Trickling water merges into a sea composition

The trickling water merged into the sea

The year of 2008 when we stepped on the ice was destined to be extraordinary. But the wheel of history always leaves a track of progress and development in the never-ending endeavor.

In this extraordinary year, Hunan China Tobacco, which is well versed in the essence of Hunan culture of "dare to be the first", relied on its strong scale advantage and strong competitive strength to break through the ice with a kingly spirit. Come, walk and sing, the branches will be full of fruits.

In 2008, China Tobacco Hunan's economic indicators, brand value, and competitive strength hit new highs: the annual cigarette production brand scale can exceed 4 million boxes, sales revenue is expected to be 39.8 billion yuan, and profits and taxes can exceed 320 billion. In July 2008, the State Tobacco Monopoly Administration announced the evaluation results of the top 20 national key cigarette brands. The two major brands "Furong King" and "Baisha" ranked third and fourth respectively in the rankings due to their outstanding performance and competitiveness. five.

Behind the jump in numbers is China Tobacco Hunan’s pragmatic actions, which have firmly established a favorable competitive position in China Tobacco’s territory. Through vertical and horizontal efforts, Xiangyan's production territory has expanded to 11 production points in seven provinces in the northeast, northwest, and southwest, and its market territory covers almost all provinces, cities, and districts across the country.

Why has China Tobacco Hunan been able to develop and expand so rapidly and win the favor of hundreds of millions of consumers? During the harvest season, we traveled all over the Three Hunan and Four Rivers to explore the secrets behind its success and touch upon its growth and development context.

After the merger and reorganization, China Tobacco Hunan has guided its subordinate cigarette factories to recognize their position in the tobacco industry chain, accurately position themselves, clarify their ideas, strengthen management, and improve production organization capabilities, process support capabilities and Cost control capabilities, solid management foundation, towards the goal of building an "international first-class industry model factory", taking fruitful and solid steps, and creating a pleasant scenery along the way.

Let’s meet in the long wind and ride the huge waves. Dare to stand on the crest of the tide and sing the strong wind. Starting from a higher starting point, China Tobacco Hunan will surely reach a new height.

Wonderful turnaround, vitality is productivity

After the merger and reorganization, Changsha Cigarette Factory and Changde Cigarette Factory, both affiliated to China Tobacco Hunan, were deprived of their legal person status, and their responsibilities and functions underwent major changes. The most fundamental change is the shift from production and operation to production management. How to improve the production and management level of tobacco factories, build a first-class production enterprise, and improve the overall competitiveness is an important issue facing China Tobacco Hunan.

To this end, the company has actively explored the construction of first-class cigarette production plants, adhered to the principle of "shifting the center of gravity downward", and highlighted the important status and basic role of each factory as a relatively independent economic unit in the company. , and formulated the "Cigarette Factory Management Measures" to give the factory certain personnel arrangements and internal allocation powers. We have implemented hierarchical management, authorized management, and territorial management to maximize the vitality of the enterprise.

Efficient and orderly production organization is the key to improving product competitiveness and expanding the market. From market competition entities to cigarette production points, each cigarette factory has made a wonderful turn as quickly as possible, adjusted its positioning, firmly locked in the development direction of "production as the center, quality as the core", and explored its own development ideas.

“Looking inwards and working hard to practice internal strength” has become the focus of each production plant of China Tobacco Hunan. Look inward and accumulate stronger competitiveness from the improvement of internal technology, business and management quality. They have increased technological innovation, improved technology, strengthened management, focused on quality, improved efficiency, flexible manufacturing, agile response, and greatly enhanced their ability to produce according to orders. Changsha Cigarette Factory completed the second phase of the "Tenth Five-Year Plan" joint workshop project, Changde Cigarette Factory's "Furong King" cigarette production line construction went on as scheduled, Chenzhou Cigarette Factory and Lingling Cigarette Factory equipment were filled and completed, and Siping Cigarette Factory followed the production of "Baisha" It required the transformation of production silk threads, Wuzhong Cigarette Factory carried out overall technical transformation, and the equipment level of each cigarette production plant was greatly improved. On this basis, cigarette factories represented by Changsha and Changde began to actively explore the creation of first-class cigarette production plants and set out to build "international first-class industry model factories."

With production as the center, a flexible and efficient operation system was quickly established in each production plant.

