Lean Management | Frontline Managers from the Company Visit Phoenix in Nanjing to Learn Best Practices

Recently, the company organized a delegation of frontline production managers to visit Phoenix Contact in Nanjing to learn from its expertise. Through on-site observations, focused workshops, and open discussions, the team delved into practical pathways for intelligent transformation, gathering valuable insights to drive upgrades across production lines.

The visiting delegation experienced four core operational stages in sequence. First was the intelligent warehousing system, where AGV logistics carts work in coordinated fashion to enable automated material sorting and precise inbound storage, fundamentally transforming traditional manual management practices. Second was the digital injection‑molding workshop, featuring high‑precision equipment and end‑to‑end data monitoring to simultaneously enhance both production quality and efficiency. Third was the automated assembly line, where a single operator manages eight machines, prompting the team to reflect deeply on the “human‑efficiency‑boosting” model. Finally, the flexible production layout—featuring dedicated zones for small‑batch orders and optimized logistics routes—significantly reduces resource waste.

Phoenix Plant Manager Jia Hao shared insights on production planning and automation operations, emphasizing that “planning common manufacturing processes at the R&D stage” is a key principle for achieving machine substitution.

Following the site visit, the five line supervisors, drawing on the specific pain points of their respective production lines, proposed concrete areas for improvement:

Wang Xianchang stated: “Phoenix’s ‘one machine, multiple uses’ model is highly instructive. We will promote the retrofitting of automatic chip‑mounting machines to accommodate interchangeable molds, while simultaneously introducing industrial‑grade camera error‑proofing systems and automated testing equipment to address missed inspections and misplacements. In addition, we will explore establishing independent production lines for small‑batch orders to minimize changeover losses.”

Huang Xianchang said, “I’m truly impressed by the efficiency of smart logistics and the ‘one person, multiple machines’ model! We plan to implement the ‘Three-Design Principles’ for material delivery, optimize the handling process with a pull‑out design for tool carts, and enhance on‑site management efficiency through a 5S accountability system and an intelligent personal protective equipment (PPE) issuance mechanism.”

Huang Xianchang stated: “The factory director’s expert explanation of the product process is truly worth learning from. Moving forward, we will strengthen technical training for production-line personnel, integrate the high-speed line with the single‑operator‑per‑unit production model, maximize labor productivity, and enhance the customer visit experience.”

Ni Xianchang: “The precision error‑reporting system is a weak link. It is urgently necessary to equip automated equipment with workstation displays to enable rapid fault localization, shorten debugging time, and improve maintenance response speed.”

Wang Xianchang: “The intelligent logistics system is our core competitive advantage. The company will focus on integrating the data chain between material supply and production demand, minimizing disruptions caused by material shortages, and advancing the application of sensors and AI technologies in warehousing and transportation.”

This visit not only broadened the team’s horizons but also provided valuable insights for implementing lean‑based shop‑floor management. Moving forward, the company will continue to deepen exchanges and mutual learning with industry leaders, leveraging innovation to drive improvements in production efficiency and contributing to the company’s high‑quality development.