精益生产方式,被称做“改变世界的机器”。一汽铸造厂在精益化实践中,深化改革,开动改变企业的机器,使工厂面貌发生巨变。从车间“封闭”到班组“自我管理”一汽铸造厂不懈地进行精益生产方式的实践,突破了计划经济传统的管理层次和分工界线,在工厂内部体制的变革上构筑起一个全新的机制。他们把部分管理职能下放给车间,让车间主任在管理上更加有职有权。从1989年开始,就把部分设备划分给造型、清理、砂芯等五大车间,进行“封闭”式管理。车间使用的设备自己修理,而且具有实施改造的权力。每年全厂实施改造项目都要突破3000项。铸造厂工作特点是非标设备多、连锁性强。实行车间“封闭”式的管理之后,设备停工台时每年以30％速度下降,10条造型生产线多次实现全月无停台。工序检查员划归到两个清理车间之后,不仅优化了检查作业现场,漏检率也下降了60％。“封闭”车间也在机、动两科的指导下,不仅掌握 The lean production method is called “a machine that changes the world.” In the lean practice, FAW foundry deepened reforms, started to change the company’s machinery, and drastically changed the face of the factory. From the “closed” workshop to the “self-management” of the team, FAW Foundry has been tirelessly implementing the practice of lean production, breaking through the traditional management hierarchy and division of labor of the planned economy, and establishing a completely new mechanism in the transformation of the factory’s internal system. They devolved part of the management functions to the workshop, so that the workshop director has more managerial power. Since 1989, some equipment has been divided into five workshops, such as modeling, cleaning, and sand cores, to conduct “closed” management. The equipment used in the workshop is repaired on its own and has the power to carry out the transformation. Every year, the entire plant implementation of transformation projects must exceed 3000 items. The working characteristics of the foundry are non-standard equipment and strong linkage. After the “closed” management of the workshop was implemented, the equipment dropped at a rate of 30% every year when the equipment was stopped, and 10 modelling production lines achieved the entire month without stopping. After the process inspectors were assigned to two cleanup workshops, not only the inspection work site was optimized, but the rate of missed inspections was also reduced by 60%. The “closed” workshop is not only under the guidance of the Ministry of Education and the Ministry of Education.