Starting from system construction, Changyan has successively revised and implemented a series of regulations suitable for production-oriented enterprises, such as the "Production Area On-site Management Assessment Regulations", "Quality Management Reward and Punishment Measures", "Saving Potential Tapping Assessment Implementation Measures", etc. Management regulations, and incorporating quality, technology, and production safety into international standards for assessment, forming a set of production management systems with Changyan characteristics. At the same time, all departments of the factory will work closely together and deploy elite troops to carry out technical transformation of the equipment and devices of the production line, optimize various process parameters, and provide hardware support and technical support to ensure the brand's market demand. In addition, in order to rationally adjust the production organization, we insist on connecting information with the company and the enterprise's storage and transportation department every day, fully understand the market division, formulate production and marketing plans, and make fine adjustments to production according to the plan and market demand, and reasonably arrange production tasks , specifying which workshop, which machine and which time period the production of each brand occurs. In order to strengthen supervision during the production process, the factory also conducts timely assessments and adjustments on various factors that affect production. Changyan has initially established and standardized a new operating system within the enterprise, and has begun to strengthen the construction of four core capabilities (namely, risk prevention capabilities, quality assurance capabilities, cost control capabilities, and system operation capabilities) and four basic guarantees.

All departments are proactive in coordinating services for the production line. As long as there are any needs or problems on the production line, they can be solved as quickly as possible. The enterprise's production organization mechanism has been further optimized, production process monitoring has been further strengthened, production efficiency has been further improved, and a large-scale production organization with equipment modernization, process modernization, testing modernization, warehousing modernization and management modernization has been established. Especially the production of Furong King, with the steady advancement of key project construction, is further moving towards automated, intelligent and highly humanized modern large-scale production.

“In 30 days, the output of 107,000 boxes was completed.” This is a miracle achieved by Chang Yan.

Perhaps difficulties and pressure are intended to test the will and resilience of the brave. Before the Spring Festival in 2008, facing the fierce competition in the market for Class I and II cigarettes, China Tobacco Hunan proposed to "seize the commanding heights and quickly occupy the market." The production tasks of "Furong King" suddenly increased. In just 30 days, 107,000 large boxes had to be completed, which exceeded the limit in terms of the equipment capabilities at the time.

With a heavy burden on our shoulders, Changyan people are full of high fighting spirit. All departments in the factory work together, cooperate actively, and devote themselves to all services for production. The second workshop added a 3,000 kg/hour silk-making line, and the first workshop added 5 new equipment (sets), and implemented "four shifts and three operations" for the silk-making line to ensure that people do not stop the machine. The production management department connected in a timely manner and dispatched reasonably to ensure smooth operation; the enterprise management department completed the trial run of "two standards in one" in formulating work processes and work standards, and kept abreast of the delivery status and obtained company support in a timely manner. To ensure the word "smooth"; the equipment engineering department and key offices have "two brands, one set of people". Faced with extraordinary tasks, they adopt every opportunity to carry out emergency repair and maintenance of online equipment...

around For the central task of Furong Wang production, all departments coordinated and worked together to compose a moving piece of modern large-scale production of Furong Wang: In the middle of the windy and snowy night, the comrades of the material distribution department were still unloading, receiving, and inspecting goods; In the production workshop, employees wear short-sleeved shirts and work hard beside the machine. During the Spring Festival holiday, production line maintenance personnel worked overtime for 13 consecutive days and nights, fighting at the production site on New Year's Eve and the first day of the Lunar New Year...

The production battle of "completing 250,000 large boxes in 50 days" is a vivid portrayal The fighting power of the Smoker.

Before New Year's Day in 2007, as the booming market once again refreshed production indicators, Changyan received the task of the company to "complete the production plan of 250,000 large boxes before the Spring Festival", which meant that Changyan had to complete the production plan of 250,000 large boxes within 50 days. The usual two and a half months of production must be completed!

The scene is the market. All employees and functional departments of Changyan unified their thinking and deployed closely as quickly as possible. They collaborated from top to bottom, and all employees worked together to engage in the most intense production battle in history.

50 days and nights were interpreted into moving melodies by the uncompromising execution of Changyan people, and the values ????of "two supremacy" were vividly transformed into touching scenes and stories--

The rolling workshop completed the equipment transformation of 5 sets of PT special cigarettes in 4 days; the power workshop's originally planned eight-day equipment maintenance was completed in two days. Boiler maintenance worker Luo Tieshuang came to the workshop to engage in intense maintenance just after the operation. Medium; The employees of the catering branch worked overtime until early in the morning, then lay down on the sofa chairs in the office for a while, and then returned to work as usual in the early morning...

In the early morning of February 15, 2007, exciting news came from the Changyan Manufacturing Center News: Successfully completed the production of 251,660 large boxes, and achieved perfect results of zero safety inspection accidents, zero quality defects, and 100% on-time delivery rate!

