IE techniques to improve the scene.Optimization to improve the prominent on hose series production, using the preforming machine precision feeding, reduce the production cost and reduce the intensity of the operators manual cutting, breaking the operators to rationalize personnel resistance stalemate, at the same time let employees recognize the power of continuous improvement and employees win-win real meaning.

In the past 12 years, the company's market development business has witnessed more and more rubber accessory parts for automobiles. Due to the difference in production experience and equipment from the past, the leader arranged me to fully cooperate with the relevant work in the early stage, and was sent to the external site for training to master the development design and production process.Soon the company added the injection equipment for the production of wire harness sheath. The production manager asked me to make trial and process verification by hand, and worked out the relevant quota and operation documents suitable for our company's production.A new understanding of injection molding and wire harness sheath was obtained through some operations.Later, due to the expansion of order share, the company built the second-phase injection molding workshop.

In August 2014, I started the new product project development.

In March 2015, the company gave me an opportunity to study abroad (Toyota) and learn lean production mode of Toyota.Through study and factory observation, We know that the power of continuous improvement is very strong. On the contrary, waste that can be eliminated in the company's production site can be seen everywhere, so the lean production model is imperative!The company decided to carry out lean production reform for the company.First of all, we invited Mr. Murakami, a senior consultant of Toyota Company, to visit the site. Through training and guidance, we mobilized ideological reform and enhanced employees' awareness of improvement.First from the fixed positioning, a material a table a logo can be timely improved to do.In the second half of the year, due to the effectiveness of simple on-site improvements, the company began to make drastic improvements to the plant.For example, two assembly lines of the rubber mixing workshop are reformed, the equipment of the forming workshop (phase I and Phase II) is reformed into four, the water and electric road is reformed, the weak and strong power is reformed, the intelligent office is reformed, the three-dimensional warehouse is reformed, the external wall is reformed, the plant greening is reformed, and so on.After the transformation is completed, we start to implement lean production with one flow and one person and multiple machines.

Now the factory is completely new!Vigorous and vigorous!Ready to go!A second plant is also in the works.

Company organization of a series of activities, such as "CD," "a sweep" on Monday, etc., refer to summary of creed and working methods, such as "factory is the first salesman", "quality is designed, not created, nor test", "seven steps", "good process result", etc., the correct values, such as "is determined to continue to improve all the serious style, forms of the habit of" field, and so on are vivid, benefit for life!

Recall 18 years from the grassroots all the way, the work has committed a lot of mistakes, leaders are careful to teach me, tolerance and encouragement!In the future, I will continue to grow together with zhengcun to create brilliant!