Quality is the basis and high quality is competitiveness

In today's world, the competition between enterprises is essentially a competition between product quality and operation quality. It can be said that the reason why Hunan Tobacco brands such as "Furong King" and "Baisha" can stand out in the market is inseparable from China Tobacco Hunan's consistent pursuit of high quality.

"Quality is the life of an enterprise." In the face of quality, they are "cautious" and cannot tolerate any defects; in the face of quality, they strive for excellence and do not miss any details. When interviewing China Tobacco Hunan, we can experience the deep-rooted quality culture everywhere, where quality is an attitude, a standard, a responsibility, and a commitment.

“There is no best product quality, only better.” This is what Hunan Zhongyan people often say. Walking into the production workshops of Changsha Cigarette Factory and Changde Cigarette Factory, slogans such as "Quality comes from details, standards come from the market", "1% negligence = loss of 100%", "1.8 seconds of slackness may lead to a quality accident" etc. It's obvious. From the company to the workshop, we always put brand quality first. Strictly control the quality of raw and auxiliary materials before feeding, continuously improve the control level of the cigarette production process, strengthen supervision and inspection of finished and semi-finished products, and implement quality and cost control into all aspects of production. Not letting go of any detail that may affect quality, Changyan people ensure "high-quality bags and first-class bags" and constantly refresh the record of "hundreds of millions of bags" without quality defects.

Quality control is advanced. In order to nip the problem in the bud, China Tobacco Hunan has established a complete quality pre-control system to enhance the pre-control and guarantee capabilities of product quality, and has introduced corresponding supporting measures for the rapid disposal of product quality defects, transforming quality management from The traditional "postpartum examination" has been transformed into "prenatal prevention". An effective "equipment, process, product" quality control chain has been formed, which moves product quality inspection and product quality control factors forward, realizing the shift in quality management from result control to process control, and from manual experience to scientific decision-making. , the shift from physical quality control to control of the entire online device.

Quality control is throughout the entire process. The quality of raw materials is directly related to the quality of products. In order to ensure the quality of tobacco leaves, in 2007, the company moved the tobacco leaf allocation work to the grassroots stations of tobacco companies in the production areas, and proactively cooperated with the tobacco companies in the production areas to carry out pre-inspection, Code acquisition work; strictly implement tobacco leaf allocation procedures, strengthen tracking and assessment of tobacco leaf allocation quality, and implement a quality responsibility traceability system. In Changyan, the quality process control is advanced to precise control. Certain inspection standards are often described in qualitative terms, which is prone to differences in understanding and implementation. Changyan introduces more quantitative standards or defect pictures for reference, and the standards are formulated more clearly. Specifically, improve the adaptability and operability of standards. Ensure consistent execution of production standards at multiple points. And added testing standards such as shredded tobacco shred rate, filling value, shredded tobacco width, and cut stem thickness, which are beneficial to the quality evaluation of shredded tobacco. The quality of every cigarette produced by Changyan starts from the "daughter cells" such as tobacco leaves, cigarette paper, and sticks, and ends when it is put on the market and delivered to consumers. The quality supervision and inspection has detailed tracking, recording, and improvement.

Quality control has covered every corner. Changsha Cigarette Factory's "Baisha" brand cigarettes have achieved joint production with a number of cigarette factories. Ensuring the quality of the joint venture's "Baisha" cigarettes has always been an issue that Changsha Cigarette Factory attaches great importance to. In order to achieve consistency in quality of cigarette products produced by "Baisha" and "one brand and multiple points", the company carried out research on the application of product homogenization, set out to build a scientific and unified process technology centralized platform, and actively explored new quality inspection models and formulated Quality supervision and spot check system, regular consumer research and product quality inspection work.

At the same time, they also dispatched "White Sand" cigarette project teams to various joint venture manufacturers and stationed in 10 joint processing points to provide guidance, management and services for homogeneous production to the cooperative manufacturers. On a cold winter day in 2006, Chen Tong, a craftsman of the "Baisha" project team based in Baisha, Hebei Province, discovered a drop of water dripping from the exit of the silk dryer every half hour or so. "Although it is just a drop of water, it will affect the quality of the product, and ultimately it will affect consumers, which is a big deal." Chen Tong and other members of the project team immediately summoned workshop craftsmen, maintenance technicians, and equipment directors to find out the cause. After two days and two nights of continuous fighting, the problem was finally solved. Due to the good management of joint processing, whether it is industry quality inspection data or market feedback, the quality rate of Changsha Cigarette Factory's external cooperative processing points is 100%.

On the production line, exquisite cars carrying brand-new laptops and testing tools shuttle through various production sites to collect quality data... Starting from January 1 this year, Changde Cigarettes The factory has added such a unique landscape.

With the development of information technology, China Tobacco Hunan's quality management methods have also continued to improve. In recent years, Changyan has established a quality management information system, integrating process quality control, online quality control, finished product quality control, and source material monitoring into the information system. In Changyan, there is a quality experience database called the "Electronic Dictionary of Quality Issues". Changyan has collected all quality hazards, quality defects and solutions that have occurred over the years, and developed a quality experience database. When quality problems are discovered during the production process, solutions can generally be found by querying the experience database; it can also be compared with the production environment where the quality problems occurred recorded in the experience database to determine whether the current production conditions may cause quality problems, thereby Prevent quality problems from occurring. In addition, through various statistical analysis tools in the experience library, key quality problems can be quickly discovered, and the relationship between excipients, equipment, personnel, etc. and quality defects can be found. Combined with the parameter library, the causes can be analyzed, and corrective measures can be proposed to promote process quality. of continuous improvement.

What is even more gratifying is that a unique corporate culture with the pursuit of quality as its core has been formed in Hunan China Tobacco, and the pursuit of quality has become a conscious behavior of every employee. There are many touching stories circulating in China Tobacco Hunan: Fang Chaohui, a stopper in the second workshop of Changyan, would write down the production situation of the day in detail, including output, consumption, quality hazards, equipment failures and solutions every day after work. He has persisted in this habit for 7 years and has used up more than 10 diaries.

The "Zhang Ruimin smashed the refrigerator" incident made Haier synonymous with quality. The story of dismantling cigarettes circulated in Changde Tobacco Factory is similar to it. One day in January 2008, because the equipment had just been debugged, there was a quality problem with the packaging of the "Furong King" small boxes produced in the workshop. The squad leader immediately ordered the equipment to suspend production, and all the "Furong King" produced during this shift were transferred to the factory. Disassemble and inspect. That means that dozens of boxes of cigarettes must be disassembled into small boxes. It takes three shifts to dismantle the cigarettes produced by one shift and repackage them. At this time, it is the time when the workshop production tasks are the most urgent! However, without any hesitation, we just demolished it! After dismantling them all, it was discovered that there were only about 10 boxes of small cigarettes in question! The failure rate is less than one thousandth! When it comes to cost and economic accounting, it is obviously uneconomical because the output value of these four classes is about 6 million yuan!

But the rewards are huge. Although the market demand for Furong King has increased significantly in the past two years, the product quality is still improving steadily. After random inspections by national, provincial and regular tobacco quality inspection stations, the pass rate has all reached 100%, and it was selected as one of the "China Consumer Products" with high votes. "Top 100 Most Favorite Trademarks", ranking eighth.

The "fall" in cost leadership figures highlights the "rise" in cost leadership

In the eyes of ordinary people, as a major profit and tax company that pays hundreds of millions in taxes every year, China Tobacco Hunan has absolutely reasons "Rich and wealthy". No one would have thought that when it comes to cost control, Hunan China Tobacco is very stingy.

In the eyes of China Tobacco Hunan managers, cost is a crucial factor. Like quality and efficiency, it is one of the key indicators to promote corporate progress and build the company's core competitiveness. As a result, "cost" is one of the hot words that appears most frequently in every year's work meetings and employee congresses.

As a rigid indicator, the company has a "tightening curse": in the company's organs, the office has formulated a series of rules to strengthen internal management, which imposes strict requirements on the company's internal management, strict budget management, and strict cost control.

From the purchase of office equipment to business entertainment and even the use of official vehicles, there are strict regulations.

As for the various production plants that have retreated from their status as market players, as the main implementation unit of cost control, the indicators for tapping potential and reducing consumption have been broken down to each position one by one. In Changsha Cigarette Factory, with the implementation of the "cost improvement project contracting system", the concept of "cost leadership" has become deeply rooted in the hearts of the people. In Changde Cigarette Factory, the activities to create a "conservative enterprise" were carried out in all directions throughout the factory. The heads of each department signed a letter of responsibility for saving potential and tapping the potential with the factory department.

In order to ensure the realization of this year’s goal of tapping potential and reducing consumption by 300 million yuan, Hunan China Tobacco Industry Co., Ltd. carefully analyzed the economic operation in the first half of the year and formulated a plan to improve the comprehensive utilization efficiency of tobacco leaves and reduce the energy consumption of 10,000 yuan. A series of specific measures to increase revenue and reduce expenditure, including reducing consumption and reducing procurement costs of materials and auxiliary materials.

To tap potential and reduce consumption, each production plant has carried out a large number of management improvements, technical research and process research, and formulated detailed consumption reduction plans from the aspects of saving tobacco leaves, auxiliary materials, kinetic energy and procurement costs. A large number of equipment improvements and equipment research have been carried out to reduce consumption in terms of tobacco leaves, shredded tobacco, nib sticks, cigarette papers, small boxes, and cartons.

In terms of cost control, Chang Yan makes a fuss about the word "strict", persists in this work, and organically combines the work of creating a conservation-oriented enterprise with an environmentally friendly enterprise. Continuously improve the awareness of conservation and environmental protection among all employees. We have established a strict assessment mechanism with the goal of saving resources and controlling waste, and conducted in-depth and extensive research and analysis on various links and key points that affect production costs, such as the measurement and control of raw and auxiliary materials entering the factory, process control, etc., to seek ways to optimize processes and Ways to control cost reality. Secondly, strict quota management, strengthened statistical analysis, and continuous exploration and improvement of cost accounting models that are consistent with the actual management of the enterprise have greatly improved the level of cost control management. In 2007, the company realized savings of 24.95 million yuan.

To truly create a cost leadership advantage, new breakthroughs in cost reduction must be achieved through technological innovation. A technological transformation often has huge cost effects. Changsha Cigarette Factory's Technical Reform Office, as the functional department responsible for the renovation and maintenance of equipment and facilities in the factory, is a large user of funds. In the design of each project, the first thing they think about is saving without compromising quality and functionality. In the foundation treatment of a project, the office, after thorough demonstration, changed the 1,100-meter large excavation of the air-raid shelter to the filling process, saving 800,000 yuan in funds. ”

In cost control, “small events” can often support “big results.” At China Tobacco Hunan, the author has heard many small stories, which may seem insignificant, but vividly reflect the This shows that cost control is developing in depth and precision in Hunan China Tobacco. Cost awareness has penetrated into the habits of every employee and into the standard actions of every process. For example, in the joint workshop of Changyan. After each batch of cut tobacco is shipped out of the cabinet, there will always be some tailings left in the belts and storage cabinets, which are taken out bit by bit, ranging from more than 30 kilograms to more than 10 kilograms, although compared to more than 40,000 kilograms a day. In terms of the quantity of tobacco packaged, these are simply insignificant, but it has always been the code of conduct for the comprehensive class employees to never discard any tobacco. All these tails are blended into the outgoing ribbon and transported to the wrapping workshop. Counting 18 batches of imported cut tobacco per month, this comprehensive class alone saved the factory more than 6,000 kilograms of finished cut tobacco throughout the year.

In the packaging workshop of Changsha Cigarette Factory, every machine operator works. I have a plastic card in my hand, which records the latest prices of various raw materials: 1.4 yuan for a high-quality bar box, 0.1 yuan for a small white sand box, 0.03 for a mouth stick... Save every piece of cigarette box paper, every A filter stick has become a conscious action for employees. Although each small item saves only an inconspicuous 10 cents or 40 cents, when calculated, the annual benefits are really shocking. From the beginning of the year to July, Changsha Cigarette Factory saved 1.127 million small boxes and 503,000 cartons of various brands, directly reducing production costs by 580,000 yuan.

In Changyan, the sacks used to package tobacco leaves are used once. Then they are scrapped. Today, workers in the original cigarette warehouse recycle each sack and recycle it multiple times. This alone saved more than 1.5 million yuan in costs in 2007.

A trickle of water flows into a sea. While the brand scale is getting bigger and bigger, various cost and expense indicators of Hunan China Tobacco are showing a downward trend.

According to statistics, China Tobacco Hunan has saved an average of 180 million yuan in material costs and 130 million yuan in annual advertising expenses in 2007. The weighted average consumption of tobacco leaves per box has dropped by more than 0.3 kilograms year-on-year, and the annual cost has dropped by 60 million yuan year-on-year. Through the application of new technologies, new materials, and new processes, we can save 30 million yuan in costs throughout the year; by improving the process, we can maximize the potential of tobacco flavor and reduce flavor material design costs and process consumption, and we can save 30 million yuan throughout the year.

When will Hunan China Tobacco, which is committed to refined management, become a management benchmark for others? China Tobacco Hunan, which is moving forward rapidly with the direction of "domestic advanced and world-class", is already approaching its goal step by step!